Future CMO Movement

Home » Posts tagged 'advertising'

Tag Archives: advertising

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

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

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

How to map Customer Journey – The key questions

When a customer initiates conscious consideration and buying, he’s often  the one who’s active. He’s making searches online, reading ads, discussing about his interest with friends and family, reading product reviews, asking questions from professionals and stores, visiting several websites and outlets, asking opinions and advice. Majority of this behaviour can be analyzed online or with research.

When the customer initiate this journey he’s in charge. At least that’s how he feels. That needs to be taken for granted. He makes decisions. While he’s in charge, he’s being influenced by media, marketing, brands, professionals, sales people,… There is an exception though, in case it is possible for you to earn a position as a trustworthy and respected specialist, then you can sell with specialist recommendations. This approach to sales works much better than hard selling. In the end the customer is quite likely to buy something he could not have imagined before actually entering the journey. He does the decision eventually and your role is to influence the choices he makes if you know how to do it.

Check out a collection of Customer Journey Map visualisations in Pinterest “Customer Journeys and touchpoints”

The things that are often neglected, which I find very important are:

  1. Chain of events > you need to know and understand the people flow across channels and touchpoints
  2. Competing & neutral touchpoints > You need recognize and understand also the impact of your competitors touchpoints. Your channel capasity to convert customers is the key and you must understand that the customer is not visiting your touchpoints only, but your competitors too. Increasing your conversion and business dynamics score is the ultimate goal of the entire Customer Journey work

The mapping of the customer journey is composed of he following parts:

0. Customers: Who are they? How do they live? What kind of life style and life stage are they in their own lives? What is their socioeconomic status like? How can you reach them? What kind of behavioural conventions their everyday life has in the context of your offering? What do they value? What kind of solution would they appreciate? Who are your most valuable customers? How do customer profiles differ from one product category to another? What kind of potential can be found from your existing customers from cross-selling point of view? What kind of people keeps your company in business now and where can you find growth potential?

1. Touch points: mediums, services, personnel, re-sellers, physical spaces, online. 

Do you have control of the touch point or does a partner manage it? At what point of a customer journey is the customer getting involved with a certain touch point? What can you do in that moment and what are your goals and KPI’s? Can that specific touch point result in to an acquisition or do you need to direct the customer further? What kind of roles a single touch point has and how can you make certain all roles are played out right along the customer journey?

2. Service moments and context

What are the most likely contexts in which the customer engages with the touch point? What is he trying to do? How can you help him achieve that? How is that done? How could it make your product or service look more appealing or at best, a most likely option?

3. Motivation and drivers

Are the customers reaching out for you or is it the other way around? In what kind of mindset does a customer engage with your brand? What could drive him further instead of abandoning your brand? What are the conventions and customs in your business and how could you exceed customer’s expectations by breaking them? Are there other companies that have a similar logic to yours and could you implement their approaches, which already have a proven logic?

4. Decision making process

What is the customer’s decision-making process like? Is he doing it himself or using a consultant or services for comparison? Are there predictable qualities in customer’s selection process that would enhance your capability to adapt your organisation to the customer’s behaviour with right content, value proposition or services? How does the customer move from one stage to the next?

5. Triggers and Moments of truth (initiate/choose/drop/buy/attrition)

Where and at what point are the most important moments of truth defining the majority of your business success? What triggers them to decide or act according to your will? Can you trigger customer behaviour? How can you do that most effectively and which kind of approach result in best outcomes? Why do you win and what do your competitors do better if you lose business to them? How can you outperform your competitors’ actions?

6. Post-purchase satisfaction and recommendations

Would customers buy again if they had a choice? What is your Net Promoter Score Index? What were they satisfied about? Was there dissatisfaction? How can you improve your customer experience in order to earn higher opinion? Do your customers discuss about your product online or face to face? What are they saying? Are they endorsing your brand? Could you use their endorsement for others who are still considering it?

7. Business systems, research and analytics

What kind of information your systems currently store from your customers’ behaviour? How could this data help you serve your customers better and create systematic methods for continuous development of your company? Consider ERP, CRM, Online analytics, Contact Center systems, email communications, customer satisfaction and voice of customer studies, reclamations, customer feedback and ideas for improvement etc. How does the infrastructure  combine different data sources and make it available for people working in customer interfaces? Do you have marketing automation software in use that could adapt your operation and communications to individual customer’s behavior and store customer’s online engagements and interests that enable realtime action and individual customer care models?

Here are a couple of visualisations I find particularly informative and inspiring:

One by Desonance

Another by Hear of the Customer: Customer Journey Experience Map – Top 10 requirements

Here is a great presentation about how the job gets done and what is the impact on business performance:

Who is the CMO of the future?

Digital Surgeons, founder, @petesena, takes a look at what the landscape looks like for the future role of the CMO. Gartner is predicting that by 2017, the CMO will spend more time than the CIO on technology. We’re seeing this already happening with progressive brands shifting budgets towards digital.  Peter shares his thoughts in a Slideshare above on the hybrid nature he thinks the role of chief marketing officer will begin to shift into. What are you doing to stay ahead of the curve?

You might also be interested in the following articles:

From marketing automation to service automation

Managing Social reputation – Brand is a verb

2013 Internet trends; Mary Meeker & Liang Wu

Digital Trends for 2013 by Adobe

What best performers do differently; Aberdeen

How to map and study Customer Journey

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

%d bloggers like this: