This week I am happy to share a guest post by Bob Thompson from CustomerThink. His post is inspired by his latest book “Hooked on Customers”, which I’ve just read and highly recommend to everyone looking to be more customer centric.
For sure, increasing sales productivity is a good thing. Marketing organizations are putting in place systems and tools to generate and score leads, so that reps can focus on more qualified prospects.
However, even in the best case scenario reps will not close every opportunity. Some customers may not have a need to buy now. Others may have a need, but they may select another alternative. A CSO Insights study found average win rates of about 45% in 2011, a five point drop from 2006.
So the key question is:What kind of sales experience are you delivering to all of your prospects—including those that weren’t qualified or didn’t buy?
This is important because, whether a prospect buys or not, their experience interacting with your company will create a lasting impression. A good experience means they may return another day, when they have needs that match your solutions. Or, they’ll recommend your company to a colleague. Either way, that helps increase revenue productivity. For example, last year I was looking for software to support my online community CustomerThink.com. Over the course of a couple of weeks, I searched for solutions, interacted with vendor web sites and engaged with several sales reps by email and phone. To most of the vendors I was just another not-very-valuable small business buyer. And I was treated accordingly, no doubt thanks to some nifty lead scoring algorithms that have become de rigueur for B2B marketers.
Unfortunately, these vendors probably didn’t factor into their scoring that my posts on CustomerThink reach an audience of 80,000 visitors per month. Or, that I have colleagues in the publishing business that are also potential buyers. And what do you know, shortly after my buying experiences, an industry colleague asked me for advice on similar tools, and I was only too happy to share my recommendations. Privately.
Bottom line: While I may not have been scored or treated as a valuable prospect, I was valuable in other ways—as an influencer. And many of your prospects are, too. The point of lead scoring is to assess the value of the prospect to you—the seller—so you can make the best use of your resources. Let’s flip this idea around. What I’m advocating is that you spend time to really underst and how your prospects—all of them—perceive their experience with your br and. From the initial web search to interacting with your web site to engaging with inside or field sales reps, all of these touchpoints form an impression and influence their likelihood to buy or recommend.
Start by assessing your current customer and prospect experiences. Look for opportunities to get prospect feedback using web analytics and feedback solutions. You could even hire “mystery prospects” to take on different personas representing buyers, influencers, researchers, etc. The prospect experience used to be mainly face-to-face interactions. Then it moved to the phone, and now it’s going digital in a big way.
If you do a buyer “journey map” you’ll probably find that more and more buyers start their journey online and are rapidly adopting mobile technologies such as smart phones and tablets. In the US, Nielson reports that in 2012 about half of all mobile subscribers are using smartphones. Ultimately, a great prospect experience is about interacting on their terms–giving them the information they want, in the form they want, where they want, at the time they want it, on the device they want. Whether prospects buy immediately or not, a positive experience will become the “gift that keeps on giving” in the future.
Realize that as you’re scoring prospects on their value to you, they are also scoring their experience with your company. Delivering a great prospect experience can help you differentiate and become a B2B br and that business people talk about like consumers rave about Zappos!
These past few weeks I have been speaking about very basic, rational and tangible subjects like br and planning, innovation and portfolio management. Therefore I’d like to take a step back and look at a more philosophical and emotional approach to marketing this week. After all we’re all creatives, even if these days we must manage br and data almost as often as we create communications.
Life is a journey made up of highs and lows, wins and losses, and the same applies to business. This week I have been working on a new product idea based upon the most popular Blog posts on my website. These are the ones that suggest actions coming from some of the most inspiring marketing quotes I’ve found over the years. In my search for new ones, I was reminded of one of my all-time favourites:
“A man’s life is interesting primarily when he has failed. I well know. For it’s a sign that he tried to surpass himself”
Georges Clemenceau, French Statesman
I love this quote for two reasons. Firstly because it reminds us that we all – without exception – fail sometimes. And secondly, that it is these failures that are the signposts of our moving forward. If we never try anything new then we are unlikely to fail.
Why is it then, that at least in Western culture, we are taught to avoid failure and celebrate success? Shouldn’t it in fact be the other way around? A similar proverb shows how Eastern culture has, at least in my opinion, a better perception of failure:
“Fall seven times, st and up eight”
In other words, it is not the failure that matters as much as what we do afterwards. If we learn from it and get back up, then success will follow. In fact it was the prolific inventor Thomas Alva Edison who it is claimed “failed” thous ands of times before he succeeded in inventing such things as the phonograph, the motion picture camera, and a long-lasting, practical electric light bulb. As far as he was concerned:
“I have not failed. I’ve just found 10,000 ways that won’t work”
We have all known and will continue to experience failure, but it is what we do after it that differentiates winners from losers, the successful from the less so. However, failure in itself doesn’t mean that you have failed, only that you haven’t as yet found the right way to succeed.
So with a few more inspiring quotes on failure, let’s all think about the future, st and back up and take action; success might just come from our very next idea.
1. “It’s fine to celebrate success but it is more important to heed the lessons of failure”Bill Gates, American Businessman (>>Tweet this<<) THOUGHT: Do you only celebrate success? If so, your business is giving out the wrong message. In fact we learn much more from our failures than from our successes.
2. “Failure is not fatal, but failure to change might be” John Wooden, American Coach (>>Tweet this<<) THOUGHT: Learn from every failure and celebrate those who share theirs with everyone, because it takes courage to do so, but also gives free learning.
3. “By failing to prepare, you are preparing to fail” Benjamin Franklin, American Politician (>>Tweet this<<) THOUGHT: Lack of success can come from a lack of preparation, as much as from a lack of, or incorrect action. Thinking before acting increases the chance of success.
4. “Failure is simply the opportunity to begin again, this time more intelligently”Henry Ford, American Businessman (>>Tweet this<<) THOUGHT: Every failure teaches us something new. Use that knowledge to change the future and get closer to success.
5. “The difference between average people and achieving people is their perception of and response to failure”John C. Maxwell, American Clergyman (>>Tweet this<<) THOUGHT: As already mentioned everyone fails at times, but successful people don’t stop, they just try again, but differently.
6. “Failure doesn’t mean you are a failure it just means you haven’t succeeded yet”Robert H. Schuller, American Clergyman (>>Tweet this<<) THOUGHT: I love this one, as it gives hope for the future. Never take failure – or success for that matter – personally. We are all just on a road of growing and learning.
7. “Enjoy failure and learn from it. You can never learn from success” Sir James Dyson, British Designer (>>Tweet this<<) THOUGHT: This quote from James Dyson is particularly poignant. As Edison before him, Dyson made thous ands of “tries” before getting his inventions right (5,127 and 14 years of “failures” to get his vacuum cleaner prototype to be precise). Success is never easy and it is never fast – except when viewed from the outside.
