Presented by Glen Drummond at the 2014 MarketingProfs B2B Forum, Leading With Personas explores the insight and persona development process from four different Quarry client projects - 3 innovation stories and 1 glorious failure.
For more about how business leaders use personas to drive innovation, check out: www.quarry.com/lwp.
The Zombie Effect - Using Actionable Insight to Combat Brain-Dead Views of th...Quarry
Do you have zombies lurking in your customer segmentation model? Find out what they are, what dangers they pose and what you can do about them.
Presenting at the Corporate Executive Board (CEB) 2014 Sales & Marketing Summit, Glen Drummond explores this Zombie Effect, the state of customer segmentation (with new research from Quarry), and how John Deere redefined their approach to customer insight.
Customer Journey Mapping: Illustrating the Big PictureMegan Grocki
The document discusses customer journey mapping and modeling. It describes journey mapping as illustrating the relationship between an individual and an organization over time through various touchpoints and channels. The presentation covers how to develop journey models through gathering research, designing and iterating on a model, and socializing the model within an organization. Journey models can be used to understand customers, identify opportunities to improve experiences, and build consensus among stakeholders.
Customer Journey Mapping - A Framework For Loving CustomersJane Morgan
This document provides information about a workshop on customer journey mapping led by Jane Morgan of 3XE Digital. The workshop teaches attendees how to create customer journey maps, which are strategic tools to understand customers' questions and experiences across touchpoints. Attendees will work in groups to define a customer persona and their journey from awareness to purchase of a product or service. They will identify touchpoints, questions, emotions and actions to map the customer's full path to conversion. The goal is to help organizations better understand and serve their customers.
Why developers need marketing now more than ever | GlueCon 2019 | Claire Gior...Citus Data
Many in today’s developer world look down on marketing. I mean, after all, the marketing team is usually “not technical.” And they’re not developers. It’s 2019 and while we try to promote inclusiveness of all types, inclusiveness doesn’t seem to apply to marketers. Why? Is that OK? Who does that hurt? I grew up in engineering and spent the first 15 years of my career as a developer or an engineering manager of some type. So now that I’m in marketing, it surprised me when one of my engineering colleagues blurted out “But it’s a technical conference!” when he learned one of my talks was accepted to a technical conference.
This keynote is about why developers really need marketing. About how good marketing managers can make it so visitors to your website don’t leave empty-handed, confused about what your technology actually does or why it matters. About how the ability to translate technology into what-users-actually-care-about can make your project be the one that takes off. About why Dormain Drewitz said at Monktoberfest: “I work in product marketing. My preferred programming language is English.” Finally, this talk explores how to be sensitive to the bias against marketing that pervades some of our teams—and how to instead embrace teamwork best practices employed by sailors, where everyone in the boat has an important role to play if you are to win the race.
Dating Tips to Maximize the Brand/Agency RelationshipChad Gingrich
The document provides tips for maximizing the relationship between brands and agencies. It suggests leveraging the respective strengths of both teams and knowing each other's types to find the right match. It also advises having a crisis management plan, being honest with each other, keeping priorities in order, weathering storms together, and having each other's backs.
UX STRAT Europe, Erik Hammarström, “Service Design Strategy for Government Se...UX STRAT
This document outlines a proposed service design strategy for improving government services for survivors after the loss of a life partner. It identifies four key obstacles faced in achieving customer-focused service - the silo effect between departments, processes that require decisions before sufficient insights are gathered, over-reliance on digital solutions, and restrictive laws and regulations. For each obstacle, potential solutions are proposed, such as co-creating services based on real customer insights, including sales representatives in design teams, automating processes where possible, and having patience to find the best solutions within legal constraints. The overall goals are to provide unified, coherent information and support to survivors through all life events and realize political ambitions of a society that truly cares for its citizens.
Make Them All Click! Fail-Safe Ways To Convert Your LeadsHanapin Marketing
In PPC, your job doesn't stop with acquiring traffic. Traffic needs to end up doing something of value or otherwise you've wasted money and no one wants to do that! You know that every marketing campaign needs a dedicated landing page, but maybe you're dealing with a less-than-great website (and there's no option to change it at the moment) or you're running into some road blocks with landing pages. Either way, its not always easy to make sure you have all best details in place or if you do, making sure you are optimizing to the best potential possible.
So what are some non-landing and landing page tricks for improving conversion rate?
In the recording, Unbounce and Hanapin Marketing experts, Oli Gardner and Sam Owen, discuss conversion rate optimization (CRO) and take you through optimizing your PPC before and after your users touch a landing page.
You'll get expert-level PPC tips like:
*Non-landing and landing page tricks for improving conversion rate
*How to optimize for your customers' awareness levels
*Learning to define the customer pain and pain relief
Start improving your conversion rates today and learn some great tips from some of the industry's best CRO experts!
The Zombie Effect - Using Actionable Insight to Combat Brain-Dead Views of th...Quarry
Do you have zombies lurking in your customer segmentation model? Find out what they are, what dangers they pose and what you can do about them.
Presenting at the Corporate Executive Board (CEB) 2014 Sales & Marketing Summit, Glen Drummond explores this Zombie Effect, the state of customer segmentation (with new research from Quarry), and how John Deere redefined their approach to customer insight.
Customer Journey Mapping: Illustrating the Big PictureMegan Grocki
The document discusses customer journey mapping and modeling. It describes journey mapping as illustrating the relationship between an individual and an organization over time through various touchpoints and channels. The presentation covers how to develop journey models through gathering research, designing and iterating on a model, and socializing the model within an organization. Journey models can be used to understand customers, identify opportunities to improve experiences, and build consensus among stakeholders.
Customer Journey Mapping - A Framework For Loving CustomersJane Morgan
This document provides information about a workshop on customer journey mapping led by Jane Morgan of 3XE Digital. The workshop teaches attendees how to create customer journey maps, which are strategic tools to understand customers' questions and experiences across touchpoints. Attendees will work in groups to define a customer persona and their journey from awareness to purchase of a product or service. They will identify touchpoints, questions, emotions and actions to map the customer's full path to conversion. The goal is to help organizations better understand and serve their customers.
Why developers need marketing now more than ever | GlueCon 2019 | Claire Gior...Citus Data
Many in today’s developer world look down on marketing. I mean, after all, the marketing team is usually “not technical.” And they’re not developers. It’s 2019 and while we try to promote inclusiveness of all types, inclusiveness doesn’t seem to apply to marketers. Why? Is that OK? Who does that hurt? I grew up in engineering and spent the first 15 years of my career as a developer or an engineering manager of some type. So now that I’m in marketing, it surprised me when one of my engineering colleagues blurted out “But it’s a technical conference!” when he learned one of my talks was accepted to a technical conference.
This keynote is about why developers really need marketing. About how good marketing managers can make it so visitors to your website don’t leave empty-handed, confused about what your technology actually does or why it matters. About how the ability to translate technology into what-users-actually-care-about can make your project be the one that takes off. About why Dormain Drewitz said at Monktoberfest: “I work in product marketing. My preferred programming language is English.” Finally, this talk explores how to be sensitive to the bias against marketing that pervades some of our teams—and how to instead embrace teamwork best practices employed by sailors, where everyone in the boat has an important role to play if you are to win the race.
Dating Tips to Maximize the Brand/Agency RelationshipChad Gingrich
The document provides tips for maximizing the relationship between brands and agencies. It suggests leveraging the respective strengths of both teams and knowing each other's types to find the right match. It also advises having a crisis management plan, being honest with each other, keeping priorities in order, weathering storms together, and having each other's backs.
UX STRAT Europe, Erik Hammarström, “Service Design Strategy for Government Se...UX STRAT
This document outlines a proposed service design strategy for improving government services for survivors after the loss of a life partner. It identifies four key obstacles faced in achieving customer-focused service - the silo effect between departments, processes that require decisions before sufficient insights are gathered, over-reliance on digital solutions, and restrictive laws and regulations. For each obstacle, potential solutions are proposed, such as co-creating services based on real customer insights, including sales representatives in design teams, automating processes where possible, and having patience to find the best solutions within legal constraints. The overall goals are to provide unified, coherent information and support to survivors through all life events and realize political ambitions of a society that truly cares for its citizens.
