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Branding = Change Management and Operational Excellence

Over the past couple of years I have been involved in the development processes of SME’s and some major companies with hundreds of millions or billions in turnover. These processes are about change:

  • The emphasis is moving from advertising and external media to own touchpoints and communications with own customers
  • The marketing as such is becoming more and more targeted and measurable. Marketing has a business case and acts more and more like a business unit
  • The view is moving from products and services to customers and customer centric insight driven development
  • The development requires companies to change the way they operate and how they are organized
  • Big data about customers, their behavior and their needs is required in order to enable the change
  • The change requires companies to re-consider their KPI’s and what data do they use in order to increase transparency and enhance and empower internal innovation and cross-silo collaboration
  • This change must be managed and management must change in order to enable the change for better

I recently published my view on the new and re-designed 7P’s for marketing. In this article I already underlined the fact that marketing has changed profoundly. Brands are no longer created – they are earned. Brands live in customers’ minds and they grow from experiences.. own and peer experiences. In my opinion CMO’s are at the very core of corporate Must Win Battles like:

CMO and corporate must win battles

This is why I would say rather confidently that the path from good to great brand includes these stages:

branding, marketing, operational excellence

First: You need to have goals and vision. They act as a unifying master plan that everyone in the company can understand and accept. What kind of brand are we trying to create? What kind of customer experience and and relationship are we trying to deliver and earn? What kind of impacts are we trying to get?

Second: When you analyse the customer journey accross all touchpoints and channels, you get to see how are you currently performing, what and where do you need to improve. This is where the magic happens between your brand and customers

Third: You need to take a look at how does your company actually operate and how is it managed. Does your current ways support and enable the customer interface operations that you are trying to achieve. Are you organized right, do you have right kind of KPI’s, are different diciplines and silos working together or do you lose insights between gaps and inevitably cause corporate autism?

Fourth: Does your corporate infrastructure enable everything mentioned and planned above? Do you have legacy systems and technology, disconnected data etc. In case the technology and infrastructure doesn’t enable the change, how do you take action? What kind of roadmap and investments are required? What can be done fast, what takes more time and effort? What can be piloted and can you start the learning curve growth with some manual work that enable more effective technology implementation?

This same approach to change management can also be seen as work that moves from practical customer interfaces insights and understanding to top – not top-down. This is how it works:

upside down strategy workWhen I have been running these cases I have learned that this approach works very, very well. The reason is that everyone is involved and the process in it self actually enhances the learning and feeling of unity, shared goals and willingness to change. This is because the process inspires, makes difficult theory work feel practical and easy to adopt. Very often the process generates several small victories and improvements that can be implemented immediately. The good experiences start building up and people get the feeling that these things are really happening and we are really doing something meaningful. Once the plan is ready, the organisation has already moved several steps to the right direction and has become excited about the development. For the management this is extremely valuable situation, because they can just enable what the organisation is asking for instead of trying to order and manage changes top-down.

The reality is that the use of data and data driven operations are requiring new approach to technology and companies need to adopt it some how. Here’s an example about the use of external data ecosystem along with own data

Internal and external data use in marketing

The role of internal and external data:

the role of internal and external data in marketing and customer services

This is how I see the brand development in this day and age. Do you agree/disagree? Would you have any cases, experiences or hints how I could develop this approach further?

See also:

SEE ALSO:

About Author

Marketing technology and Branding – free book

Originally published at http://chiefmartec.com/2014/03/new-brand-marketing-technology/

A NEW BRAND OF MARKETING – free book by Scott Brinker

A NEW BRAND OF MARKETING: The 7 Meta-Trends of Modern Marketing as a Technology-Powered Discipline

Click to Download PDF: A New Brand of Marketing: The 7 Meta-Trends of Modern Marketing as a Technology-Powered Discipline

“The modern CMO and marketer can no longer be just a brand ambassador, they must also have a deep understanding of marketing technology. Scott Brinker helps the reader to understand how technology can be used for both successful marketing strategy and execution.”
Jonathan Becher, CMO, SAP

I’ve written a very short book, A NEW BRAND OF MARKETING, that’s free to download and share.

It frames the epic collaboration underway between marketers and technologists, set against the backdrop of two seismic shifts in marketing today:

First, how marketing is taking over the business. We can debate functions and org charts. But in a hyper-connected digital world, everything that a business does — the entire customer experience that it delivers, from the very first touchpoint onward — is now the scope of marketing.

Second, how technology is taking over marketing. Marketing has more software entwined in its mission today than any other profession in the history of computing. Leveraging these capabilities requires new approaches to marketing strategy and management — as well as new kinds of talents within the marketing team, such as marketing technologists.

These two massive shifts are the result of 7 “meta-trends” — each of which has dramatically changed the nature of marketing. And collectively, they have created a whole new brand of marketing:

  1. From traditional to digital
  2. From media silos to converged media
  3. From outbound to inbound
  4. From communications to experiences
  5. From art and copy to code and data
  6. From rigid plans to agile iterations
  7. From agencies to in-house marketing

At only 40-pages, this is probably the shortest marketing book you will ever read. But if you want to understand the context in which marketing has become a technology-powered discipline, I hope it may be one of the most helpful.

Download your free copy now.

Reviews of A NEW BRAND OF MARKETING

As modern marketers, we have to embrace technology in order to stay relevant. But how? In A New Brand of Marketing, Brinker dives into the shifting digital landscape and illustrates how businesses can transform their marketing to be more inbound, and ultimately more effective, with tech-driven strategies.”
Mike Volpe, CMO, HubSpot

“Scott Brinker nails it with his articulation of the 7 meta-trends that have fundamentally altered — as well as empowered — marketing. Technology now fuels the marketing discipline, where science and art come together to build a brand based upon customer experiences, where the interactions are more inbound than outbound and truly global in nature.
Amy D. Love, CMO, Appirio

“Scott has penned a veritable treatise on the subject of marketing in the digital age of digital. In this pithy work, Scott captures the key meta-trends that will define how all marketing is done in a world of technology enablement and customer empowerment. The punch line: read it.
Terence Kawaja, CEO, LUMA Partners

“The leading meta-trends transforming and growing business at the convergence of marketing and technology by Scott Brinker. This short story is a simplified illustration of modern marketing, disrupted and transformed by the growing evolution and impact of technology, the modern the face of marketing.”
Mayur Gupta, Global Head, Marketing Technology, Kimberly-Clark

A New Brand of Marketing articulates the why of marketing’s fundamental changes over the past 20 years better than any book or blog post I’ve ever read. Scott, in his succinct and thoughtful voice, showcases the how necessary to navigate to a healthy and successful marketing organization as only a thought leader and expert marketing leader such as himself can. A must read for every marketer.”
Jascha Kaykas-Wolff, CMO, Mindjet

With A New Brand of Marketing, Scott has put traditional agencies on notice. Clients are evolving faster than agencies and their organizational models. A New Breed of Agency is needed, with an operating system that has Scott’s meta trends at its kernel. Every marketer and marketing technologist should memorize this short read. Gold!
Sheldon Monteiro, CTO, SapientNitro

“Scott has provided a great overview of the trends that are driving the long-term changes in how marketers do their job and the role that technology plays. This book provides much-needed context to help marketers and marketing technologists build long-term strategies that will let them thrive regardless of what comes next. Better still, he does it in a clear, enjoyable writing style.”
David Raab, Principal, Raab Associates

“Scott has brilliantly framed the dimensions along which marketing has transformed — and where it is headed in the future. This should be required reading for everyone in the industry.”
Dharmesh Shah, CTO, HubSpot; Author, Inbound Marketing

“Anything is possible when marketing and technology collide. Brinker’s A New Brand of Marketing concisely captures the fundamental shifts driving the most transformative time in marketing history. Read it, share it, and use it to accelerate change within your organization.”
Paul Roetzer, CEO, PR 20/20; Author, The Marketing Agency Blueprint

