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Customers are your Best Advocates - Turn Them into your Best Sales Team
 

Customers are your Best Advocates - Turn Them into your Best Sales Team

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Foster a strong customer community that can serve as an effective extension of your sales team. Happy customers are your brand's best friend, but how do you connect those positive reviews to your ...

Foster a strong customer community that can serve as an effective extension of your sales team. Happy customers are your brand's best friend, but how do you connect those positive reviews to your prospective customers?

This webcast highlights use-cases showcasing companies that have been successful at promoting a brand that customers love, respect and evangelize organically. You'll learn how to cultivate brand advocates as an extension of your sales team with public communities.

This webcast was presented by Forrester's Laura Ramos and Jive's Elizabeth Brigham.

Jive is the world's #1 social business platform. We help employees, customers and partners connect, collaborate and communicate to achieve breakthrough results in sales, marketing, customer service and workforce productivity.

Learn more at http://bit.ly/1aTo6Vq

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  • It’s all about customer lifetime value. When you’re talking to marketing or customer service professionals, both groups are engaged with customers throughout this lifecycle. Ultimately, Jive helps drive business value throughout this continuum, ultimately leading to higher customer lifetime value – cross-sell/upsell, fewer support tickets, higher renewal rates, etc.
  • B2B firms silo customer interactions across the selling funnel, with marketing leading the promotion effort, sales doing the deals, and customer service handling complaints after a sale happens. Hard handoff points create jarring customer experiences as staff tosses buyers from one department to another. Get bigger, gets worse with specialization.We love our products and can’t talk enough about what we do. So many “we”s we almost sound French. Go to any B2B website and chances are you see a parade of features and functions. The messages and offerings rarely talk about business issues and needs. Improving current customer understanding hits the bottom of business priorities list. Quarterly revenue targets, and keeping competitors at bay come first. Think about doing it, find that data is a mess. Acquisitions, piecemeal technology investment, and parochial fights between business units and the field leave B2B customer data riddled with holes. Even when faced with an abundance of user data gleaned from online sources - Most CMOs don't know what to do with it. They know how to track awareness, reach, and frequency but can't build a data-driven customer engagement model.“ Speaks to a lack of skills in putting the data analytics to work.Internal focus on operations leaves less time with customers. With sales and support taking the lead in customer interactions, marketing can barely recognize a buyer across lines of business, let alone physical and digital channels.
  • Image source: CSL CartoonStock (http://www.cartoonstock.com/)Talked about 360 degree view for a while – customer data management, system integration, and efficiency. What’s changed? Demand side wasn’t there in the past.It's no longer sufficient to be simply "customer-centric" or "customer-focused." The only successful strategy in the age of the customer is to become customer-obsessed — to focus your strategic decisions first and foremost on customer knowledge and retention.Firms that win become customer obsessedA customer-obsessed company focuses its strategy, its energy, and its budget on processes that enhance knowledge of and engagement with customers and prioritizes these over maintaining traditional competitive barriers.
  • To thrive in this customer-controlled era, businesses must get to know buyers as completely as buyers are able to know suppliers. Brand power will come from building a reputation buyers can trust. To fund this journey, you have to change how you approach budgets. Shift away from traditional activity to more customer-focused marketing efforts. To put customer-obsessed practice in place, marketers should invest in four key areas: (lower right)Data-backed insight that familiarizes employees with customers before each encounter.2. Digital customer experiences and service that enhance the human touch.3. Sales channels enabled to deliver account-specific experiences and return rich intelligence.4. Relevant inspired content delivered through interactive, information-rich experiences.
  • B2B analytics today are operational systems focused on competitive intelligence and managing sales coverage. What’s needed is new ways to distill meaningful insight — gained by tracking how buyers interact with your messages, content, and each other — and must present it in a readily consumable format. Customer intelligence command center lets marketing serve up actionable information that drives multichannel customer communications, product development, strategic planning, and loyaltyTo get there CMOs need to bring in marketing service providers to help merge, de-duplicate, and augment data while they standardize data structures. They should also partner with IT to develop marketing-specific databases or views built in lock-step with the buyer's journey. Can’t be internally facing only – listen and join social conversations.Capture all of this and become active voice of customer throughout organization.
  • Image source: Stihl (http://www.stihlusa.com/)One example of how powerful data analysis and analytics can be, Stihl. B2B2C. Multi-billion global manufacturing business – outdoor home maintenance products - chain saws, leaf blowers, grass trimmers. Consistent growth year-to-year. But overall market in decline. Millions of product sales, 1 brand, 12 regional distributors, 8,000 dealers. “We have 12 customers” Leverage Winsper’s Black Ink Technology solution to shift view of business from “inside-out” to “outside-in.” Did this by Transforming 12 years and millions of records from a product-view into “customer-view”. Found that their customers are getting old. 45 and younger more profitable than 55 older. $200M opportunity by focusing on the younger segment.Messages, media, campaigns and personas to reposition the business toward this 45 year old and younger audience.
