SlideShare a Scribd company logo
1 of 32
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
Corporate Overview ,[object Object],[object Object],[object Object],A full-service, multi-channel, marketing services firm focused on technology markets
Today’s Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Today’s Learning Objectives (…or remember these three things): ,[object Object],[object Object],[object Object]
STATE OF THE MARKET
General State of the Profession
Top (2) Marketing Priorities  (n = 1462)
Marketing Priorities – Responding to Economic Pressure  (n= >1300)
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
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
Acquisition Retention Growth Winback
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.
“ Me” Marketing vs. “You” Marketing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GETTING SALES & MARKETING ON THE SAME PAGE ,[object Object]
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.
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
Aberdeen Findings ,[object Object],[object Object],[object Object],[object Object],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.
Research Study Demographics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Best-in-Class Performance Definition of Maturity Class Mean Class Performance Best-in-Class:  Top 20% of aggregate performance scorers ,[object Object],[object Object],Industry Average:  Middle 50%   of aggregate  performance scorers ,[object Object],[object Object],Laggard:  Bottom 30%   of aggregate performance scorers ,[object Object],[object Object]
Pressures
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
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
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
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
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
Best-in-Class  Marketing Organizations do the following: ,[object Object],[object Object],[object Object]
Best-in-Class  Marketing Organizations do the following: ,[object Object],[object Object],[object Object]
WRAPPING UP
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.
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
Remember These Three Things… ,[object Object],[object Object],[object Object]
QUESTIONS? Andrew Boyd, PhD President, Aberdeen Group [email_address] 617-854-5320

More Related Content

What's hot

Marketing Automation - Beyond Customer Acquisition
Marketing Automation - Beyond Customer AcquisitionMarketing Automation - Beyond Customer Acquisition
Marketing Automation - Beyond Customer AcquisitionAct-On Software
 
Cross-Selling: five keys to success in banking
Cross-Selling: five keys to success in bankingCross-Selling: five keys to success in banking
Cross-Selling: five keys to success in bankingAlexander Huun
 
Customer lifetime value ppttt
Customer lifetime value pptttCustomer lifetime value ppttt
Customer lifetime value pptttJaswinder Singh
 
Chapter 5 Creating Customer Value, Satisfaction And Loyalty
Chapter 5 Creating Customer Value, Satisfaction And LoyaltyChapter 5 Creating Customer Value, Satisfaction And Loyalty
Chapter 5 Creating Customer Value, Satisfaction And LoyaltyDiarta
 
Customer Satisfaction VS. Customer Retention
Customer Satisfaction VS. Customer RetentionCustomer Satisfaction VS. Customer Retention
Customer Satisfaction VS. Customer RetentionAhmad Heshmat
 
Customer Retention Strategy
Customer Retention StrategyCustomer Retention Strategy
Customer Retention StrategyAvinash Kumar
 
Building cutsomer relationship
Building cutsomer relationshipBuilding cutsomer relationship
Building cutsomer relationshipDeepak25
 
Analytics cross-selling-retail-banking
Analytics cross-selling-retail-bankingAnalytics cross-selling-retail-banking
Analytics cross-selling-retail-bankingSantosh Tiwari
 
Chapter 5 by kaye olivar v53
Chapter 5 by kaye olivar v53Chapter 5 by kaye olivar v53
Chapter 5 by kaye olivar v53Kaye Olivar
 
Customer relationship management
Customer relationship managementCustomer relationship management
Customer relationship managementAsif Shaikh
 
What Is a Customer Worth? Understanding Customer Lifetime Value
What Is a Customer Worth? Understanding Customer Lifetime ValueWhat Is a Customer Worth? Understanding Customer Lifetime Value
What Is a Customer Worth? Understanding Customer Lifetime ValueAdam Toporek
 
50 Facts That Will Make Businesses Rethink their Customer Service
50 Facts That Will Make Businesses Rethink their Customer Service50 Facts That Will Make Businesses Rethink their Customer Service
50 Facts That Will Make Businesses Rethink their Customer ServiceDesk
 
A Better Approach to Customer Retention
A Better Approach to Customer RetentionA Better Approach to Customer Retention
A Better Approach to Customer RetentionFramed Data
 
5 ideal customer intimacy strategies that never fail
5 ideal customer intimacy strategies that never fail5 ideal customer intimacy strategies that never fail
5 ideal customer intimacy strategies that never failDeskXpand
 
