From Me to You: Best Practices in Customer Acquisition, Retention, Growth and Winback

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Keynote presentation at the 2011 SCORE conference - covers marketing trends & emerging B2B sales & marketing alignment.

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  • Currently the President of the Aberdeen Group, Andrew Boyd has 20 years of experience in general management, marketing and product strategy/management.  Throughout his career, he has designed and developed go-to-market strategies and implemented high-impact marketing programs for clients in the United States, Europe and Asia.  Along the way, he earned a Ph.D. from The City University London, an MS in Information Systems from Drexel University and a BBA in Marketing from Temple University. Additionally, he is fluent is 37 marketing languages and has achieved the rank of “ninja” and/or “guru” status in all known and yet to be discovered marketing disciplines.
  • “ Zero latency” campaigns Expectations of measurability Rise of digital digital / social channels Increased competition for both “wallet” and “attention” Talent gap – hard to find “left brain” marketers Implications Punching parity” of smaller competitors Increased importance of brand Rise of inbound marketing channels User generated content “ Sales-led” models decline Increase in outsourcing marketing functions
  • Dichotomy is produce greater ROI while doing it with less money and people. Pace of change is among top pressures for marketing and sales – relevant later in the PPT
  • Given that BIC is measured by Revenue Gain and Mktg contribution, that data sales & marketing alignment is a key strategy to achieving those results. Note that the BIC also look to technology solutions to support this alignment as well.
  • Again, to achieve those results BIC develop institutionalize organizational processes the achieve marketing and sales alignment. Dedicated staff doesn’t mean that is their job title – just work that has been assigned to them to produce.
  • Not only organizational process but enterprise-wide knowledge is used to drive sales/marketing alignment Technology solutions that support these processes and assist knowledge acquisition are key components of BIC organizations whose S&M functions are tightly aligned
  • Each of these technologies enables the acquisition of customer (prospect) knowledge acquisition Reference vendors on the phone by solution (web, Lead Mngt Automation social media etc) and how they are the focal point.
  • Don’t underestimate basic blocking and tacking BIC demonstrate to align marketing and sales
  • From Me to You: Best Practices in Customer Acquisition, Retention, Growth and Winback

