tas3

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Introduction

In this task, you will demonstrate your ability to align the customer experience to the brand and value proposition, analyze the customer journey, explain the practices of customer experience management, and create the components of a customer experience strategy aligned with the organization and brand values. Use the information provided in the attached scenario to complete this assessment.

Scenario

Refer to the information in the attached “Task 3 Scenario” in the Supporting Documents section below.

Requirements

 You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course. Tasks may  not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).  Note: This performance assessment task requires analyzing information presented in images within the attached “Task 3 Scenario.” To ensure fairness for all learners, a PowerPoint (.pptx file) version of these images are provided. The PowerPoint file for each image is attached as a separate PowerPoint document: “Customer Personas.”

A.  Using the information provided in the scenario, complete the following:

1.  Describe Natural Energy drink’s current customer experience strategy and how it aligns with the brand promise and value proposition.  

2.  Recommend  three areas that should be improved for the customer experience strategy.

a.  Explain how each of these three areas would improve alignment with the organization and brand values.

b.  Explain how each of the  three improvement areas in A2 address the customer service complaints described in the scenario.  

3.  Describe the following for  each of the  five stages of Eva’s customer journey using the attached “Customer Journey Map” supporting document:

a.  customer activities

b.  customer goals

c.  touchpoints

d.  pain points

e.  business goals  

B.  Explain the opportunity and benefit of implementing a customer-advocate strategy, using information provided in the scenario.  

C.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.  

D.  Demonstrate professional communication in the content and presentation of your submission.

Rubric

A1: ALIGNMENT OF CUSTOMER EXPERIENCE STRATEGY WITH BRAND PROMISE AND VALUE PROPOSITION

Competent

The submission accurately describes Natural Energy drink’s current customer experience strategy and how the current strategy aligns with the brand promise and value proposition, using information from the scenario.

A2:IMPROVEMENT AREAS

Competent

The submission recommends 3 appropriate areas that should be improved for the customer experience strategy described in part A1. The recommendations are supported with relevant details from the scenario.

A2A:EXPLANATION OF IMPROVED ALIGNMENT

Competent

The submission includes an appropriate explanation of how each of the 3 areas recommended in part A2 would improve alignment with the organization and brand values, using specific details from the scenario.

A2B: ADDRESS CUSTOMER COMPLAINTS

Competent

The submission explains how each of the 3 appropriate improvement areas in A2 address the customer service complaints described in the scenario.

A3: CUSTOMER JOURNEY MAP

Competent

A copy of the “Customer Journey Map” for Eva is submitted.

A3A: CUSTOMER ACTIVITIES IN THE CUSTOMER JOURNEY

Competent

The submission includes an accurate description of customer activities for each of the 5 stages of Eva’s customer journey. The description is consistent with the information in the scenario.

A3B: CUSTOMER GOALS IN THE CUSTOMER JOURNEY

Competent

The submission includes an accurate description of customer goals for each of the 5 stages of Eva’s customer journey. The description is consistent with the information in the scenario.

A3C: TOUCHPOINTS IN THE CUSTOMER JOURNEY

Competent

The submission includes an accurate description of touchpoints for each of the 5 stages of Eva’s customer journey. The description is consistent with the information in the scenario.

A3D: PAIN POINTS IN THE CUSTOMER JOURNEY

Competent

The submission includes an accurate description of pain points for each of the 5 stages of Eva’s customer journey and is consistent with the information in the scenario.

A3E: BUSINESS GOALS IN THE CUSTOMER JOURNEY

Competent

The submission includes an accurate description of business goals for each of the 5 stages of Eva’s customer journey. The description is consistent with the information in the scenario.

B: CUSTOMER-CENTRIC TO CUSTOMER-ADVOCATE STRATEGY

Competent

The submission appropriately explains the opportunity and benefit of implementing a customer-advocate strategy, and the explanation is supported by information from the scenario.

C: SOURCES

Competent

The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.

D: PROFESSIONAL COMMUNICATION

Competent

This submission demonstrates correct use of spelling, grammar, punctuation, and sentence fluency. You have demonstrated quality professional communication skills in this submission.

Task 3 Scenario

The Situation

Customers of the Owasis Drinks Company (ODC) are posting on social media about several issues, including dissatisfaction with the Natural Energy product and frustration with redeeming promotions. Moreover, consumers are voicing their concerns that Natural Energy is not natural enough or not strong enough to provide the promised energy benefits. As a result, the senior management team has asked you, as a product manager, to coordinate with the Customer Service team and other departments to address these customer concerns.