Customer centricity: still in its infancy?
Customer centricity: still in its infancy?Customer centricity: still in its infancy?
Customer centricity: still in its infancy?InSites on Stage
 

What's hot (18)

Marketing Automation - Beyond Customer Acquisition
Marketing Automation - Beyond Customer AcquisitionMarketing Automation - Beyond Customer Acquisition
Marketing Automation - Beyond Customer Acquisition
 
Customer satisfaction and loyalty
Customer satisfaction and loyaltyCustomer satisfaction and loyalty
Customer satisfaction and loyalty
 
Cross-Selling: five keys to success in banking
Cross-Selling: five keys to success in bankingCross-Selling: five keys to success in banking
Cross-Selling: five keys to success in banking
 
Customer lifetime value ppttt
Customer lifetime value pptttCustomer lifetime value ppttt
Customer lifetime value ppttt
 
Chapter 5 Creating Customer Value, Satisfaction And Loyalty
Chapter 5 Creating Customer Value, Satisfaction And LoyaltyChapter 5 Creating Customer Value, Satisfaction And Loyalty
Chapter 5 Creating Customer Value, Satisfaction And Loyalty
 
Importance Of Retention
Importance Of RetentionImportance Of Retention
Importance Of Retention
 
Customer Satisfaction VS. Customer Retention
Customer Satisfaction VS. Customer RetentionCustomer Satisfaction VS. Customer Retention
Customer Satisfaction VS. Customer Retention
 
Customer Retention Strategy
Customer Retention StrategyCustomer Retention Strategy
Customer Retention Strategy
 
Building cutsomer relationship
Building cutsomer relationshipBuilding cutsomer relationship
Building cutsomer relationship
 
Analytics cross-selling-retail-banking
Analytics cross-selling-retail-bankingAnalytics cross-selling-retail-banking
Analytics cross-selling-retail-banking
 
Chapter 5 by kaye olivar v53
Chapter 5 by kaye olivar v53Chapter 5 by kaye olivar v53
Chapter 5 by kaye olivar v53
 
Customer relationship management
Customer relationship managementCustomer relationship management
Customer relationship management
 
What Is a Customer Worth? Understanding Customer Lifetime Value
What Is a Customer Worth? Understanding Customer Lifetime ValueWhat Is a Customer Worth? Understanding Customer Lifetime Value
What Is a Customer Worth? Understanding Customer Lifetime Value
 
50 Facts That Will Make Businesses Rethink their Customer Service
50 Facts That Will Make Businesses Rethink their Customer Service50 Facts That Will Make Businesses Rethink their Customer Service
50 Facts That Will Make Businesses Rethink their Customer Service
 
A Better Approach to Customer Retention
A Better Approach to Customer RetentionA Better Approach to Customer Retention
A Better Approach to Customer Retention
 
5 ideal customer intimacy strategies that never fail
5 ideal customer intimacy strategies that never fail5 ideal customer intimacy strategies that never fail
5 ideal customer intimacy strategies that never fail
 
Relationship Marketing
Relationship MarketingRelationship Marketing
Relationship Marketing
 
Customer centricity: still in its infancy?
Customer centricity: still in its infancy?Customer centricity: still in its infancy?
Customer centricity: still in its infancy?
 

Viewers also liked

Hul marketing strategies
Hul marketing strategiesHul marketing strategies
Hul marketing strategiesShalvi Mahawal
 
Growth Strategies for Credit Unions
Growth Strategies for Credit UnionsGrowth Strategies for Credit Unions
Growth Strategies for Credit Unionsdenisewymore
 
Hul Marketing Strategy Mc
Hul Marketing Strategy McHul Marketing Strategy Mc
Hul Marketing Strategy Mcguest96eb2ac
 
Marketing Strategies of HUL
Marketing Strategies of HULMarketing Strategies of HUL
Marketing Strategies of HULPiyush Gupta
 
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...Michele Martin
 
Customer Retention...and strategies that work.
Customer Retention...and strategies that work.Customer Retention...and strategies that work.
Customer Retention...and strategies that work.MPAY Inc.
 