  • Get customer data working like a finely oiled machine. What but what to do. Who to target at granular intimate level. What to say to them when you get their attention. Then make it a two-way conversation.Companies like CDW – IT Products reseller and technology provider -- and Esri – location intelligence and analytic solutions -- put senior marketers in charge of social teams that use tools to not only listen but also respond to concerns and criticism quickly, thoughtfully, and honestly. Symantec and Radian6.Because they speak like regular people and foster personal connections, these teams build relationships with customers who voluntarily come to their aid online when problems or complaints crop up.
  • Digital makes it possible for B2B marketers to create a unique relationship at scale with every customer they touch. However, buyers expect these cross-channel, cross-departmental interactions to be seamless, error-free, and consistent — delivered with as much human touch as a handshake. The CMO's job here is to provide the rich details and to create presales experiences that make customers come to you and then turn around post-sale and advocate for your brand. Help employees in all functional areas must represent your brand and mission equally well online as in-person. Help them learn use social channels like Twitter, chat, LinkedIn, and Facebook to address customer needs in a consistent manner regardless of the channel the customer may have experienced. Use digital to build bridges across the entire spectrum of buyer influence.
  • Source: Harvard Pilgrim Health Care (https://www.harvardpilgrim.org/)Digital Influence Group helped Harvard Pilgrim Health Care develop the "Let's Talk Health Care" group on LinkedIn to augment its online presence by the same name and to connect human resources (HR) benefits managers with plans, providers, and other members of the healthcare community.CDW, that I mentioned earlier, is active in the Spiceworks community and participates in programs designed to foster one-on-one interaction between IT professionals or to provide expert technical advice from CDW solution architects
  • Business InitiativeHelp SMB clients grow, increase market share, and gain real-time intelligence on topics that lead to more business for the bankResultsApproximately 1.2M unique visitors to their site50% of traffic comes from searchValue of community on annual basis:Search: $1.2MLead generation: $1.8MInnovation: $1.6M
  • Talk about B2B communitiesThe Amazon Web Services platform makes setting up an online presence trouble-free for small merchants. The convenience of one-click shopping simplifies their customers' experiences as well. Teradata hires nonsales-compensated advisors to focus on key accounts, manage touchpoints across silos, and increase satisfaction. It uses a metric called "first year annual revenue" to track and motivate these account managers to get customers up to speed quickly.
  • Marketing automation has helped improve alignment between sales and marketing across the lead-to-revenue management process. But to increase the focus on end users and ensure repeat business, customer-obsessed firms will strengthen the sales and marketing associationIn traditional B2B selling, sales become adept at spotting solutions but not understanding end user behavior and motivation. Online, buyer needs and wants become more apparent, especially when expressed across social channels. Teach sales how to interact there to build relationships.In many B2B firms, the majority of revenue comes from a minority of accounts. To boost account-based marketing, KPMG International is embedding marketing staff in premier account teams to help drive communication and connections. These marketers use online technology to learn what target executives say in the press or talk about in articles, blogs, tweets, and videos. Partner examples follow.
  • Business InitiativeProvide a place for employees, customers and partners to build relationships in a network and create better business solutionsResultsSCN delivers social innovation, social commerce, social intelligence and insight15% reduction in product release cycle time5% increase in partner salesMore than 90 ideas delivered or in product developmentTotal members: 2.5 million+
  • Image source: BASF (http://www.basf.com/) and Kenna (http://www.kenna.com/)
  • Rockfish Interactive teaches its sales team members how to use LinkedIn to examine connections they may have with individuals at prospective clients and to find someone in their network who can offer a warm introduction. Social investigation helps sales team members learn what customers care about when they see to which groups customers belong or conversations they join.
  • Customers come back again and again to decide the next feature or add-on.While sales teams have learned to deal with this behavior, in the digital world, most marketers are ill-prepared to engage customers with the depth and frequency of these presales interactions. Enter the need to publish and syndicate richer, more tailored marketing content.Develop content strategies: Digital Influence Group developed a "construct of 8s" model to map content strategy from an eight-week macro story down to an 8-minute crisis communication. MRM plots out content blueprints for clients that include owned, paid, and earned media distributed across life-cycle stages set to attract, engage, and activate prospects, while turning buyers into advocates.
  • Image Source: www.healthbizdecoded.com
  • Image source: KPMG (http://weflive.com/)  KPMG did this when it filtered and analyzed almost 5 million comments shared during The World Economic Forum in Davos. The weflive.com site made it easy for participants and followers to spot key insights, without wading through the cacophony of voices
  • Image source: DukeGroups Hosting Program (http://dukegroups.duke.edu/)