Make Them All Click! Fail-Safe Ways To Convert Your LeadsHanapin Marketing
In PPC, your job doesn't stop with acquiring traffic. Traffic needs to end up doing something of value or otherwise you've wasted money and no one wants to do that! You know that every marketing campaign needs a dedicated landing page, but maybe you're dealing with a less-than-great website (and there's no option to change it at the moment) or you're running into some road blocks with landing pages. Either way, its not always easy to make sure you have all best details in place or if you do, making sure you are optimizing to the best potential possible.
So what are some non-landing and landing page tricks for improving conversion rate?
In the recording, Unbounce and Hanapin Marketing experts, Oli Gardner and Sam Owen, discuss conversion rate optimization (CRO) and take you through optimizing your PPC before and after your users touch a landing page.
You'll get expert-level PPC tips like:
*Non-landing and landing page tricks for improving conversion rate
*How to optimize for your customers' awareness levels
*Learning to define the customer pain and pain relief
Start improving your conversion rates today and learn some great tips from some of the industry's best CRO experts!
This document discusses the importance of content strategy and focusing on the user. It advocates revitalizing, refurbishing, or rethinking content strategy to put the needs of end users at the heart of the process. Several slides provide examples of how to focus on the user through research, taxonomy, editorial planning, experience design, and organic social discovery to create content that users will want to share. The overall message is that content must be "priceless" and meet user needs for the marketing efforts to be effective.
From the SMX West Conference in San Jose, California, March 21-23, 2017. SESSION: Taking The Brand/Agency Partnership To The Next Level. PRESENTATION: Dating Tips to Maximize the Brand / Agency Relationship - Given by Chad Gingrich, @chadgingrich - Seer Interactive, Senior SEO Manager and Sharon Conner, @anemptyroad, Search Marketing Strategist, Autodesk. #SMX #24A
MMI at SMX Advanced: SEO & Social Let's Dance!MMI Agency
Maggie Malek discusses an integrated approach to search and social media marketing. She outlines four key steps: 1) start with data from search and social listening; 2) create a content strategy with goals, channels and hero/hub/hygiene content types; 3) ignite conversations by hiring brand ambassadors and assigning dedicated teams; and 4) experiment, measure results and repeat the process. The overall approach emphasizes using data to inform content that builds relationships and conversations on social media.
The document discusses brand storytelling and campaign planning. It begins with an introduction from George Huff of Opal about the challenges of brand storytelling in today's fragmented media landscape. It then outlines an event on planning winning campaigns, emphasizing cross-functional collaboration, bold content, and seamless execution. Speakers Jenna Bromberg of Pizza Hut, George Huff of Opal, and Adrienne Chance of Topgolf then discuss their approaches to campaigns, content creation, and social media management. The event concludes with a question and answer session.
How engaged is your brand with your prospects and customers?
Since the 1800s we’ve been building new communication technologies. From the telegraph to the fax machine to the “leave a message after the beep”. From voicemail to email then to
the first instant messaging service and SMS. Finally, we arrived at live chat which gave us the experience of quick message and those three little dots signaling a reply.
Communication these days is instant and its interactive — friends make plans faster, families stay closer, and businesses provide answers instantly. Customers expect conversations to happen how, when, and where they want. Across whatever platform a customer wants to communicate with your brand on - phone, text, Facebook Messenger, email, Slack, and more.
Whether you are B2B or B2C – today is all about B2H (Business To Human) and with it a demand for a personal, fast and relevant user experience at every touch point across the buyer journey. In this session, we’ll show how business strategy, user experience and real-time data are driving today’s marketing and sales experience.
Be prepared to discover:
• Why the Marketing Funnel is dead and the customer centric Fly Wheel is the key
• How chat bots are blurring the line between marketing, sales and service
• How Messenger delivered a 477% improvement in the cost per lead (Case Study)
• How to generate leads and engage customers through conversational marketing
• How SMarketing is driving a unified sales and marketing team
• What tools and technologies you need in your 2018 MarTech Growth Stack to do all the heavy lifting for you
The document discusses using programmatic advertising data and machine learning techniques to better understand audiences and predict consumer behavior. It provides examples of how predictive modeling was used to gain insights about audiences for a watch brand and a non-dairy milk brand entering the US market. Segmentation analysis identified relevant subgroups for the non-dairy milk brand. The document advocates rethinking the use of programmatic data from media execution and optimization to gaining a deeper understanding of audiences through artificial intelligence techniques.
Optimizing The Consumer Purchase Path - SMX 2015Justin Freid
Expanding the view on CRO from onsite optimization to the entire purchase path. Understanding how channels and messaging effect moving people along the path to purchase.
Search engines are morphing into smart, automated systems (algorithms, machine learning, emerging AI) with the means to present the best answer to a user’s question … sometimes before the user even realizes what they want to ask. In this session, we will explore how to adapt to this changing search environment and optimize our websites for both the bots and the users on the other end.
Design is all about the interface of human being with technology. It’s concern is creating a positive experience for people. Marketing is all about the communication and connection between people and the products or services provided by businesses. When either design or marketing professionals lose sight of the human element to focus on technology, systems, programs, and scalability it is the human factor that suffers.
Users are shifting their device usage from desktop to mobile to virtual assistant. They are changing their interface from text to voice. Every year new technology emerges onto the market. Marketing is constantly morphing the ways (paid and organic) and means (algorithms, machine learning, emerging AI) to communicate the most likely answers to users’ questions … sometimes before the user is aware of the need for the answer.
How does someone in charge of digital marketing optimize for all of THAT?
Together we will explore:
User behavior trends
Impact of voice-enabled devices like Alexa and Google Home
Continuing changes to how marketing communication is presented online
Web Summit 2014 #WebSummit2014 - Digital Analytics "What to Know" - @therusty...Russell McAthy
This document discusses the importance of digital data and analytics. It outlines the customer consideration funnel from acquisition to advocacy. It also discusses how to analyze website data to understand converting, engaging, and bouncing users. True conversion rate is explained as removing bounced sessions from the analysis. Excel is presented as a useful tool for data analysis that marketers should learn. A forecast model is recommended for startups and small businesses.
From the SMX West Conference in San Jose, California, March 1-3, 2016. SESSION: Essential Analytics Reports That SEOs Can't Live Without. PRESENTATION: How to Prove the Value of Your SEO - Given by Erin Everhart, @erinever - The Home Depot, Lead Manager, Digital Marketing - SEO. #SMX #31C
40 Tips & Tricks with Conductor Pro ServicesConductor
40 Tips & Tricks with Conductor Pro Services at C3 2018 with:
Kenyon Adei-Manu, Amazon
Stephan Bajaio, Conductor
Bill Sebald, Greenlane Search Marketing
The document discusses strategies for building and scaling an SEO/SEM agency team. It recommends specializing in a core offering and industry rather than trying to do everything. The agency should identify its "superpower" and focus on building partnerships with complementary agencies. It also suggests focusing the agency's growth preference as either high-growth oriented or lifestyle focused. Finally, it provides tips on organizational scaling, such as hiring for account management, project management and subject matter experts, and separating roles as the agency grows.
Public relations is changing and therefore the skill sets of in-house PR teams are
also changing.
When it is done well, public relations is a vital business tool for today’s
networked world. Public relations practitioners can now have a greater, and more
immediate, impact on their employers’ business than their predecessors. However,
this is an environment of risk and reward. The rewards from good communications
are much greater; but if public relations people get it wrong, the results can be
very serious for their future careers and the organisation they work for.
The document discusses different approaches and metaphors used for prospecting, such as viewing it as farming, hunting, or hard knocks. It suggests seeing gatekeepers not as enemies but as tour guides. Prospecting should involve quality interactions and thinking differently than traditional approaches that treat activities like prospecting and selling separately. The overall message is on how to effectively reach the right people when prospecting.
The Bottom Line: Creating and Defining Value in SocialSpredfast
Social ROI is not impossible, it's complicated. Let our fantastic speakers, Brooke Hovey (Cohn & Wolfe), Catherine Chan-Smith (NFL Network), Julie M. Goodwyn (The Coca-Cola Company) and Chris Kerns (Spredfast) break it down for you.
The document discusses Jesus' suffering and crucifixion at Gethsemane, likening it to a "quarry site" where stones are excavated, crushed, and shaped for specific purposes. It notes that Jesus underwent immense pressure, pain, and suffering through the crucifixion process, though he never complained, in order to fulfill his purpose and bring salvation to mankind. The document encourages readers to accept trials and difficulties as a means of shaping and strengthening their character, as Jesus did through his crucifixion.
