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The Human
Customer
Is there any other kind?
© 2016 Rightpoint
Your B2B customers are human, of course. We all
know that. But think about it. We spend most of our
time targeting companies; and the influencers and
decision makers in those companies. And maybe
(just maybe) the humans behind those roles and
titles don’t always get the level of consideration
they deserve.
Silly title. Right?
Here's why. Human connections are made through
emotions and impressions; something that suggests
need and generates desire. It seems the overriding shift
to sales and marketing in the digital landscape may have
occluded this fundamental truth. Turns out, creating
that oh-so-human context in a digital format has
presented some challenges. And continues to do so.
Still, things aren’t all bad. Awareness is on the rise and
we realize its past time to explore new approaches.
The smart move now is to take concrete steps to
increase effectiveness when it comes to recognizing
and addressing the needs of our human customers.
© 2016 Rightpoint
Historically, B2B sales and marketing has been
fundamentally different than B2C. There are
myriad reasons, including; longer sales cycles,
consultative sales methods, more complex
negotiations, a “relationship” sell and so on.
Consequently, over the past decade as digital
platforms took hold of the landscape, the
disparity between B2C and B2B continued.
B2C moved aggressively to the forefront of
developing sleek, effective efforts to attract
and sell to humans. While B2B ignored this
expanding requirement and, all but universally,
chose to lag behind.
B2B’s Great Migration to
Customer
Experience
in Digital
© 2016 Rightpoint
B2B can no longer claim such differences based on
traditional ideas of how it’s always been. There must
now be broad acknowledgement that experiences,
whether B2B or B2C, need to align with what
consumers (humans) want and desire.
Here’s the kicker The bottom line…
creating outstanding
‘consumerized’ digital
experiences in B2B
is now urgent!
© 2016 Rightpoint
Three factors have forced this imperative:
Millennials and the generation behind them (what
we’ll call Generation Touch), are rising in power and
position when it comes to B2B commerce.
Change is driven by
youth, and youth’s
influence pervades up
the demographic.
1
© 2016 Rightpoint
50% of all B2B buyers
are millennials
• Increased from 27% just two years ago
• They demand convenience, collaboration
and customization
© 2016 Rightpoint
B2B buying experience must
reflect the consumer world
• The process should be as easy as buying online.
Offering features like:
– Streamlined mobile sites and apps
– Effective onsite search
– Customization and personalization
– Integration with other channels
© 2016 Rightpoint
Buyers have stated they will
pay 30% more for superior
customer experience
• On the other hand, experiences that lack will drive attrition
• Buyers are now inclined to pursue more savvy experiences
© 2016 Rightpoint
The choice for channels
is diverse and growing.
Moving forward, this change will be constant. Today’s
consumers (our human B2B customers) are happy to
explore new modalities and are adopting multiple devices.
We must interact with them wherever they are. The only
answer is to define effective means to anticipate where
they are headed, and meet them there.
2
© 2016 Rightpoint
Current channels include
Mobile, desktop, tablet, touch, adaptive and flash
Fast evolving channels include
Wearables, health and fitness sensors, vehicles,
regulators, voice, and haptics
As we continue to build our brands, new ideas
around making voice, sound and haptics the
drivers for brand experience and awareness
must be evaluated.
We must think deeply
about how our brands
intersect with clients via
these new interfaces.
© 2016 Rightpoint
3
Digital (to this point) has
often been about chasing
the problem in front of us.
This will leave us a half-step behind at every turn. Since the
change has become undeniably perpetual and swift, we cannot
simply chase the current trend. It’s a losing proposition.
© 2016 Rightpoint
How do we build ourselves
into a better future state?Here’s the
question we
must answer.
When we think strategically about this, it demands
a radically new approach to the ways we’ve traditionally
planned for creating digital experiences. In short, we
suggest building a Brand OS. That’s right. We’re calling it
a Brand Operating System. Here’s the thinking behind it.
© 2016 Rightpoint
In absolute terms, an operating system is a component
of the system software in a computer system. (This you
already know.) But here’s the relatable bit — application
programs require an operating system to function. The
OS is a fundamental piece that allows the layering on
of appropriate apps offering the needed functions.
For our purposes, a Brand OS is a metaphor for an
ecosystem that, at its core, seeks to intimately involve our
customers in the decision making. It encourages us to step
outside of our revered tribal knowledge and build models
that elevate the voice of our customer, allowing us to hear
it more loudly and clearly than before. Then, we must use
it as a basis for defining measurable outcomes.
Make no mistake,
this is profoundly new;
as it must be to address
the three key challenges
already outlined.
•	 The rise of millennials, with generation
touch coming along next
•	 The swift proliferation of diverse
interfaces that customers will choose
•	 The absolute necessity to NOT play
catch up
© 2016 Rightpoint
Only through this model
will we adaptively
embrace and exploit new
channels, and benefit
from all of the tactics and
disciplines available for
engaging with
our customers.
A thoughtfully developed Brand OS provides
a methodology that:
•	 Supports you in understanding what is important
to your customers
•	 Gives clear indication of where the content/
message is most relevant
•	 Provides a structure you can use to build
a careful hypothesis
•	 Allows you to build something and get it working
•	 Offers the means to measure it over time
•	 Affords marketing an elevated role designed
to drive the business and impact sales
© 2016 Rightpoint
What behaviors must we adopt to get us there?
Foremost, we need to KNOW OUR CUSTOMER.So, where
to start?
Still, embracing a customer mind set requires careful
consideration and analysis of who there are, where
they are, and what they are interested in.
Let’s examine how one of our clients, a major airline,
endeavored to inhabit the minds of its customers.
The methodology used offers a proven framework.
Really know them.
© 2016 Rightpoint
The problem statement
The large, legacy airline had recently merged
with a competitor and needed a refresh on
their digital business strategy. Essentially,
they were aware of a variety of problems:
•	 Content and customer interaction was disparate
•	 Audience included numerous constituencies
•	 Delivery vehicles for content was wildly diverse
•	 Numerous business lines and stakeholders were vying for attention
•	 Multiple systems claimed ‘truth’ for what they were trying to accomplish
•	 Needs-based customer experience was an imperative
© 2016 Rightpoint
When content was created for the main website,
it was very difficult to repackage, repurpose or scale it
back for another delivery vehicle; such as a kiosk or
flight information display. And the strategy for what
content would be delivered where, had little basis in
whether or not that content was actually relevant to
the audience that interacted with that channel.
Here's how it went. Consider this. The loyalty program owners said
when they got a product pricing idea or some
other promotional element worked out, it took
more than two weeks to get that content to
market. The lag time created a significant loss.
Every day the tactic or promotion wasn’t in play,
the company lost more than a million dollars in
potential revenue. On top of that, the content
was being delivered to some channels that
the intended audience didn’t frequent. So the
relevance was often lacking.
© 2016 Rightpoint
The solution,
in hindsight,
is intuitive.
KNOW the customer.
Whittle the customer down to every core part,
or constituency. Then work to understand what
content is actually applicable and relevant
to whom, and where it’s relevant.
© 2016 Rightpoint
This chart will illustrate.
Essentially, it’s a heat map that helps
understand customer by type, and
evaluates channel based on relevance.
AUDIENCE PUBLIC WEBSITE MOBILE SITE MOBILE APPS KIOSKS
GATE INFORMATION
DISPLAY (GIDS)
FLIGHT INFORMATION
DISPLAY (FIDS)
FLIGHT BOOKERS
IN-PROCESS
TRAVELERS
LOYALTY
PROGRAM
PROSPECTIVE
LOYALTY PROGRAM
MEMBERS
EMPLOYEES
© 2016 Rightpoint
This exercise revealed that
a great deal of content was
missing the mark. The outcome
was transformative and inspired
a whole new way to think about
how to optimize content and
content distribution.
FIDS
.COM
(FR)
.COM
(JP)
SOCIAL
SITES
Content
Hub
Tech
ORG
LOYALTY
PROGRAM
PARTNER
SITES
KIOSKS
GIDS
. MOBILE
PUBLIC
WEBSITE
© 2016 Rightpoint
The next step was to build in a measurement
methodology, based on the customers’ voice.
This should be used as a living, breathing
construct. Tangible steps are as follows:
•	 Collect Data
•	 Assimilate, digest and analyze the data
•	 Glean insights and define recommendations
•	 Set benchmarks
•	 Activate
The Content Hub is not just a place, but a
governing framework. This framework supports
and surfaces what is most important overall;
what is important to a particular customer; and
the associated channel(s) of relevance.
This decision structure allows
distribution of the right content,
to the right channels, ultimately
impacting the right customers.
© 2016 Rightpoint
The velocity of change is undeniable. With the new
generations come a multitude of new attitudes
and ideas. New devices and channels propel the
proliferation of other highly-innovative delivery
mechanisms. And, perhaps most important, our B2B
customers are enthusiastic about the ride.
Embrace and Anticipate
Constant
Change
© 2016 Rightpoint
The experiences we offer must exceed
expectations in terms of valuable content
and channel relevance. Not to mention,
the necessity for outstanding user
experience design, but that’s a topic for
another discussion.
For now, let’s start with the
very real requirement to stop,
carefully look at and consider
our B2B customers.
You know, the
human ones.
© 2016 Rightpoint
Rightpoint is a design and technology services firm with core practice
areas focused on helping organizations establish a long term digital
strategy, design intuitive and visually engaging interfaces, and build
easily maintainable and scalable public facing websites and intranets.