One of the most important marketing books I’ve read in some time — short and concise, but intensely relevant for today’s marketers. This is a manifesto for math marketers out there, and perhaps a final warning and blueprint to those who haven’t yet are the transition (but will soon be extinct unless they do).”
Matt Heinz, President, Heinz Marketing

“When asked, ‘What’s your biggest challenge?’ — most marketing executives reply that it is staying on top of the constant and rapid change that shapes the current environment of marketing. While I don’t know of any book that can solve that problem, Scott Brinker’s new book superbly sets the conversation in which that challenge can be met head-on and managed.”
Ric Dragon, CEO, DragonSearch; Author, Social Marketology

“Scott has put together 7 extraordinarily insightful trends that every CMO and CIO need to understand. He calls marketing a ‘technology-powered discipline.’ And while I might rather call today’s technology a ‘marketing-powered discipline’ — Scott would forgive me for fighting for top billing. It’s just a wonderful, insightful, and just plain entertaining read. This is one that every marketer and the technology teams they work with should read together.”
Robert Rose, Chief Strategist, CMI; Author, Managing Content Marketing

“Scott Brinker does a great job articulating a compelling and exciting opportunity for today’s marketers. The 7 meta-trends that Scott breaks out are accurate, digestible, and actionable. I suggest all marketers move this onto their must read list!”
Sam Melnick, Research Analyst, CMO Advisory Practice, IDC

“I love this book. It brilliantly and simply explains some of the most important drivers underlying marketing today. Scott lays out the facts, using data to explain what’s happening in the world of business as it touches marketing and technology.”
Michael Krigsman, Strategy Advisor & Analyst, Host of CxOTalk

WARC Webinar Path to purchase Insight Keynote presentation

Here’s my WARC webinar presentation from 30th July 2014. Enjoy 🙂

Also check out:

  1. Managing brand – the most profound KPI’s and measures
  2. Customer Journey FLOW
  3. How to map and study Customer Journey
  4. Customer Journey stage 1: Brand as a platform
  5. Customer Journey stage 2: Initiation
  6. Customer Journey stag 3: Choosing and buying – cross-channel influence
  7. Marketing’s new and re-designed 7P’s

Megaphone model – An approach to influence an entire market

Screen Shot 2014-07-10 at 20.48.54

I’ve been involved in some cases that had to do with introducing something new to the market place and/or  required changes to legislation, public opinion and awareness. Such cases are about energy legislation, taxation, medical legislation, healthcare, vaccination programs, trade legislation, nuclear power plant permits, etc. In such a case I and Minna Ritoluoma (Marketing Architect at Toinen PHD) came up with an approach to communications and influence design that can act as a foundation for influence planning. I named the approach “The Megaphone model”. (Click to enlarge the picture)

Megaphone model_lobbying and public opinion influencing

The idea is to recognize and plan the shared vision and goal that other parties would share and be willing to support. Once you have the vision you can start designing the comms flow – what messages are relevant for the cause and who are the persons, parties or institutions that would be most capable of getting them thru to the over all public opinion and legal entities. These cases have to do with very long term market condition creation that often enable huge business potential. Let’s say that your goal would be to increase the natural gas demand in the market – it would be better for the cause that a car company offering cars that run with natural gas would start marketing their offering for the market than the gas provider to try to increase the natural gas demand on their own. The message makes more sense for consumers when the fuel and its practical use benefits along with pure energy claims are communicated simultaneously. On the B2B side, for example food production lines are major natural gas clients that act as enablers for gas line extensions or building a LNG terminal, which requires building permits and long-term investments that then again can be used for consumer distribution network creation. The energy as such isn’t interesting – the cars are, the lower cost warm water and heating is and the more efficient manufacturing is.

