In the Post-COVID era, with the gradual return to pre-pandemic work environments, businesses are re-evaluating their operations. However, one thing that hasn’t yet changed is the focus on immediate financial results rather than long-term brand value. We also witnessed some once-celebrated brands equating brand value to million dollar sponsorship investments failing. In the overall sense, opportunities for deeper customer engagement, by understanding the customer ambitions or pain points, and innovations are often overlooked in pursuit of quarterly targets.
Some time ago, I decided to revisit a 5-star hotel where I used to be a regular guest whenever I travelled to the city. As a bootstrapped start-up entrepreneur, I had turned to online platforms for my accommodation needs for a while, but on this occasion, with a client presentation scheduled for the next morning near the hotel, I chose to stay there again.
Upon arrival, the familiar team greeted me warmly, recognizing me from my previous visits. They promptly provided me with an upgraded room without any delay—a true example of customer-centric service. Impressed by their hospitality, I shared my experience on social media, expressing my genuine satisfaction and tagging the hotel. Shortly after, the hotel responded to my post, expressing gratitude for my kind words. But, the following morning, as I settled my bill and prepared to leave, I received an email asking me to rate my stay. I couldn’t help but wonder, didn’t I already provide the feedback through my social media post? It highlighted a disconnect between the social media team’s acknowledgment and the hotel’s feedback system. This situation reflects a common issue across various customer touchpoints, including online/offline purchase and reviews—lack of integration and communication between different departments or systems.
Once, while collaborating with a luxury automobile manufacturer to enhance their loyalty program, Y&A Transformation encountered a notable incident. The company had planned to send premier event invitations to some of their valued customers. But, at the same time, one of the customer’s car was undergoing service at the dealer’s workshop, with him expressing dissatisfaction with the service levels. This came into light because we did a random check before the invitations went out and managed to send the invitation to this particular customer with a car on call. Had it not been for this intervention, the templated systems would have persisted, causing frustration for both brand owner and the customer alike. Many brand owners are grappling with these friction points along the customer journey.
Reflecting on the hotel scenario, it is safe to assume missed opportunities occurred for them to maintain a dialogue with a satisfied customer. These situations resonates with a broader trend highlighted by a global communication agency’s research. The study examined various industries’ susceptibility to disruption and revealed a significant gap between internal executives’ perceptions of disruption readiness and consumers’ views.
Despite the push for transformation, brands still struggle to align internal structures with customer needs. Jeff Bezos’s customer-centric approach at Amazon serves as a model for prioritizing customer satisfaction through empowered decision-making at all levels. Organisations also go through the challenge of having insecure leaders, who can seldom allow empowerment, lacking employee ownership. As a result, most employees simply fulfil their assigned roles without questioning or exploring further.
As an advisor to a media group, I witnessed first-hand the potential for innovation when teams approach client challenges with an open mind and leverage diverse media assets. Similarly, Y&A introduced a global AdTech platform, Channel Factory, to India, offering advertisers tailored solutions for YouTube advertising with unmatched efficiency. While these have tangible benefits, resistance to change also often prevents the adoption of innovative solutions.
As consumer behaviour evolves, advertisers are increasingly investing in performance marketing and influencers. While metrics and theoretical numbers may be easier to justify, investing in authentic, niche influencers and exploring unconventional avenues can yield greater returns for the brand in the long run, which will also help brand owners build strong baseline for their brands.
To foster true innovation and creativity in the industry, the constituents must invest in diverse talent, encouraging non-conformity and dissent. By setting aside certain budgets and cultivating a culture of curiosity and embracing seasoned professionals with fresh perspectives, the industry can move away from herd mentality and towards genuine innovation.
Ultimately, by building intentional partnerships among aligned media owners, purpose-driven advertisers, and client-focused agencies, the industry can also elevate marketing from a mere expense to a strategic investment even in the balance sheets. This shift will not only enhance brand loyalty but also empower consumers to become brand ambassadors through open engagement, aligned values, and reinforced beliefs as this marketing will shift its gears from “to” customers to “for” customers.
Having said this, in a world where brand loyalty seems rare and consumer trust is often questioned, the recent events, such as the halting of the sale of popular spice brands due to health concerns and the “health” tag on unhealthy drinks, lead us to question whether brands truly prioritize the well-being of their customers.
Article authored by Yesudas Pillai Founder – Y&A Transformation and Strategic Advisor – Channel Factory
