Magazine article CRM Magazine

The Geek, Nerd, Suit Approach to Customer-Centricity: Achieving Customer-Centricity Requires a Partnership between IT, Analysts, and Business Strategists

Magazine article CRM Magazine

The Geek, Nerd, Suit Approach to Customer-Centricity: Achieving Customer-Centricity Requires a Partnership between IT, Analysts, and Business Strategists

Article excerpt

Business leaders often lose sight of the customer by focusing on data, complex analytics, or high-level strategizing. This is the premise of Geek, Nerd, Suit: Breaking Down Walls, Unifying Teams, and Creating Cutting-Edge Customer-Centricity, a book co-authored by three executives at Elicit, a marketing and advertising solutions provider. The authors, Brooke Niemiec, chief marketing officer, Chuck Densinger, chief operations officer, and Mason Thelen, CEO, assert that organizations can achieve customer-centricity via a partnership between IT (geeks), analytics (nerds), and business strategists (suits). Associate Editor Sam Del Rowe spoke with Niemiec to learn more.

CRM magazine: How do you define customer-centricity? What are its key aspects?

Brooke Niemiec: A commonly (or perhaps, overly) used definition of customer-centricity is "putting the customer at the center of decision-making." While this is obviously a good sentiment, true customer-centricity is more technical than that. It starts with knowledge about customers: what they are doing, why they are doing it, how they feel about your brand, and what motivates them. The second, and often more difficult to master, component of customer-centricity is actually using that insight to make customer experiences better in a way that aligns with priority business objectives

How do you define each of the three elements (geek, nerd, and suit)? And why these three elements?

Geek, nerd, and suit represent data, insight, and strategy. Geeks are the technologists who manage the technology and data flows that occur with every customer interaction. Nerds are the data scientists whose analytical prowess develops a deep and meaningful understanding of customer behaviors and attitudes. Suits are the strategists and experience designers who ultimately put that technology and data to good use. These three aspects were at the core of every major successful customer-related initiative. You need the infrastructure to house customer data, you need the development of insight to make sense of all of that data, and you need a team empowered to act on that data to deliver better experiences.

You write that companies need to establish partnerships between the three. Why, and how can they begin that process?

If you have any combination less than the three, you end up with some humorous and very common situations:

* geeks-only--amazing, but lonely technology;

* nerds-only--complex models without impact;

* suits-only--unfulfilled dreams;

* geeks and nerds--solid models on the shelf;

* nerds and suits--active decision-making without data; and

* geeks and suits--active decision-making with raw data. …

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