The 5 most powerful retention strategies for your business - SME recruitment ...
The 5 most powerful retention strategies for your business - SME recruitment ...The 5 most powerful retention strategies for your business - SME recruitment ...
The 5 most powerful retention strategies for your business - SME recruitment ...Michael Page Australia
 
8 Signs Talent Retention Strategies are faltering - APAC
8 Signs Talent Retention Strategies are faltering - APAC8 Signs Talent Retention Strategies are faltering - APAC
8 Signs Talent Retention Strategies are faltering - APACTodd Wheatland
 
Internal Branding To Strengthen Talent Retention Strategies
Internal Branding To Strengthen Talent Retention StrategiesInternal Branding To Strengthen Talent Retention Strategies
Internal Branding To Strengthen Talent Retention StrategiesKenny Ong
 
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for Life
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for LifeCustomer Retention Strategies: 5 Steps to Winning and Keeping Customers for Life
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for LifeSalesChannel International
 
Talent retention or employee retention strategies
Talent retention or employee retention strategiesTalent retention or employee retention strategies
Talent retention or employee retention strategiesSaurabh Sood
 
HUL Distribution Model
HUL Distribution ModelHUL Distribution Model
HUL Distribution ModelAnurag Gupta
 
50925919 strategies-of-hul
50925919 strategies-of-hul50925919 strategies-of-hul
50925919 strategies-of-hulSoumya Sahoo
 

Viewers also liked (20)

Hul marketing strategies
Hul marketing strategiesHul marketing strategies
Hul marketing strategies
 
Growth Strategies for Credit Unions
Growth Strategies for Credit UnionsGrowth Strategies for Credit Unions
Growth Strategies for Credit Unions
 
Hul Marketing Strategy Mc
Hul Marketing Strategy McHul Marketing Strategy Mc
Hul Marketing Strategy Mc
 
Hul
HulHul
Hul
 
Marketing Strategies of HUL
Marketing Strategies of HULMarketing Strategies of HUL
Marketing Strategies of HUL
 
AMA-DC HowTo
AMA-DC HowToAMA-DC HowTo
AMA-DC HowTo
 
Hul
HulHul
Hul
 
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...
 
Distribution System of HUL
Distribution System of HUL Distribution System of HUL
Distribution System of HUL
 
Customer Retention...and strategies that work.
Customer Retention...and strategies that work.Customer Retention...and strategies that work.
Customer Retention...and strategies that work.
 
The 5 most powerful retention strategies for your business - SME recruitment ...
The 5 most powerful retention strategies for your business - SME recruitment ...The 5 most powerful retention strategies for your business - SME recruitment ...
The 5 most powerful retention strategies for your business - SME recruitment ...
 
8 Signs Talent Retention Strategies are faltering - APAC
8 Signs Talent Retention Strategies are faltering - APAC8 Signs Talent Retention Strategies are faltering - APAC
8 Signs Talent Retention Strategies are faltering - APAC
 
Talent management and retention strategies
Talent management and retention strategiesTalent management and retention strategies
Talent management and retention strategies
 
Internal Branding To Strengthen Talent Retention Strategies
Internal Branding To Strengthen Talent Retention StrategiesInternal Branding To Strengthen Talent Retention Strategies
Internal Branding To Strengthen Talent Retention Strategies
 
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for Life
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for LifeCustomer Retention Strategies: 5 Steps to Winning and Keeping Customers for Life
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for Life
 
Talent retention or employee retention strategies
Talent retention or employee retention strategiesTalent retention or employee retention strategies
Talent retention or employee retention strategies
 
Hul
HulHul
Hul
 
Implementing a Talent Retention Strategy
Implementing a Talent Retention StrategyImplementing a Talent Retention Strategy
Implementing a Talent Retention Strategy
 
HUL Distribution Model
HUL Distribution ModelHUL Distribution Model
HUL Distribution Model
 
50925919 strategies-of-hul
50925919 strategies-of-hul50925919 strategies-of-hul
50925919 strategies-of-hul
 

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

Recessive Environment
Recessive EnvironmentRecessive Environment
Recessive Environmentjasher2
 
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...Juliana Jackson
 
1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色
1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色
1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色StevenShing
 
Managing the total markeitng effort - session 19
Managing the total markeitng effort  -  session 19Managing the total markeitng effort  -  session 19
Managing the total markeitng effort - session 19International advisers
 
2018 product marketing trends report
2018 product marketing trends report2018 product marketing trends report
2018 product marketing trends reportTravis Wilkins
 
Marketing Strategy Playbook
Marketing Strategy PlaybookMarketing Strategy Playbook
Marketing Strategy PlaybookDemand Metric
 
Strategic marketing planning
Strategic marketing planningStrategic marketing planning
Strategic marketing planningRachit Walia
 
Sales Enablement Plan Playbook
Sales Enablement Plan PlaybookSales Enablement Plan Playbook
Sales Enablement Plan PlaybookDemand Metric
 
Sales Management and Marketing Management- JIMS India, Delhi
Sales Management and Marketing Management- JIMS India, DelhiSales Management and Marketing Management- JIMS India, Delhi
Sales Management and Marketing Management- JIMS India, DelhiJIMS Rohini Sector 5
 
The strategic role of Product Management
The strategic role of Product ManagementThe strategic role of Product Management
The strategic role of Product Managementicarcog
 
The strategic role of Product Management
The strategic role of Product ManagementThe strategic role of Product Management
The strategic role of Product Managementicarcog
 
Strategic Planning: Developing and Implementing a Marketing Plan
Strategic Planning: Developing and Implementing a Marketing PlanStrategic Planning: Developing and Implementing a Marketing Plan
Strategic Planning: Developing and Implementing a Marketing PlanMarjorie Rice
 
How to be market driven - there's an app for that!
How to be market driven - there's an app for that!How to be market driven - there's an app for that!
How to be market driven - there's an app for that!MarketCulture
 
Demand Metric - Executive Marketing Advisory Membership
Demand Metric - Executive Marketing Advisory MembershipDemand Metric - Executive Marketing Advisory Membership
Demand Metric - Executive Marketing Advisory MembershipJesse Hopps
 
Demand Metric Executive Marketing Advisory Membership
Demand Metric Executive Marketing Advisory MembershipDemand Metric Executive Marketing Advisory Membership
Demand Metric Executive Marketing Advisory MembershipJustin Chung
 
Boost Sales Productivity through Sales Enablement
Boost Sales Productivity through Sales EnablementBoost Sales Productivity through Sales Enablement
Boost Sales Productivity through Sales EnablementDoble Group, LLC
 
Self Assessment for Driving Revenue Growth
Self Assessment for Driving Revenue GrowthSelf Assessment for Driving Revenue Growth
Self Assessment for Driving Revenue GrowthThe Naro Group
 

Similar to From Me to You: Best Practices in Customer Acquisition, Retention, Growth and Winback (20)

Recessive Environment
Recessive EnvironmentRecessive Environment
Recessive Environment
 
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...
 
International Marketing Presentation - 30.06.11
International Marketing Presentation - 30.06.11International Marketing Presentation - 30.06.11
International Marketing Presentation - 30.06.11
 
1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色
1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色
1. 产品管理的战略角色.pptx产品管理的战略角色产品管理的战略角色产品管理的战略角色
 
Managing the total markeitng effort - session 19
Managing the total markeitng effort  -  session 19Managing the total markeitng effort  -  session 19
Managing the total markeitng effort - session 19
 
2018 product marketing trends report
2018 product marketing trends report2018 product marketing trends report
2018 product marketing trends report
 
Strategic Consulting Tools For Product Managers
Strategic Consulting Tools For Product ManagersStrategic Consulting Tools For Product Managers
Strategic Consulting Tools For Product Managers
 
Marketing Strategy Playbook
Marketing Strategy PlaybookMarketing Strategy Playbook
Marketing Strategy Playbook
 
Strategic marketing planning
Strategic marketing planningStrategic marketing planning
Strategic marketing planning
 
Sales Enablement Plan Playbook
Sales Enablement Plan PlaybookSales Enablement Plan Playbook
Sales Enablement Plan Playbook
 
Sales Management and Marketing Management- JIMS India, Delhi
Sales Management and Marketing Management- JIMS India, DelhiSales Management and Marketing Management- JIMS India, Delhi
Sales Management and Marketing Management- JIMS India, Delhi
 
The strategic role of Product Management
The strategic role of Product ManagementThe strategic role of Product Management
The strategic role of Product Management
 
The strategic role of Product Management
The strategic role of Product ManagementThe strategic role of Product Management
The strategic role of Product Management
 
Strategic Planning: Developing and Implementing a Marketing Plan
Strategic Planning: Developing and Implementing a Marketing PlanStrategic Planning: Developing and Implementing a Marketing Plan
Strategic Planning: Developing and Implementing a Marketing Plan
 
How to be market driven - there's an app for that!
How to be market driven - there's an app for that!How to be market driven - there's an app for that!
How to be market driven - there's an app for that!
 
