Behavioural economics can be a powerful tool in helping consumers

Along the user journey from research to consideration and finally to conversion. However, in order to do this, we need to consider our consumers. The challenges between brands may vary – the consideration involved in the consumption of a pair of socks will be worlds apart from the behaviour involved in the consumption of a phone. Understanding our consumer profile is essential to developing an appropriate brand strategy, namely answering the question “Why do our consumers consume within our market; and how do we get them to choose us?”.

The workload like this whatsapp number list allows both the vendor and the affiliate to focus on. Clicks are the number of clicks coming to your website’s URL from organic search results.

In today’s world of options, brands need to develop an emotional engagement to elevate their search strategy and overall digital experience. Using behavioural economics to implement nudges at each stage of the journey can close the gap between trigger and purchase so prospective customers are less exposed to competitor brands, thus creating long-lasting customer loyalty.Katy Lindemann on CX transformation: employees are central characters, not supporting cast

Speaking at Econsultancy Live: CX 2022, Grey Consulting’s Katy Lindemann suggests that the past couple of years has seen a shift in the way companies think about company culture and transformation projects.

Katy Lindemann, Principal Consultant, Grey Consulting, speaking at Econsultancy Live: CX 2022 last month.

We often hear about companies investing in CX transformation. But post-investment, what are the factors that actually make or break transformation? After all, research suggests that only 30% of big digital transformation projects typically achieve their target objectives and create sustainable change.

Katy Lindemann, Principal Consultant for Grey Consulting, told attendees at ‘Econsultancy Live: CX 2022‘ that CX failure tends to be due to “organisational inertia.”

“…technology itself isn’t a solution. And I think this is the hardest part of an organisation to change.”

Lindemann suggests that within the fundamentals of CX transformation, people are often considered last, and the concept of ‘culture’ lags even further behind that.