This document summarizes products from Hydrotex, a manufacturer and distributor of lubricants and fuel additives for the mining and quarrying industry. It describes various engine oils, greases, hydraulic fluids, and fuel additives that provide benefits like improved fuel efficiency, extended maintenance intervals, wear protection, and emissions reductions for equipment in heavy industrial applications like mining. Hydrotex has been serving the mining industry for over 75 years.
This document discusses quarries, which are open-pit mines that extract rocks, sand, or minerals from the earth's surface. Quarries produce aggregates like sand and gravel that are used to make concrete and asphalt. The production process at quarries involves drilling, blasting, loading, hauling, crushing, and screening rock to create aggregate in the proper sizes, which is then used in construction materials. Quality control standards ensure the aggregates meet specifications.
MECNICOM provides wear-resistant plates, welding electrodes, and repair services for heavy mining and quarrying equipment. Their products and services help extend the lifespan of equipment components that are subjected to heavy abrasion and impact. This includes manufacturing and installing wear plates for shovel buckets, excavator arms, feeders, screens, and crusher components. MECNICOM also performs on-site repairs using specialized welding electrodes to rejoin or rebuild worn parts and structures. Their superconditioning and repair services can increase the lifespan of equipment by up to 6 times compared to conventional materials.
This document provides a blasting and production schedule for a proposed limestone quarry. It outlines quarry parameters such as bench height and angle. It then details the blast design, including hole diameter, burden, spacing, and explosive parameters. Calculations are shown to determine scaled distance and maximum instantaneous charge. The production schedule involves excavating 20,000 tonnes of limestone per month using a track shovel, loader, and haul trucks. Fragmentation is also addressed. In summary, this document comprehensively designs the blasting and mining processes for a limestone quarry to meet production targets in a safe and efficient manner.
Rethinking 'the Customer' in the age of CX [infographic]Quarry
This document provides a roadmap for companies to build a customer segmentation model that supports effective customer experience design and delivery. It outlines a 9-step process including understanding customer motivations through qualitative research, formulating hypotheses about customer differences, gathering quantitative data, analyzing the data to build the segmentation model, and socializing the model across the organization. The goal is for companies to develop a common and actionable understanding of their customers to better differentiate their brand through experience.
This document discusses the importance of content strategy and focusing on the user. It advocates revitalizing, refurbishing, or rethinking content strategy to put the needs of end users at the heart of the process. Several slides provide examples of how to focus on the user through research, taxonomy, editorial planning, experience design, and organic social discovery to create content that users will want to share. The overall message is that content must be "priceless" and meet user needs for the marketing efforts to be effective.
From the SMX West Conference in San Jose, California, March 21-23, 2017. SESSION: Taking The Brand/Agency Partnership To The Next Level. PRESENTATION: Dating Tips to Maximize the Brand / Agency Relationship - Given by Chad Gingrich, @chadgingrich - Seer Interactive, Senior SEO Manager and Sharon Conner, @anemptyroad, Search Marketing Strategist, Autodesk. #SMX #24A
MMI at SMX Advanced: SEO & Social Let's Dance!MMI Agency
Maggie Malek discusses an integrated approach to search and social media marketing. She outlines four key steps: 1) start with data from search and social listening; 2) create a content strategy with goals, channels and hero/hub/hygiene content types; 3) ignite conversations by hiring brand ambassadors and assigning dedicated teams; and 4) experiment, measure results and repeat the process. The overall approach emphasizes using data to inform content that builds relationships and conversations on social media.
The document discusses brand storytelling and campaign planning. It begins with an introduction from George Huff of Opal about the challenges of brand storytelling in today's fragmented media landscape. It then outlines an event on planning winning campaigns, emphasizing cross-functional collaboration, bold content, and seamless execution. Speakers Jenna Bromberg of Pizza Hut, George Huff of Opal, and Adrienne Chance of Topgolf then discuss their approaches to campaigns, content creation, and social media management. The event concludes with a question and answer session.
How engaged is your brand with your prospects and customers?
Since the 1800s we’ve been building new communication technologies. From the telegraph to the fax machine to the “leave a message after the beep”. From voicemail to email then to
the first instant messaging service and SMS. Finally, we arrived at live chat which gave us the experience of quick message and those three little dots signaling a reply.
Communication these days is instant and its interactive — friends make plans faster, families stay closer, and businesses provide answers instantly. Customers expect conversations to happen how, when, and where they want. Across whatever platform a customer wants to communicate with your brand on - phone, text, Facebook Messenger, email, Slack, and more.
Whether you are B2B or B2C – today is all about B2H (Business To Human) and with it a demand for a personal, fast and relevant user experience at every touch point across the buyer journey. In this session, we’ll show how business strategy, user experience and real-time data are driving today’s marketing and sales experience.
Be prepared to discover:
• Why the Marketing Funnel is dead and the customer centric Fly Wheel is the key
• How chat bots are blurring the line between marketing, sales and service
• How Messenger delivered a 477% improvement in the cost per lead (Case Study)
• How to generate leads and engage customers through conversational marketing
• How SMarketing is driving a unified sales and marketing team
• What tools and technologies you need in your 2018 MarTech Growth Stack to do all the heavy lifting for you
The document discusses using programmatic advertising data and machine learning techniques to better understand audiences and predict consumer behavior. It provides examples of how predictive modeling was used to gain insights about audiences for a watch brand and a non-dairy milk brand entering the US market. Segmentation analysis identified relevant subgroups for the non-dairy milk brand. The document advocates rethinking the use of programmatic data from media execution and optimization to gaining a deeper understanding of audiences through artificial intelligence techniques.
Optimizing The Consumer Purchase Path - SMX 2015Justin Freid
Expanding the view on CRO from onsite optimization to the entire purchase path. Understanding how channels and messaging effect moving people along the path to purchase.
Search engines are morphing into smart, automated systems (algorithms, machine learning, emerging AI) with the means to present the best answer to a user’s question … sometimes before the user even realizes what they want to ask. In this session, we will explore how to adapt to this changing search environment and optimize our websites for both the bots and the users on the other end.
Design is all about the interface of human being with technology. It’s concern is creating a positive experience for people. Marketing is all about the communication and connection between people and the products or services provided by businesses. When either design or marketing professionals lose sight of the human element to focus on technology, systems, programs, and scalability it is the human factor that suffers.
Users are shifting their device usage from desktop to mobile to virtual assistant. They are changing their interface from text to voice. Every year new technology emerges onto the market. Marketing is constantly morphing the ways (paid and organic) and means (algorithms, machine learning, emerging AI) to communicate the most likely answers to users’ questions … sometimes before the user is aware of the need for the answer.
How does someone in charge of digital marketing optimize for all of THAT?
Together we will explore:
User behavior trends
Impact of voice-enabled devices like Alexa and Google Home
Continuing changes to how marketing communication is presented online
Web Summit 2014 #WebSummit2014 - Digital Analytics "What to Know" - @therusty...Russell McAthy
This document discusses the importance of digital data and analytics. It outlines the customer consideration funnel from acquisition to advocacy. It also discusses how to analyze website data to understand converting, engaging, and bouncing users. True conversion rate is explained as removing bounced sessions from the analysis. Excel is presented as a useful tool for data analysis that marketers should learn. A forecast model is recommended for startups and small businesses.
From the SMX West Conference in San Jose, California, March 1-3, 2016. SESSION: Essential Analytics Reports That SEOs Can't Live Without. PRESENTATION: How to Prove the Value of Your SEO - Given by Erin Everhart, @erinever - The Home Depot, Lead Manager, Digital Marketing - SEO. #SMX #31C
40 Tips & Tricks with Conductor Pro ServicesConductor
40 Tips & Tricks with Conductor Pro Services at C3 2018 with:
Kenyon Adei-Manu, Amazon
Stephan Bajaio, Conductor
Bill Sebald, Greenlane Search Marketing
The document discusses strategies for building and scaling an SEO/SEM agency team. It recommends specializing in a core offering and industry rather than trying to do everything. The agency should identify its "superpower" and focus on building partnerships with complementary agencies. It also suggests focusing the agency's growth preference as either high-growth oriented or lifestyle focused. Finally, it provides tips on organizational scaling, such as hiring for account management, project management and subject matter experts, and separating roles as the agency grows.
Public relations is changing and therefore the skill sets of in-house PR teams are
also changing.
When it is done well, public relations is a vital business tool for today’s
networked world. Public relations practitioners can now have a greater, and more
immediate, impact on their employers’ business than their predecessors. However,
this is an environment of risk and reward. The rewards from good communications
are much greater; but if public relations people get it wrong, the results can be
very serious for their future careers and the organisation they work for.
The document discusses different approaches and metaphors used for prospecting, such as viewing it as farming, hunting, or hard knocks. It suggests seeing gatekeepers not as enemies but as tour guides. Prospecting should involve quality interactions and thinking differently than traditional approaches that treat activities like prospecting and selling separately. The overall message is on how to effectively reach the right people when prospecting.
The Bottom Line: Creating and Defining Value in SocialSpredfast
Social ROI is not impossible, it's complicated. Let our fantastic speakers, Brooke Hovey (Cohn & Wolfe), Catherine Chan-Smith (NFL Network), Julie M. Goodwyn (The Coca-Cola Company) and Chris Kerns (Spredfast) break it down for you.
The document discusses Jesus' suffering and crucifixion at Gethsemane, likening it to a "quarry site" where stones are excavated, crushed, and shaped for specific purposes. It notes that Jesus underwent immense pressure, pain, and suffering through the crucifixion process, though he never complained, in order to fulfill his purpose and bring salvation to mankind. The document encourages readers to accept trials and difficulties as a means of shaping and strengthening their character, as Jesus did through his crucifixion.
This document summarizes products from Hydrotex, a manufacturer and distributor of lubricants and fuel additives for the mining and quarrying industry. It describes various engine oils, greases, hydraulic fluids, and fuel additives that provide benefits like improved fuel efficiency, extended maintenance intervals, wear protection, and emissions reductions for equipment in heavy industrial applications like mining. Hydrotex has been serving the mining industry for over 75 years.
This document discusses quarries, which are open-pit mines that extract rocks, sand, or minerals from the earth's surface. Quarries produce aggregates like sand and gravel that are used to make concrete and asphalt. The production process at quarries involves drilling, blasting, loading, hauling, crushing, and screening rock to create aggregate in the proper sizes, which is then used in construction materials. Quality control standards ensure the aggregates meet specifications.
MECNICOM provides wear-resistant plates, welding electrodes, and repair services for heavy mining and quarrying equipment. Their products and services help extend the lifespan of equipment components that are subjected to heavy abrasion and impact. This includes manufacturing and installing wear plates for shovel buckets, excavator arms, feeders, screens, and crusher components. MECNICOM also performs on-site repairs using specialized welding electrodes to rejoin or rebuild worn parts and structures. Their superconditioning and repair services can increase the lifespan of equipment by up to 6 times compared to conventional materials.
This document provides a blasting and production schedule for a proposed limestone quarry. It outlines quarry parameters such as bench height and angle. It then details the blast design, including hole diameter, burden, spacing, and explosive parameters. Calculations are shown to determine scaled distance and maximum instantaneous charge. The production schedule involves excavating 20,000 tonnes of limestone per month using a track shovel, loader, and haul trucks. Fragmentation is also addressed. In summary, this document comprehensively designs the blasting and mining processes for a limestone quarry to meet production targets in a safe and efficient manner.
Rethinking 'the Customer' in the age of CX [infographic]Quarry
This document provides a roadmap for companies to build a customer segmentation model that supports effective customer experience design and delivery. It outlines a 9-step process including understanding customer motivations through qualitative research, formulating hypotheses about customer differences, gathering quantitative data, analyzing the data to build the segmentation model, and socializing the model across the organization. The goal is for companies to develop a common and actionable understanding of their customers to better differentiate their brand through experience.
1. The document discusses different types of crushers used in mining and construction industries including jaw crushers, gyratory crushers, cone crushers, and impact crushers.
2. Jaw crushers use compressive force to break materials between two jaws, while gyratory crushers and cone crushers break materials using a spinning cone.
3. Impact crushers use impact rather than pressure to crush materials and come in horizontal and vertical styles that throw rocks against wear-resistant surfaces.
This document discusses various types of aggregate processing equipment, including stationary and mobile crushing machines. It describes crushers like jaw crushers, cone crushers, and impact crushers that are used to reduce the size of rocks and minerals. It also mentions related equipment like vibrating feeders, screens, conveyor belts, dust collectors, dryers, and stackable conveyors used in aggregate processing lines and mobile crushing plants. Major international and Indian manufacturers of this processing equipment are also listed.
1. The document discusses various aspects of mining, including the lives of miners, definitions of mining, materials that are mined, leaders and innovators in the mining industry, and the social, economic, political, and environmental impacts of mining.
2. Mining can have both benefits like jobs and economic growth as well as negatives such as health issues for miners, environmental pollution, and conflicts over mining revenues.
3. There are ongoing efforts to address issues like conflict diamonds and ensure the profits from mining are distributed fairly and used to help local communities.
This document discusses blasting in mining operations. It begins by explaining that blasting is used to break rock into smaller pieces for mining and quarrying, or to create space. The objectives of blasting are to extract material at minimum cost while meeting production quality and quantity requirements. It then covers the different types of explosions, explosives, detonation and deflagration processes, properties and types of explosives, initiating systems including electrical, non-electric, detonating cord, and blast design considerations like burden, spacing, stemming, and bench height.
Open pit mining involves digging a large hole or pit at the earth's surface to extract ore deposits near the surface. Overburden or waste rock is removed to expose the ore body, which is then extracted using large excavating equipment like shovels and haul trucks. Ore is transported from the pit either by truck or conveyor belt to a processing facility. Open pit mining provides high productivity and low costs but requires significant capital investment and can have large environmental impacts due to the large scale of surface disturbance. It is best suited to deposits that are relatively shallow and large in area.
Drilling is the process of making holes into hard surfaces like rock. In surface mining, drilling is used for blast hole drilling, core drilling for exploration, and technical drilling. Rotary blast hole drilling involves rotating drill pipes to which a bit is attached to break up rock. The main assemblies of a rotary drill rig include the mast, rod changer, rotary head, pull down mechanism, air compressor, drill pipes, hydraulic system, and dust control components.
The document summarizes drilling and blasting equipment used in mining and construction. It describes various types of drills like percussion drills, abrasion drills, and fusion piercing. It also discusses components of drilling like drills, drill bits, and different drilling patterns. The document then explains the blasting process which involves using explosives like dynamite, detonators, fuses, and blasting caps. Proper handling and transportation of explosives is important for safety. The blasting procedure involves making blast holes, inserting charges, tamping, and detonating with a fuse or detonator.
In the workshop, Digital Clarity Group's Scott Liewehr and Cathy McKnight explored the customer experience management (CEM) Imperative and how it impacts the enterprise within the firewall, and the need to shift from an “inside-out” to “outside-in” focus for how employees work in order to support and drive CEM for their organization. They also analyzed the technologies, skills, and processes that will help employees engage and collaborate, and how to evaluate, select, and assemble the team involved in executing the CEM strategy (internal resources, outside service providers, and vendors).
Connecting Brand to Demand with Customer-Centric ContentCarmen Hill
Demand is not something that emerges only after you have created brand awareness—and it doesn’t begin and end with a lead-gen form. It starts with a person’s first experience with your business and, with content as a driver, builds momentum with each experience that follows.
Learn how your content can build a bridge from brand to demand—and beyond—as Chill Content Principal Carmen Hill shares real-world examples and practical tips for creating a customer-centered content strategy.
Lead Nurturing in the Mobile & Social Age Sendible
Join Sendible and Quote Roller n this recorded webinar as we discuss how to use mobile and social media technologies to develop and nurture leads into long-term customers.
Topics covered:
* Why the client matters even more in the digital space.
* How to build client loyalty through social media
* How to spot social buying signals
* How to use social media + open-ended questions to learn more about client needs
* How to convert information gathered on social media & client conversations into a persuasive client proposal.
* How to add social media and sales tracking into your work routine while actually saving a significant amount of time.
Go to http://www.quoteroller.com to start saving time & money creating persuasive business proposals today!
Head over to http://www.sendible.com to nurture more leads through social media today!
How to Create Sales & Marketing Tools that Sales & Customers Will Actually UseCompellingPM
According to the American Marketing Association (AMA), “Up to 90% of collateral created by marketing is never used by sales.” That is an astounding statistic which should be a wakeup call to those of us in Product Marketing that we need to be doing something different. Most of the time, sales doesn’t use our tools because the tools are ineffective, and the reasons for this include:
Too many companies create a standard checklist of marketing and sales tools based upon what someone used in a past company, without any consideration as to what is really needed in this company.