In some cases it’s also better that some neutral scientist to make the environmental claims instead of a brand with vested interests. On the other hand the legislation preparing entities and public opinion can and often should be influenced simultaneously for the positive outcomes, sometimes over a very long period of time. Such cases are about strategic Must Win Communications Battles that can be very expensive or impossible to win solo.. As some wise man once said something like this: “If you want to move fast, go alone. If you want to go far, take a team with you”. A company can act as a kind of orchestrator designing the market place and mastering communications via different public or behind the scenes players like lobbyists, but the company needs the shared vision and goals to fuel the megaphone model. Such synergy can also be approached with Symbiosis Strategy that I published about earlier

Let’s move to details that make or break the case: Influencer mapping (Click to enlarge the picture)

Megaphone model_influencer mapping and comms designThe keys to success can be found with influencer mapping. The map is three dimensional tool that has two axis a) legislation decision power b) public opinion influencing power and c) color coding for each actor > positive, undecided/neutral and negative towards the shared vision and goals. This map is a fantastic tool for creation of the plan further and design influence patterns > who’s listening who, what goals do they have, who’s influenced by public opinion, who’s in alliance with who etc. Each actor should be thoroughly researched in order to master the communications scheduling, actors and routing for the messaging. Like most things, the whole model is about doing the hard work and being smart. Advertising can be a very powerful tool but it’s rarely the only solution – these cases are about market creation and foundations for a completely new ecosystems. When the opportunities present themselves, make sure you are ready to make most of them.. or contact me 🙂 Nothing is as fun and rewarding, as challenging the existing status quo and re-writing the rules in a certain market place!

Every now and then new major opportunities become possible. I hope these tools help you to make most of them. I would love to get your feedback for this approach and possible experiences you have had about this kind of cases!

Check out these articles too:

The SYMBIOSIS STRATEGY – Creating an ultimate value propositionMarketing’s new and re-designed 7P’s
Managing Brand – The most profound KPI’s and measures /

About Author

Toni Keskinen ,Chief Editor for Future CMO Movement (http://futurecmo.org)
Toni.keskinen(at)futurecmo.org

http://www.linkedin.com/in/tonikeskinen

How to motivate your employees to use analytic insights

ARTICLE BY DR. KOEN POWELSHow to motivate your employees to use analytic insights

Marketing measurement, accountability, analytics and dashboards are priorities in the toolkit of the successful Chief Marketing Officer. The pressure from the top is strong: prove your marketing is working, give us higher profits with lower budgets, show us the opportunities for profitable growth. Many companies have developed marketing analytic dashboards to help attain these goals, and are getting on average 8% more Return on Assets as a result (21% in highly competitive industries). A marketing analytic dashboard is a concise set of interconnected performance drivers to be viewed in common throughout the organization; for examples and case studies please see www.notsizedata.com.

A key challenge is how to motivate employees to actually use these analytic insights to improve decision making. Resistance to measurement and data-driven insights is widespread – not just among creative content generators who fear it will hamper their freedom (see http://analyticdashboards.wordpress.com/2014/03/13/help-your-creative-cats-bring-home-the-bacon-whos-afraid-of-accountability/’). Having lived through analytics & dashboards projects across 3 continents, I’d like to share tips on how to get employees on board.

My top ten list:

  1. Communicate the purpose and usefulness of a dashboard for the organization;
  2. Explain the role of an employee in the project and his/her impact on overall performance;
  3. Emphasize benefits of the dashboard application for an employee, e.g. ability to track, adjust, manage and consequently improve personal performance;
  4. Encourage a dashboard trial;
  5. Invite employee feedback and demonstrate that it is valued by adjusting the dashboard if possible;
  6. Inject a culture of accountability and facilitate a conscious choice of an employee to use a dashboard and other performance measurement tools, e.g. develop performance related incentive scheme that will motivate an employee to keep track of his/her individual progress;
  7. Incorporate a dashboard into day-to-day operations, e.g. use it in employee meetings;
  8. Garnering management support and guidance: Communicate the benefits of accountability culture for a company, e.g. give specific examples (supported with numbers) on how the company can optimize its expenditures and escalate its profits;
  9. Demonstrate functionality and usefulness of a dashboard application (for this purpose you may need to build a simple dashboard or select a dashboard example available online : see e.g. www.dashboardinaction.com;
  10. Indicate industry/market trends towards the use of a dashboard (show the statistics on dashboard adoption rate in the market, use industry or cross-industry benchmarks).