8. “Fear of failure must never be a reason not to try something”Frederick W. Smith, American Businessman (>>Tweet this<<) THOUGHT: We should never fear failure when we can learn from it. Success should be feared, as we might then stop trying and learning.
9. “The greatest glory in living lies not in never falling, but in rising every time we fall” Nelson M andela, South African Statesman (>>Tweet this<<) THOUGHT: This reflects the Japanese quote mentioned above. Appreciate failure as a chance to prove your strength to st and again.
10. “Failure seldom stops you. What stops you is the fear of failure”Jack Lemmon, American Actor (>>Tweet this<<) THOUGHT: Never give in to fear. Prepare as best you can and then if you fail, learn from it and move quickly forward.
I hope you enjoyed reading these quotes and the thoughts they prompted in my head. They say that pride comes before a fall; I say success follows failure. I wish you much success in failing fast and often, so you can enjoy more successes!
If you have a favourite quote on failure, please share it below. I’d love to add it to the collection on our website, with attribution to you of course.
A couple of months ago I shared what I consider to be the Ten Mistakes even Great Companies Make when innovating. Whilst it is useful to have these “watch out” lists, I believe it is also beneficial to take a look at how other companies get it right.
This post was prompted by a new client who is one of those already doing innovation extremely well and yet is still looking to improve their thinking. That for me is the sign of a truly innovative company. So read on for some ideas on how you too can become great at innovating.
Set Stretch Launch Targets
Let me start by saying there is a huge difference between the quantity and qualityof innovations in almost all companies. In fact I believe there is an inverse relationship between the two. Those that innovate a lot rarely do it well. I think this is because they have the pressure of meeting objectives of numbers of new launches, rather than numbers of successful launches.
What is a successful launch? For me it is meeting or beating carefully thought through and calculated objectives. Not those wishfully high numbers used to get management buy-in for the launch, nor those ridiculously low targets that everyone knows will be met even before the new product is launched. No, I mean objectives that are stretch targets but achievable with the right plan, actions and effort. In other words SMART.
Be Inspired by your Customers
There are a lot of very clever organisations, especially in the technology area, which develop incredibly innovative products. Apple is (was?) obviously one of these and until recently, was admired for its innovations. Now it has been claimed that Steve Jobs didn’t believe in market research. This is untrue. He did believe in market research, but market research done right. He didn’t ask consumers what they wanted, because he said they didn’t know. Instead he asked them what their problems were, what they dreamt about. He then showed them his answers to these and got their reactions. Even when he got his answers, he didn’t immediately start adapting products to meet these stated needs, but rather worked to underst and what consumers meant by what they asked for. As the infamous Ford quote says
“If I’d asked customers what they wanted, they would have told me a faster horse!”
Jobs didn’t build a faster tape player, or a smaller one, or a lighter one. He made “music on the go” more convenient, more accessible and above all, more fun.
Use a Flexible Approach to Idea Generation
Many companies approach innovation as a strict process. They will use something similar to the below funnel, brainstorming for a multitude of ideas that eventually get whittled down to the one or two new launches that are finally chosen.
There are many companies today offering new processes and ways of innovating, but they all come down to a finite number of alternative levers:
Start from your strengths and / or weaknesses
Start from the strengths and / or weaknesses of your competitors
Extend into adjacent categories
Extend into new channels
Extend into new presentations (packs, prices, communications)
They also use one of three models to reduce their number of possible choices in their selection process:
Start large and reduce down (the st andard “funnel” approach shown above)
Start small and exp and before selecting (inverse funnel approach)
Repeated executions of the combination of the above expansion and contraction of ideas (sometimes referred to as the accordion approach)
Whichever you decide to use, you eventually get to a decision of the one, or few, launch choices, at least in most cases. Truly innovative companies are not limited to one process or tool, and are open to idea generation from however and wherever it might come.
Make Innovation Everyone’s Responsibility
Innovation is for the privileged few in (too) many organisations today. Teams are separated off to concentrate on being “more creative” or to “bond” with R&D. However truly innovative companies use open innovation where everyone can have and share ideas about the company’s process, products and customers. In a great article on this (“ Who blocks innovation?”) Jeffrey Phillips ends with a wonderful short story:
“There was an important job to be done and Everybody was sure Somebody would do it.
Anybody could have done it but Nobody did it.
Somebody got angry with that because it was Everybody’s job. Everybody thought Anybody could do it but Nobody realizes that Everybody wouldn’t do it.
It ended that Everybody blamed Somebody then Nobody did what Anybody could have done”
Great companies are often great because they are very innovative. And they are very good at innovating because of three highly effective habits:
They set appropriate stretch targets for every new launch; good is never good enough
They listen to their customers, but don’t do what they say, but rather what they mean
They open idea generation to be inspired by a multitude of different processes, tools and above all people
Would you add another habit? Have I forgotten an important trait? Please let me know what you would add or feel free to react with your comments below.
C³Centricity used images from Dreamstime in this post.
“Why do I have to do it?” That was what my friend’s daughter provocatively asked him recently. She didn’t want to do something he had requested of her and like many kids was now questioning his reasoning as well as his authority.
This happens in the work environment too. When you are the boss, your team members are likely to sometimes ask you a similar question. And whilst it may be done less bluntly, they will still be questioning your reasoning and authority.
Last week I spoke about honesty in the workplace and it caused a lot of discussion online and in various LinkedIn groups. This week I want to speak about the difficult decisions we, as leaders, are sometimes forced to take.
Individuals are all too often promoted for good performance in their current positions and not for their people-management skills or because their abilities are suited to the future positions. This is coined the “Peter Principle” in management theory, named after Laurence J. Peter. His book on the topic, co-authored with Raymond Hull, suggests that people tend to get promoted until they reach their “position of incompetence”. In factit has been shown that CEOs who fail are quite often found to have made poor people choices that they have then been unsuccessful in dealing with appropriately. (>>Tweet this<<)
True leaders accept mistakes, both theirs and their teams, and personally own their bad decisions. However, that doesn’t just mean firing the under-performing employee. It also means firing someone that doesn’t “deserve” to be fired, just because your priorities have changed. It also means taking the time to explain why; no hiding behind HR to do the dirty work or just h anding over the official letters in silence. Taking the responsibility of one’s acts can sometimes be painful, but that’s what distinguishes a true manager.
In the garden, you keep your plants healthy by regularly trimming them. You remove the dead wood and cut back the longer stems so the plant will bush out and have more new growth and flowers. The same is true in business.
Both P&G and Unilever have done some radical pruning of their br ands over the years. P&G has around 300 br ands today, a third less than just a decade ago. And Unilever continues to frequently reduce the number of its stock-keeping units (SKUs). Since introducing its “Path to Growth” initiative almost fifteen years ago, the number of its br ands has been culled from 1,600 down to just 400.
