Design Thinking as a driver for the implementation of a Customer Centric Culture

In volatile, uncertain and hyper-competitive environments as is the current one, it is more important than ever to be able to connect and establish lasting relationships with our stakeholders.

Industries have clearly become a market of demand, which forces companies to rethink in depth their Commercial Strategy, which must be based, not so much on the supply of products and services, but more on the needs of the client.

In this context, yesterday we ran a design session with the Iberia Sales Team of Accor Hotels, in which we activated a brainstorming process aimed at solving challenges through empathy, creativity and rationality.

Sales Teams have to focus on the design and communication of an attractive and relevant value proposition which differentiates them from the competition and provokes preference in their stakeholders.

"Analyzing competitive advantages and wondering if they respond to customer needs is fundamental when defining a Value Proposition.”

In this design process, Design Thinking, defined as "the method for generating innovative ideas that focus on understanding and solving real customer needs", became the shift handle for change for the Accor Hotels team.  

The participants to this session worked under the umbrella of co-creation, using Active Listening and Observation as sources of information for decision making. The application of Design Thinking tools helps teams align, engage and justify their Customer Centric Strategy in an innovative, effective and efficient way.

Design Thinking inspires a constant rethinking of strategies, as the environment of our clients evolve or changes; therefore, at the Creative dots, we co-design with the teams Customer Experience strategies based on continuous improvement.

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In this respect, we find it interesting to share the four tips from Melanie Bell-Mayeda, Partner and CEO of IDEO that are listed in this post (and briefly summarized below) on the design of the Customer Journey, one of the most effective tools for the design of the Customer Experience strategy.

Bell-Mayeda points out that the biggest mistake that can be made is to think of a Journey map as a final product and implement it without carrying out analysis of it, on a regular basis.

- Turning inspiration into action.

- Breaking a massive challenge into smaller parts.

- Finding the right moment that matters.

- Pain is part of the process.

Read this full article.

the Creative dots team