This document discusses ways to evaluate the effectiveness of a company's corporate story or messaging across six key dimensions: alignment, relevance, uniqueness, consistency, memorability, and adaptability. It provides questions to assess how well a company's messaging aligns with its business strategy, resonates with customer needs, demonstrates differentiation from competitors, is delivered consistently across all channels, sticks in the minds of the audience, and adapts to changing market conditions over time. Evaluating messaging effectiveness across these six dimensions can help improve the impact messaging has on business performance.
The CMO and Marketing's Role in the Customer ExperienceJames O'Gara
The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience — from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior end-to-end customer experience. This is the first of 10 executive education sessions.
Role of relationship marketing in competitive marketing strategyDung Tri
1) The document discusses the role of relationship marketing in competitive marketing strategy. Relationship marketing involves identifying, establishing, maintaining and enhancing long-term relationships with customers to create value for both customers and the organization.
2) It defines relationship marketing and outlines a framework for competitive marketing strategy, which involves analyzing internal strengths/weaknesses as well as the external market environment. Relationship marketing serves as a moderator to sustain competitive advantages.
3) The role of relationship marketing in competitive marketing strategy includes guiding customer interactions, improving profitability, building partnerships, understanding customer needs, building trust, and protecting the emotional well-being of customers. These roles were observed in the hotel industry.
This document discusses the differences between traditional marketing and relationship marketing. Relationship marketing focuses on customer retention through long-term collaborative relationships, while traditional marketing focuses on customer acquisition. The goals of relationship marketing are to create value and retain customers through care and concern after purchases. Building trust, commitment, cooperation and exchanging information can help minimize relationship decay and strengthen bonds.
The document is an assignment for a marketing course covering services marketing and customer relationship management. It provides details of 6 questions to be answered as part of the assignment, including the evaluation scheme for each question. The questions cover topics like service positioning, gap analysis, customer interaction management, conflicts in marketing services, steps for one-to-one marketing, and short notes on e-CRM and customer retention. Full answers to the questions are also provided in the document for reference.
In this slideshow, we explore what loyalty is and how it relates to your relationships with customers.
The mass-marketing approaches of the ’60s and ’70s ignored the role of customer loyalty as an important parameter of marketing activities.
There has long been a shift from this transaction based-approach into a relationship-based strategy. The focus changes from acquisition to retention. The new goal is to enhance customer loyalty by focusing on the lifetime value of existing customers, considered just as important as attracting new customers.
Loyalty is the maintenance of trust in a person, a party, an institution; which fosters strong feelings of support or allegiance. An individual has a sense of belonging to a relationship.
In business, this feeling of loyalty a customer feels with a brand or business yields a deeply held commitment for consistent future consumption.
Customer experience improvement can—and does— drive bottom-line results. So how can we prove that making customers happier can make you and your shareholders happier too?
The CMO and Marketing's Role in the Customer ExperienceJames O'Gara
The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience — from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior end-to-end customer experience. This is the first of 10 executive education sessions.
Role of relationship marketing in competitive marketing strategyDung Tri
1) The document discusses the role of relationship marketing in competitive marketing strategy. Relationship marketing involves identifying, establishing, maintaining and enhancing long-term relationships with customers to create value for both customers and the organization.
2) It defines relationship marketing and outlines a framework for competitive marketing strategy, which involves analyzing internal strengths/weaknesses as well as the external market environment. Relationship marketing serves as a moderator to sustain competitive advantages.
3) The role of relationship marketing in competitive marketing strategy includes guiding customer interactions, improving profitability, building partnerships, understanding customer needs, building trust, and protecting the emotional well-being of customers. These roles were observed in the hotel industry.
This document discusses the differences between traditional marketing and relationship marketing. Relationship marketing focuses on customer retention through long-term collaborative relationships, while traditional marketing focuses on customer acquisition. The goals of relationship marketing are to create value and retain customers through care and concern after purchases. Building trust, commitment, cooperation and exchanging information can help minimize relationship decay and strengthen bonds.
The document is an assignment for a marketing course covering services marketing and customer relationship management. It provides details of 6 questions to be answered as part of the assignment, including the evaluation scheme for each question. The questions cover topics like service positioning, gap analysis, customer interaction management, conflicts in marketing services, steps for one-to-one marketing, and short notes on e-CRM and customer retention. Full answers to the questions are also provided in the document for reference.
In this slideshow, we explore what loyalty is and how it relates to your relationships with customers.
The mass-marketing approaches of the ’60s and ’70s ignored the role of customer loyalty as an important parameter of marketing activities.
There has long been a shift from this transaction based-approach into a relationship-based strategy. The focus changes from acquisition to retention. The new goal is to enhance customer loyalty by focusing on the lifetime value of existing customers, considered just as important as attracting new customers.
Loyalty is the maintenance of trust in a person, a party, an institution; which fosters strong feelings of support or allegiance. An individual has a sense of belonging to a relationship.
In business, this feeling of loyalty a customer feels with a brand or business yields a deeply held commitment for consistent future consumption.
Customer experience improvement can—and does— drive bottom-line results. So how can we prove that making customers happier can make you and your shareholders happier too?