Retail organisations are no longer willing to offer increased space for ever-exp anding numbers of br ands and variants. This is especially true in recent years with the start of a clear increase in the numbers of supermarket chains offering smaller stores. Therefore it makes sense to regularly review your own portfolio and cut the “long tail” of slowest movers. The “Pareto Principle” or 80-20 rule helps a lot to make these difficult decisions.
Most major organisations go through periods of growth followed by times of headcount reduction. These latter cutbacks often result in emotional pain for many of the previously loyal employees, and often for the staff who remain too. You would think that someone would notice these cycles and come out with a better way of managing a workforce.
Personnel cuts are usually claimed to be for cost-cutting reasons, but are all too often followed by new hiring initiatives within months if not even weeks of the event! Now I underst and that staffing needs change and new projects may require new skills. But I blame management for being short-sighted when they make such layoffs. Whilst a business needs a core of different staff functions, the requirements of short-term projects should be met with temporary hires. This will avoid the costly practices of first hiring and then firing staff shortly afterwards.
Luckily young professionals are looking for more freedom in their careers today than my security-seeking generation ever were. Therefore why not identify your own staffing cycles and take advantage of this trend to find alternative ways of meeting temporary skill requirements?
Almost every department must occasionally defend both its headcount and its budget. Whilst intellectually we may underst and that we can’t have it all, we still complain when seeing others getting more than they need (or deserve?).
Unfortunately too many businesses set their goals by looking in the rear-view mirror (>>Tweet this<<), rather than by contemplating plausible future scenarios. Basing tomorrow’s needs on what was done last year, or worse still on what competition did, guarantees that budgets will not be available where they are most needed. If however resources are managed from the top down, in line with company rather than personal objectives, the business is more likely to get to where it is headed. How do you manage yours?
These four decisions are amongst the most difficult a leader will ever have to make. To summarise, they cover the who, what, why and how you run your business. It is in making these tough decisions that leaders prove why they are where they are. What decisions have you found the toughest to make in your own career and why?
I got an email today that irritated me, I mean it really insulted me, and prompted this post on customer centricity. I am sure it would have annoyed you too; in fact you have probably already received it or at least something similar yourself in the past.
It announced a “massive 46-page eBook” that I had been chosen to receive for free. It sounded as if I should be happy and feel privileged to receive it. I wasn’t. I don’t know about you, but I don’t call 46 pages massive. A jumbo jet is massive; War and Peace by Leo Tolstoy is massive; not a measly 46 pages – even if it was for free.
Why do companies continue to think that they can treat people like idiots? In my opinion, it can only be a very short-lived business strategy. People will quickly learn the truth, especially in today’s connected world. Or should I blame the advertising agencies for coming up with these “lies”? However, it seems to me to be just a little too close for comfort to the “misleading claims” from which the Advertising St andards Authority in most countries should be protecting us.
If you are looking to be truly customer centric, here are some other examples that you are hopefully NOT doing.
The above illustration is just one example of many exaggerated claims which seem to have become prevalent these days. This is most probably because the internet makes it so easy to reach new, “naive” customers, who still trust organisations to do the right thing. Why do so many companies use overly attractive adjectives that their product or service can’t live up to? They are setting themselves up to disappoint their potential customers, especially if they don’t register what comes after that word before buying.
Massive, mouth-watering, heart-stopping, mind-blowing, huge discount, best price ever; most of the time the products are not, which is probably why they feel they have to use such words. Customer centric companies don’t use these claims unless they can substantiate them.
One area that often suffers from exaggeration is packaging. How many packs have you opened to find the product sitting miserably in the lower half of it? What a disappointment from the promise of the packaging. Or worse still in my opinion, are companies whose packs have been discretely reduced in contents over time. Companies may print the weight of the product that is inside the pack, but customers recognise and buy the pack without checking its weight each time they buy.
What is particularly offensive in this example is that it is the company’s most loyalcustomers who are being cheated. The company reduces the pack’s quantity but not its price; they are getting a price increase without informing their customers. That isn’t customer centric.
Another area that often suffers from exaggerated claims is price value. I was recently offered access online to a video “worth more than US$ 997” for just US$49.99. I don’t know any videos, even those of the classics or Oscar-winning films, that are worth that amount, and certainly no such offers proposed on the internet.
To paraphrase the infamous quote of Oliver Platt:
“Value is in the eye of the beholder, not the seller” (>>Tweet this<<)
How are you pricing your own product and service offerings? Do you base it on company cost or customer value? If not the latter, you may also be leaving a lot of money on the table, as your offer might actually be worth more than you are charging for it. The most important information you need to decide on your price is what your customer is prepared to pay for it; that is what value is all about. Customer centric companies know and apply this on a daily basis
Promising but not delivering
Airlines are renowned for this, especially the low-cost ones. They advertise flights at ridiculously low prices that few, if any, end up paying, since you need to add on the cost of paying by credit card, booking your seat, taking a bag on board etc. etc. Yes the advertised price attracts attention, but once you have made a few attempts at reserving these low prices, you underst and the “game” and compare before buying. And most of the time the “normal” airlines are cheaper. As I’m sure you’re heard many times and to quote Thomas (Tom) J. Peters:
“The formula for success is to under-promise and over-deliver” (>>Tweet this<<)
Amazon and Zappos are two companies who regularly do this; in fact it’s a part of their business model. They occasionally provide priority delivery at no extra cost, as a delightful surprise for their customers. Amazon also proposes useful suggestions of other books, music or other products to buy whilst you are surfing their website to purchase something. Yes, I know it is in their interest to get you to buy something else, but it is a service and highly valued by most people. Customer centric behaviour is always a win-win for both the customer and the company.
You subscribe to a service on a free trial basis, or a one-off monthly fee as many Telecom companies now offer. What you don’t notice or remember, is that it is automatically renewed at the end of the trial period unless cancelled. Yes I know it’s written in the terms and conditions or at the very bottom of the online page if you scroll down, but I don’t read font 8 very easily, even with my glasses! And be honest, none of us reads to the very end of the terms and conditions, and the companies that use this tactic are counting on it.
Of course, when you are informed that your subscription has been renewed, you realise what has happened and immediately cancel, with hopefully only a one month and not an annual unwanted payment. Yes the company has gotten a payment it probably wouldn’t have gotten otherwise, but they certainly didn’t make us a loyal and happy customer, did they?
If you are using this type of “hidden selling” to get customers, please stop. Customer centric companies invite people to continue their subscription, perhaps at a special price. In this way they will get almost as many customers, but they will most certainly be happier and more likely to continue to purchase from them.
