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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

Future CMO Commercial Community Introduction

The goal for Future CMO Commercial Community is to create a network of highly capable individuals who can act as supertemps or highly advanced specialists who can act as catalysts for customer centric, marketing and organic growth driven strategic and operational transformation for their clients. Below,  there are directions and requirements for those who would like to join this community and offer their services in Futurecmo.org. Future CMO is a platform for Symbiosis Strategy and I welcome you to join. Futurecmo.com will also be published later in 2014. Join now and we’ll get better service up and running soon. There will also be new and improved FutureCMO.org.

Here’s initial offering description:

Toni Keskinen, Founder and Cheaf Editor of Future CMO
+358 50 5522276
toni.keskinen(at)futurecmo.org
http://www.linkedin.com/in/tonikeskinen
Located in Helsinki, Finland
Available for speaking engagements and consulting globally

Jarmo Lipiäinen, Co-Founder, Business Director and Consultant
+358 40 525 7289
jarmo.lipiainen(at)asiakkaanmatkassa.fi
http://www.linkedin.com/in/jarmolipiainen
Located in Helsinki, Finland
Available for speaking engagements and consulting engagements

About Future CMO Commercial Community: Anyone can contact Toni Keskinen and request membership in the Future CMO Commercial Community. The only requirement for enlisting is that you have original, fresh, insightful and important insights to share with the members. The best source for such insights and content is your daily client work which is why the most ideal members are people who actually get their hands dirty and do what is required to be done. Experiments and practical work generate the most interesting content. I don’t really think that this community is suitable for academics. The minimum requirement for membership is that you write at least one article in a month. The goal is that Futurecmo.org becomes a service with very high quality content and subsequently serves all members as a marketing & learning platform. Joint effort will increase reach and impact more than anything a single person could do. In case you are accepted as a Commercial Community member, you will get publishing rights to this service. There will be two types of FCMO Commercial Community members a) Supertemps b) Specialists.

Specialists:You should have practical, unique and original thoughts, ideas, insights or cases to share. Specialists should also be capable of connecting their specialist area in to general marketing and management realities.

Some questions that might help you recognize the supertemp inside yourself:

  1. Do you have both breadth and depth in your skillset at practical and strategic levels? Are you the one who recognize what, why and how should be done in order to drive much stronger performance, growth and profits?
  2. Do you have experience from multiple business areas with different business logics and aplications to value creation and competitive advantage?
  3. Do you have difficulties leveraging your full capacity in you current work?
  4. Do you want to practice your skills and learn much faster and more holistically and pragmatically than is possible in a regular specialist role?
  5. Are you happy moving from one company to next without a fixed team and do you feel comfortable facing challenges by your self together with a client’s own internal team changing in each engagement?
  6. Do you have a network of specialists around you, who can fulfill your shortcomings reliably and rapidly so that you can solve any given challenge you come across?
  7. Are you capable of driving co-creation development, designing customer centric operational change, business modeling and -cases and managing projects across corporate silos, levels and specialist ownerships like sales, CRM, online, analytics, BI, customer service, marketing, research or ICT?
  8. Do you impress clients with you skills, accelerate development, drive results and generate strong recommendations for your work?

Typical Must Win Battles that give us direction for relevant content creation:

  1. Best customer experience (Goals: loyalty, LTV, cross & upsell, high NPS)
  2. Innovative solutions: Creation of competitive advantage, distinctive and special offering capable of delivering substantial value, high quality at highly competitive price
  3. Continuous and cost-efficient new business (Goals: new customers, demand generation and stronger conversion)
  4. Lean and effective operations and processes – strong bottomline (Goals: highly productive organisation capable of delivering superb customer experience at comparatively low expences by using new technologies, online environments and automation
  5. Creation of inspired and winning corporate culture: Inspirational and very satisfying workplace capable of understanding and driving development and change. Corporate recognition as very prominent employer for hungry and innovative new talent, Topline growth energize the company’s employees and focus their minds on opportunities, innovation and growth. Growth is a lot more inspiring tool for profitability than trying to save the company to mental death

Paradigm shifts in Marketing 2014

Marketing Paradigm ShiftI believe that in 2014 corporate management and board take action and set new requirements for marketing. This has already been the trend for some time, but I believe that in 2014 a tornado hits marketing function in large-scale. I wish you could give your opinion on these. Please, if you disagree or notice that I missed something, comment below. Here they are:

