Developing Marketing Capabilities by Mapping Customer Journey and Employer Journey, Considering the Blurring of Boundaries between Marketing, Technology and Management

Within the new business model, there is a reevaluation of the customer journey from end to end, making decisions on the basis of business analytics, consolidating the customer culture considering the long-term customer value delivery, measuring customer culture, integrating customer thinking across the business performance and customer perception. There are challenging lessons to learn with regard to putting the customer first or putting the employee first and put the customer second, delivering the brand promise consistently, knowing what is necessary to change in how the organization operates and relates to its customers, considering both the customer journey and the employer journey. As customers preferences for channels and technology are evolving, CMOs must keep the pace with the quickly evolution of the technology landscape, considering the democratization of marketing, marketing co-creation with customers, the Grand View of MarTech, and the modern marketing stack, implementing a MarTech strategy accordingly. There is no doubt about the need of using customer intelligence tools to create a better customer experience (CX), including with the help of the artificial intelligence (AI), and to drive customer-centric culture. And as CX and the customer success (CS) are considered being intrinsically connected and impacting each other, it is useful to consider, at the level of B2B companies (while also seeing the blurring line between B2C and B2B selling), the transition from the CS 1.0 to the CS 2.0, with impact on CX and on the implementation of a new type of officer in the company’s organizational structure, the Chief Customer Success Officer.