Customer Experience and the Brand Strategy

Natural Energy is positioned as a natural energy drink in a market where most energy drinks have artificial ingredients. Moreover, Natural Energy, unlike the category leader, Blue Danube, is made in the United States by a U.S. company with a long legacy in the Northeast region. However, there seems to be a disconnect between the brand promise and the customer’s perception.

One of the main concerns is that the company is primarily using social media for one-way communication of sales promotions without developing brand engagement with the value proposition. Similarly, there is the idea from senior management that the company should centralize the customer interaction under the umbrella of a Customer Management department that will eventually be part of either the Marketing department or the Customer Service department.

Customer Service Complaints

Natural Energy has a toll-free number to receive and address customer complaints. The number is printed on every can and included in all advertising copy. The toll-free number is managed by a team of two customer service specialists from 9:00 a.m. to 5:00 p.m., Monday through Friday. Outside of business hours, customers can leave a message that will be responded to promptly the next business day.

However, it was found that most calls are spam or people dialing the wrong number. Of all the calls received each day, it is estimated that fewer than a dozen are legitimate calls in which customer complaints are being addressed by the two customer service specialists. Additionally, the company has a customer service email that the same customer service specialists manage. Most emails are either responded to promptly or forwarded to the appropriate department. Most emails received, a few dozen per day, are from retailers or stores asking for a product return or information on promotions, deliveries, or shipping issues.

To improve the customer service experience, the company invested in a new cloud-based CRM (customer relationship management) software that will allow the integration of voice and email communications as well as capture interactions in social media channels. With this software, there can be more efficient routing and tracking of customer issues and better measurement of the customer experience. Additionally, the marketing team is excited touse the new CRM as a way to build and track repeat customers to build loyalty and, ideally, brand advocates.

However, six months after implementing the new software, there have not been any perceived or reported improvements in the customer experience or differences in the number and type of customer calls and emails. The social media sentiment with regard to Natural Energy continues to trend more negative than positive.

Social Media

The company hired a social media specialist a year ago. This person is responsible for managing all social media channels and coordinating promotions through social media. The specialist reports to the Marketing department and interacts with the Customer Service team on an as-needed basis.

Recently, the company hired a social media intern and a community manager. All three are tasked with improving the company’s social media presence.

Sales Management

The Client Services group is part of the Corporate Sales department. There are four client service representatives that are assigned to the following:

· key accounts

· major accounts

· other off-premises accounts (supermarkets, grocery stores, convenience stores, etc.)

· on-premises accounts (restaurants, hotels, food service)

The client services representatives manage the relationship with their assigned clients. They do not interact with the end customers (consumers). Rather, they manage the relationship with the distribution channel members. Most of their work is focused on orders, returns, invoicing, addressing distribution issues, and securing more shelf space and promotions. One way the sales management teams promote their Natural Energy brand is by sponsoring events at gyms that align with the brand’s positioning and by passing out free samples in store locations or at various triathlons, marathons, and other sporting events.

Customer Advocate

Some companies in the industry are reportedly creating a customer advocate role—an employee dedicated to managing customer relationships through different channels. However, it is unclear whether this person should report to the Marketing department, Sales department, or Customer Service department. Furthermore, there are concerns about whether there will be enough work for this person since the number of registered customer complaints is low.

Currently, at the ODC, there is no customer advocate role that owns the relationship with the end customer. For example, customers only reach out when they report a complaint, using the toll-free number or email. Some complaints are forwarded from the social media specialists and then sent via email to the Customer Service team. The Sales Management team forwards customer complaints that they receive from the stores to the Customer Service team.

Customer Personas

Using CRM and industry data, the product marketing manager developed a persona as part of understanding Natural Energy’s customers and their experiences.

It was found that Natural Energy’s customers are young, energetic, and active. Eva is a fitness enthusiast who spends hours at the gym. Eva consumes Natural Energy on her way to the gym and in between sessions to keep her energy up and focus sharp. Figure 1 shows the customer persona for Eva:

Figure 1: Persona profile for Eva

Customer Journey Map

There are some efforts by the Marketing department to map the customer's journey according to the different shopping and consumption occasions.

The primary purchase occasions are identified for Natural Energy’s customers below:

a) Multiple (stock-up) purchases: This occurs when active customers buy several cans of Natural Energy, primarily in a supermarket or a wholesale club, to be consumed later, such as at work or the gym.

b) On-the-go: This occurs when customers buy their product chilled in a convenience store or at the gym for immediate consumption.

c) High-energy: Another consumption opportunity comes from partygoers who buy the product as a mixer during a party or at the club. The product will not be consumed individually and will be used as a mixer with another product.