-From campaigns to systemic growth acceleration
-From advertising to operations
-From brand book to brand experience & corporate culture
-From pre-planned year to realtime
-From one way to collaborative & dialogue
-From corporate led to customer led
-From bought audiences to owned and earned channels
-From guessing to proof driven continuous analytics, data and automation
-From promise marketing to customer excellence
-From online to mobile +
-Personal Anological communications become premium experiences at the digital era of minimizing contact costs and diminishing traditional direct marketing
-From selling to servicing – From outbound- to inbound marketing
-From Solo unit to collaborative accelerator
-From second rate corporate practice to management imperative

Let’s take a look at them in more detail:

From campaigns to systemic growth acceleration & From pre-planned year to realtime
Owned, earned and partner mediums offer means to generate constant customer flow and optimize conversions for sales. On-going constant presence and dialogue increase company’s reach, impact and capacity to communicate brand and offering in the digital environment “for free” (Naturally this kind of work requires a lot of work and high quality, so nothing is completely free). The marketing automation technology and continuous personalized communications with customers enable such influence and effect that their role is currently outranking paid media. On the other hand paid media is becoming personalized too. When customer is searching for something and her digital profile gives a high scoring value for certain offering, it is time to bid higher in the digital eyeball exchange (RTB) and get your message thru. The window of opportunity in Customer journeys to purchase could vary from seconds to months and marketing must be present at the right time with a right message. The era of mass media dominated campaigns and corporate led campaign schedules is over. Mass media has an important role in marketing mix, but it’s dominance is over now and continuous communications have the lead in importance.

From advertising design to operations
Advertising has been a unique discipline in the market and creativity is the core of advertising impact. Advertising is corporate led and scheduled work that takes money to publish. In this day and age the first priority should be to concentrate on your customer interfaces and channel strategy. How well does your customer interface meet with customer’s needs and expectations? It is increasingly difficult to say where marketing stops and product starts, and this is a good thing. Marketing & services are integrating and customer interface communications can use advertising means like videos to help customers further. Creativity has is now more important than ever, but the use of creativity is now more targeted in certain context and encounters with customers instead of mass-media with reach.

From one way to collaborative & dialogue & From promise marketing to customer excellence
One way manifests and promising is dead. People don’t trust advertising anymore and the access to information is present anywhere, anytime. In the connected environment we are now living in the old approach to building a brand with advertising doesn’t apply anymore. Brands are not built they are experienced and shared. The transparency revolution that empowered customers, forces companies to actually do better, not to just look better. The measurement of customer value has been a monetary concept for a very long time. Because there has not been technologies or means to measure anything else, that has been a valid approach. Today, customers have new currencies that can also be measured too. Customers can endorse a brand they like, or they can give very visible and durable critical comments about it. Customers have ideas for improvement, they can help you in your development process by giving their opinions while you are just developing a new approach, they can participate and share and by doing so, expand company’s reach and presence in the eyes of potential customers in a very positive way. Customers can help each others too, like web developers have done since the dawn of internet. Open innovation platforms like My Starbucks Idea, Dell Ideastorm or Innocentive have led the co-created product and solution development for a long time already and new, very cost efficient cloud based services like Ideascale have emerged. Social Media and open dialogue with the customers are really making a major difference and consequently forcing companies to do better.

From corporate led to customer led
Think about your self as a customer, to which brands are you truly committed? Then think the other way: “Which brands are truly committed to you as a customer”? I would guess, there are very few, if any that you can think of. Since the industrialization, society’s chance to specialized roles and growth of cities, the availability of options has steadily increased. Early on, the producers could just produce as much as they could as cheap as they could and that was enough. Now we are living in the world where there is too much of almost everything. Just producing at lower cost and higher quality isn’t enough anymore. We have now entered the experience economy that requires companies to adapt each and every customer’s personal lifestyle and needs. Offering everything to everybody equals spamming, and indifference marketing. Such marketing is a statement: “ We don’t really care about you, but here’s everything we got”.  Oracle Eloqua made a study about how often the sales people are actually contacting customers when the time is right for the customer. Majority of contacts are done at completely wrong time. Just being able to recognize that single thing makes a major difference in customer experience and operational efficiency.