Creating Clarity and Conviction in the Mind of Your CustomerJames O'Gara
Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...
Extracting Business Value From All Three Phases of the Customer ExperienceJames O'Gara
This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It’s not just about successful lead generation. It’s not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, “Customer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.” What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.
Customer experiences are more important than product features in building customer loyalty. Creating superior customer experiences requires a customer-centric approach across all business functions and touchpoints. There are seven types of customer experiences - sensory, emotional, intellectual, behavioral, social, symbolic, and functional - each influenced by different factors. Companies must understand these experiences and strategically design "wow moments" at key touchpoints to delight customers and strengthen emotional bonds with the brand.
This document discusses referral marketing strategies for beauty brands. Some key points:
- Referral marketing through word-of-mouth is an effective way to acquire new customers, but many brands do not systematically drive this channel.
- Referrals work particularly well for health and beauty businesses if the right approach is taken, including developing a strong case for referrals and enabling easy sharing options for customers.
- Referred customers tend to have higher lifetime value and spend more than other types of acquired customers, making referral marketing highly beneficial.
The document discusses the six stages of the customer lifecycle: Discovery, Evaluate, Buy, Experience, Bond, and Advocate. In the Discovery stage, potential customers begin researching solutions online. The document recommends companies have a presence on social networks and a customer community to engage with potential customers and answer questions. It also discusses how customer communities can help during the Discovery stage by appearing in search results and allowing prospects to access user experiences.
1. The document discusses a study that found customers build relationships more with individual employees than a corporate brand.
2. When companies have a strong brand reputation, investing in employees through training and incentives may benefit them more than investing more in the brand itself.
3. A case study of an insurance company found that highly engaged agents who provided excellent customer experiences had significantly higher performance levels.
The document discusses how customer experience is transforming business-to-business sales due to the rise of social media. It argues that companies must shift their focus to downstream customer interactions in order to build loyalty and competitive advantage. A good customer experience is crucial as negative feedback on social media can now be easily shared with large audiences, while positive experiences help build trust and advocacy.
The document discusses customer experience and the customer journey. It provides definitions of customer experience from existing literature and examines the roots and development of the concept within marketing. Specifically, it traces customer experience back to theories in the 1960s around customer decision processes and buying behavior. It then discusses how subsequent areas of research like customer satisfaction, service quality, relationship marketing, and customer engagement contributed to the current understanding of customer experience. The goal of the article is to develop a stronger understanding of customer experience and identify gaps for future research on this important topic.
This document provides guidance on marketing financial services firms. It discusses the need to update traditional marketing approaches to compete in today's market. Key recommendations include focusing marketing efforts on the customer experience and outcomes rather than just products, ensuring consistency in branding across all touchpoints, prioritizing personal relationships and communication with clients, and learning from growth hacking techniques by integrating marketing into daily operations. The overall message is that marketing must be a unified, ongoing process rather than an isolated function in order to build a strong brand in financial services.
This document discusses the evolving role of the customer marketer. It begins by contrasting the traditional role of customer marketer, which focused on campaigns, to the current role, which emphasizes ongoing customer relationships and engagement. The modern customer marketer is challenged with measuring the impact of engagement activities and proving the value of customer marketing. Key metrics for success discussed include renewal rates, referrals, references, and advocacy/engagement. Overall, the role of the customer marketer is shifting from campaigns to building deep, long-term customer relationships and experiences.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
Start your journey to personalising the customer experience.
This guide will challenge you to do some housekeeping and reconsider how you think about your current and future loyalty personalisation efforts.
A Better Approach to Customer RetentionFramed Data
Welcome to part 1 of 6 for our How to Improve User Retention series. Each week, we’ll provide a new post with best practices, advice, and real examples on how to keep your customers happy, engaged, and buzzing about your product. We’ll chat about high level planning strategy, how to apply specific advice, and point you to some of the web’s best tools. Enjoy!
Material Changes in the Customer Experience & the Profound Impact on CMOsJames O'Gara
Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing’s responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO’s role must be reimagined.
CCP_Contact_Center_Contribution_to_CEMDavid Howard
The document discusses how contact centers can contribute to customer experience management (CEM) by leveraging customer data and insights. It describes how contact centers have a wealth of customer data that spans interactions across the customer journey. However, data is often siloed by department or channel. The document recommends contact centers map customer journeys, identify key moments that impact satisfaction, and measure beyond surveys to consider operational metrics and customer behaviors. Integrating multichannel data provides a holistic view of the customer experience to help drive customer-centric changes across the organization.
An introduction to Customer Experience ManagementOnno Romijn
Customer experience management (CEM) is a strategic process that manages a customer's entire experience with a company across all touchpoints. CEM focuses on consistently meeting both functional and emotional customer needs and expectations. While related concepts like customer relationship management and customer satisfaction are important, CEM takes a more holistic view. Implementing CEM can help companies differentiate their offerings, improve reputation, reduce costs, drive employee satisfaction, and increase customer retention and acquisition rates. However, many companies only make superficial changes and fail to fully implement CEM. Successful CEM requires identifying key experience drivers, considering the customer experience in all decisions, and coordinating efforts across departments.
This document discusses how customer experience is transforming business-to-business selling due to the rise of social media. It notes that social media allows customers to easily share their experiences, both positive and negative, with large audiences. This means companies must focus on delivering a positive customer experience at every touchpoint to build loyalty and avoid negative feedback being widely shared. The document also discusses how customer experience management programs can help companies improve sales effectiveness by shifting their focus to downstream customer interactions and relationships rather than just product development.
Customer retention and relationship marketingShubham Ahirwar
Customer retention and relationship marketing are important strategies for businesses. Customer retention involves keeping existing customers satisfied through good service and quality products. Relationship marketing emphasizes customer retention and lifetime value through strong customer connections. Businesses can implement various strategies to improve customer retention and build relationships, such as personalized service, social media engagement, rewarding loyal customers, and ongoing communication. The goal is to develop long-term customer loyalty that benefits both the business and customer.
This document provides guidance on how to launch a successful refer-a-friend program. It discusses developing a strong case for referral marketing by targeting a 10-25% increase in new customer acquisition. It emphasizes that the social factors of how referrals impact relationships and perceptions of the brand are more important drivers of success than incentives. The document recommends starting promotion of referrals at points of customer delight, like after purchase, and testing different promotion points and incentives over time to optimize the program for long-term success as a marketing channel.
This document discusses best practices for financial modeling. It defines financial modeling as using software to create decision support tools for businesses by modeling operational outcomes and financial impacts of business decisions. Spreadsheets, particularly Excel, are commonly used. Models are useful but also carry risks if not developed properly. Best practices focus on three elements: people, process, and principles. The document advocates for a structured approach to modeling in deal contexts due to time pressures, multiple stakeholders, evolving deals and uncertainty.
Creating Clarity and Conviction in the Mind of Your CustomerJames O'Gara
Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...
Extracting Business Value From All Three Phases of the Customer ExperienceJames O'Gara
This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It’s not just about successful lead generation. It’s not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, “Customer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.” What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.
Customer experiences are more important than product features in building customer loyalty. Creating superior customer experiences requires a customer-centric approach across all business functions and touchpoints. There are seven types of customer experiences - sensory, emotional, intellectual, behavioral, social, symbolic, and functional - each influenced by different factors. Companies must understand these experiences and strategically design "wow moments" at key touchpoints to delight customers and strengthen emotional bonds with the brand.
This document discusses referral marketing strategies for beauty brands. Some key points:
- Referral marketing through word-of-mouth is an effective way to acquire new customers, but many brands do not systematically drive this channel.
- Referrals work particularly well for health and beauty businesses if the right approach is taken, including developing a strong case for referrals and enabling easy sharing options for customers.
- Referred customers tend to have higher lifetime value and spend more than other types of acquired customers, making referral marketing highly beneficial.
The document discusses the six stages of the customer lifecycle: Discovery, Evaluate, Buy, Experience, Bond, and Advocate. In the Discovery stage, potential customers begin researching solutions online. The document recommends companies have a presence on social networks and a customer community to engage with potential customers and answer questions. It also discusses how customer communities can help during the Discovery stage by appearing in search results and allowing prospects to access user experiences.
1. The document discusses a study that found customers build relationships more with individual employees than a corporate brand.
2. When companies have a strong brand reputation, investing in employees through training and incentives may benefit them more than investing more in the brand itself.
3. A case study of an insurance company found that highly engaged agents who provided excellent customer experiences had significantly higher performance levels.
The document discusses how customer experience is transforming business-to-business sales due to the rise of social media. It argues that companies must shift their focus to downstream customer interactions in order to build loyalty and competitive advantage. A good customer experience is crucial as negative feedback on social media can now be easily shared with large audiences, while positive experiences help build trust and advocacy.
The document discusses customer experience and the customer journey. It provides definitions of customer experience from existing literature and examines the roots and development of the concept within marketing. Specifically, it traces customer experience back to theories in the 1960s around customer decision processes and buying behavior. It then discusses how subsequent areas of research like customer satisfaction, service quality, relationship marketing, and customer engagement contributed to the current understanding of customer experience. The goal of the article is to develop a stronger understanding of customer experience and identify gaps for future research on this important topic.
This document provides guidance on marketing financial services firms. It discusses the need to update traditional marketing approaches to compete in today's market. Key recommendations include focusing marketing efforts on the customer experience and outcomes rather than just products, ensuring consistency in branding across all touchpoints, prioritizing personal relationships and communication with clients, and learning from growth hacking techniques by integrating marketing into daily operations. The overall message is that marketing must be a unified, ongoing process rather than an isolated function in order to build a strong brand in financial services.
This document discusses the evolving role of the customer marketer. It begins by contrasting the traditional role of customer marketer, which focused on campaigns, to the current role, which emphasizes ongoing customer relationships and engagement. The modern customer marketer is challenged with measuring the impact of engagement activities and proving the value of customer marketing. Key metrics for success discussed include renewal rates, referrals, references, and advocacy/engagement. Overall, the role of the customer marketer is shifting from campaigns to building deep, long-term customer relationships and experiences.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
Start your journey to personalising the customer experience.
This guide will challenge you to do some housekeeping and reconsider how you think about your current and future loyalty personalisation efforts.
A Better Approach to Customer RetentionFramed Data
Welcome to part 1 of 6 for our How to Improve User Retention series. Each week, we’ll provide a new post with best practices, advice, and real examples on how to keep your customers happy, engaged, and buzzing about your product. We’ll chat about high level planning strategy, how to apply specific advice, and point you to some of the web’s best tools. Enjoy!
Material Changes in the Customer Experience & the Profound Impact on CMOsJames O'Gara
Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing’s responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO’s role must be reimagined.
CCP_Contact_Center_Contribution_to_CEMDavid Howard
The document discusses how contact centers can contribute to customer experience management (CEM) by leveraging customer data and insights. It describes how contact centers have a wealth of customer data that spans interactions across the customer journey. However, data is often siloed by department or channel. The document recommends contact centers map customer journeys, identify key moments that impact satisfaction, and measure beyond surveys to consider operational metrics and customer behaviors. Integrating multichannel data provides a holistic view of the customer experience to help drive customer-centric changes across the organization.
An introduction to Customer Experience ManagementOnno Romijn
Customer experience management (CEM) is a strategic process that manages a customer's entire experience with a company across all touchpoints. CEM focuses on consistently meeting both functional and emotional customer needs and expectations. While related concepts like customer relationship management and customer satisfaction are important, CEM takes a more holistic view. Implementing CEM can help companies differentiate their offerings, improve reputation, reduce costs, drive employee satisfaction, and increase customer retention and acquisition rates. However, many companies only make superficial changes and fail to fully implement CEM. Successful CEM requires identifying key experience drivers, considering the customer experience in all decisions, and coordinating efforts across departments.
This document discusses how customer experience is transforming business-to-business selling due to the rise of social media. It notes that social media allows customers to easily share their experiences, both positive and negative, with large audiences. This means companies must focus on delivering a positive customer experience at every touchpoint to build loyalty and avoid negative feedback being widely shared. The document also discusses how customer experience management programs can help companies improve sales effectiveness by shifting their focus to downstream customer interactions and relationships rather than just product development.
Customer retention and relationship marketingShubham Ahirwar
Customer retention and relationship marketing are important strategies for businesses. Customer retention involves keeping existing customers satisfied through good service and quality products. Relationship marketing emphasizes customer retention and lifetime value through strong customer connections. Businesses can implement various strategies to improve customer retention and build relationships, such as personalized service, social media engagement, rewarding loyal customers, and ongoing communication. The goal is to develop long-term customer loyalty that benefits both the business and customer.
This document provides guidance on how to launch a successful refer-a-friend program. It discusses developing a strong case for referral marketing by targeting a 10-25% increase in new customer acquisition. It emphasizes that the social factors of how referrals impact relationships and perceptions of the brand are more important drivers of success than incentives. The document recommends starting promotion of referrals at points of customer delight, like after purchase, and testing different promotion points and incentives over time to optimize the program for long-term success as a marketing channel.
This document discusses best practices for financial modeling. It defines financial modeling as using software to create decision support tools for businesses by modeling operational outcomes and financial impacts of business decisions. Spreadsheets, particularly Excel, are commonly used. Models are useful but also carry risks if not developed properly. Best practices focus on three elements: people, process, and principles. The document advocates for a structured approach to modeling in deal contexts due to time pressures, multiple stakeholders, evolving deals and uncertainty.
Ratio analysis involves calculating relationships between financial statement items to interpret a firm's financial condition and performance. Ratios can be classified into liquidity, capital structure, profitability, and activity ratios. Liquidity ratios measure short-term solvency, capital structure ratios measure long-term solvency, profitability ratios measure operating efficiency and returns, and activity ratios measure asset utilization and efficiency. Ratios are compared over time, against industry standards, or between firms to identify strengths, weaknesses, and trends.
The document defines key performance indicators (KPIs) as quantifiable measures that help companies gauge their performance against strategic goals. KPIs vary by industry but generally measure aspects like sales, costs, and quality. The document outlines objectives for KPIs like improving understanding and awareness of performance. It also discusses characteristics of good KPIs like being specific, measurable, and time-bound. Finally, the document provides examples of common KPIs for industries like shipping/logistics and infrastructure development.
The document discusses various types of ratios used in ratio analysis for evaluating the financial performance and position of a business. It provides definitions and interpretations for liquidity ratios like current ratio and quick ratio, solvency ratios like debt-equity ratio and proprietary ratio, activity ratios like stock turnover ratio and debtor turnover ratio, and profitability ratios like gross profit ratio, net profit ratio, and return on capital employed. Formulas and ideal ratios are given for each type of financial ratio.
Key Performance Indicators (KPIs) should be used to understand performance and drive better decision-making. However, most companies struggle to find the vital few KPIs. Here is a list of the 25 top KPIs is use today.
This document provides guidance on marketing an executive coaching business, including building a brand, developing a marketing strategy, messaging, and launching a new business. It discusses segmenting the market and targeting specific customer segments like Caterpillar dealers. The recommended positioning statement positions the coaching as providing "the competitive edge for management development because we have the most qualified coaches who understand the industry." Tactics suggested for building an initial base of business include web-based marketing, referrals, and networking with other coaches. The document also outlines developing coaching service bundles that create value and provide customers access through various channels.
Getting brilliant briefs from your clientKathryn Ellis
The document provides guidance on how clients can write effective briefs for their marketing agencies. It emphasizes that clear, well-written briefs that define objectives and target audiences lead to better campaign outcomes. A key part of writing a good brief is understanding the client's business and goals for the campaign. The document includes templates and questions clients should answer to provide the necessary context for agencies to develop winning creative strategies.
Getting your Why factor right is crucial to sales successSalesRehab Pty Ltd
Simon Sinek puts it well... Most people sell like this.. they tell you what they do, how they do it and never get to Why.... Those that sell with Why first as the great successes...
How to Esnure Your B2B Marketing Messages Are Resonating with Your Target Aud...SOFTTECHHUB
Overview of B2B Marketing
In the dynamic world of business-to-business (B2B) marketing, crafting compelling and resonant messages is crucial for driving engagement, conversions, and ultimately, business growth. B2B marketing differs significantly from its consumer-focused counterpart, B2C, in terms of the target audience, decision-making processes, and the overall strategic approach. Understanding these nuances is essential for B2B marketers to effectively reach and influence their target customers.
Differences between B2B and B2C Marketing
The primary distinction between B2B and B2C marketing lies in the nature of the target audience. B2B marketing focuses on organizations, often with complex decision-making processes involving multiple stakeholders, whereas B2C marketing targets individual consumers with more straightforward purchasing habits. This difference in audience and
Creating customer personas: a comprehensive guide for businessesReversed Out Creative
Transform your marketing strategy with our definitive guide to crafting customer personas. From identifying key demographics to mapping out their journey, we'll show you how to create personas that drive results. Dive in and elevate your marketing game!
How Touchpoint Mapping® can help you increase acquisition, boost retention, and drive brand loyalty by moving more of the right customers closer to your organization.
The document outlines a 4-stage brand management process used by Gelb Consulting Group to create sustainable brands: 1) Understand through research and defining objectives, 2) Create brand strategies through workshops and scenarios, 3) Deploy strategies internally and externally, 4) Monitor through dashboards and ensure cultural changes. The process emphasizes collaboration, research, and accountability to transform branding initiatives into long-term organizational changes.
A Comprehensive Guide to Assessing the Impact of Your Tailored Customer Commu...Benevolence Technologies
Standardizing data is crucial for CCM operations as it ensures accuracy and compliance with data governance regulations and industry standards. This practice helps to enhance customer satisfaction, improve bottom-line results, and gives you the confidence that your customer communications are based on dependable and precise data. please contact us today! We are happy to share our more than years of experience in providing efficient CCM solutions to clients in different industries.
Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customers’ relationships in ways that benefit the organization and its stakeholder.
The document provides information about Profile 7's branding and marketing program and services. The program includes 7 steps to strategically improve a brand and reinforce its promise, and 7 steps to tactically increase the value of a client connection. Profile 7 offers branding and marketing strategy and advice, graphic design services, hands-on consultancy, and monthly workshops to help clients stay focused on their strategy. The goal is to help clients improve their clients' worth by strengthening their brand and deepening client connections through strategic and tactical marketing.
The document provides guidance on developing an effective value proposition and presentation for business opportunities in global markets. It outlines key components of understanding the target market's needs and how the solution addresses them. It emphasizes tangible benefits like increased revenue and efficiency. The document also offers tips for structuring presentations, including starting with the most important point, using stories and repetition of main messages.
The mythology marketing strategy workshop overviewMythology LLC
The document summarizes a workshop from Mythology Marketing that helps companies answer critical questions about their marketing strategy and build an effective plan. The full-day workshop uses exercises and examples to help participants understand changes in the marketing landscape, prioritize customer segments, analyze competitors, develop a brand differentiation and engagement strategy, and identify next steps. Participants leave with strategic insights, breakthrough ideas and recommendations to build into their marketing plan. The workshop is facilitated by experienced marketers and thought leaders to help companies align internally and maximize customer value through their marketing efforts.
Marketing involves creating value for customers and managing relationships to benefit the organization. It includes developing products customers want, pricing correctly, availability, and promotion. Effective marketing not only increases sales but builds a recognized brand that can be more valuable if the company is sold. Companies that focus on marketing will be more attractive to potential investors by creating brand awareness, commanding premium prices, generating happy customers and referrals, establishing replicable marketing systems, ensuring repeat revenue, and cultivating brand ambassador employees. Marketing is crucial for businesses to succeed by getting the word out, increasing sales, building reputation, and fostering healthy competition.