Demand Metric - Executive Marketing Advisory Membership
Demand Metric - Executive Marketing Advisory MembershipDemand Metric - Executive Marketing Advisory Membership
Demand Metric - Executive Marketing Advisory Membership
 
Demand Metric Executive Marketing Advisory Membership
Demand Metric Executive Marketing Advisory MembershipDemand Metric Executive Marketing Advisory Membership
Demand Metric Executive Marketing Advisory Membership
 
Business simulation
Business simulation Business simulation
Business simulation
 
Boost Sales Productivity through Sales Enablement
Boost Sales Productivity through Sales EnablementBoost Sales Productivity through Sales Enablement
Boost Sales Productivity through Sales Enablement
 
Self Assessment for Driving Revenue Growth
Self Assessment for Driving Revenue GrowthSelf Assessment for Driving Revenue Growth
Self Assessment for Driving Revenue Growth
 

Recently uploaded

Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckHajeJanKamps
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Anamaria Contreras
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?Olivia Kresic
 
Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737Riya Pathan
 
Youth Involvement in an Innovative Coconut Value Chain by Mwalimu Menza
Youth Involvement in an Innovative Coconut Value Chain by Mwalimu MenzaYouth Involvement in an Innovative Coconut Value Chain by Mwalimu Menza
Youth Involvement in an Innovative Coconut Value Chain by Mwalimu Menzaictsugar
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMVoces Mineras
 
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCRashishs7044
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCRashishs7044
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyotictsugar
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Americas Got Grants
 
Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!
Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!
Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!Doge Mining Website
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfrichard876048
 
Annual General Meeting Presentation Slides
Annual General Meeting Presentation SlidesAnnual General Meeting Presentation Slides
Annual General Meeting Presentation SlidesKeppelCorporation
 
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCRashishs7044
 
Digital Transformation in the PLM domain - distrib.pdf
Digital Transformation in the PLM domain - distrib.pdfDigital Transformation in the PLM domain - distrib.pdf
Digital Transformation in the PLM domain - distrib.pdfJos Voskuil
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFChandresh Chudasama
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort ServiceCall US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Servicecallgirls2057
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfRbc Rbcua
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 

Recently uploaded (20)

Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
 
Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737
 
Youth Involvement in an Innovative Coconut Value Chain by Mwalimu Menza
Youth Involvement in an Innovative Coconut Value Chain by Mwalimu MenzaYouth Involvement in an Innovative Coconut Value Chain by Mwalimu Menza
Youth Involvement in an Innovative Coconut Value Chain by Mwalimu Menza
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
 
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
 
Investment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy CheruiyotInvestment in The Coconut Industry by Nancy Cheruiyot
Investment in The Coconut Industry by Nancy Cheruiyot
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...
 
Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!
Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!
Unlocking the Future: Explore Web 3.0 Workshop to Start Earning Today!
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
 
Annual General Meeting Presentation Slides
Annual General Meeting Presentation SlidesAnnual General Meeting Presentation Slides
Annual General Meeting Presentation Slides
 
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR
 
Digital Transformation in the PLM domain - distrib.pdf
Digital Transformation in the PLM domain - distrib.pdfDigital Transformation in the PLM domain - distrib.pdf
Digital Transformation in the PLM domain - distrib.pdf
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDF
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort ServiceCall US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
Call US-88OO1O2216 Call Girls In Mahipalpur Female Escort Service
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 

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

  • 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.
  • 3.
  • 4.
  • 5. STATE OF THE MARKET
  • 6. General State of the Profession
  • 7. Top (2) Marketing Priorities (n = 1462)
  • 8. Marketing Priorities – Responding to Economic Pressure (n= >1300)
  • 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. 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
  • 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.
  • 14.
  • 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. 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.
  • 18.
  • 19.
  • 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. 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. 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. 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. 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.
  • 27.
  • 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. 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.
  • 32. QUESTIONS? Andrew Boyd, PhD President, Aberdeen Group [email_address] 617-854-5320

Editor's Notes

  1. 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.
  2. “ 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
  3. 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
  4. 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.
  5. 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.
  6. 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
  7. 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.
  8. Don’t underestimate basic blocking and tacking BIC demonstrate to align marketing and sales