Too much content is about the company and their products with little discussion about the buyers and users and what they need.
In this webinar, you’ll learn:
A process for discovering and defining what sales & marketing tools are required for your target markets.
How to develop content that resonates with your target audiences.
How to use your marketing and sales tools to create alignment with the sales team.
Nothing Happens Until Someone Sells Something: Enabling Your Sales Channel t...CompellingPM
Too often, those of us in the product marketing role are not doing enough to help our sales team or sales channel be successful. Our typical approach to helping is to provide a new salesperson with some marketing collateral and a product presentation and then wish them luck as they look for prospects and try to close deals with anyone that listens. This approach is sufficient for the star salespeople as they intuitively know how to talk with the right potential buyers about their problems and then show these buyers how to solve these problems with their products or services. But unfortunately, this only represents about 20% of salespeople. The other 80% of sales people need more training and coaching to be successful and we as product marketers need to help them be successful. This is the process of “Sales Enablement”.
What happens when we don’t engage in the sales enablement process? Sales people pursue opportunities that don’t fit well with your solution, speak with the prospects that aren’t really decision makers, sell solutions that you don’t really have and the list can go on. But the overall resulting impact is wasted time and effort in pursuing the wrong opportunities, confusion in the market place and poor sales results.
In this webinar, you’ll learn how to create a Sales Enablement program that will make your sales channel significantly more productive and close better deals faster for your products.
In this webinar, you’ll learn:
Why the typical approach to enabling sales doesn’t work.
The key goals of a successful Sales Enablement program.
The core tools you need to develop to effectively enable your sales channel.
Best practices to make sure the Sales Enablement program is effectively implemented.
Mobilize! 24/7 Social Media & The Growth of Customer Advocates By Scotty Gree...Marketing Land
From the From the SocialPro Conference in Seattle, Washington, June 20-21, 2016.. SESSION: 24/7 Social Media & The Growth of Customer Advocates. PRESENTATION: Mobilize! 24/7 Social Media & The Growth of Customer Advocates - Given by Scotty Greenburg, @scottygreenburg - Tango Card, Marketing Lead. #SocialPro #22A3
Conversion Optimisation - Create The Foundations For Your Growth & SuccessPRWD
At Gpec Summit 2016, the most important e-commerce event in Central and Eastern Europe, Paul Rouke delivered a keynote presentation explaining what are the four foundational pillars that every business needs to understand and develop. They are foundations which the worlds leading brands have established, including Booking.com, Amazon and ASOS.
Why is all this important? If businesses want to truly succeed in becoming customer centric and using conversion optimisation to grow their business and take market share, it simply will not happen without the right foundations in place.
Sales Onboarding - Accelerating New Hire ProductivityMindTickle
#1 Discuss components of a best-in-class Onboarding Program
#2 Measure and monitor key Performance Indicators of new hires
#3 Use best practices to improve Onboarding Effectiveness
In this presentation I describe Redgate’s journey over the past three years to intentionally shift the perceived value of the design function, and with that, the scope and impact of our product work.
This shift sees design go from focusing purely on usability and more tactical/detailed design work, to research and design playing a role in longer-term, more strategic product decisions.
I describe this journey and the evolution of the design role through three, fairly distinct phase (ages), along with some of the challenges we faced and tactics we’ve used to help bring about change.
Resilient brands workshop - building brands in the digital age Brilliant Noise
What's the role of brand in the digital age? How can your brand keep-up with the flow of new technologies, platforms and the need for content?
You are invited to join us for an inspiring, action-focused afternoon for people who create, manage and lead brands and brand communications.
In the session, we'll introduce you to new ways to:
- Align what your brand is, says and does
- Engage customers around a meaningful story
- Increase the value of your customers using content analytics
- Shift the focus from innovation to transformation.
Challenges
The digital revolution changes everything. It's the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
Our belief
You need to be customer-focused to compete. We develop strategies around the customer, their needs, their world, their experience.
Our approach
We take a strategic approach in four key areas (brand, experience, content and culture).
Everything we do contributes to building a brand from its purpose to the customer experience. We aim beyond the sale, to gain their advocacy.
We develop resilient brands:
- Build a resilient brand: aligns belief, strategy and experience.
- A shared purpose and values with customers.
- Authentic communications with an engaged audience.
Purpose of the workshop
We would like you to experience the way we build brands at Brilliant Noise. Test some of our tools and exercises so you can take-away something useful you can act on, take a first step forward creating a resilient brand.
Key Takeaways:
How to analyze plan vs. actual, leverage data wisely and build the case for more recruiting dollars in 2016.
How to “think like a marketer” to better define ideal candidate demographics, plan networking hiring events and research new hiring tools.
How to refine your hiring strategy by optimizing your interview process and setting realistic, upfront expectations with candidates.
This document discusses brand building in the current marketing landscape. It argues that brand building is no longer one-dimensional and must utilize a wide range of channels, from mass media to one-to-one marketing. Data and content are emphasized as critical tools for understanding customers and influencing their purchasing decisions. Examples are provided of how brands are using digital tools like social media, mobile, and QR codes to engage customers through multiple touchpoints and drive organic growth. The challenges of coordinating cross-channel brand building initiatives are also addressed.
Creating customer value from technologyGreg Hopper
This document provides an overview of a class on creating customer value from technology. The class covers topics like competition, value identification, jobs to be done, and value migration. It discusses how technology-based strategy differs from classical strategy due to factors like discontinuous change and new value propositions. The document emphasizes understanding customer needs by focusing on the "jobs to be done" rather than traditional customer segmentation. Firms are advised to observe customers, understand the outcomes they want, and develop products and services to help customers get jobs done better or in new ways.
The document discusses the opportunities and realities of social media for businesses and their CEOs. It notes that social media is no longer a fad and that customers, employees and other stakeholders are increasingly using social platforms. As a result, businesses need to actively manage their social media presence and online brand to protect their reputation and leverage opportunities. The document outlines some of the opportunities social media provides for customer engagement, marketing, sales and innovation. It argues that CEOs need to recognize social media as important and develop long-term social media strategies.
The document discusses go-to-market strategies for startups. It provides a framework for marketing and sales cycles including strategies around awareness, interest, understanding, engagement, trial and purchase. It also discusses branding, positioning, targeting and segmentation. The document emphasizes the importance of consistency in branding from the start and focusing the value proposition on the needs of a target customer segment. It introduces concepts like minimum viable product and minimum viable segment.
J boye14 workshop CEM Imperative - the right team tools and tacticsDigital Clarity Group
This document discusses the importance of customer experience management (CEM) in today's digital world. It notes that CEM can lead to improved loyalty, lower costs, and increased revenues. The document advocates shifting from an inside-out focus on websites and technology to an outside-in focus on understanding customer needs and helping them achieve their goals better than competitors. It also stresses the importance of having a comprehensive customer experience platform to manage all customer interactions.
What is a Go-to-Market Strategy & How to Create OneCompellingPM
We often hear other PMs and executives say the word Go-to-Market Strategy and everyone nods their heads as if they know exactly what the other person really meant. But the reality is that within any given organization, there are as many ideas of what Go-to-Market Strategy means as there are senior level executives. And when Product Marketing is asked to develop a Go-to-Market Strategy, they are unlikely going to satisfy the expectations of all stakeholders because each one has a different expectation. In this webinar, we'll help you to create a common understanding of a Go-to-Market Strategy and what Product Marketing needs to do to effectively create one.
Key Takeaways from participating in this webinar:
- Develop a common definition for a Go-to-Market Strategy that can be shared with your organization
- Learn the seven elements that go into a complete Go-to-Market Strategy
- Understand the steps to creating your Go-to-Market Strategy
Client Training: How to Recruit New Grads and Millennials Glassdoor
The document discusses a webinar on recruiting new graduates and millennials. It includes an agenda for the webinar that covers what new graduates and millennials want from jobs, how companies can attract top candidates, and lowering the cost-per-hire. There are also brief biographies of two featured speakers from Glassdoor and Triage Consulting Group. The webinar will provide tips and research on engaging millennials and maintaining a culture that appeals to new candidates.
How to Use Competitive Analysis and Strategy by YouTube PMProduct School
In the presentation, Joao Fiadeiro, discusses:
-What the key elements of strategy are: from the competitive landscape and growth strategy to business model
-How to identify the competitive landscape for a sector/industry using all the resources at our disposal; estimating a products revenue and usage
-The fundamentals of strategic thinking and how it should inform a product roadmap
The Value of Being Customer-Centric (7 Facts)Quarry
B2B marketers know that the path to future success is paved in customer-centricity. Product-centric marketing is the cobblestone of the past. We scoured seven sources to find the seven must have facts for the customer-centric organization. Clip and share your favorite quote.
An Introduction to The Challenger Customer [Pat Spenner, CEB]Quarry
Pat Spenner, co-author of The Challenger Customer presented to animal health marketing and sales professionals at NAVC 2016 about the changing landscape of B2B buying.
How to Feed an Elephant: Advice for Getting Personas RightQuarry
"How do personas work?" In exploring this question, Quarry's Chief Innovation Officer Glen Drummond calls out a misconception that can make personas not just ineffective but harmful. You'll learn how to distinguish great personas from bad ones, and improve how personas are used in your firm. (Peanuts optional).
Originally presented at the CEB Summit 2015.
15 of the hottest talks from BMA15, visualizedQuarry
Get inspired and informed by 15 B2B marketing leaders.
Quarry commissioned graphic recorder Kelly Kingman to capture 15 of the hottest talks from the Business Marketing Association's 2015 conference (BMA15) as Keynote Inks. Created in real-time as the presentations unfolded, each Keynote Ink condenses the speaker’s ideas and energy into one fantastic visual. Presenters include Andrew Davis, Jonah Berger, Mark Wilson, Laura Ramos, Joe Pulizzi, Tim Washer and more.
Get the high-res PDF here: http://www.quarry.com/keynoteinks
Digital Experience Design Strategy at the CXPA 2015Quarry
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The difference that really matters between CX leaders and practitioners is not their title, but whether they’re “building cathedrals” or just “laying bricks.” To help their organizations become more customer-centric, CX leaders need to actively participate in and shape conversations in their organizations around 5 key topics: Disruption, Loyalty, Data, Brand and Innovation.
Case study: How Symantec built engagement through designQuarry
This case study summarizes the results of a controlled quantitative experiment surrounding the idea that design-based experience can change brand perceptions and customer behaviour.
The hypothesis in this experiment was as follows: “If we can create a customer experience through design that influences the meanings people associate with a brand, then we can change their behavior towards the brand.”
If you happen to work in an enterprise where “brand” is frequently misunderstood, and where you encounter challenges in convincing people to invest in customer experience, then this case study is for you. Glen Drummond, Chief Innovation Officer at Quarry, presented this customer experience case study at the Customer Experience Strategy Summit in Toronto, Ontario to modern marketers and CX experts in March 2015.
Transformative Segmentation - How John Deere is renewing leadership by disrup...Quarry
Product-centric companies target and count customers. Customer-centric companies reimagine the needs and motivations of their customers.
Glen Drummond of Quarry and Todd VanTilburg of John Deere reveal the work that Ag-equipment market leader John Deere has been doing to respond to the disruptive challenges of a market transformed by technology, globalization of competition, growing complexity of customer needs, and digitization of buying journeys.
Presented at the Canadian Marketing Association (CMA) 2014 Disruptive B2B Marketing conference.
How do you develop a digital experience design strategy that transforms customer relationships with your brand? This case study, presented by Greg Olson of Symantec and Glen Drummond of Quarry at the 2014 Digital Customer Experience Strategies Summit, explores how Symantec moved the needle on customer abandonment through design of “The Norton Lounge” experience. The presentation explores how digital experience design can make a measurable difference on business results.
Zombies, Phantoms and Shadows: 3 Threats to Your Customer Experience InitiativesQuarry
Products fail, leading companies falter, and sales slump when businesses don't have an accurate view of 'the customer.' Does this just happen to poorly managed organizations, or could it happen anywhere? Zombies, Phantoms and Shadows are three very real threats to your customer experience initiatives. We’ll show you where these threats come from and — most importantly — provide tips to help you combat them in your organization.
Marketers have access to a plethora of data. But data alone isn’t enough. The challenge is making that data understandable, and more importantly, actionable.
With help from our marketing automation partner Eloqua, we’ve compiled 20 charts with some of the most relevant data for modern marketers. From social media to email, landing pages to webinars, these charts can help turn raw numbers into real insight.
Adam Cochran, Marketing Analyst at Quarry Integrated Communications, explores the powerful marketing messages behind TED presentations by great business minds like Malcom Gladwell, Seth Godin and others.
Refine your inbound marketing strategy and brand positioning message with our expert review and favourite takeaways from the TED Marketing Series.
Marketing Automation Platforms are complex, with many features and functionality. We've created this Mind Map, which breaks down the four main components of the platforms - Managing Contacts, Managing Campaigns, Managing Leads and Measuring Impact.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
5. How was the insight activated?
@QUARRY @GDRUMMOND #MPB2B
6. www.quarry.com/lwp
Sanjay
A story about
product redesign
Isabella
A story of new
product innovation
Susan
A cross-channel
experience-design story
Juno
A strategic-marketing
turnaround story
@QUARRY @GDRUMMOND #MPB2B
7. A story about
product redesign
@QUARRY @GDRUMMOND #MPB2B
STORY 1
8. With deadlines looming, “I didn’t even
have consensus about what the product was.”
A requirements nightmare
Appeal to current customers
Wow investors
Leapfrog competitors
Achieve fast time-to-market
Ensure fast product adoption
Reverse and forward
compatibility
@QUARRY @GDRUMMOND #MPB2B
9. How Sanjay led with personas
in product redesign
From product features to customer-experience design
Re-frame from
“product design” to
“experience design”
Build go-to-market
scenarios
Refresh the view
of the customer
Choose the persona
and scenario
1
3
2
4
6
Ship the product,
deliver the experience
5
Prototype, test
and preview
@QUARRY @GDRUMMOND #MPB2B
10. How Sanjay led with personas
in product redesign
From product features to customer-experience design
Build go-to- market
scenarios
Refresh the view
of the customer
Choose the persona
and scenario
1
3
2
4
6
Ship the product,
deliver the experience
5
Prototype, test
and preview
Re-frame from
“product design” to
“experience design”
@QUARRY @GDRUMMOND #MPB2B
17. Key takeaway
for savvy marketers
1. New product initiatives call for critical thinking about
business model assumptions: For whom? Why? When?
2. In product innovation, targeting choice can be an output of—not just
an input to—the design process
3. Scenario-building fosters collaboration, strengthens creativity,
and sharpens design focus
@QUARRY @GDRUMMOND #MPB2B
19. “The sales organization had a huge
influence over senior management…and
that influence extended to every aspect
of marketing, including the website.”
• The prevailing wisdom was that the product was sold,
not bought.
• But what if experience is a bigger differentiator than product?
• And, what if the experience of “being sold” was a problem?
@QUARRY @GDRUMMOND #MPB2B
20. How Susan led cross-channel
experience design with personas
4
1 Innovate
Frame the
problem
2 3
Gather the relevant
data
Develop empathy
with customers
@QUARRY @GDRUMMOND #MPB2B
21. How Susan led cross-channel
experience design with personas
4
1 Innovate
Frame the
problem
2 3
Gather the relevant
data
Develop empathy
with customers
@QUARRY @GDRUMMOND #MPB2B
24. Susan’s innovation
Old process – Customer is assigned a sales consultant
New customer submits data
Sales consultant assigned
New process – Customer selects sales consultant
New customer reviews and selects sales consultant
@QUARRY @GDRUMMOND #MPB2B
25. Key takeaway
for savvy marketers
1. In the experience economy, tactical initiatives have
strategic potential
2. Innovation follows from attention to unarticulated
customer needs
3. Role-playing as the personas surfaces uncomfortable
truths to pave the way for innovation
@QUARRY @GDRUMMOND #MPB2B
26. A story of new
product innovation
@QUARRY @GDRUMMOND #MPB2B
STORY 3
27. “Our competitors’ technology is
disruptive; they’re cherry-picking
our highest value customers.”