From outbound- to inbound marketing
Previously a seller was looking for a customer, now customers are looking for solutions. The all-knowing Google is the most important route to most products and services and Google’s page rank is the key to the gateway to customers. Because all information is now available all the time, people want to check and make sure that they are making a smart decision or they look for options in general. Regardless which is the case, the company does not exist in the customer’s consideration unless it has very high top-of-mind score or preference rate. Most companies don’t. Once customers actually land at your site, the whole game is about conversion, whether you are capable of creating a connection with the customer or directly closing a deal. However, the fact is that people make their decisions and also transaction online and inbound approach to marketing is really becoming a very meaningful approach.

From guessing to proof driven continuous analytics, data and automation
Right now, pretty much anything you do can be measured. The availability of data has exploded while the cost of technology processing that data and making it possible to act on the data has slumped. The most pressing challenge now, is to educate people who know what to do with this capacity. You can track the customer’s transaction history with CRM, online behavior with marketing automation tools and you can even track potential customers with cookies and adapt to their behavior without them giving you any information apart from their actual behavior. You can track people’s organic journeys, interests, motives and landing sites, actually the entire market logic of preferences and customer flows between different brands and demand driving with online & search analytics. The web should be considered as the world’s largest quantitative research panel that is entirely based on actual behavior instead of opinions. Such access to information that is mostly free is really shaking the marketing and business communities in general.

From online to mobile +
There are now more connected phones to internet than computers. Online is now always on and always available. A computer was mostly used at home or office, but tablets and mobile phones are present where ever you are. The app explosion and location availability are now changing the entire role of internet enabling companies to really adapt to customer, time and location. The rise of HTML5 is making all online assets available in very intuitive and user-friendly way in any given gadget or platform instead of doing everything several times for native solutions. The dawn of “internet of things” is at hand and enable customer to have a “Sixth sense” that helps her to navigate in the actual world with more information, directions and advice than ever.  On the other hand it does enable companies to really become truly customer centric.

From Online back to Analogical (Personal Anological communications become premium experiences at the digital era of minimizing contact costs and diminishing traditional direct marketing)
When ever some major change happen, there will be a counter trend. Although everything is now going online and we love it, personal analogue communications are becoming signs of premium customer care and experiences. A simple letter has become rare approach. I was involved in a case where we approached  CEO’s of stock exchange listed companies. It was difficult to think how to get their attention and get to them directly without becoming cut off by an executive assistant. Eventually the solution was simple, a letter with a hand written address and a real stamp. Everything about such approach communicated intimacy and purpose. Such approach is as far as it gets from mass communications and that was exactly the reason why the campaign got 30% pull rate. The same apply to consumer communications. How would you feel, if you got a letter from Google or Facebook, that had a hand written address and a stamp? That would really be something J The person to person communications and customer service over phone are also having similar impacts, in case the service is working well. Although brand are now living in internet, we are still people who create a trusting relationship with other people.  That is a fact we should never forget.

From selling to servicing
We all have been sold to. That is not really a pleasant experience. When you are looking for something you would appreciate someone who would make your need their interest and do the best they can to get you a best possible solution. Sometimes that solution is not delivering the highest possible profit margin in short-term, but it sure does deliver in so many other levels. The customer is much more likely to come back, endorse the company and deliver much higher life time value. Shortterminism is the plague we need to cure. When ever you communicate with your customers, delivering them honest advice will sell more and increase impact of communications.

From Solo unit to collaborative accelerator & From second-rate corporate practice to management imperative
Marketing has been a solo unit that has been concentrating on promotion, brand awareness, -preference and -attributes. Those days are now behind us. The same measures are still important, but the marketing unit is required to take more commercial responsibility for customer interfaces and customer contacts in general. The very heart of marketing has always been the customer understanding. That is now more important than it has ever been. Customer centric business model demands marketing to spread available customer intelligence people operating in all customer interfaces. Management, corporate strategy and operations are now required to have their foundation on customer understanding. Because of this, the role of marketing is becoming a true management imperative and driver for customer centric corporate transformation. These are truly exciting and inspiring times!
Articles for more insights:

Fjord’s and Accenture’s “Trends impacting Service Design in 2014”

This is a great report about the changes and developments in the digital arena. Enjoy 🙂

CMO´s were hit by Tornado

Marketing departments in many companies are currently losing their importance and budgets. The world of commerce and marketing is truly in great turbulence right now.. Tornado really. The change is like force of nature and it is so fierce, because several megatrends are colliding simultaneously:

  1. Customer Experience design and metrics mania (NPS)
  2. Corporate Identity as a holistic concept, not just brandbook but experience
  3. Integration of service & marketing = Business Process Design & LEAN process requirement for efficiency
  4. Design thinking breakout for innovation and business model generation
  5. CRM and automation capabilities increase: Increase CIO’s, Sales director’s and business management’s involvement in marketing
  6. Social brand and open dialogue with customers (rating and feedback is ever present issue + the rise of Open Innovation as part of customer relationships)
  7. Revenue Performance Management requirement and Analytics
  8. Decline in traditional marketing & Own media’s tremendous influence increase
  9. Organisational changes – Torn Silo walls makes marketing everyone’s business > “We are all marketeers now” said McKinsey’s article
  10. Requirement to deliver better results with lower budgets

What I’ve heard and observed is, that business management has already got used to thinking in terms of processes due to ERP and CRM technology development and implementation. They are also very familiar with cost/performance analysis and practical implementation to processes. It is easier for them to think about Customer Journey and CX design pragmatically and apply the ideas in practice. Sadly, CMO’s in many companies are strangers to such consideration and thinking. Branding used to be about doing things according to the brand book and design guidelines. Now brand is both an idea about something great that stands for something and something that you can experience with all your senses. The Corporate brand identity is more about such holistic experience than images, jingle’s or tone of voice. They are still important, but the other factors are increasing their influence exponentially.

This community was created because we wanted CMO’s to take advantage of the turbulence that would enable major increase in their influence and improve productivity in organisations. Now it feels like marketing departments influence and capacity to deliver results is dividing in two and this change is escalating as two roadmaps: a) Marketing becomes the driving force for corporate business development (= CMO’s take the driver’s seat leading the change) or b) Marketing becomes second grade support organisation without power (= CMO’s continue their work as they have done before). I wish more companies and CMO’s would choose the roadmap A.

I participated in DMA event in 2004. There Nectar’s (Loyalty Management UK’s) CEO Robert Giergink presented his case about coalition loyalty management program and their results for the first couple of years. His co-speaker was a University Professor whose name I can’t recall anymore, but he said that loyalty programs might represent the future of Marketing in general. I was deeply impressed, enlightened really, about Nectar’s case and find it still very inspiring. In my opinion that professor hit the point exactly. Currently all marketing is about Customer Journey and Experience management, individualized dialogue and event based, triggered and service oriented communications. That is exactly what loyalty programs are supposed to do. However, until recently such approach was ridiculously expensive or impossible. Right now, the technology is very cost efficient and the ROI capacity is absolutely amazing. While this is true with all recognized customers it’s now becoming possible also for customer’s that have left no identification about them.

Naturally the online revolution and social media storm have made everything above even more important and possible and that is why these things have become management imperatives. I’m looking at the CMO’s position in the light of generic Must Win Battles shared by many companies:

TOPLINE GROWTH:

  • Best customer experience (Goals: loyalty, LTV, cross & upsell, high NPS)
  • Continuous and cost-efficient new business (Goals: new customers, demand generation and stronger conversion)

BOTTOM LINE STRENGHT:

  • Lean and effective operations and processesstrong bottom line (Goals: highly productive organisation capable of delivering superb customer experience at comparatively low expences by using new technologies, self service and help, Social customer service, online environments and automation)

ENERGIZING SUSTAINABILITY:

  • Creation of winning corporate culture: Inspirational and very satisfying workplace capable of understanding and driving development and change. Recognition as very prominent employer for hungry and innovative new talent, Topline growth energize the company’s employees and partners focusing their minds on opportunities, innovation and growth

Such MWB considerations should become the heart of marketing strategy development. I’m currently involved in such cases and I’m witnessing the great change and impact such consideration has on the organisations. Creation of new and exploration of unknown are naturally inspiring and when they also deliver financially measurable success it is certainly worthy of your undivided attention.

Word of encouragement: Very few people are truly experienced in this game. Go ahead and learn by doing. I can promise you it is great!