The document discusses 5 questions companies should ask themselves to consistently win more customers: 1) Are we clearly communicating our differences? 2) Are we focused on the right target customers? 3) Have we uniquely positioned our offering in customers' minds? 4) Is our message and offering aligned? 5) Are we more convincing than competitors? It emphasizes differentiating from others, targeting the right customers, positioning offerings uniquely in customers' minds, aligning messaging and offerings, and delivering a more compelling message than competitors. The document is authored by Dante Iacovoni, an expert in helping companies differentiate, position themselves, and win more customers through strategic marketing.
This document provides an overview of a playbook to help B2B marketers transition to a more customer-obsessed organization. It recommends that B2B marketers shift from a focus on products to understanding customer outcomes, build systems for customer insight and engagement across channels, and manage marketing performance across the entire customer lifecycle. The playbook guides marketers through discovering their current state, planning the transition, operationalizing changes with a focus on customer engagement, and optimizing programs. The goal is for B2B marketing to measure business outcomes rather than just outputs and to make marketing more helpful, handy and human-centered.
Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”
This overview is informed greatly by the discussion at our Executive Forum in March 2015, but it also is
the culmination of our observations from Content Marketing World 2014 and our advisory client work in
the past year.
Our objective is to report on the key challenges faced by marketers, the vital insights being realized, and
the general health of content marketing as a strategic business approach. As was the case last year, this overview ultimately asks more questions than it answers; our goal is not to settle debates or provide trite answers to complex business challenges, but to update and inform.
At the two-day Executive Forum, CMI leaders and senior marketing executives from more than 30 enterprise brands came together to collaborate and to discuss and report on their own organizations’ efforts in integrating content marketing as a strategic approach.
The extraordinary insights and the identification of challenges could not have been possible without the
generous contributions of this forum class, as well as last year’s forum participants. Their input doesn’t represent their tacit endorsement of the ideas, but as a collective group they are responsible for the value contained in this report.
Establishing Executive Alignment and Priorities Around Your Company’s Custom...James O'Gara
This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities Around Your Company’s Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner — and, it
has to be a priority for the CEO and the entire C-suite.
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1. WAYS TO EVALUATE
YOUR CORPORATE
STORY
PUBLISHED BY: ONMESSAGE,
A MESSAGING INFUSION COMPANY
July 2013
2. Companies with sales forces who understand the messaging
platform will outperform the market by a substantial margin,
both in revenue, market share and profitability.
- CMO Council Report
Over 65% of sales leaders feel they’re losing business because
they don’t have a compelling value proposition.
- Miller Heiman, Sales Best Practice Study
Conversations with employees make up 53% of the reason why
customers choose a company over the competition.
- CSO Insights Survey
3. AT onmessage...
We believe … messaging is strategic and intrinsically linked to
financial performance.
We believe … messaging must be woven into the fabric of the
organization and delivered consistently throughout the customer
experience.
We believe … messaging management is a journey that requires
the unwavering support of leadership. There are no short cuts.
4. Messaging effectiveness can
be measured along six key
dimensions. In this executive
brief we examine each of these
dimensions and how you can
improve the impact messaging
has on the performance of
your business.
6. 6 Ways to Evaluate your Corporate Story 6
As companies evolve and change, messaging often
remains static or becomes fragmented and inconsistent
with the desired direction of the business. When a gap
exists between your go-to-market strategy and the way
you describe your business (who you are, what you do
and the value you deliver) — you have a messaging
alignment issue.
Most often, alignment issues happen gradually,
over time, as elements of the business change, such
as launching new products/services, expanding
target markets or acquiring new companies. While
the executive team may speak to these changes
when communicating with specific audiences, the
majority of oral and written communication across
the organization does not follow suit. Even worse,
messaging modifications are made in an ad hoc or
sporadic fashion — not in a consistent, thorough
manner. When this happens, your messaging no
longer serves as a catalyst for growth but a deterrent.
To assess your company’s messaging effectiveness
along the Alignment Dimension, ask yourself
(or better yet, your entire management team) the
following questions:
> Have we updated and documented our
business goals/strategies to reflect our
current/planned go-to-market strategy? If
so, does our messaging accurately reflect
these plans?
> Do we know where we expect to grow and
what areas of the business will decline? Is
our messaging layered appropriately based
on these plans?
> Have specific roles in the buying process
changed based on our current product/
service mix (economic decision maker,
technical decision maker, influencers,
sponsors, etc.)? Does our messaging reflect
these changes?
> Does our messaging address new products/
services or areas where we have expanded
our capabilities?
> Have we entered new markets, or do we plan
to target new segments? Does our messaging
speak to these markets/targets? Do we need
to speak to these audiences differently?
These are just a few, pointed questions that will
quickly enable you to assess the alignment between
your business strategy and your story.
How closely aligned is our messaging with
our business strategy?
ALIGNMENT
8. 6 Ways to Evaluate your Corporate Story 8
Customers purchase your product or service because
it solves a problem and helps their business grow.
You capture their attention and interest when your
message resonates with them and is relevant to their
life or business.
Too often messaging fails to connect with your
audience because it doesn’t resonate at a fundamental
level. The reasons can be many: it doesn’t quickly link
your “solution” with the target audience’s pain points
or needs; it is based on incorrect or faulty assumptions
about what is most important to your audience; or it
doesn’t utilize the language and terminology that are
meaningful to your audience. The result is prospective
customers who can’t identify with your proposed
solution or are not convinced that your solution will
solve their problem/challenge.