• Faced with the threat of disruption, an industry incumbent
attempts to defend with sustaining innovation
• A cautionary tale about barriers to experience-driven innovation
@QUARRY @GDRUMMOND #MPB2B
28. Re-think “customer
jobs”
5
2 4
Identify the
right target
Pair personas
with metaphors
Set design
priorities
1
3
Prototype
and test
6
Assess market
demand
How Isabella led with personas
in product innovation
@QUARRY @GDRUMMOND #MPB2B
29. Re-think “customer
jobs”
5
2 4
Identify the
right target
Pair personas
with metaphors
Set design
priorities
1
3
Prototype
and test
6
Assess market
demand
How Isabella led with personas
in product innovation
@QUARRY @GDRUMMOND #MPB2B
32. Formula for innovation failure
Product
Functional needs
Marketing
Audiences
Sales
and service
Business value
Functional group
Segmentation
focus
@QUARRY @GDRUMMOND #MPB2B
33. Required for experience innovation
Product
Functional needs
Marketing
Audiences
Sales
and service
Business value
Differences in motivation relevant to this field of experience
Functional group
Segmentation
focus
Strategic
segmentation
framework
@QUARRY @GDRUMMOND #MPB2B
34. Key takeaway
for savvy marketers
1. Great design personas can help product-innovation
teams design product breakthroughs
2. But product teams require other groups to understand
and execute on their innovation
3. If product innovation and marketing reference different customer
models, great ideas can die in the gap
@QUARRY @GDRUMMOND #MPB2B
36. “We have to stop conceding ground
before this becomes a threat to our
enterprise business too.”
• A market leader experiencing share erosion in an
underserved corner of its business
• Years of tweaks to marketing mix factors had not
produced results
• Time for a more fundamental re-think
@QUARRY @GDRUMMOND #MPB2B
37. Frame the
problem
How Juno led with personas in
a strategic-marketing turnaround
Challenge old
assumptions
Bridge the old with
the new
Make the theory
practical
1
3
2
4
5
Share success
stories
@QUARRY @GDRUMMOND #MPB2B
38. Frame the
problem
How Juno led with personas in
a strategic-marketing turnaround
Challenge old
assumptions
Bridge the old with
the new
Make the theory
practical
1
3
2
4
5
Share success
stories
@QUARRY @GDRUMMOND #MPB2B
40. Bridging new insight
with familiar models
Classification
Organizational and economic attributes
(e.g., revenue, location, operating model)
Orientation
Patterns in customers’ conscious choices
and behaviors; answers the question
“how do customers behave relative to
their environment?”
Stance
Differences in customers’ attitudes and
motivations; answers the question “why
does a customer behave this way/make
these decisions?”
Classification
Orientation
Stance
@QUARRY @GDRUMMOND #MPB2B
41. Sharing strategic insight in tactical tools
Persona and additional addenda
Finance focused Purchase focused Product focused
@QUARRY @GDRUMMOND #MPB2B
42. Key takeaway
for savvy marketers
1. Existing views of the customer, whatever their merits,
exist because of the task-goals they serve
2. To make way for new insight, savvy marketers build bridges
between old and new views
3. Embedding the new insight into tools that serve task-goals
better helps on-board new perspectives
@QUARRY @GDRUMMOND #MPB2B
44. Why are personas relevant
in change leadership?
• They make complexity manageable
• They displace prior biases and assumptions
• They shift “empathy” from an individual to a collective aptitude
@QUARRY @GDRUMMOND #MPB2B
45. THEY FEEL
“REAL”
THEY ARE
PURPOSE-BUILT
THEY
SHAKE UP
CATEGORIES
ACTIONABILITY
What factors make
the personas useful?
@QUARRY @GDRUMMOND #MPB2B
46. How is insight activated?
• Integrate it with other creative problem-solving tools
• Integrate it in collaborative activities
@QUARRY @GDRUMMOND #MPB2B
47. Back to the future...
marketing for what
comes next
www.quarry.com/lwp
@QUARRY @GDRUMMOND #MPB2B
Overview
This presentation is not a case study – rather it is a study of patterns, and transferable lessons from a set of cases in which I had the good fortune to be a well-placed fly upon the wall.
I’m going to share from the outset that this is a little different from typical case studies in the following respects:
The heros of these case studies are themselves personas. Will grant you that there are real people walking around this good earth who might think they recognize themselves in the four people I’m going to tell you about – and they would be able to cite similarities – but they would not be entirely correct. We’ve been working in this field since 2001. The four people you are going to meet actually represent a group of change leader’s we’ve observed over a decade and a half of case work.
The stories I’m going to tell you, are based on events that actually happened, but they have some information that is historically true, some that is left out, and some that is a complete fabrication. And here’s the thing, I am not going to tell you what parts of the story fit in which of these buckets. We sign, and respect tight non-disclosure agreements. The only way for us to reveal the powerful business insights of these stories, is to translate our experience into fictions that can tell such truths.
Because we’re now in the realm of story-telling proper – rather that “conference case study presentation” we have given ourselves a novel permission…to learn together not just from stories that everyone would consider a success – but also from glorious failures. Failure is an important topic in innovation, but how often have you gone to a conference and had a chance to here failure stories told in the first person? That’s about as common as finding a screen door on a submarine.So I’m going to place actually more emphasis on failure than success here – just because I can!
So – with that out of the way – I’m going to ask you to willingly suspend your disbelief in these stories and characters – just as you would if you sat down in a theatre and waited for the curtain to rise and the play to begin. There will be characters, and scenes, plots and actions and when the curtains come down and the lights come up, you’ll come away having had an experience that gives you a little more insight into the human condition – or in this case, the human condition for people leading innovation initiatives in corporate america.
Now that we’ve clarified a few things about the fictional dimensions of the “who” I want to talk about the In this particular set of stories – let me tell you about my motive in telling these stories: I intend to reveal for you some insight on these three questions, and I encourage you to keep these questions close at hand as we embark upon the stories.
Why?
Why were personas relevant as change leadership tools?
What?
What were actors in the actionability of the personas in these situations?
How?
How was the insight that had been encoded in the personas activated by the change leader as a fuel source for innovation?
So now let’s begin.
I’m going to fly through these stories – giving approximately 10 minutes each to relay work that spanned in some cases more than a year’s work. To make us both feel better about that, I’m also going to offer to share with you an e-booklet that tells these stories in greater depth. Just see me after the presentation, or visit the Marketing Profs Website and link through to it, or visit the Quarry website to find a more detailed telling of these stories.
Tell people about the 4 stories – their type, complex business situations
What’s the nature of the stories?
Product redesign
Cross-channel experience design
A strategic marketing turnaround
New product innovation
Sanjay’s story is not all that uncommon.
A software engineer by training, Sanjay found himself at the helm of a team responsible for a product redesign effort. Sanjay’s company—a computing hardware and software leader—had slipped behind in a market it once owned and senior people had a sense of urgency about getting the new product to market and reclaiming market share.
Sanjay knew that the challenge of meeting high expectations was compounded by a highly diverse team of engineers, UX experts, and product, program and project managers.
Equally brilliant and trusted members of the team offered sharply different opinions about the vision of the product. Plus, there were competing goals and objectives—appeal to current customers, leapfrog competitors, achieve fast time-to-market to satisfy the sales organization and the street, ensure fast product adoption, and protect the brand through compatibility with past and future hardware—that were often unspoken and cloaked within the requirements document.
Timelines were crazy, consensus was low on objectives and priorities and vision on what the new product was was divided. “In short, it was your typical requirements-management nightmare.”
REQUIREMENTS:
• appeal to current customers
• wow investors
• leapfrog competitors
• achieve fast time-to-market
• ensure fast product adoption
• reverse and forward compatibility
The first and most central accomplishment was to reframe and realign from the design of a product to the design of a customer experience. This framing created a more customer-centric approach – introduced a methodology that could help resolve design issues through a design process (rather than just an engineering one).
The first and most central accomplishment was to reframe and realign from the design of a product to the design of a customer experience. This framing created a more customer-centric approach – introduced a methodology that could help resolve design issues through a design process (rather than just an engineering one).
The shift from engineering, product-focused thinking to designing – customer-focused thinking is a shift from a progressive linear convergence to an alternation of divergent and convergent steps.
Rather than continuing to argue about what’s the best way to build the product – the persona-enriched design process gave SanJay an opportunity to develop rich scenarios of different possible ways to build the product. These were composed from the persona – the differential emphasis in goals and needs of the personas – and also the practical considerations of appeal to current customer base, the time required to build the minimum viable solution for the scenarios, and the expected pattern of market adoption under each.