We utilize content management solutions, collaboration sites,
business intelligence interfaces, business applications, and CRM
solutions to deliver these platforms.
CHICAGO | DENVER | DETROIT
www.rightpoint.com | digital@rightpoint.com | 312.999.5453

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The Human Customer

  • 1. The Human Customer Is there any other kind? © 2016 Rightpoint
  • 2. Your B2B customers are human, of course. We all know that. But think about it. We spend most of our time targeting companies; and the influencers and decision makers in those companies. And maybe (just maybe) the humans behind those roles and titles don’t always get the level of consideration they deserve. Silly title. Right? Here's why. Human connections are made through emotions and impressions; something that suggests need and generates desire. It seems the overriding shift to sales and marketing in the digital landscape may have occluded this fundamental truth. Turns out, creating that oh-so-human context in a digital format has presented some challenges. And continues to do so. Still, things aren’t all bad. Awareness is on the rise and we realize its past time to explore new approaches. The smart move now is to take concrete steps to increase effectiveness when it comes to recognizing and addressing the needs of our human customers. © 2016 Rightpoint
  • 3. Historically, B2B sales and marketing has been fundamentally different than B2C. There are myriad reasons, including; longer sales cycles, consultative sales methods, more complex negotiations, a “relationship” sell and so on. Consequently, over the past decade as digital platforms took hold of the landscape, the disparity between B2C and B2B continued. B2C moved aggressively to the forefront of developing sleek, effective efforts to attract and sell to humans. While B2B ignored this expanding requirement and, all but universally, chose to lag behind. B2B’s Great Migration to Customer Experience in Digital © 2016 Rightpoint
  • 4. B2B can no longer claim such differences based on traditional ideas of how it’s always been. There must now be broad acknowledgement that experiences, whether B2B or B2C, need to align with what consumers (humans) want and desire. Here’s the kicker The bottom line… creating outstanding ‘consumerized’ digital experiences in B2B is now urgent! © 2016 Rightpoint
  • 5. Three factors have forced this imperative: Millennials and the generation behind them (what we’ll call Generation Touch), are rising in power and position when it comes to B2B commerce. Change is driven by youth, and youth’s influence pervades up the demographic. 1 © 2016 Rightpoint
  • 6. 50% of all B2B buyers are millennials • Increased from 27% just two years ago • They demand convenience, collaboration and customization © 2016 Rightpoint
  • 7. B2B buying experience must reflect the consumer world • The process should be as easy as buying online. Offering features like: – Streamlined mobile sites and apps – Effective onsite search – Customization and personalization – Integration with other channels © 2016 Rightpoint
  • 8. Buyers have stated they will pay 30% more for superior customer experience • On the other hand, experiences that lack will drive attrition • Buyers are now inclined to pursue more savvy experiences © 2016 Rightpoint
  • 9. The choice for channels is diverse and growing. Moving forward, this change will be constant. Today’s consumers (our human B2B customers) are happy to explore new modalities and are adopting multiple devices. We must interact with them wherever they are. The only answer is to define effective means to anticipate where they are headed, and meet them there. 2 © 2016 Rightpoint
  • 10. Current channels include Mobile, desktop, tablet, touch, adaptive and flash Fast evolving channels include Wearables, health and fitness sensors, vehicles, regulators, voice, and haptics As we continue to build our brands, new ideas around making voice, sound and haptics the drivers for brand experience and awareness must be evaluated. We must think deeply about how our brands intersect with clients via these new interfaces. © 2016 Rightpoint
  • 11. 3 Digital (to this point) has often been about chasing the problem in front of us. This will leave us a half-step behind at every turn. Since the change has become undeniably perpetual and swift, we cannot simply chase the current trend. It’s a losing proposition. © 2016 Rightpoint
  • 12. How do we build ourselves into a better future state?Here’s the question we must answer. When we think strategically about this, it demands a radically new approach to the ways we’ve traditionally planned for creating digital experiences. In short, we suggest building a Brand OS. That’s right. We’re calling it a Brand Operating System. Here’s the thinking behind it. © 2016 Rightpoint
  • 13. In absolute terms, an operating system is a component of the system software in a computer system. (This you already know.) But here’s the relatable bit — application programs require an operating system to function. The OS is a fundamental piece that allows the layering on of appropriate apps offering the needed functions. For our purposes, a Brand OS is a metaphor for an ecosystem that, at its core, seeks to intimately involve our customers in the decision making. It encourages us to step outside of our revered tribal knowledge and build models that elevate the voice of our customer, allowing us to hear it more loudly and clearly than before. Then, we must use it as a basis for defining measurable outcomes. Make no mistake, this is profoundly new; as it must be to address the three key challenges already outlined. • The rise of millennials, with generation touch coming along next • The swift proliferation of diverse interfaces that customers will choose • The absolute necessity to NOT play catch up © 2016 Rightpoint
