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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:
This is why I would say rather confidently that the path from good to great brand includes these stages:
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:
When 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
The role of internal and external data:
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?
- How to enable smart company and avoid corporate autism
- Brand is a verb
- Marketing’s new and re-designed 7P’s
Managing Brand – The most profound KPI’s and measures /
From marketing automation to service automation
- Managing customer interfaces
There has been a lot of fuzz about Google’s decision to not give Search Engine Search word conversion to your website. I recently wrote an article about what does Google look for on your website and there was already discussion about not getting the data anymore.
At first the data stream was cut from Google Analytics and other analytics tools, but Google Webmaster Tools still gave the listings. Today I found out that also Google Webmaster Tool access to SEO data has been cut off. I can still see, how many times my website has been listed for people searching and how many times my site has been clicked. However I can no longer see what context and content these clicks were related to. Although the data has been cut off, the customer help text still promotes content about Keywords and explain what they mean. There is no info about cutting off the keyword information.
What does this mean?
As a CMO you can’t know anymore, what content does actually drive traffic to your website. You can monitor content to which people are landing and make your insights. You can see search volumes from Google Adwords planner and recognize most used keywords to be used in your content creation. You can analyse your Google Adwords conversion success and use best working phrases in your own content production. However, the game just changed much more difficult than it used to be.
Here’s an approach to solve this challenge by KISSMetrics http://blog.kissmetrics.com/unlock-keyword-not-provided/ I think their advice has already become old – due to complete data shut down, but I’d love to hear about your solutions to SEO analysis in this situation. I’d also love to hear how this change has influenced your own media development!
Author: Toni Keskinen, Marketing Architect & Customer Journey Designer
Join FutureCMO Movement LinkedIn Group here
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.