I’ve framed the opinion, after many discussions and some subtle contextual inquiry, that our intent to personalize is driven by a deep desire to increase the likelihood a person is compelled by our value proposition. So compelled they actually do something, like sign up, buy, or recommend. After all, these outcomes define our success. These are the outcomes we’re optimizing for.
At Greater Than X, we call this designing for situational relevance. What we mean by this is a value proposition meets a need, solves a problem, or fulfills a job to be done at the time it’s actually relevant. Achieving situational relevance means clearly defining constraints. It means knowing what you don’t do, what problems you don’t solve, and what jobs you leave to other providers. It also means deeply knowing your customer, something that is much harder to do than it is to say.
This article is about introducing you to situational relevance, what it means, and the steps you can take to start designing for it.
I’m not the first to talk about a concept like situational relevance. In fact, a recent report from Accenture refers to a term they’ve dubbed hyper relevance. Without getting too semantic, the primary difference between situational and hyper relevance is that the former focuses a brand on specific situations people find themselves in, while the latter requires an “always on” mentality. The outcome for the customer may be very similar—a product or service that relieves a pain or creates a gain when they need it most. However, there are stark differences between brands focused on specific things and brands focused on everything.
In the report, the authors recommend organizations do three things to make hyper relevance a reality for their brand and customers:
1. Look beyond the traditional customer journey
Companies that distinguish themselves with hyper-relevant experiences look beyond the traditional customer journey. They identify and prioritize those areas where hyper relevance can deliver added value and quickly address the unexpected. What can we offer once we realize our customer has missed their flight? Received a job promotion? Been forced to flee a hurricane? In these situations, customers need different things and relevance becomes supremely important.
2. Rethink data
Hyper-relevant companies don’t rely solely on descriptive analytics or traditional sources of information. They invest in predictive analytics, collaborate with an ecosystem of stakeholders to capture real-time snapshots of every consumer, and mine data in new ways to understand the customer journey that extends beyond core products and services and across channels.
In addition, hyper-relevant companies redouble their data security efforts. They ensure customers have full control of their data across touchpoints. They eliminate duplicate requests for customer information and permissions. And they make sure all customer data is secure and visible to employees on a need-to-know basis.
3. Earn trust continuously
Designing for situational relevance
Step 1: Start by defining a strong point of view
Step 2: Conduct a trust audit. Then take action immediately
Step 3: Make data meaningful
The future isn’t personalized, it’s personal
Conclusion