creating a great customer journey-accelerating marketing roi - mike connor

Crea%ng an Insanely Great Customer Journey

Crea%ng An Insanely Great Customer Journey Accelera%ng Marke%ng ROI

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Mike Connor

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Topics 1.  Crea%ng an Insanely Great Customer Journey – A B2B Marke%ng Impera%ve 2.  It takes a Team 3.  Insanely Great Vision 4.  It really is all about the Customer 5.  Every touch point counts 6.  Outcome Based Metrics 7.  Objec%ve SWOT Analysis 8.  Get Agile! 9.  K.I.S.S 10. Validate Value 11. Start Over – Con%nual learning and innova%on


Food for thought

#1 B2B Marke%ng 2013 CMO Impera%ve •  Map the buyers journey.

•  Embed personas in marke%ng plans.

•  Address data and analy%c skills gaps.

•  Foster collabora%on across marke%ng, product and sales silos

The quotes above reference just one part of a Customer Journey, Nurturing Campaigns.


2013? MARKETING

What will your marke%ng department be like?


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The demand to produce great content is skyrocke%ng!


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The world of social media and management of it is changing at an amazing rate!


9 Sco\ Brinker (at) chiefmartec.com

The amount and pace of marke%ng technology is overwhelming!


Big Data

Engagement Analy%cs

Personas Personas PlaRorms

Mul% Channel

Personaliza%on

Marke%ng Opera%ons

Integra%on Mobile

Real Time

Return on Opportun

ity

Agile Marke%ng

Return on Marke%ng

Marke%ng teams are on a huge learning curve!


Insanely Great = New Good Enough

And, oh by the way, our prospects and customers expecta%ons are increasing rapidly!


Predator or Prey

How well marke%ng teams priori%ze, integrate, deliver and adapt will determine who emerges as . . .


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So What is a Customer Journey and how does focusing on it help?


I was at Apple working as a product manager for Steve Jobs. He walked into my office one day and threw our newly engineered shipping carton onto my desk. He yelled at me and told me my out of the box experience sucked.

First a quick story that helps define the customer journey and it’s importance.


Then he pulled a jewelry box from his pocket, put it on my desk and said, “When someone receives our product it should feel like they are opening a precious gig.

Steve understood the customer journey and it’s importance.


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Everything prospects and customers experience

as they engage with companies and their products

The customer journey is . . .


It also provides a very powerful customer centric focusing framework. Through it marke%ng can priori%ze investments,

measure, validate and refine the value it creates and its effec%veness


Con%nual Collabora%on, Learning and Innova%on

Designed and managed well with today’s leading edge tools, it also becomes a powerful interac%ve customer engagement framework for. . .

In other words . . . It drives sustainable crea%on of game changing customer value!


Visioned, designed and managed properly it can transform marke%ng departments and their ability to increase the company’s value to customers from good to Insanely Great!


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ROI? So how does the customer journey drive . . .


Food for thought

B2B Customers

• Nearly 60% of a typical purchasing decision—researching solu%ons, ranking op%ons, selng requirements, benchmarking pricing, and so on is made before ever having a conversa%on with a supplier.


Food for thought

• 50% more sales ready leads at 33% lower cost.

• 10% or greater increase in revenue in 6-‐9 months.

• 20% increase in sales opportuni%es versus non-‐nurtured leads

The quotes above reference just one part of a Customer Journey, Nurturing Campaigns.


Food for thought

Leaders in Life Cycle Marke%ng

• 3x greater customer reten%on

• 27x greater growth of customer life%me value.


Food for thought

Market Leaders

•  20% annual revenue growth •  10% annual growth in

marke%ng leads that result in closed business

•  44% of sales-‐forecasted pipeline leads contributed by marke%ng

•  73% annual customer reten%on rate


Marke%ng is at an Inflec%on Point and the Customer Journey is the Catalyst

Decreasin

g Co

st,

Increasin

g Ease of U

se 2013

Ad Hoc Capabili%es & Prac%ces

Early Integra%on & Alignment

Next Gen Vision & Experimenta%on

Adop%on of Next Gen Capability & Prac%ces

Standardiza%on of Next Gen Capability &

Prac%ces

2015 Marke%ng & Technology Maturity & Integra%on

Changes in technology, social knowledge and marke%ng are changing buyer behaviors & expecta%ons


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How do we get to Insanely Great?


1. Team


“Every good product I've ever seen is because a group of people cared deeply about making something wonderful that they and their friends wanted. They wanted to use it themselves.”

Steve Jobs


Marke%ng

Customer Success Mgt.

CEO

Design

Product Development Business Dev. / Sales

| Account Dev.

Product Management

Training

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This is a team sport – everyone in your company that works with customers has valuable insight to bring. . . and gain!


Marke%ng

Customer Success Mgt.

CEO

Design

Product Development Business Dev. / Sales

| Account Dev.

Product Management

Training

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Team Member # 1? Customers


2. Vision


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Crea%ng an Insanely Great Customer Journey means daring to understand, see and act in the world differently


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To transport customers from experiences like this


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To experiences like this . . .


