In recent years, brands have focused on driving customers to purchase products and services online, often using an “inside-out” strategy. This funnels potential customers along a pre-defined path to purchase, with the brand assuming it knows what customers want. However, there’s a disconnect here — what companies think their customers want and what customers look for can differ significantly. This discrepancy is critical because 76% of consumers expect companies to understand their needs and expectations.
Instead, brands can adopt an “outside-in” strategy that puts customers first. By understanding the customer experience journey from their perspective, brands can create more personalized, meaningful experiences. This starts by reimagining the customer journey and moving toward one-on-one conversations faster. We never explain how to employ an outside-in strategy, so perhaps delete this section as we don’t deliver on the promise.
The customer experience lifecycle (CXL) begins with a need. Whether it’s a pain point or a specific concern, the customer is searching for the best solution. Keep in mind that this journey is not always linear; customers might be at different stages at the same time.
Pre-Purchase: This stage includes three factors: awareness, consideration, and knowledge. During this stage, you inform customers about what you’re offering so they understand the value of your product or service.
Purchase and Selection: Once customers have done their research, they’re ready to decide. The focus here is on creating seamless, customer-centered experiences that generate positive emotions.
Post-Purchase: This stage includes satisfaction, loyalty, and advocacy. To satisfy your customers, you must deliver on the promise made during the first stage. This is also the tipping point where satisfied customers can become advocates.
Many brands lack a clear, well-articulated promise at the brand level. After you satisfy customers, the goal is to turn them into loyal advocates. This is about creating an emotional connection with your product or service. Did they enjoy the experience? Did it resonate with them? If the answer is yes, you’re more likely to transform that customer into an advocate.
True brand advocacy is shaped by customers, not the brand itself. Think of Apple’s followers who can talk about Apple products all day long. The brand doesn’t drive those conversations – their customers do. So how do you turn customers into brand advocates? We never say.
People are in different stages of the customer lifecycle simultaneously, which can be a challenge for brands that address only one audience regardless of where they are in that cycle.
A brand’s positioning is not static; it’s a living, breathing element. So, you need to keep reassessing your market differentiation, understanding how your audience, competitors, and market dynamics change over time. And how does this help you adapt to the customer’s story? We never quite say.
As Steve Jobs famously said, “People don’t know what they want until you show it to them.” In the past, tracking customer behavior seemed revolutionary. The idea was that by predicting behavior, brands could offer experiences that made customers feel more secure, happy, and connected.
However, while data is powerful, it shouldn’t be the star of the show. If data drives every decision, you risk losing the human touch, and you can become too robotic in your approach. Instead, get curious. Ask more questions and use data to support, not dictate, your strategy. For instance, customers spend a lot of time online, but how can you make that experience feel personal and timely? Ask the right questions, connect deeply with your customers, and use data to fill in the gaps.
The goal for brands is to shift from “brand-to-many” conversations to more personalized, one-to-one dialogues. Companies that achieve this authentically and create positive, tailored experiences will build stronger loyalty. Can we bring this to life with an example of a company that does this well?
Consider adding different elements to your story and value propositions that prompt a more personalized experience, such as?. Marketers can be linear in their thinking, but relationships and emotions aren’t linear.
At the end of the day, it’s about how to have better relationships with our customers. Reimagining the customer experience lifecycle supports that goal.
