Previously, it was relatively easy to map out customer contact moments, assign responsibilities and set up processes. Without knowing it, the customer moved clearly through a so-called linear customer funnel where marketing was responsible for branding, brand awareness and lead generation. Sales then qualified the leads, whereby they were also responsible for the final conversion to sales. Finally, customer service took care of the after-sales and service trajectory. Of course, the border areas were sometimes less clear in practice, but the customer journey - and therefore also the customer responsibilities in the organization - was relatively clear.
In the current reality, this clear linear funnel has changed into a journey in which the customer korea telegram data channels are used multiple times during different stages in the purchasing process. As a result, the responsibilities for the customer journey within the organization have become much less clear. The Agile Commerce concept developed by Forrester is a good visualization of the current different customer contact moments in the purchasing process. A consistent customer experience during all these contact moments is more important than ever and also an opportunity to be distinctive. But who is now responsible for the total customer journey? And who thinks about the entire customer contact strategy in all phases of the customer journey?