The excerpt below is part one from the Economist Intelligence Unit report, Voice of the customer: Whose job is it, anyway?
Customer-centricity is not a new concept, but it has taken on increasing importance in today’s business environment, marked by empowered consumers who want to interact with a brand on their own terms. For many organizations, the challenge lies in finding innovative ways to capture the “voice of the customer” and infuse customer insights across all business functions, from the point of sale to the call center, in order to create business value.
The chief marketing officer (CMO) is well positioned to serve as the champion of customer insights and engagement at organizations looking to become more customer-driven. Marketing has access to a wealth of data about the behaviors, activities, and interests of customers and prospects and, as a result, is often at the center of the customer experience.
Ironically, however, CMOs’ attempts to leverage customer insights more strategically across their organization have been thwarted by the increasing demands of their “day job.” As the CMO role has expanded well beyond traditional advertising, branding and PR, marketing’s mandate has in many ways become less clear. The CMO’s increasingly fragmented responsibilities make it increasingly difficult to take ownership of the “voice of the customer” across the organization.
Some believe the CMO remains in the best position to embrace the role of customer champion. Others advocate yet another C-suite position – the chief customer officer (CCO) – to lead the charge to customer-centricity. Regardless of title, a void remains that many organizations need to fill before they can truly call themselves customer-centric.
For more, see the full report on the EIU website.