These are just a few examples of how companies are intentionally aiming to get customers to buy something that is not worth the money being asked in many cases. If the product or service they propose did offer true value, then people would buy or repurchase without the need for such tricks. As Peter Drucker said:
“The aim of marketing is to know and underst and the customer so well the product or service fits him and sells itself” (<<Tweet this<<)
I would go one step further and say that it is the aim of customer centric businesses.
With today’s ease of sharing experiences on the web, why do companies continue to try to cheat unsuspecting customers? It is most definitely a short-term business strategy. Unhappy customers used to tell ten people, now they tell tens of millions, with a simple Tweet. And if there are several unhappy customers who Tweet about similar experiences, then others will start to see the trend and become wary. Whilst there will always be a few disgruntled customers who complain, more than that will highlight a real issue.
This reminds me; I hate doing it but I am one of the people who have tweeted about poor customerservice because I am not getting an answer when using the provided phone and email contacts. Customer service is all about taking the customers’ perspective (>>Tweet this<<) and offering multiple ways to be contacted and then responding quickly. Companies do respond to negative tweets, usually in record time and certainly faster than connections by other means. Why are companies forcing their customers to go public with their dissatisfaction to get heard? Most would be happy and would probably prefer to share their complaints with the company in private – IF they get a quick response.
So coming back to my question, the answer is a resounding yes. Most companies now speak about the importance of being customer centric, but so many of them are still doing many of the practices mentioned above, which are most definitely NOT customer centric behaviour. Are you one of them? Do you have other examples that you yourself have experienced? Why not share them here?
C³Centricity used images from the ASA in the UK, Dreamstime and Microsoft in this post.
Last week I presented at the first Swiss Business Intelligence Day. It was an inspiring conference to attend, with world-class keynote speakers opening the day. They included Professor Stephane Garelli from IMD, Philippe Nieuwbourg from Decideo and Hans Hultgren from Genesee Academy.
After such an illustrious start, you can imagine that I was more than a little nervous to present my very non-IT perspective of business intelligence. However, the presentation did seem to go down well, so I want to share with you some of the ideas I talked about. Not surprisingly, with my passion for customer centricity and always with the end-user in mind, I took quite a different perspective from that of the majority of IT experts who were present.
BI should Collaborate More
With the explosion of data sources and the continuous flow of information into a company, managing data will become a priority for everyone.
The Big Data market, which more than doubled last two years, is forecast to triple in the next four, according to Statista. BI will have to exp and its perspective, work with more varied sources of information and exp and its client base.
In the past BI was inward looking. It ran data-mining exercises, reviewed corporate performance, developed reports and occasionally dashboards. It was, and still is in many organisations, mostly concerned with operational efficiencies, cost-cutting and benchmarking.
The above plot is my own, simplified view of how BI fits into data management within most organisations today. The other three quadrants are:
Competitive intelligence (CI) uses external competitor knowledge to support internal decision-making. Although BI is sometimes considered to be synonymous with CI because they both support decision-making, there are differences. BI uses technologies, processes, and applications to analyze mostly internal, structured data. CI gathers, analyzes and disseminates information with a topical focus on company competitors.
Investor Relations (IR) uses internal data to get external people, such as shareholders, the media or the government, to support and protect the company and its views.
Market Research (MR) on the other h and is mostly outward looking. It studies customers’ behaviours & attitudes, measures images & satisfaction, and tries to underst and feelings & opinions. That information is then used, primarily by marketing, to develop actions and communications for these same customers.
The four quadrants, even today, usually work in isolation, but that will have to change with this new data-rich environment in which we are working.
BI is Ripe for Change
According to a recent (Jan 2014) Forbes article, BI is at a tipping point. It will need to work in new ways because:
it will be using both structured and unstructured data
there will be a consolidation of suppliers
the internet of things will send more and more information between both products and companies.
thanks to technology, data scientists will spend more time on information management & less time on data preparation. At present it is estimated that they spend 80% of their time on data cleaning, integration and transformation, and only 20% on its analysis!
In February GigaOM echoed these thoughts, claiming that we are not in BI 2.0 but rather 4.0. They said the volume of data and the number of people now exposed to it, makes data availability to everyone essential. No longer does BI involve only the CEO and IT specialists, it concerns everybody.
Google glass, as tested by Virgin, is a good example of this. It delivers real-time, on time and relevant information to Virgin’s hosts and hostesses, to meet, greet and advise its passengers. Their customer support team can accompany their VIP guests and warn them of delays and gate changes as they happen. Google Glass enables them to get out from behind their desks and interact more with the guests they are trying to please.
BI must Deliver More Synthesised Knowledge
According to a recent Business Intelligence reporton management’s opinion of their data, they are currently frustrated. They say that it comes from many disparate sources and is rarely if ever available in real-time. They can’t easily access it without the help of IT and it takes too long to customise it to what they need. What is particularly interesting in the findings, is that management were not saying that they don’t need information; in fact it actually looks as if they want to have access to more data. BUT more of it in a way that makes it easy to find what they want, when they want it.
Another finding from the survey shows executives’ thoughts about data delivery. Currently they are getting their information primarily through emails and spreadsheets. I find this shocking that today we still expect management to take the time to wade through all the data in order to draw their own conclusions. Less than one in eight of the C-suite is getting dashboards, which is their preferred medium (>>Tweet this<<). They also want mobile delivery so that they can access information on the go.
This study provides us with a simple plan to satisfy their needs and to help us meet our own challenges of data abundance. This is what we should prioritize, since we can no longer continue to do what we’ve always done in the same way we’ve always done it. The BI priorities are as simple as ABC; accessibility, business impact and consistency (>>Tweet this<<).
BI needs to Provide Simplified Access
Information should be provided where and when it is needed and in such a way as to have most impact on the business. This means making it easy to review, and quick and simple to draw conclusions. This is why the number one dem and from business is dashboards.
Dashboards have the advantage of imposing consistency (>>Tweet this<<) so no time is lost in underst anding what the information is showing. With the availability of more information, comes the challenge to make it available to more people. And more people will also mean more and different needs.
To underst and the accessibility challenge I find the tree is a great metaphor for what we struggle to achieve. The roots can be compared to all the different sources of information we have at our disposal. The trunk is like all the integrated information that is reported in dashboards and the branches, twigs and leaves are the different data warehouses we create.
Whilst a one-page overview is sufficient for management, others will need greater granularity. Therefore we need to make information available at different levels of detail. My experience suggests three types of information sharing.