Also check out:

Managing brand – the most profound kpi’s and measures

Marketing has an identity crisis

Author: Toni Keskinen, Change Catalyst & Executive as a Service

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

Join FutureCMO Movement LinkedIn Group here

Organizing Marketing for Success: CIO-CMO collaboration

Forrester Research and Forbes made a study and article about CIO-CMO collaboration: “Why The Most Important C-Suite Relationship For Marketers Is Still The Trickiest” The article concentrate on the challenges and approaches to enable and enhance collaboration and how to create common ground and language between the two very different specialist areas. I did agree with everything that was said in the article, but I couldn’t help thinking whether CMO-CIO collaboration is actually enough. Customers today engage with companies in multiple touchpoints and environments, their expectations change along their customer relationship and -journey (check out article: definition for Customer Experience) and their motives and needs have great variation. In my opinion CMO should be in charge of customer experience, promises, concepts and methods that drive great brand experiences, brand loyalty and engagement. However, the reality is that currently many of those channels and touchpoints are managed by customer service and business units or online service development unit. Often the research and analytics are also outsourced or in a separate silo. In case the CMO really has the wide customer experience management role, I agree that CMO-CIO relationship can drive phenomenal success, in case that is not the case, there must be even wider collaboration across business units. Here’s Accenture Interactives documentation about the subject: “The CMO-CIO disconnect – Bridging the gap to seize the digital opportunity”

Tom Asacker captures why customers think of corporate experience  holistically. A brand, he says, is “one, interdependent system of behavior”. The problem is that in too many organizations the “system” has many masters and each wants independent control of their domain. CMOs, who might be expected to have responsibility for the overall experience as of right, do not. That’s because large chunks of the interface with customers, and the factors that influence that interface, remain for the most part outside of their control. They do not fit neatly into the “normal” org chart definition of what constitutes marketing. (Full article: Brands: One System Of Touch)

Some time ago I wrote an article in which I claimed, that the marketing organisation is like an engine from 60’s. “The Duke University’s CMO Survey 2013 results highlighted again the need for marketing and CMO’s to carry more responsibility and integrate better with the corporate management and operations. It seems to me that marketing is facing the same evolution that car engines have gone thru since 1960′s. In the 60′s car engines were large, heavy, powerful and impressive but their gas consumption was just terrible and their efficiency unacceptable in current evaluation. Currently engines are much smaller but deliver a lot of power with very low gas consumption. The big and impressive modern engines have amazing power with acceptable gas consumption. The engine game is all about efficiency, as it should be – and the same rule apply to marketing management”.

Inbound marketing technology provider Hubspot has created their view of agile, rapid, realtime, evidence based marketing function and organisation. They don’t actually define the business units that should be involved, that must be considered case by case. Hubspot’s process is based on SCRUM-software development process and methodology. I find this approach to marketing quite appealing and interesting. Inbound marketing is about creating content and turning that content and stronger online traffic in to demand and leads. The approach is all about relationship marketing in the digital era and omnichannel environment. Please comment if you have any experiences about implementing such process to your organisation? Check out the presentation:

I’m working with company’s customer interface development and customer experience design. What I see in my everyday business, is clear need to break thru silos and increase collaboration. The SCRUM-process and organisation outline in the presentation must be considered separately for each organisation. The SCRUM-team should be a group of people influencing customer experiences across the Funnel and customer relationship in order to really make most of the approach. Short term analytics and A/B-testing are naturally important tools in such approach to marketing, but also the long-term development must be carefully considered. The brand image changes rather slowly and is an outcome of everything the company does. The SCRUM process easily change perception to short-term development and generate blind spots in larger scale opportunities. Team like this must make sure that they have both insight and topsight views to what they are doing and developing.

Please, share your experiences about how to organise marketing function for success!!! What worked, what failed?

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

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

Join FutureCMO Movement LinkedIn Group here

Service Designing Marketing

Service Design is a ground breaking methodological shift towards customer centered business development. I can’t underline enough how important this new dicipline is in creating  completely new and very influential business models. Service Design should also be used in marketing just as effectively.

In my opinion, marketing should evolve in to such direction where we are designing the entire customer relationship from consideration to purhcase and continuously improving relationship with earned trust. Custom communications according to customer behavior is one key issue, because the company should be capable of adapting to customer’s needs and motives, not the other way round. Customer centricity and customer centric innovation accross all touchpoints is the very core of the game.

This presentation is very thorough and insightful approach to Service Design. Check it out and think how you could use these ideas and methodologies in your approach to service designing marketing

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

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

Join FutureCMO Movement LinkedIn Group here

Beyond HBR’s “truth about customer experience”

Harward Business Review just published a great article about Customer Experience and Journey. See here. The main point of the article is, that managing single touchpoint engagements doesn’t provide sufficient customer experience.