Customers are your Best Advocates - Turn Them into your Best Sales Team Customers are your Best Advocates - Turn Them into your Best Sales Team Presentation Transcript

  • 1 © Jive confidential
  • 2 © Jive confidential Today’s Speakers Laura Ramos VP, Principal Researcher Forrester Research Elizabeth Brigham Product Marketing Manager Jive Software
  • Customers are your Best Advocates: Turn them into your Best Sales Team Elizabeth Brigham, Product Marketing Manager Jive Software
  • 4 © Jive confidential Marketers care about 2 things…. Winning new customers Keeping existing customers
  • 5 © Jive confidential From  to for Marketers
  • Common challenges © Jive confidential6 Prospects Disregard Marketing’s message Leverage “unofficial” channels to inform buying decisions Customers No platform for dialog with company or peers Takes too long to find accurate documentation & find answers Competition Pressure from new entrants Fickle customer base; loss of market share
  • How Communities drive Customer-Centricity Awareness Consideration Preference Purchase Support Loyalty & Advocacy
  • Example Communities Driving Business Value © Jive confidential8 “Customers who are engaged in our community spend 240% more on average than those who aren’t engaged.” -Todd Forsythe, VP Global Marketing EMC
  • Example Communities Driving Business Value © Jive confidential9 McAfee reports: • $2.6M in annual savings due to decrease in call escalations, volume and total call minutes • $350K annual savings due to decreased employee on-boarding and IT costs
  • @lauraramos Competitive Advantage Through Customer Obsession Laura Ramos, Vice President, Principal Analyst
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 12 Why customers will be your best source of competitive differentiation › What is the “age of the customer”? › Winning firms obsess over customers › Four key investments to help you become customer-obsessed
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 13 Empowered customers create a new era of competitive advantage Source: May 21, 2013, “Make B2B Marketing Thrive In The Age Of The Customer” Forrester report
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 14 › Your salespeople › Google › Your website › Peers/colleagues › Experts › Your customers › Brand perception › Brand perception › Features/benefits › Alternatives › Brand perception › Features/benefits › Alternatives › Prices › Comparisons › Ratings › Customer opinions Top places buyers get information What buyers know before seeking sellers Pre-Web Web 1.0 Social Web Information scarcity Information overloadAttention abundance Attention fatigue Purchase power shifts to buyers
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 15 Understand the problem/opportunity. Learn about approaches. Commit to change. Build business case. Identify possible solutions. Make selection. Acquire solution components. Compare alternatives. Define requirements. Participate in communities and user groups. Adopt and use a solution. Measure and share results. Refer and advocate. B2B buying process = solving problems
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 16 B2B fails the customer obsession test
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 17 Obsession requires new approaches
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 18 Digitally enable sales and channels. Create customer experiences that enhance human touch. Use content to create interaction and dialogue. Turn big data into actionable customer insights. Age of the customer Success = deep customer engagement
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 19 Build actionable customer insights for frontline teams ›B2B analytics: Evolve from operational to insight. ›Customer intelligence command center ›Data cleanup — tie to buyer’s journey ›Listen and join social conversations. ›Capture usage information, and share it. ›Personalize each interaction.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 20 Stihl: shifting the focus from dealers to buyers Example courtesy of:
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 21 Key investment requirements Invest more in: ›Database service providers. ›Analytics. ›Predictive modeling. ›Micro-level segmentation. ›Personas. ›Social intelligence. Invest less in: ›Email blasts. ›Untargeted, 1-way print advertising. ›Rear-view research. ›In-person focus groups.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 22 Create intimacy across both digital and physical worlds ›Digital — create unique relationships at scale ›Understand the buyer’s journey. ›Give buyers rich details. ›Turn employees into brand ambassadors. ›Connect cohorts of influencers, prospects, and current customers.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 23 Harvard Pilgrim Health Care: connecting HR to broader healthcare community
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 24 Bank of America: cultivating SMB community to grow banking business
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 25 Key investment requirements Invest more in: ›Digital customer experiences. ›Cross-channel interactions. ›Employee social training. ›B2B communities. ›Multitouch campaigns. ›Simplifying transactions. ›Assessment tools. Invest less in: ›Service goals based on lowering call volume. ›Basic customer satisfaction surveys. ›Conventional product collateral and data sheets.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 26 Help channels engage more personally ›Increase focus on end users to ensure loyalty and repeat business. ›Teach sales to become socially savvy and to add a personal touch. ›Invest in account-based marketing. ›Elevate channel partners to customer status.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 27 SAP: engaging end users to innovate and drive partner sales
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 28 BASF: focusing on end users through a dedicated sales team
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 29 Key investment requirements Invest more in: ›Knowing end customers. ›Commercial insights for sales. ›Marketing to current customers. ›Account-based marketing. ›Social selling. ›Channel partner leads/portals. Invest less in: ›Cold calling and outbound telesales. ›Programs that shift inventory to channels. ›Third-party marketing funds.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 30 Invest in relevant content ›Publish and syndicate richer, more tailored marketing content. ›Develop content strategies geared to online use. ›Get interactive to spark conversations. ›Engage buyers in a value-based exchange of ideas and information.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 31 Xerox: publishing healthcare industry newsroom
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 32 KPMG: tracking global perspectives
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 33 Key investment requirements Invest more in: ›Inbound content. ›Interactive video and digital. ›Thought leadership marketing. ›Goal-driven social and mobile apps. ›Nurturing. Invest less in: ›PR-led social activities. ›Campaign-driven ad blitzes. ›Paid-only, 1-way media. ›Brand sponsorships. ›Mass-market trade events.
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 34 Source: May 21, 2013, “Make B2B Marketing Thrive In The Age Of The Customer” Forrester report Summary investments you need to make
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 35 Obsession drives advocacy and sales
  • © 2013 Forrester Research, Inc. Reproduction Prohibited 36 Questions?
  • Thank you Laura Ramos +1 650.581.3812 lramos@forrester.com http://blogs.forrester.com/laura_ramos Twitter: @lauraramos