As detailed step for step in www.notsizedata.com, building a marketing analytic dashboard requires vision, courage, transparency and effective internal communication – which are much more important than the specific software or ‘big data’ used. Just like any other innovation, a marketing analytic dashboard cannot be effective unless its users understand its functions, are convinced about its benefits, and want to use it. In sum, a marketing analytic dashboard should not be something imposed on a company; it should be ‘sold’ in the best tradition of marketing art.

How about you? Can you share tips on how to motivate employees and increase marketing accountability? Looking forward to hearing from you,

AUTHOR:

Prof Koen Pauwels
“It’s not the Size of the Data – It’s how You Use It: Smarker Marketing with Dashboards and Analytics”
www.notsizedata.comTwitter: @koenhpauwels
Facebook: https://www.facebook.com/pages/Smarter-Marketing-with-Analytics-Dashboards/586717581359393?ref=hl

Marketing attribution modeling

I just found Mr. Kfir Pravda’s article “Revenue attribution 101”  Mr. Pravda’s key question was: How do you measure revenue attribution – money and profitability for marketing activities. He had split the revenue attribution measurement according to touchpoint sequence from last to first and combined as customer journey. I agree with his measurement frame and guidelines. It’s a great article. I would recommend reading it.

Mr. Pravda’s article got me thinking about how do I actually approach this subject in my planning and implementation process.

First: I always start attribution modeling from owned channels

  1. What is their capacity to bring traffic and visitors (eg. stores and online)?
  2. What is their capability to convert recognized customers?
  3. What do people actually look in to and buy?
  4. Who are the customers actually – what kind of attributes, motives, interest contexts etc. do they share?

Once you have your own channel conversion, increased owned media demand generation impact and marketing automation tuned effective for the first time purchase t’s time to get more people interested.

Second: With the knowledge about contexts, customers and motives that generate interest and traffic it’s rather easy to recognize interfaces and channels that enable you to present a relevant and appealing messages for customers. This first touch planning is very much data directed iterative testing and learning process. What ever works, you scale up and automate in any given channel from online to direct marketing, telesales, face-to-face sales or advertising. I do prefer channels that I can measure direct ROI from, but I’ve also seen how media marketing has created stronger customer relationships and willingness to pay premium. These secondary KPI’s are about brand attributes, preference and willingness to pay premium.

Third stage is about learning and planning how to increase customers’ basket size, purchase frequency and expand customer’s buying behavior to more than one category. This stage is about using marketing automation technology in order to create service automation customer care programs for great customer experience and sales.

This process is completely founded on customer journey analysis and understanding in an omni-channel environment.

I think you might find these articles interesting:

Admap best practice article: How to map customer journey
Marketing’s new and re-designed 7P’s
Managing Brand – The most profound KPI’s and measures /
From marketing automation to service automation
Marketing Do or Die – managing customer interfaces

What about others? How do you approach marketing attribution measurement and planning in omni-channel environment?

About Author

Toni Keskinen ,Chief Editor for Future CMO Movement (http://futurecmo.org)
Toni.keskinen(at)futurecmo.org
http://www.linkedin.com/in/tonikeskinen

SEO methods for the future

Here are some good advice for SEO in the future too. Google Hummingbird is a challenge and Google is constantly giving us less and less information about search word based hits and traffic. Anyhow, this advice should help you keep your company’s website on top of the search listing.

SEO vs. New SEO – Sustainable and Algorithm-Proof Search Marketing Methods That Work – infographic by positionly

And Here’s Searchengineland.com ‘s periodic table of SEO success factors

Searchengineland.com’s perodic table of SEO success

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