  • 14. Only through this model will we adaptively embrace and exploit new channels, and benefit from all of the tactics and disciplines available for engaging with our customers. A thoughtfully developed Brand OS provides a methodology that: • Supports you in understanding what is important to your customers • Gives clear indication of where the content/ message is most relevant • Provides a structure you can use to build a careful hypothesis • Allows you to build something and get it working • Offers the means to measure it over time • Affords marketing an elevated role designed to drive the business and impact sales © 2016 Rightpoint
  • 15. What behaviors must we adopt to get us there? Foremost, we need to KNOW OUR CUSTOMER.So, where to start? Still, embracing a customer mind set requires careful consideration and analysis of who there are, where they are, and what they are interested in. Let’s examine how one of our clients, a major airline, endeavored to inhabit the minds of its customers. The methodology used offers a proven framework. Really know them. © 2016 Rightpoint
  • 16. The problem statement The large, legacy airline had recently merged with a competitor and needed a refresh on their digital business strategy. Essentially, they were aware of a variety of problems: • Content and customer interaction was disparate • Audience included numerous constituencies • Delivery vehicles for content was wildly diverse • Numerous business lines and stakeholders were vying for attention • Multiple systems claimed ‘truth’ for what they were trying to accomplish • Needs-based customer experience was an imperative © 2016 Rightpoint
  • 17. When content was created for the main website, it was very difficult to repackage, repurpose or scale it back for another delivery vehicle; such as a kiosk or flight information display. And the strategy for what content would be delivered where, had little basis in whether or not that content was actually relevant to the audience that interacted with that channel. Here's how it went. Consider this. The loyalty program owners said when they got a product pricing idea or some other promotional element worked out, it took more than two weeks to get that content to market. The lag time created a significant loss. Every day the tactic or promotion wasn’t in play, the company lost more than a million dollars in potential revenue. On top of that, the content was being delivered to some channels that the intended audience didn’t frequent. So the relevance was often lacking. © 2016 Rightpoint
  • 18. The solution, in hindsight, is intuitive. KNOW the customer. Whittle the customer down to every core part, or constituency. Then work to understand what content is actually applicable and relevant to whom, and where it’s relevant. © 2016 Rightpoint
  • 19. This chart will illustrate. Essentially, it’s a heat map that helps understand customer by type, and evaluates channel based on relevance. AUDIENCE PUBLIC WEBSITE MOBILE SITE MOBILE APPS KIOSKS GATE INFORMATION DISPLAY (GIDS) FLIGHT INFORMATION DISPLAY (FIDS) FLIGHT BOOKERS IN-PROCESS TRAVELERS LOYALTY PROGRAM PROSPECTIVE LOYALTY PROGRAM MEMBERS EMPLOYEES © 2016 Rightpoint
  • 20. This exercise revealed that a great deal of content was missing the mark. The outcome was transformative and inspired a whole new way to think about how to optimize content and content distribution. FIDS .COM (FR) .COM (JP) SOCIAL SITES Content Hub Tech ORG LOYALTY PROGRAM PARTNER SITES KIOSKS GIDS . MOBILE PUBLIC WEBSITE © 2016 Rightpoint
  • 21. The next step was to build in a measurement methodology, based on the customers’ voice. This should be used as a living, breathing construct. Tangible steps are as follows: • Collect Data • Assimilate, digest and analyze the data • Glean insights and define recommendations • Set benchmarks • Activate The Content Hub is not just a place, but a governing framework. This framework supports and surfaces what is most important overall; what is important to a particular customer; and the associated channel(s) of relevance. This decision structure allows distribution of the right content, to the right channels, ultimately impacting the right customers. © 2016 Rightpoint
  • 22. The velocity of change is undeniable. With the new generations come a multitude of new attitudes and ideas. New devices and channels propel the proliferation of other highly-innovative delivery mechanisms. And, perhaps most important, our B2B customers are enthusiastic about the ride. Embrace and Anticipate Constant Change © 2016 Rightpoint
  • 23. The experiences we offer must exceed expectations in terms of valuable content and channel relevance. Not to mention, the necessity for outstanding user experience design, but that’s a topic for another discussion. For now, let’s start with the very real requirement to stop, carefully look at and consider our B2B customers. You know, the human ones. © 2016 Rightpoint
  • 24. Rightpoint is a design and technology services firm with core practice areas focused on helping organizations establish a long term digital strategy, design intuitive and visually engaging interfaces, and build easily maintainable and scalable public facing websites and intranets. We utilize content management solutions, collaboration sites, business intelligence interfaces, business applications, and CRM solutions to deliver these platforms. CHICAGO | DENVER | DETROIT www.rightpoint.com | digital@rightpoint.com | 312.999.5453