Ever open a door?


to someplace magical?


Hear someone?


who forever changed how you see the world?


Experience something?


that transported you beyond your imagina%on?


Those are all part of a customer journey


And that’s the kind of Insanely Great we are talking about!


We were shining our light into the days of blooming wonder In the eternal presence, in the presence of the flame Didn’t I come to bring you a sense of wonder? Didn’t I come to lic your fiery vision bright? Didn’t I come to bring you a sense of wonder in the flame? On and on and on and on, we kept on singing our song

VAN MORRISON

Go for Insanely Great : No Plan B


3. Customer


Assessing / Building Immersive Personas of Highest Value Prospects and Customers


Including persona’s projected based on measurable trends


Food for thought

In the sale of a technology product valued at over twenty-‐five thousand dollars per unit to a company of over one thousand employees, twenty-‐one people were actually involved in the buying process.


4. Every touch point counts!


Embrace the En%re Customer Journey

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Take the %me to explore the journey and your customers experience. You must see it through their eyes and their needs. Spend %me and get feedback from customers and prospects that have travelled it in its en%rety and those that blew out of it.


Remember: It’s Their Journey You have to earn the right to be a part of each stage!


It starts before prospects know they need a solu%on

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That stage is called the status quo

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Status Quo


That stage is called the status quo

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Status Quo

Crea%ng Customer Value? Thought Leadership for Their Industry


A trigger point drives the need for change and ac%on

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Trigger Point


A cross func%onal team is formed

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Trigger Point


A cross func%onal team is formed

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Trigger Point

Crea%ng Customer Value? Thought Leadership for Their Func%on / Issues


The search for op%ons begins

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Explore Op%ons


The search for op%ons begins

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Explore Op%ons

Crea%ng Customer Value? Objec%ve Informa%on Illumina%ng Problem / Best Prac%ces Framework -‐ Tied to Solu%on


Alterna%ves are evaluated

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Evaluate Solu%ons


Alterna%ves are evaluated

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Evaluate Solu%ons

Crea%ng Customer Value? Demonstrate Ability to Address Overall and Specific Influencer Needs


A business case is created

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Business Case


A business case is created

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Business Case

Crea%ng Customer Value? Business Case Framework | Easy Access to Component Level Suppor%ng Informa%on


The champion works to resolve last minute issues and concerns and finally achieves internal buy in

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Internal Buy In


The champion works to resolve last minute issues and concerns and finally achieves internal buy in

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Internal Buy In

Crea%ng Customer Value? Fast Response / Access to Specific Informa%on to Resolve Issues and Deal with Internal Push Back


Legal, financial and deployment nego%a%ons are completed. The deal is done!

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Purchase


Legal, financial and deployment nego%a%ons are completed. The deal is done!

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Purchase

Crea%ng Customer Value? Win Win Nego%a%ng | Flexibility | Suppor%ng Material for Compe%%vely Differen%a%ng Value


People are trained and the solu%on is deployed

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Deploy Solu%on


People are trained and the solu%on is deployed

Deploy Solu%on

Crea%ng Customer Value? Well designed & communicated implementa%on | Materials | Flexibility | Responsiveness


The real value of your company is revealed as customers use the solu%on

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Validate Value


The real value of your company is revealed as customers use the solu%on

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Validate Value

Crea%ng Customer Value? Deliver as promised | Revisit / Reinforce Value | Responsiveness


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If you deliver great value the customer will be open to expanding their rela%onship

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If you deliver great value the customer will be open to expanding their rela%onship

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Crea%ng Customer Value? Create Heroes | Facilitate Story Telling


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and to telling others how great your company and your products are!

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and to telling others how great your company and your products are!

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Crea%ng Customer Value? Create Heroes | Facilitate Story Telling


Food for thought

• 89% of customers were lost acer a nega%ve customer experience

• 86% said they would pay more for a be\er customer experience

• 58% said they would recommend companies that deliver customer experiences that are superior to others


Engineer Touch Points to Capture Insight That Drives Con%nual Collabora%ve Learning and Innova%on

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5. Outcome Based Metrics


Define Business Outcome Goals, Metrics for Each Stage

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Business Case

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Solu%on Status Quo

Trigger Point

Purchase

Based on Persona’s Requirements


6. Objec%ve SWOT Analysis


SWOT Analysis Rate each cell from – 5 to + 5.

( -‐-‐ 5 = Losing momentum & credibility, 0 = Good Enough, +5 Provides Breakthrough Compe%%ve Value)

Explore Op%ons

Evaluate Solu%ons

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Business Case

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Solu%on Status Quo

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Purchase


Rate each cell from – 5 to + 5. ( -‐-‐ 5 = Losing momentum, credibility & ROI, 0 = Good Enough, +5 Provides Breakthrough Compe%%ve Value)

SWOT Analysis

Remember when the weakest link fails, all of your other marke%ng investments are lost. Great $2Million Marke%ng Campaign + Bad Customer Onboarding = -‐ $2million * X


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Customer buying stages

Content / Experience

Analy%cs & VOC

Process Flow

Progress / Risk Tracking & Mgt.