Speaking to your target audience in a relevant and
meaningful way requires a deep understanding of your
prospective customer and what is most important
to them. To assess your company’s messaging
effectiveness in the Relevance Dimension, ask yourself
the following questions:
> Who are the decision makers and influencers
we must connect with to close the sale? What
do we know about their roles, pain points
and priorities?
> How clearly and consistently does our
messaging speak to their needs and pain
points? Have their needs evolved? Have
business or market trends changed their
view of the problem/situation they are
trying to address?
> Do we understand the decision-making
process and criteria they use when
purchasing a solution like ours? Does our
messaging address key objections/barriers in
the mind of our target audience?
> What is the customers’ attitude and
awareness of our company? What perception
do they have about our company/product/
service? Does our messaging overcome
negative perceptions that exist?
> Have we captured a detailed profile
of our target audience (demographic/
psychographic)?
> Are we speaking in our target audience’s
language (terminology/tone/voice)?
Ensuring your messaging is relevant to your target
market is one of the most critical dimensions of
messaging effectiveness. So don’t assume your
messaging resonates with them … ask them.
Does our message resonate and connect with
customer needs?
RELEVANCE
10. 6 Ways to Evaluate your Corporate Story 10
In the B2B world, it can be challenging to develop a
message that illustrates your value, especially one that
clearly shows how that value is distinct or different
from your competitors. Yet it’s vital to illustrating how
and why your business solution is better.
Do you have more experience than your competitors,
or a unique technology or process? Can you provide
cost savings with greater economies of scale?
Demonstrating the value you deliver begins with
identifying and defining the points of differentiation
that your company offers, then making sure these key
differentiators are driving your messaging.
Uniqueness is a dimension that highlights your
company’s strengths and promotes your exclusive
ability to deliver the optimal solution for your
customers. When examining your message in the
Uniqueness Dimension, assess the following:
> How do we differ from the competition in
terms of what we do and how we go about
doing it? Identify and examine all nuances,
from product and service mix to training and
expertise, to unique delivery models or
capabilities. What makes us stronger than
other providers?
> How do each of these differentiators actually
benefit our customer? Can we distinguish
ourselves in terms of the performance and
results we deliver? Be specific and look deep
here. Does it simply deliver the results our
customers expect and demand, or does it do
something even more significant?
> What makes our differentiators valid and
credible? Can we pinpoint specific examples,
such as levels of inventory, quality standards,
customer service ratings or specialized
training to help illustrate our unique strengths?
> Can we truly own these differences as a
point of uniqueness? Or are there barriers to
overcome in our customers’ perception of
this uniqueness?
It’s important that your potential customer base clearly
understands how and why you are different, and how
those differences make your offering better. In your
messaging, these distinctions become your audience’s
compelling reasons to choose your offering over the
competitive product or service.
Is our message ownable and truly different
from our competitors?
UNIQUENESS
12. 6 Ways to Evaluate your Corporate Story 12
Today’s messaging environment is more complex
than ever. To be truly effective, messaging must be
delivered consistently throughout the entire customer
experience — from social media to sales presentations,
industry events and customer service phone calls
… even casual conversations in the hallway. Every
interaction is an opportunity to strengthen your
market position or lose market share. And every voice
within your organization must be able to deliver your
message in a consistent and compelling manner.
The development and use of consistent messaging
across all channels helps establish the value of your
product/services in the marketplace and reinforces
the position you want to own in the mind of your
target audience. When executed properly, consistent
messaging turns every connection into a building block
for a cohesive and compelling customer experience.
When evaluating your messaging in the Consistency
Dimension, ask yourself the following questions:
> Does our messaging demonstrate an unwavering
commitment to how we describe who we are,
what we do and the value we deliver?
> Have we clearly documented our “approved”
messaging in one place that everyone can
access and that serves as our platform for all
communication?
> How consistently is our messaging being
delivered within our organization? Have we
provided any education or training to our
employees in regard to our messaging? Do all
of our employees understand our key points
of difference and the value we deliver?
> How consistent is the messaging in our
core marketing communications vehicles —
website, brochures, proposals, presentations,
videos, social media profiles, etc.?
> Do our broader advertising and marketing
vehicles include a core set of messages that
align with the day-to-day conversations,
sales tools and marketing materials we use?
> Do sales, customer service and support
conversations include key messages that
consistently support our story?
Consistency exponentially increases the power of
your messaging. When messaging is consistently
infused into your company, culture and customers, it
elicits optimal engagement across all communication
channels and enables you to achieve the highest return
on every connection you make.
How consistently is our message delivered
inside and outside of our organization?
CONSISTENCY
14. 6 Ways to Evaluate your Corporate Story 14
Recall is a critical factor in measuring messaging
effectiveness and determining the success or failure of
audience engagement. Each and every day individuals
are exposed to 3,000 to 20,000 messages, making it
more difficult than ever to break through the noise and
ensure your audience remembers your story. To give
yourself a fighting chance, you must be disciplined at
infusing a clear, compelling and consistent message
into every customer interaction.