The leaves are like data warehouses where the raw or nearly raw data sits
The twigs are the information repositories where analysed data and information resides
And the branches are the knowledge libraries where the integrated actionable insights sit
What I have learned from setting up numerous data warehouses, information repositories and knowledge libraries, is that it is not easy. Not because of any technical complexity, but because of winning the needed internal support for the project and getting the essential acceptance for global access to the information. It takes more than technology, it takes a culture change in many cases too, and this is the real challenge. Stopping the “information is power” mentality means finding ways to counter the opposition who claim confidentiality of their own data whilst also requesting access to everyone else’s. In addition, even if people need information, they will generally not make the effort to go looking for it, if there is an easier way, such as by asking someone else! All these issues need to be resolved for an integrated database project to succeed.
One way to encourage the culture change mentioned earlier, is to demonstrate the business impact of what you are providing. The desired impact won’t come by delivering spreadsheets, it will come from dashboards (>>Tweet this<<).
So how do you summarise a company in a one-page dashboard, especially those which are present in multiple categories, globally? Well, often the simplest way is not to try to cover the total business, but rather the top categories and markets that would cover 70% – 80% of total sales. In most cases this would be sufficient to underst and the main priorities for management.
Of course at category level each business unit should be able to get access to more detailed information, as should the regional presidents, if you are working in such a complex business environment.
The real power of dashboard information will come from data integration, where both internal and external information are synthesised, for a holistic view of the business. I have worked on several projects that combined internal information with consumer data for a complete business report. The consumer information came from promotions, call centres and CRM activities, and was combined with market research on product and communications performance, to provide a solid base of consumer underst anding. This can then be presented alongside the more usual financial information that executives are already receiving. Having a complete overview of the business has far more impact than individual, silo’d summaries and enables management to make decisions more quickly and easily.
Another challenge when setting up and integrating databases, is in the harmonisation of their master data. When you are working with consumer data, this challenge can be multiplied by ten if not one hundred. For example, consumers will talk about a pizza, without specifying the br and, sub-br and, variant, flavour, packaging and size that would be used by the business to define it. So you have to find a way to translate what the consumer is saying, into the products as recorded internally.
The consistency of the master data will even increase in importance and complexity, with the expansion in available data sources. In addition, the fact that more people will get involved, will confound things even more, since their needs will differ.
Asking Better Questions of the Data
Accessibility, business impact and consistency are vital to the success of the new BI’s data management and usage, but I feel the urge to add one more thing. That of asking the right questions of the data. Although BI is used to asking questions, I think Market Research (MR) are the real experts in questioning. Therefore they should be involved in ensuring integrated databases are combined in such a way as to permit easy extraction of whatever level of information is required, or whatever perspective might be taken.
For example, BI is used to running forecasts. Those usually start from a review of past data and current reality to develop forecasts based on complex algorithms. They will do this within their teams with perhaps input from finance. MR on the other h and, is more likely to work from societal trends and develop plausible future scenarios, brainstorming across the organisation to gather a wide array of perspectives. Both perspectives are complementary and combined, they make a powerfully readied organisation.
Making more data more accessible to more people will certainly help this question development, as I think getting the right answers depends upon asking the right question, don’t you?
These were just a few of the ideas I shared at the Swiss BI Dayin Geneva. How do you see business intelligence adapting and changing as a result of the increased information availability happening today?
C³Centricity used images and graphs from Statista, Microsoft and Virgin in this post.
This week I want to share some ideas with you that were prompted by a client’s question. I was recently asked about brand portfolio management and what to do to ensure that a company is correctly differentiating its offers. This question was in reference to the service industry, which is arguably more challenging since there are no physical products, but the basic requirements remain the same.
Brand portfolio strategies are an essential prerequisite for the long-term success of multi-brand companies. It is vital for these organisations to consider not only external but also internal competitors.
According to marketing theory, there are two types of brand portfolio models, the house of brands and branded property. The House of Brands model refers to a portfolio where brands have different names across categories. Most of the major consumer goods companies use this model. The advantage of this model is that since the brands are independent, the failure of any single one of them has little impact on the others.
The Branded Property model uses one brand across all categories. Virgin is a good example of this, with its airline, media and train companies all being similarly identified. The advantage of this model is that positive images of one benefit all categories; however a negative publicity or event will also have a direct impact on all brands within the family.
Interestingly, both Unilever and P&G have been placing more emphasis on the company brand associated with their brands in recent years. This move followed a ruthless culling of both their portfolios of brands, from thous ands down to mere hundreds. The addition of the corporate name has come at a time of decreasing consumer trust in brands, which is certainly not helped by the growing adoption of private label, including those from discounters such as Lidl and Aldi.
Even though these two portfolio models exist, in reality firms tend to use components of both models together in their brand portfolio strategy.
For any company which has more than one or two brands, it is important to regularly review their portfolio strategy; here are some thoughts to help:
Two rules of portfolio creation
There are two basic principles for the design of a successful brand portfolio. The first is to maximise market coverage, so that no potential customers are being ignored. And second, to minimise the overlap between the company’s brands, so they aren’t directly competing with each other and trying to attract the same customers. If you can achieve both of these then your brand portfolio will have a solid foundation.
Identify the category
Surprisingly many don’t do this first essential step and end up with a sub-optimal strategy; let me explain why. Suppose you sell a carbonated soft drink and think you are in competition with other carbonated soft drinks. Consumers on the other h and see your brand as being in a larger category of soft drinks which also includes fresh fruit juices, because your product contains juice as well as being carbonated.
If you didn’t know this, you would not only miss out on identifying your true market potential, but may even alienate current users through inappropriate communications. It is essential to ask consumers about the category in which you are competing; a simple brand or pack sort is a great exercise for this.
Identify the category “need states”
Need states are the intersection between what customers want and how they satisfy this need. Although many marketers think about need states from time to time, most define their brands by consumer demographics or product attributes. This can lead to brand overlap and cannibalization.
Although the exercise of identifying needs states can be a challenge, the results can often identify new ways for existing brands to compete. It can identify “white spots” in the market as well as significant overlaps, even between brands from the same company, which is clearly undesirable. Once found, both situations can be addressed, offering the potential for significant growth, often without the need for new brand launches.
Identify the brand roles
Not all brands in your portfolio will be of equal value to the organisation. The Boston Consulting Group’s growth /share matrix is still one of the best and simplest tools for identifying those worth investing in, despite having been introduced as long ago as 1968. Since it is well-known and hopefully understood I won’t go into more detail here, but those interested in knowing more can read about it in a recent article by its creator Bruce Hendersen here.
Differentiate your brands
Once the category and need states have been identified, and the current brand role is plotted, it is important to differentiate and communicate these differences to customers. Articulating each brand’s target market and value proposition will also support a review of future challenges and responses in advance of them happening.
Hopefully this short post has given you some food for thought on your own brand portfolio strategy. What you would add?
C3Centricity used images from Dreamstime and BCG in this post.
There have been many attempts to dethrone the blond supermodel doll Barbie over her fifty plus years of existence, mostly without much success. The latest endeavour (named Lammilly, after her creator) is different in that Nickolay Lamm is going after co-funding and has already achieved over $350,000 in just a few days according to the website.
This interesting addition to the “Anti-Barbies” story prompted a number of questions in my head:
Is it wise to go after a declining segment?
What was wrong with Barbie’s customer satisfaction?
Who is the target for this new doll? Child, adult, collector?
Why now, after so many previous unsuccessful attempts at dethroning Barbie?
Those questions and various discussions on FaceBook then got me thinking more generally about innovation and how companies have adapted their processes (or not) to today’s connected world. So here are my thoughts on how NOT to innovate:
1. Change the colour, perfume or taste of your current product and then charge more.
This is what Pepsi did when launching Pepsi Crystal: it lasted less than a year. Interestingly this is also what Apple just did with its iPhone 5C, except it charged less. Again it is already being discounted at Walmart because of disappointing sales, which might just be a good thing for Apple in the long run. Sales of the 5S remain buoyant and any damage to the corporate image caused by the cheaper 5C should hopefully be significantly reduced.
2. Organise an innovation team and provide them with a separate office, ideally far away from the current business.
If this is how you are set up internally, get the team back into talking distance with the rest of the business. Rather than stimulating creativity as it has been claimed to do, by being separated from everyday business concerns, it actually alienates everyone else to innovation and decreases overall creativity.
3. Make sure R&D heads up innovation so your new products can make use of your technical know-how and skills.
Whilst this may result in technically improved products, they are all too often not in line with consumer current needs or future desires. Your research people need to connect with your potential customers regularly so they can be tuned into customers’ wants and current frustrations. Wouldn’t you rather have your R&D developing new products that practically sold themselves? As Peter Drucker said “… know and underst and the customer so well the product or service fits him and sells itself” (>>Tweet this<<). If R&D are in constant contact with your customers, they will always have them in mind when planning their product development.
4. Don’t let people from outside the organisation work on innovation; prefer well-established thinkers from within the organisation, preferably with more than ten to twenty years in the company.
This often happens as the result of a naïve manager lacking the required confidence to accept criticism, to challenge the status quo and to get out of their comfort zone. No person, let alone an organisation, can be an expert in every area. Why not take full advantage of external expertise to catalyse innovation? It’s certainly faster than learning and training the required new skills internally. Just think about how many major Fortune 500 companies have joint ventures: they know something about reaping the benefits of collaboration for a win-win to grow their businesses.
5. Only move an innovation concept forward when it is finalised and everyone in the company agrees with its potential.
If you wait for complete agreement on a new concept, you will never launch any new product. Rather than looking for total buy-in from everyone, accept the proof of a well-documented justification; if it looks and feels right you can learn from in-market measurement once launched to make adjustments. This is the approach often used by many successful hi-tech companies including Apple. Become a beta tester but make sure you fail fast and learn fast (>>Tweet this<<).
6. Follow a well-tested established process for concept development. Take time to ensure everything is working perfectly before launching.
Rigid processes and creativity rarely go together (>>Tweet this<<). Rather than working step-by-step through a st andardised process every time, accept that your approach can and should be adapted to the concept as well as market needs.
Some argue that the more ideas you have the better the winning concept. I personally think that massive numbers of ideas merely dilute both thinking and action. I recommend working through a few potential “promising concepts” with some target customers, to refine and develop the winner. I have found this approach to lead more consistently to a winning concept that customers would buy, as well as far more quickly than any st andard funnel process of proliferation and elimination.
7. Never use social media or test amongst consumers who are outside the control of the organisation, so competition doesn’t learn about what you are developing.
As with no. 4 above, this situation often arises from less experienced managers afraid of being found lacking in creativity. In reality, competition often knows far more about an organisation’s innovations than the majority of its employees do. Therefore test and learn, then test and learn some more, whilst of course making reasonable efforts to reduce any confidentiality risks involved.
8. Never share ideas with anyone outside the innovation team to avoid leaks.
As mentioned in no. 2 above, everyone can be creative and have great, innovative ideas. It therefore makes no sense at all to limit accepted creativity to one team alone. Whilst it is important to have an innovation lead team, all employees should feel encouraged to bring their ideas to the attention of the business. After all, we are all consumers.
9. Only innovate products and services similar to those in which you are already an expert.
This is not innovation, this is renovation. As with no. 1 above, it is unlikely to provide significant growth for a business, but it can satisfy consumer dem ands for novelty until such time as your disruptive innovation is ready. Never accept renovations as a replacement for true innovation. (>>Tweet this<<)
10. Don’t think too far ahead; after all, the world is moving so fast that we don’t know what the future will look like.
Whilst it’s true that the world is moving forever faster, this actually makes forward thinking vital not impossible. My recommendation is to develop future scenarios to challenge the organisation to think through a number of “what if” scenarios so that the business is prepared for multiple opportunities and risks.
These are my ten mistakes that even the best companies make sometimes in innovation. Are you guilty of any of them? Hopefully these ideas will provide you with food for thought as well as possible solutions.
C³Centricity used images from Dreamstime, PepsiCo and Apple in this post.
There have been many discussions lately about new marketing and how the function of the marketer has changed in recent years. The position has gone from a primarily creative role to one encompassing many new competencies.
As if that wasn’t difficult enough, marketing is also being challenged more and more to prove its ROI to the business, whilst at the same time being “forced” to get intimate with IT. These are very tough times for marketers. That is why I thought I would add my support and sympathy with a few ideas on how to make your life a little easier.
It is no longer sufficient to publish great content on the web. Marketers are required to constantly challenge their own thinking and to improve what they are doing. A/B testing is now C/D/E and almost every other letter of the alphabet.
Great is no longer enough and anyway doesn’t stay great for long in the eyes of the customer. They are now (too) quickly losing their first positive impressions, accept as normal what was surprising just one week earlier and are soon off looking for something better.
IDEA: It is essential to work out a detailed plan of online activities, just like any other section of the marketing plan. Decide who will publish what and when, and make sure it aligns with and supports your offline events. Incorporate testing of content and headlines into your plans too, but always leave a little space and flexibility for topical content should something inspiring happen in the marketplace. Think Oreos at the 2013 SuperBowl.
Prepare to be challenged
Although I don’t know whether P&G were prepared for last week’s direct Greenpeace attack on their Head & Shoulders br and, it is not something they can easily ignore. After a similar attack on Nestle’s KitKat last year, it is clear that customers feel empowered to verbalise discontent in a ferocious manner. For this reason, it is vital to be prepared for as many possible eventualities as possible. This is where future scenario planning can be of immense support.
IDEA: Watch how other br ands are being called up short and consider what you would do if something similar happened to one of your br ands. Spend time studying societal trends (you are of course following them, aren’t you?) and then develop a few plausible future scenarios. The easiest way is probably to identify the two most important axes of uncertainty and then to describe each of the four worlds created. Review and agree what marketing and management would need to do in each of these situations.