    1. 1. From “Me” to “You” Best-in-Class CEM Strategies that Drive Acquisition, Retention, Growth & WinBack Andrew Boyd, PhD President, Aberdeen Group, a Harte-Hanks Company
    2. 2. Corporate Overview <ul><li>Established brand: established in 1988 </li></ul><ul><li>Global reach: Aberdeen has offices in Boston and London </li></ul><ul><li>Deep domain expertise in technology-focused, research-based, marketing content; over 40 research analysts covering 14 research categories </li></ul>A full-service, multi-channel, marketing services firm focused on technology markets
    3. 3. Today’s Agenda <ul><li>Introduction </li></ul><ul><li>State of the Market </li></ul><ul><li>Research Recap: Getting on the Same Page </li></ul><ul><ul><li>PACE methodology & maturity class framework </li></ul></ul><ul><ul><li>Demographics </li></ul></ul><ul><ul><li>Best-in-Class indicators & Metrics </li></ul></ul><ul><ul><li>Recommended Actions </li></ul></ul><ul><li>Summary & Conclusion </li></ul>
    4. 4. Today’s Learning Objectives (…or remember these three things): <ul><li>It’s called the “ customer experience” (i.e., it’s not about you and your needs). </li></ul><ul><li>Customer experience is not a function or a job role – the customer “playbook” needs to be aligned throughout the organization. </li></ul><ul><li>There is no “silver-bullet” secret formula for success. </li></ul>
    5. 5. STATE OF THE MARKET
    6. 6. General State of the Profession
    7. 7. Top (2) Marketing Priorities (n = 1462)
    8. 8. Marketing Priorities – Responding to Economic Pressure (n= >1300)
    9. 9. The History of (Most) Marketing Me Me Me Me Me Me Me Me Me Me Me Me Me Me Me Me Me Me Me Me You Me Me Me Me Me Me
    10. 10. What the Customer Hears… Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy How can I help you? Buy Buy Buy Buy Buy Buy You Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy
    11. 11. Acquisition Retention Growth Winback
    12. 12. Marketing in “You” Terms Sure, I’ll try it! It’s really good, I think I’ll use it some more You should try it too! They’re really good, I’m going back to them.
    13. 13. “ Me” Marketing vs. “You” Marketing <ul><li>“ Me” Marketing </li></ul><ul><li>Push </li></ul><ul><li>Email </li></ul><ul><li>(Most) Advertising </li></ul><ul><li>Product slicks </li></ul><ul><li>Demos </li></ul><ul><li>Self-serving Whitepapers </li></ul><ul><li>Tradeshows </li></ul><ul><li>Static Websites </li></ul><ul><li>“ You” Marketing </li></ul><ul><li>Inbound/Content Marketing </li></ul><ul><li>SEO/SEM </li></ul><ul><li>Education and information </li></ul><ul><li>Social </li></ul><ul><li>Interactive Websites </li></ul><ul><li>Ratings / Reviews </li></ul><ul><li>User Generated Content </li></ul>
    14. 14. GETTING SALES & MARKETING ON THE SAME PAGE <ul><li>From the Research: </li></ul>
    15. 15. Aberdeen’s Methodology End-User Investigation: PACE P A C E P ressures: External and internal forces that impact an organization’s market position, competitiveness, or business operations. A ctions : The strategic approaches that an organization takes in response to industry pressures. The business competencies (organization, process, etc…) required to execute corporate strategy. C apabilities: E nablers: The key technology solutions required to support the organization’s business practices.
    16. 16. Aberdeen Maturity Class Framework Selected Performance Criteria (KPI) Change in Annual Revenue Total Respondents As of 09/30/10: 453 - Top 20% - Middle 50% - Bottom 30% Respondents are scored individually across KPIs Best-in-Class Industry Average Laggard Marketing’s Contribution to Sales Forecasted Pipeline
    17. 17. Aberdeen Findings <ul><li>What are Best-in-Class companies doing differently? </li></ul><ul><li>What pitfalls are they avoiding? </li></ul><ul><li>Why are they achieving greater success? </li></ul><ul><li>What technologies and services are enabling them to succeed? </li></ul>Best - in - Class Laggard P A C E P ressures: External forces that impact an organization ’ s market position, competitiveness, or business operations. P ressures: External forces that impact an organization’s market position, ’ competitiveness, or business operations. A ctions: The strategic approaches that an organization takes in response to industry pressures. A ctions: The strategic approaches that an organization takes in response to industry pressures. C apabilities: The business competencies (organization, process, etc … ) required to execute corporate strategy. C apabilities: The business competencies (organization, process, etc…) required to execute corporate strategy. E nablers: The key technology solutions required to support the organization ’ s business practices. E nablers: The key technology solutions required to support the ’ organization’s business practices.
    18. 18. Research Study Demographics <ul><li>Average number of employees 4068 </li></ul><ul><li>Average annual revenue $575M </li></ul><ul><li>Company business model </li></ul><ul><ul><li>B2B: 75% </li></ul></ul><ul><li>Roles / Position </li></ul><ul><ul><li>C-Level / Executive Management: 69% </li></ul></ul><ul><ul><li>Manager: 19% </li></ul></ul><ul><ul><li>Staff: 5% </li></ul></ul><ul><ul><li>Other: 7% </li></ul></ul>
    19. 19. Best-in-Class Performance Definition of Maturity Class Mean Class Performance Best-in-Class: Top 20% of aggregate performance scorers <ul><li>20% average growth (increase) in annual company revenue </li></ul><ul><li>47% of Sales forecasted pipeline generated by Marketing </li></ul>Industry Average: Middle 50% of aggregate performance scorers <ul><li>7% average growth (increase) in annual company revenue </li></ul><ul><li>22% of Sales forecasted pipeline generated by Marketing </li></ul>Laggard: Bottom 30% of aggregate performance scorers <ul><li>4% average decline (decrease) in annual company revenue </li></ul><ul><li>5% of Sales forecasted pipeline generated by Marketing </li></ul>
    20. 20. Pressures
    21. 21. Strategic Actions management process 18% 24% 38% 23% 26% 33% 23% 28% 50% 0% 10% 20% 30% 40% 50% 60% Adopt or enhance a multi-channel marketing strategy Establish or refine the lead Tightly align marketing activities to specific sales objectives and goals Number of respondents, n=453 Best-in-Class Industry Average Laggards
    22. 22. Process & Organizational Capabilities 26% 38% 38% 42% 48% 49% 60% 62% 64% 0% 20% 40% 60% 80% Well-defined process for tracking and measuring marketing results Process for disseminating results from marketing campaigns to key decision makers Dedicated Marketing Operations staff Number of respondents, n=453 Best-in-Class Industry Average Laggards
    23. 23. Knowledge & Performance Management Capabilities 48% 33% 41% 60% 54% 58% 68% 71% 72% 0% 20% 40% 60% 80% Process to monitor marketing costs/budget Regular communications with customers to ascertain needs Ready access to marketing campaign strategy / business plan information Number of respondents, n=453 Laggards Industry Average Best-in-Class
    24. 24. Top Technology Enablers 26% 54% 59% 69% 34% 54% 67% 72% 47% 65% 76% 84% 0% 20% 40% 60% 80% 100% Campaign management software Web Analytics solution Customer Relationship Management or Sales Force Automation Email Marketing Number of respondents, n=453 Laggards Industry Average Best-in-Class
    25. 25. Additional Best-in-Class Findings – Level of Collaboration 100% 68% 59% 57% 54% 47% 43% 36% 36% 34% 0% 40% 80% Business and organizational goals of Sales and Marketing are aligned and well understood Mutual understanding of lead management activities by both Marketing and Sales Sales and Marketing agree to a common definition of a qualified lead Number of respondents, n=453 Best-in-Class Industry Average Laggards
    26. 26. Best-in-Class Marketing Organizations do the following: <ul><ul><li>Establish a formal planning process between sales and marketing </li></ul></ul><ul><ul><li>Align and articulate business and organization goals of both sales and marketing </li></ul></ul><ul><ul><li>Develop a common definition of a lead </li></ul></ul>
    27. 27. Best-in-Class Marketing Organizations do the following: <ul><ul><li>Close the loop on the lead management process </li></ul></ul><ul><ul><li>Marketing involves sales in acquiring the voice of customer input </li></ul></ul><ul><ul><li>Establish a formal debriefing / “after-action” process </li></ul></ul>
    28. 28. WRAPPING UP
    29. 29. The Secret Formula* for Marketing Success 10(You) + √ Me = Us * Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense.
    30. 30. 10(You) + √Me = Us You You You Us You You Me Us You You Us You You You You You You Us You You Us Us Me You You You You
    31. 31. Remember These Three Things… <ul><li>It’s called the “ customer experience” (i.e., it’s not about you and your needs). </li></ul><ul><li>Customer experience is not a function or a job role – the customer “playbook” needs to be aligned throughout the organization. </li></ul><ul><li>There is no “silver-bullet” secret formula for success. </li></ul>
    32. 32. QUESTIONS? Andrew Boyd, PhD President, Aberdeen Group [email_address] 617-854-5320

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