Every year, I attend the Taipei Automation Expo, an important opportunity to learn about the latest trends in the industry. This year, I attended the expo again and was pleasantly surprised to find that one of CCDT's corporate clients was also exhibiting. I made a point to visit their booth, coming specifically to learn about their new services and products, without any prior appointments with the executives. I recalled that CCDT had carried out a customer journey and persona study, as well as a digital marketing transformation project for this company, which was about two and a half years ago.
An Unexpected Reunion: The Ongoing Impact of Transformation
Unexpectedly, I ran into some of the executives who had been involved in the project. They were busy interacting with customers at the booth. First, I met the general manager of the business unit, who was delighted to see me and humorously remarked, "The 'seeds' you planted back then are still influencing us today. We are constantly caught up between E1, E2, and E3 (the different stages of the customer journey), but we're on the right track, so we're continuing on." She shared how the CCDT project had continued to impact the company's daily operations. This brought back memories of a chance encounter with her at a train station in 2022, where she mentioned how the company created new positions and roles based on customer insights after the analysis project was completed. The company also changed its previous working model. In the past, each department operated in isolation, but now, with a common language around the customer, cross-departmental discussions on how to better understand and serve customers have become easier. The customer journey and persona analysis helped the company develop a unified, customer-focused language that significantly changed its operational model.
Challenges and Confidence in Transformation: Management’s Perspective
Later, the digital marketing manager joined our conversation. She recognized me and warmly greeted me, enthusiastically talking about the progress and benefits since the project ended. She said, "The transformation process was tough. Since the CEO places great emphasis on digital marketing and customer insights, we now meet with department heads every two weeks, using the concepts you taught us to discuss the current customer journey and brainstorm strategies together." This reminded me of a visit to the manager in 2022 when she mentioned how her department immediately revised marketing strategies and communication content with customers after the project ended. As a result, website traffic increased, and the quality and quantity of leads generated online improved significantly, which was a truly encouraging outcome. The vice president of the Knowledge Academy department added, "We know we're headed in the right direction, but transformation takes time, and we are very confident."
Pride and Gratitude in Transformation: Positive Feedback from Clients
I was deeply moved by the enthusiastic sharing of positive feedback from our clients. I didn’t expect the department heads to not only embrace the changes in their working models but also to feel more motivated about the future. I believe this is not just due to effective leadership but also because of the company’s trust in CCDT’s methodologies. The company has gained confidence through many small successes from continuous experimentation, fueling their hope for bigger victories ahead.
Indeed, the transformation process is challenging, but seeing the positive outcomes and benefits the company has achieved during its transformation is undoubtedly inspiring. I am very grateful for this corporate client's professional trust in CCDT, and for how they have effectively utilized the customer journey and personas that CCDT established for them after the project's conclusion. These tools have been applied not only in digital marketing strategies but also in cross-departmental communication.
Shaping a Customer-Centric Corporate Culture
The company has developed a common language for discussing customers, and decision-making within the organization has gradually shifted from being product-focused to customer-focused. This shift in organizational communication is undoubtedly a successful transformation. Two and a half years have passed, and the company is still committed to a customer-centric digital transformation. They plan to embed this mindset deeply into the company's DNA. This transformation not only changes internal operations but also strengthens the company's market competitiveness.
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Author
Peiling Wu ｜ Founder & Director
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