Remember when “Digital First” was the marketing catch-cry? Or “Mobile First”?

Living in a world of constant change means that, as marketers, we have to continuously refine our approach. We need to test and tweak our messaging, adjust our spend and targeting, and reconsider and re-evaluate our technology stack. That’s right, increasingly, marketing is a tech game. The game of marketing, itself, has changed.

Recently, Qantas announced that Olivia Wirth will take on the role of Chief Customer Officer. This sees responsibility for the areas of customer and digital strategy being added to Wirth’s brand, marketing and corporate affairs portfolio. The reshuffle, puts Qantas at the vanguard of “Power Marketing” – where the head of marketing has responsibility for the end-to-end customer journey.

It also signals the arrival of customer care as a Board level conversation. A small scale survey of Conversocial customers revealed some interesting directions for social customer care. And while social customer care began slowly, it is gaining momentum with significant investments in social contact centre staffing, technology and process.  Social is the “low hanging fruit” of customer service channels because it is:

  • Direct
  • Responsive
  • Public.

The very fact that social customer care is public brings additional pressures and attention to customer care – which in the past has largely been a back-channel activity. Now, as it shifts to “front of house”, the manner in which you deal with your best – and your most difficult – customers, is on display for all to see.