Effectiveness along the Recall Dimension can only
be measured based on direct input from your target
audience. So the first question you have to ask is,
“What measures have we taken to evaluate the current
perception of our company within our target market?”
To monitor and improve recall effectiveness, you
must conduct qualitative and/or quantitative surveys
on a regular basis. By taking this step you can gather
the insight you need to evaluate your messaging and
determine where and how it can be improved. In the
end, you’ll be able to answer questions like:
> Does our target understand the core
products/services we offer and what we do?
> Do they clearly understand the value
we provide?
> How well-recognized is our brand? What are
we most known for? How does that compare
to the competition?
> Where are the gaps between audience
perceptions and the messaging we are using
in the market?
> How well have our employees absorbed our
messaging? Are they able to quickly and
easily “play back” our story in prospect and
customer conversations?
Just because you are sending messages into the
marketplace does not mean that they are being heard.
Determine what messages are breaking through, those
that are not and, most importantly, the messages that
your target audience remembers about what you do
and the value you deliver. This is the key to maximizing
recall effectiveness.
Is the message we are sending really what our
audience hears and remembers?
RECALL
16. 6 Ways to Evaluate your Corporate Story 16
Too often we see the same issue detracting from
messaging effectiveness: features and benefits taking
precedence over the deeper, more meaningful value
that your product or service provides to customers.
Value belongs at the forefront of nearly every client
conversation, and needs to be absolutely clear and
compelling to your target audience. When you only
have seconds to make a connection, it’s essential that
you highlight the real and overarching value that your
solution provides in a way that resonates with your
target. Speaking to the key issue that is most valuable
to your target audience grabs their attention and keeps
them engaged as you tell the rest of your story.
Certainly features and benefits are important, but these
aspects to your messaging are more appropriately
conveyed later in the conversation and become the
reasons your customers will believe in your ability
to deliver the value promised. For example, a car
manufacturer isn’t selling anti-lock brakes; they’re
selling a safer driving experience. The inner workings
of the anti-lock brakes substantiate the value: safety.
To ensure messaging communicates value in a clear
and compelling way, ask yourself these critical
questions:
> Have we fully inventoried our services,
products, capabilities and all other aspects of
what we do? Have we captured the supporting
reasons to believe in each of these areas?
> Based on this inventory, what is the “collective
or most meaningful value” that we provide
our customers? Have we captured and
elevated that single, overarching value in the
way we currently deliver our message?
> Have we validated that this value is, in fact,
“meaningful” to our customers? Is that value
something that connects with our target
audience in a personal way? Does it connect
in a way that drives action?
> Does our messaging then incorporate and
substantiate that value through relevant
features and proof points to ensure the target
believes in our ability to deliver it?
> When we engage a prospect or customer, do
we put this value at the forefront of every
conversation and interaction as a key driver
within our messaging?
> Have our employees been trained to make
accurate distinctions between features,
benefits and value, and to utilize them
properly in delivering our messaging?
> Can every employee articulate our value
proposition in a clear and consistent manner?
Value represents that deepest and most meaningful
advantage that your customer will derive from your
solution. Messaging that clearly communicates your
value is the cornerstone to ensuring that you are
making the most of every communication investment.
Is the value we deliver clear and compelling to
our target audience?
VALUE
17. Corporate messaging is a strategic weapon
and competitive advantage in the market
place.Infact,itissuchapowerfulweaponthat
when companies deploy effective messaging,
theyoutpaceotherfirmsinquotaachievement
by 25% and increase customer win rates by
more than 20%.
18. 6 Ways to Evaluate your Corporate Story 18
So make sure you ask the hard questions
and improve your messaging across all
6 dimensions:
ALIGNMENT: How closely aligned is your messaging
with your business strategy? Your messaging should
not remain static, or become fragmented over time.
All companies evolve and change; your message needs
to keep pace with your go-to-market strategy, product
mix and services.
RELEVANCE: Does your message resonate and
connect with customer needs? Cultivate a deep
understanding of your prospective customer and
what is most important to them. Then make sure
your messaging links your “solution” with the target
audience’s pain points or needs.
UNIQUENESS: Is your message ownable and
truly different from your competitors? Your message
should clearly highlight your company’s strengths and
promote your exclusive ability to deliver the optimal
solution for your customers.
CONSISTENCY: How consistently is your message
delivered inside and outside of your organization?
Ensure consistent application throughout the entire
customer experience — from social media to sales
presentations, industry events and customer service
phone calls … even casual conversations in the hallway.
RECALL: Is the message you are sending really
what your audience hears? Continuously monitor
your messaging recall factor by conducting customer
surveys on a regular basis. Then use this insight to
adjust your messaging for optimal comprehension and
retention.
VALUE: Is the value you deliver clear and compelling
to your target audience? Use your message to highlight
the real and overarching value that your solution
provides in a way that resonates with your target.
If you do — your message will stand out from the
competition, you’ll engage your target audience at a
higher level and increase the financial performance of
your business.