The philosophy of managing a customer’s experience is not a new one. However, until as recently as the early 2000s customer experience was not a term often used.

The philosophy of managing a customer’s experience is not a new one. However, until as recently as the early 2000s customer experience was not a term often used.  In the majority of organisations it was typically caught under the catchall of Customer Services, in fact the management of the experience was a joint venture between Operations, Marketing and Customer Services. 

This was a time when digital technology was slow and limited, where sentiment, opinion and experiences were still being captured through traditional communication methods.  You would rarely hear about poor retail service delivery, the BBC’s Watchdog was the nations key consumer lobby point. Word-of-mouth was the strongest preference driver, and shopping was just about shopping.

Today we live in an “ultra-digital” world where consumer feedback and opinion is distributed continuously across the planet through multiple platforms, reaching people in real time by the thousands (if not millions).  Consumers at every level of society are now empowered and have become more vocal, they are quick at telling us what they like and what they don’t like.  This ultra-digital revolution has put the consumer in the driving seat, forcing brands to sit up and listen to what they have to say.

Shopping is social, and the act of shopping isn’t always why people go to the shops, getting the experience right and having the right experiences will increase dwell and frequency.

Preference in our market is driven by a few key factors: experience, recommendation, retailer mix, leisure mix and accessibility. Consumer behaviour is transforming shopping centres into social hubs, where people eat, meet, play and shop. They want interactivity, engagement, choice, enhanced service and connectivity.

As a consumer brand intu has placed the consumer (our guest) at the centre of our decision making, for all our functions. Our customer experience reflects their identity, making them feel it’s been delivered with them in mind. Personalisation and customisation are becoming the norm, universally raising people’s expectation. 

We aim to indulge our guests across all five senses. Our ambition is to get to know our guests better than ever, all 30 million of them. Allowing us to treat them as our guest throughout an extended journey with us, ultimately strengthening their bond with us, and us them.

For companies committed to delivering great experiences, the planets need to align internally, removing old company silos and accepting that customers no longer separate the physical and digital environments when they form their opinions.

Those that truly listen to their customers in our sector will adapt and harness the power of their consumers. Word-of-mouth has transcended time and continues to be a principle driver of preference.

World class experience is rooted in insight – we must all keep listening.

Roger Binks, Intu

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