HBR - Truth about customer experience

My advice is: Don’t design just touchpoints – Design chain of events, proactive and reactive. Development and measurement is often done engagement by engagement. The service design approach also highlight such emphasis. I’ve done Customer Journey mapping and methodology development since 2004 and agree with the article, only it’s lacking tools and methods how you should approach the challenge. I can help with that.

I’ve written an article series about customer journey management and you can choose and pick, which areas you are interested in or read them as a series of articles:

  1. Customer Journey FLOW
  2. How to map and study Customer Journey
  3. Customer Journey stage 1: Brand as a platform
  4. Customer Journey stage 2: Initiation
  5. Customer Journey stag 3: Choosing and buying – cross-channel influence

In order to really do Service and CX design for the entire customer relationship, you need to understand that there are very different journeys to begin with.

  • Purchase journey (From awareness to consideration and transaction, Acquisition)
  • Service journeys post purchasing (Using the product or service, value-in-use)
  •  Planned (e.g. Address change, regular maintenance etc.)
  •  Unpredictable (e.g. Product failure, reclamation, insurance coverage, etc.)
  • Delivering a service as a customer journey (taking a cruise or flight, restaurant, using media, etc.)
  • Retail customer journeys (e.g. IKEA store experience)

Once you have both Insight and Topsight level understanding about customer journey in full, you need to take a look inside the company. What organisation bodies are involved with customers, what kind of technical environment direct their operation and what kind of data steers their actions. The reality is, that management reporting practices represent management understanding and decisions. The systems and technical infra on the other hand define how the corporate body acts. In case you need to change the way how the corporate body in total behave, you need to define required technical changes, change management and manage change. In my experience, creating Service Blueprints has been quite effective tool for both challenge recognition at current status mapping and Customer Experience planning.

The potential is absolutely amazing. The customer’s expectations are constantly growing harder to fulfill and companies that are agile enough to cure “Corporate Autism” and take the steps required to move from “inconsideration marketing” and mass mailings to service automation, Customer Experience and Journey design at total relationship level, can win marketshare and increase profits considerably. The business-as-usual approach is no longer sufficient, you need to free the full potential an organisation can offer and tear down silos in order to take advantage of synergies available.

In the big picture, your company must act professionally and fulfill minimum requirement perfectly. Failing these requirements cause criticism and decrease your NPS results. Acting human, being considerate, thoughtful and proactive on the other hand increase the number of people willing to recommend you and increase you NPS score. Succeeding in both cumulate earned trust, which is the foundation for long-lasting and profitable customer relationships and strong brand.

creating customer loyalty and trust_improving NPS

In case you do well, the process will enable you to design lean processes and define the best possible value your business processes can possibly deliver. In my opinion this is the Future for CMO’s position inside the company. It’s not the job for CMO’s to define business process management, but it’s the CMO’s responsibility to make certain that everything the company does, delivers maximum customer value and experience across all customer interfaces

Customer interface reach & effectiveness

In case you can capture customer contacts, you can start servicing and inspiring customers individually and simultaneously your capacity to influence increases. The bigger share of the customers buying in a certain category you have in your database, the more effective means you have to influence their behavior and market dynamics. The ultimate goal is to synchronize customer portfolio with product and service portfolio across all touchpoints and marketing interfaces.

customer portfolio_customer touchpoint & marketing portfolio_product and service portfolio

In my experience the only way to do successful customer journey and experience design and create sustainable management model for it is to do the work upside-down. You start from the actual interfaces, motives, contexts and people. From there you continue inside the company culture, practices and technology and design the strategy level after you understand everything else. Like this:

Bottom-up strategy and data analysis

The Holy Grail of customer value is Symbiosis. Check Symbiosis Strategy – creating the ultimate value  -article here.

This is a video by on Sep 12, 2013, It’s All About the Customer Journey

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer, Toinen PHD

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

Join The Future CMO Movement LinkedIn Group here

Marketing has an identity crisis – Blue Ocean dashboard

I just found Dr. Rod King’s Blue Ocean dashboard and process tools from SlideShare today and thought about how necessary it is to understand the whole value creation process in order to manage brand effectively. The number one branding responsible inside the company is actually the CEO, as he is often the only person in a company responsible for the total experience.

Brand identity is a reflection of the company, it has to be real and true. False promises and wrong kind of identity only generate dissatisfaction and distrust. You are what you are and you can improve, but you can’t stretch too far. Marketing is often responsible for the identity design, business managers are responsible for the experience. This approach doesn’t work anymore – The brand from the customer’s perspective is one single entity and the experience and perception must be a solid combination.