Proving what you’re worth
Marketing has never been so closely scrutinised nor challenged as in recent years. The wealth of information being produced thanks to new technologies makes it arguably easier to measure activities than ever before. So marketing is being challenged by the business to prove its ROI. It is no longer acceptable to claim the lack of direct relationships between actions and outcomes, because of the wealth of data available.
IDEA: Review and agree with management the KPIs that you both consider to be indicators of marketing success. And then measure them, regularly if not permanently. Read this article for the top ten KPIs you should be following. Real-time information has become the new norm and although challenging at times, it does provide the advantage of the possibility for a quick response when things are not going according to plan.
Getting more comfortable with data
It has never been a priority for marketing to befriend the IT department in their own organisation, but that time has come. But marketers need help in managing all the data available to them and for this they require systems and platforms. As was reported in a recent Domo report, the majority of marketers would work with data more often if they had the time and it was all in one place instead of dispersed across platforms.
IDEA: Work with IT to develop a system to provide easy access to the KPIs you’ve identified as of most relevance. Also develop dashboards that summarise all you activities on one page and into just a few, if not one single number – which management too will appreciate.
Get intimate with your customers
Just in case you haven’t heard, your customer is in control and that includes of your own marketing in many instances. From venting their dissatisfaction on social media, to boycotting your br ands when they don’t agree with your sustainability or sourcing efforts, today their voice is most definitely heard. If you still don’t have company objectives which include spending time with your customers then you need to set this up – urgently.
IDEA: Introduce your whole organisation to your customers and make sure you put them first in every single thing you and the company does. There are so many ways for people to get a better underst anding of their customers and rather than feeling you are losing control, you can lead the area and get additional recognition as a customer representative, rather than “just” a defender of br ands. That is in my opinion the only real future for marketing.
These are just five ways that marketing is being tested today and hopefully my ideas have inspired you enough to see this as an opportunity rather than as a threat. Let me know what you have introduced in your own organisation to meet these new challenges, or maybe others you yourself have faced; I’m sure everyone would love to learn from you.
C³Centricity used images from Microsoft, Forbes & Greenpeace in this post.
This week I’ve been helping a client create a new website. He had already mapped out what he wanted to include in it and he provided me with pages of ideas and possible content. Have you ever noticed how it is much harder to rewrite or adapt something, than it is to create from scratch? (>>Click to Tweet<<)How difficult it is to “unlearn” behaviours? Whether it is changing the content of a website, editing the script for a play or book, or adopting new habits, it always dem ands far more effort than the original creation itself. Why is this?
One reason is that we humans like comfortable solutions. We always look for the easiest and simplest way of doing things. That’s why you can find yourself in your car in front of your garage with no memory of the drive back home. You know the way so well, you’ve been on autopilot and your brain has been thinking about other things.
To break a habit, find and avoid the habit trigger
Moving house disrupts many existing habits
So how does this apply to our work? Well firstly, if you are looking to measure behaviour, customers are likely to struggle when referring to the reasons for certain habits, since they have been adopted and now take little mental power (points 4 & 5 above). This is why retailers sometimes change the layout of their stores – although that can also have a negative impact too – to make their shoppers think about what they buy and perhaps also tempt them to try new products or categories.
Reading the above list, it may sound like it will be difficult to break a habit, but as the last point mentions, disruption makes it much easier to change. Think about the arrival of a new boss, the introduction of a new structure or some other event in business, it can result in many habitual tasks being re-evaluated and even replaced. Read on to find a few ideas on how you can make some perhaps necessary changes of your own.
Tracking Br and Equity
Last week I wrote about the importance of tracking the three areas of customer br and value: those of functional / rational, emotional / subjective and relational / cultural. Now before you congratulate yourself on measuring the complete spectrum of image attributes, ask yourself how long you have been working with exactly the same list. We all love consistency and comparability but that is often just an excuse to avoid the hard work of evaluating the current metrics and deciding what needs to be added, replaced and removed.
The marketplace for so many – dare I say all? – products and services is moving so fast today that your attributes need to be regularly reviewed and adapted to the new market environment.
Tracking Usage & Awareness
Are you still measuring usage through an omnibus paper or telephone interviews? Look into the possibility of online or mobile as both a quicker and cheaper method of data gathering. Or what about using automatic data gathering from mobile phones, online websites, or smart chips on your products? Of course you will need to conduct comparative runs before switching methodologies, but you may find you get more acceptance from the consumers contacted and easier and swifter returns of information into the organisation.
Do you continue to buy a st andard service and reporting for following societal trends, just like your competitors do? How about extending trend following into scenario planning? It will make more use of your current service and will provide a significant competitive advantage. (>>Click to Tweet<<)
Replacing Reports by Stories
There is so much talk about the value of storytelling that I hope I don’t need to explain this point, but have you done anything to integrate it into your own work? One of C³Centricity’s partners (SciFutures) just produced a short and inspiring summary of the key themes and ideas generated at FT2013 (2013 Foresight & Trends Conference). However, they did it through telling a science fiction narrative, rather than by writing the usual report. I would highly recommend checking it out here and then I dare you to tell me that you would have preferred to read a conference report instead!
So these are just a few habits that it might be worth considering to change in your work environment. Do you have others that your know you should break? If so I would love to know what they are and more importantly, what is stopping you from bringing those needed changes? Let me know because perhaps I just might be able to help.
Did you know C³Centricity runs training workshops and support sessions on revamping your Market Research Toolbox and Processes? Contact us to learn more.
At the end of last year I asked readers to send me their biggest challenges for 2014. The winning question was related to innovation, which I wrote about last week: “This is why your new products crash & burn“.
Another of the questions I received was related to measuring equity and the relative importance of following the image of the br and or the corporation. I respond below to this interesting dilemma and propose some ideas about what you should be following.
Let me start by saying that I covered br and image metrics in some detail last year in a popular post called “How to Build Br and Reputation and Consumer Trust: And then Track it”. The article spoke about the three important areas that you need to measure in order to have a complete perspective of your br and image, namely Rational / Functional, Emotional / Subjective and Cultural / Relational.
Whilst this is the simplest method for measuring br andequity, it is said that there are in fact seven essential elements that make a business great in the eyes of the customer. These elements are a combination of product perceptions as above, together with those of the enterprise. Perhaps surprisingly, the latter actually trump the former in driving behaviours today, so corporate reputation is now essential to follow too. It also suggests that whilst product performance, services and innovation are important, it is the companies behind the br ands that influence a consumer’s trust and final choice. If you’d like to read more about this, please click on the above link where you can find more details.