Customer Insight Requirements

Deep Dive SWOT Assessment

How well do you know the prospect’s and influencer’s needs at each stage?


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Analy%cs & VOC

Process Flow



How well does your current content and customer experience address the needs?



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Analy%cs & VOC

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Are you capturing cri%cal informa%on about the use and value to customers of what you are providing?



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Analy%cs & VOC

Process Automa%on



Are you using current state best prac%ces and technology to accelerate work and informa%on flow?



Validate Value

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Analy%cs & VOC

Process Automa%on



Do you have clear metrics and analy%cs in place that enable you to define and track progress of high value prospects and customers?



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Analy%cs & VOC

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When done you will essen%ally have a heat map of where you are at risk and where you excel.



Validate Value

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Deploy Solu%o

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Explore Op%ons

Evaluate Solu%ons

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Analy%cs & VOC

Process Automa%on



In selng priori%es remember the weak link theory.



7. Get Agile


The rate of change, plus the complexity of designing and managing the customer journey is impossible to address using tradi%onal marke%ng management approaches. Get Agile!


Time Bound Sprints

Total Work

Sprint Priori%es

Deliver

The key to success? Small, well priori%zed, %me bound ini%a%ves defined in terms of business outcomes desired and con%nual measurement of the customer value those produce.


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Priori%ze work: Highest value business outcomes


Urgency Test

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•  Must be done immediately •  Other high priority items can’t be completed without this •  If not completed now, its value is lost

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•  Highly %me constrained •  Other high level of priori%es depend on this •  Customer or contractual requirements are dependent on

this

3 •  Moderately %me constrained •  Other items have moderate dependency on this task •  Desirable to complete in the next one or two sprints

2 •  Minimally %me constrained •  Other items have a minimal dependence on this task •  Comple%on in the next two or three sprints is adequate

1 •  Not %me constrained •  No dependencies •  Li\le or no impact

Value Test

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•  Extremely Important / high value to most or all high value customers

•  Extreme impact on brand or reputa%on •  Cri%cal to the success of the business

4 •  Important to many customers •  Significant impact on brand or reputa%on •  Significant compe%%ve advantage

3 •  Important to a moderate number of customers •  Moderate significant impact on brand or reputa%on •  Moderate important compe%%ve advantage

2 •  Important to only few customers •  Minor impact on brand or reputa%on •  Minor compe%%ve advantage

1 •  Important to only a few or even no customers •  Li\le or no impact on brand or reputa%on •  Li\le or no compe%%ve advantage

Customer / Business Value Created Urgency to Complete


Agile Business Accelera%on Building Blocks

Strategy & Vision!

Delivery of Customer Value!

Culture / Leadership!

People & Organization!

Process !

Systems & Tools!

Accelera%on

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In addi%on to undertaking customer journey related projects and ini%a%ves using agile its also important to establish a company environment that supports agile. That includes aligning the core building blocks of the company to support agile values and principles.


8. K.I.S.S.


Explore Op%ons

Evaluate Solu%ons

Internal Buy In

Business Case

Validate Value


Solu%on Status Quo

Trigger Point Purchase

This isn’t about boiling the ocean. It’s about priori%zing with an understanding of how each component contributes or detracts from customer value & marke%ng ROI


Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. Once you get there, you can move mountains." Steve Jobs,

BusinessWeek, May, 1998


Validate Value

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Deploy Solu%o

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Internal Buy In

Explore Op%ons

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Analy%cs & VOC

Process Flow



Roadmap

Choose your priori%es carefully and remember . . .


Objec%ve: Iden%fy Touch Points for Innova%on

That Deliver Breakthrough Business Value. . .

to the end customer and to your company!

Go for Insanely Great : No Plan B


9. Validate


Business Value Created?

If you aren’t con%nually valida%ng the customer and business value your ini%a%ves are delivering. . . They probably aren’t!


10. Start Over


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Planning

Accelera%on

Discovery

Implementa%on

Explore Op%ons

Evaluate Solu%ons

Internal Buy In

Business Case

Validate Value


Solu%on Status Quo

Trigger Point Purchase

Crea%ng and sustaining an Insanely Great Customer Journey means con%nually learning and innova%ng. . . You are never done!


Summary

Validate Value

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Deploy Solu%on

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Evaluate Solu%ons

Status

Quo Trigger Point

Internal Buy In

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1.  Crea%ng an Insanely Great Customer Journey – A B2B Marke%ng Impera%ve 2.  It takes a Team 3.  Insanely Great Vision 4.  It really is all about the Customer 5.  Every touch point counts 6.  Outcome Based Metrics 7.  Objec%ve SWOT Analysis 8.  Get Agile! 9.  K.I.S.S 10. Validate Value 11. Start Over – Con%nual learning and innova%on


Summary

Though designing and managing all of this is complex, don’t loose sight of the goal . . . Delivering an Insanely Great Experience!


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creating a great customer journey-accelerating marketing roi - mike connor

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