Mr. Graham Hill, well-known and great CRM and customer experience expert whom I respect very much just published an article: How Stupidity, Short-termism and Immorality Ruined Marketing in Customer Think -blog. Here’s a quote:

“If you take a step back you will see that the ethos of marketing has changed over the past 50 or so years. It used to be the driver of a three-step process of 1. understanding what customers want, 2. organising to give it to them profitably and 3. telling them all about it.

Today, this has been changed so that marketing is now the driver of a much more intrumental three-step process of 1. create more stuff that we already make or that competitors make, 2. tell customers about it over and over again, and 3. manage away the customer queries, complaints and returns as cheaply as possible.”

In my opinion the article just emphasized how important it is to act now and change the way how companies organize for marketing and define the role marketing has within the organization. (Below the article there is also great dialogue about the matter.) Read here

The CMO’s should have the best view on how the customers both perceive and experience the company and translate that reality for business owners and the CEO. Mandate for this position comes from the customers. The CMO’s role is to understand how the product/service range and customer experience influence the overall value experience, brand perception and preference, demand and capacity to generate premium pricing. CMO should define how the company should position different products and services in order to optimize the overall growth, sales and profit margin.

Dr. Rod King’s tools for Blue Ocean dashboard tool felt like rather easy and rapid tool for over all view creation, opening eyes for the whole. Here it is:

Naturally branding and brand identity has a lot to do with subconscious and emotions along with rational mind. The business owners are  rational, which doesn’t guarantee success and most certainly doesn’t drive willingness to pay premium. Business owners often demand rapid results, which easily leads to tactical marketing emphasis, which only decline people’s willingness to pay for quality and drives opportunistic customer behavior. This is where marketing must bring the magic in. Creativity has more demand now than it has ever had due to the cluttered market and overwhelming amount of marketing messages everywhere.
Marketing has a strategic role inside the corporate hierarchy, it’s time to act and wipe away the perception of marketing, that is now dominating business owners minds.
Let’s face it. Marketing has an identity crisis and Marketing as a “brand” is suffering from wrong “brand perception” and customer experience defects. Lets re-define the meaning of marketing, polish the “brand” and it’s value for other corporate board members. This is why Future CMO Movement was founded!
I hope this community could become a place for game changers to exchange ideas and share experiences. In case you think you would have great material to share, please contact me and I’ll grant you author rights for this blog. Contact me via toni.keskinen(at)gmail.com
Also check out these articles:

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

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

Join Future CMO Movement LinkedIn Group here

Management Tools & Trends 2013 – Bain & Company

The Bain article is very good read indeed.The full article and report as a PDF are available here

The results of the recently revealed 2013 survey show that the world’s top five management tools are:

  • Strategic Planning
  • Customer Relationship Management
  • Employee Engagement Surveys
  • Benchmarking
  • Balanced Scorecard

The differences between market areas are clear, do to their differences in market growth and cultural differences. However, I have to say that I liked the Asian approach more than European or American. The Asian markets emphasize 1) CRM and 2) total quality management. They carve innovation out from customer needs and understanding and emphasize quality or products and services.

However I had to wonder about the ABSENSE of everything related to brand metrics and customer behavior change (eg. online analytics).

Most used Management tools according to Bain study 2013

In all markets the number one corporate goal is to increase revenue. The sales figures are naturally an outcome of brand’s success, brand’s demand and channel conversion capacity. Still, the brand management as part of the management toolkit is totally missing.

In my opinion management systems are too concentrated on the internal reality and manage their operations and strategies inside out. In my work as a marketing architect and customer journey designer I have seen case after case, that the internal and CRM figures have generated blind spots and consequently create corporate autism. The only way to really do actionable strategic development in my opinion is upside down and outside in. You have to analyze customer journey as a whole: Customer Journey rules of engagement  (behavioral dynamics), touch points and channels  and align your own organisation with the customers behavior. Managing operations, partnerships, CRM and everything else should have a clear behavioral and customer experience impact generating rapid sales conversion results and long term brand and demand increase. In my opinion these are clearly CMO’s core responsibilities and the absence of these facts just underlines how desperately the management practices need to pay attention to marketing and CMO’s work.

What’s your opinion?

Author: Toni Keskinen, http://www.linkedin.com/in/tonikeskinen

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