However, measuring br and image and corporate reputation is still not going to give you all the answers you need. One of the areas that few organisations study today, even when they measure both of these, is the relationship between the images of the br ands and the company.
For some br ands such as CocaCola, the relationship is both obvious and strong, whereas for Pantene or Axe the link to P&G and Unilever may be far less evident.
Despite an increasing effort by both companies to strengthen the association between their br ands and themselves as manufacturer, the connection remains tenuous at best.
So how do you measure this link and underst and what the br and brings to the corporation and vice versa? Read on for a simple process.
Following Br and & Corporate Reputations is a 3-step process
Step 1: Measure your br ands’ images
Hopefully you are already doing this on a regular basis. If not please start immediately since you cannot manage br ands without knowing where you are today, even if you have a clear idea planned for where you want to go. The post linked above gives you a start on getting this done.
The one addition that you may have to incorporate in your current questionnaire is to ensure that you clearly identify whether the respondent knows who makes each of the br ands. This will be essential for the analysis later on.
Step 2: Measure your corporate image
Again you should already be doing this, but I am always amazed how few companies collect such metrics on a regular basis. The prompt for doing so is often a crisis or a change of management and vision, but by then it is actually too late. Whatever you measure in such circumstances will be difficult to analyse since you don’t know what the figures looked like before the event happened. This is why it is essential to measure it at least annually and perhaps even more regularly when a lot is happening in the marketplace.
As was also the case for your br and equity metrics, you will need to include a measurement of br and attribution for each of the companies you measure. This will again be used in the analytical phase.
Step 3: Analyse and cross-reference the information gathered
The third step of the process is to first review the images of each br and by the knowledge and awareness of the consumers about its parent company. Then review the corporate images based upon whether each is attributed or not to each of its br ands, or maybe even to competitive br ands. Then by crossing these two sets of relational information, you will get a clear picture of what the br and brings in terms of reputation to the company and what the corporate reputation adds to or detracts from each br and. Once you underst and the relationship between your br ands and your business, you can start to lay out a plan to boost your consumers’ knowledge and trust with appropriate PR and advertising.
Some organisations, including those mentioned above, find ways to associate their company name within their br and advertising. For instance Nestlé and Purina both end their ads with a company link and logo. Unilever and SCJohnson are a little more creative in showing a fold up / down corner with their logo and name and in the case of the latter, even their corporate slogan. This is far less intrusive and leaves the br and to shine as hero in the ad.
If you already run your own br and equity or corporate reputation studies, why not combine them as suggested above, for improved actionability? If you do a different type of analysis I would love to hear about it; just add a comment below or write to me in person at email@example.com. It would be great to hear your thoughts on this essential element of tracking.
We discussed some of the most important challenges marketing will be facing in 2014 and brainstormed some possible solutions. If you are having any of these difficulties then I’m sure you will find the following ideas useful:
Social Media Metrics
As many companies transfer budget from traditional to online advertising, it is essential to also shift some of your funds to measuring its impact, even if some people do question the validity of such metrics. However, the most important thing to do is to link the metrics to what is happening in your business. Your CEO isn’t interested in how many Facebook Likes you’ve managed to get, but he is interested in knowing that you gained x% in awareness. Some st andard numbers often followed are mentioned in “10 Social Media Measurement Best Practices” but remember that engagement and listening for better customer underst anding are also (more?) important, as mentioned in this Business Insider post. What everyone does agree, is that every campaign must have objectives and metrics to gauge their efficacy; do yours?
There is so much (too much?) information flowing into organisations today, but it is not being sufficiently accessed because most of it is not being integrated and analysed. Even when it is, sharing the insights is often a challenge because of the complexity of the process. Turning knowledge and underst anding into stories and then visualising or videoing them is a better way for both sharing and getting participation in actioning them. Why not review both your insight development and your knowledge sharing processes this year? If you’re comfortable with where you are, perhaps now is a good time to start storing your information and insights in easily-accessible libraries?
Showrooming & Virtual Reality
It has been suggested that showrooming will be the end of retail outlets, but I believe there will be an integrated, rather than an either / or future. Virtual reality enables shoppers to see how products could be used, or how they would look in their homes, office or even on themselves. It also allows both retailers and manufacturers to improve their offer by identifying any pain points, and enables them to hold less stock and still offer maximum choice to customers. How about going online with 3D catalogues or providing in-store areas to offer your customers product trial and experience?
New Communication Opportunities
According to Jay Walker-Smith of Yankelovich
“We’ve gone from being exposed to about 500 ads a day back in the 1970s to as many as 5,000 a day today.”
Whether that second number should be 5,000 or 20,000 as I’ve also heard mentioned, it suggests that little can or is being retained our customers. Since this is unlikely to change in the future, as attention spans shorten even more, finding new messaging opportunities that resonate with our customers is vital. Why not use social media to track your target audience’s expressed wants and needs, and then compare them to what your key competitors are communicating. This will help you to uncover hidden communications’ gaps which you can then use to connect with your customers.
Adapting Communications to Personas
Are you dissatisfied with your current segmentation efforts? Creating personas can already add interest and thus actionability, by visualising their similarities and differences. Have you thought of taking the same approach to your communications too? By crafting personas built from your existing data on media habits and going beyond traditional segmentation, you can focus your attention on how to actually communicate with these different groups.
Mapping your br and’s story as told by the br and across channels can provide a “mosaic” of its communications and quickly highlight areas which need attention.Successful campaigns work across multiple channels but it is important to examine the contribution of each to avoid overlaps and gaps. Why not make 2014 your year of br and building through improved channel management?
Better Communications for Organisational Strategy
Following on from the above point, people’s attention spans are diminishing and we are all skimming rather than reading today. This means that companies need shorter, more impactful copy, for advertising and websites, but also for internal newsletters and communications. Analysing the content of communications can be very informative in underst anding the messages our customers, employees or consumers are receiving. We can no longer be satisfied with knowing just what we are sending out. Make this year the one in which all your communications resonate and provide the right messages to your targets.
Customers are becoming more and more dem anding – no news there! They don’t stay satisfied or surprised for long. What was novel yesterday is normal today and boring tomorrow. I suppose that’s why shows such as CES get so much air-time on local, national and even international media. We all love to dream and imagine a better life just around the corner. The same goes for our customers, who are always open to new and better propositions. What are you doing to meet these increasing dem ands? Is your innovation linear, exponential or disruptive? If it’s not the second and hopefully the third, you are probably missing out. Why not make 2014 the year you disrupt your innovation process?
These were eight of the tens of ideas that I discussed with my partners to help companies identify their marketing priorities. Have a look at your plans and see whether you are still playing it safe by just repeating what you did last year? The same number of campaigns, the same promotions, even the same type of innovations. There’s still time to make 2014 the year of exponential growth and change for your company.