This latter consideration turned out to be a key deciding feature in achieving a consensus on what to build, for whom, why, and with what expected go-to-market messages, and organizational implications. And – this could all be shared with a largely enterprise sales force audience who appreciated the clarity and coherence of the scenario. Targeted, clear, smart, innovative (and frankly – limited risk to the existing customer franchise).
The shift from engineering, product-focused thinking to designing – customer-focused thinking is a shift from a progressive linear convergence to an alternation of divergent and convergent steps.
Rather than continuing to argue about what’s the best way to build the product – the persona-enriched design process gave SanJay an opportunity to develop rich scenarios of different possible ways to build the product. These were composed from the persona – the differential emphasis in goals and needs of the personas – and also the practical considerations of appeal to current customer base, the time required to build the minimum viable solution for the scenarios, and the expected pattern of market adoption under each.
This latter consideration turned out to be a key deciding feature in achieving a consensus on what to build, for whom, why, and with what expected go-to-market messages, and organizational implications. And – this could all be shared with a largely enterprise sales force audience who appreciated the clarity and coherence of the scenario. Targeted, clear, smart, innovative (and frankly – limited risk to the existing customer franchise).
IMAGES THAT SHOW A CIRCULARITY, RECURSIVENEESS TO THE THINKING PROCESS
The shift from engineering, product-focused thinking to designing – customer-focused thinking is a shift from a progressive linear convergence to an alternation of divergent and convergent steps.
Rather than continuing to argue about what’s the best way to build the product – the persona-enriched design process gave SanJay an opportunity to develop rich scenarios of different possible ways to build the product. These were composed from the persona – the differential emphasis in goals and needs of the personas – and also the practical considerations of appeal to current customer base, the time required to build the minimum viable solution for the scenarios, and the expected pattern of market adoption under each.
This latter consideration turned out to be a key deciding feature in achieving a consensus on what to build, for whom, why, and with what expected go-to-market messages, and organizational implications. And – this could all be shared with a largely enterprise sales force audience who appreciated the clarity and coherence of the scenario. Targeted, clear, smart, innovative (and frankly – limited risk to the existing customer franchise).
The shift from engineering, product-focused thinking to designing – customer-focused thinking is a shift from a progressive linear convergence to an alternation of divergent and convergent steps.
Rather than continuing to argue about what’s the best way to build the product – the persona-enriched design process gave SanJay an opportunity to develop rich scenarios of different possible ways to build the product. These were composed from the persona – the differential emphasis in goals and needs of the personas – and also the practical considerations of appeal to current customer base, the time required to build the minimum viable solution for the scenarios, and the expected pattern of market adoption under each.
This latter consideration turned out to be a key deciding feature in achieving a consensus on what to build, for whom, why, and with what expected go-to-market messages, and organizational implications. And – this could all be shared with a largely enterprise sales force audience who appreciated the clarity and coherence of the scenario. Targeted, clear, smart, innovative (and frankly – limited risk to the existing customer franchise).
Summary here of how it worked out
A reduction in the cognitive load required of people
Look after things in the background, brought things to the foreground
Summary here of how it worked out
A reduction in the cognitive load required of people
Look after things in the background, brought things to the foreground
How it worked out – commentary here
This is a story that eventually became a happy clicks to bricks story – but it began with more brick walls.
DESIGN NOTE: Can we switch out the wall from a simple brick wall to a more ornate one that go with financial institution
Susan found herself charged with redesigning the corporate website for a large financial services company. Susan had customer feedback, as well as her own instincts, telling her that the current web experience was far from great. There were obvious opportunities for improvement, so the redesign should have been an easy win. But the whole process was fraught with internal political peril.
“The prevailing wisdom was that our product was sold, not bought, so the commissioned sales force had a huge influence over senior management,” Susan recalls. “And that influence extended to every aspect of marketing, including the website.” Layer onto that the usual jostling of product managers competing for prime web real estate, a risk-averse business culture, the weight of regulatory compliance and you have a situation where Susan’s opportunity to maneuver and make measurable change was narrow.
Susan needed to make the site a lightening rod for new customer acquisition. What she lacked was a compass that could lead her beyond the situation’s constraints and guide the success of the project.
Possible call out:
“.”
Susan found herself charged with redesigning the corporate website for a large financial services company. Susan had customer feedback, as well as her own instincts, telling her that the current web experience was far from great. There were obvious opportunities for improvement, so the redesign should have been an easy win. But the whole process was fraught with internal political peril.
“The prevailing wisdom was that our product was sold, not bought, so the commissioned sales force had a huge influence over senior management,” Susan recalls. “And that influence extended to every aspect of marketing, including the website.” Layer onto that the usual jostling of product managers competing for prime web real estate, a risk-averse business culture, the weight of regulatory compliance and you have a situation where Susan’s opportunity to maneuver and make measurable change was narrow.
Susan needed to make the site a lightening rod for new customer acquisition. What she lacked was a compass that could lead her beyond the situation’s constraints and guide the success of the project.
Possible call out:
“The prevailing wisdom was that our product was sold, not bought.”
Susan found herself charged with redesigning the corporate website for a large financial services company. Susan had customer feedback, as well as her own instincts, telling her that the current web experience was far from great. There were obvious opportunities for improvement, so the redesign should have been an easy win. But the whole process was fraught with internal political peril.
“The prevailing wisdom was that our product was sold, not bought, so the commissioned sales force had a huge influence over senior management,” Susan recalls. “And that influence extended to every aspect of marketing, including the website.” Layer onto that the usual jostling of product managers competing for prime web real estate, a risk-averse business culture, the weight of regulatory compliance and you have a situation where Susan’s opportunity to maneuver and make measurable change was narrow.
Susan needed to make the site a lightening rod for new customer acquisition. What she lacked was a compass that could lead her beyond the situation’s constraints and guide the success of the project.
Possible call out:
“The prevailing wisdom was that our product was sold, not bought.”
The research revealed that there was a sizable group of under-served customers with a high level of need but who felt an aversion to the industry. Under Susan’sdirection, this tension was distilled into a persona who was quite different from the conventional view of the customer, yet was easily recognizable by those around the table.
A turning point in the project occurred when Susan got groups of project contributors and stakeholders to do a little method acting – literally adopting the role of this interesting new persona. The effect was startling. Once in role, and thus freed of their normal inhibitions, members of the team spoke the painful, unspoken truth about the customer experience. “The experience connecting — or really disconnecting — the online channel with the bricks-and-mortar, flesh-and-blood channel was glaringly obvious,” says Susan.
Possible pull quote:
Freed from their inhibitions, participants spoke “The painful, unspoken truth about the customer experience.”
How it worked out – commentary here
How it worked out – commentary here
Here we tell the story of a product that got put in the vault.
The story of an effort to round up third party capital to buy it back.
The story of a marketing mis-match.
The cautionary tale – the personas were constructed to serve design – they should have been constructed to anticipate use by the marketing people.
How it worked out – commentary here
A globally admired manufacturer was suffering from a persistent market share decline in its product portfolio aimed at SMB customers. Despite advantages of brand, product engineering and distribution, the company was losing customers. Juno was charged with solving this highly strategic problem.
“Here’s the thing: the SMB audience has significant buying power in its own right,” Juno says. “But our bigger concern was that our competitor, by gaining traction with SMB owners, would make inroads with our highly profitable enterprise customers too. We had to stop our competitor before they really established themselves among SMB firms.”
Juno decided to take a closer look at the SMB audience.
Early on, Juno made sure that stakeholders in the initiative understood the difference between tactical and strategic actionability. Juno saw that the previous categorization of customers was typical of a manufacturing-driven organization and focused largely around the tactical need to get the right amount of product to the right places. But Juno’s mission was more strategic — engaging SMB customers through more customer-centric business execution. And that required a deeper grasp of customer goals, motivations and unarticulated needs. There is a tradeoff to manage between strategic and tactical actionability in segmentation, so this was an important early choice to validate.
Possible call out:
Juno’s mission was more strategic— engaging SMB customers through more customer-centric business execution.
Early on, Juno made sure that stakeholders in the initiative understood the difference between tactical and strategic actionability. Juno saw that the previous categorization of customers was typical of a manufacturing-driven organization and focused largely around the tactical need to get the right amount of product to the right places. But Juno’s mission was more strategic — engaging SMB customers through more customer-centric business execution. And that required a deeper grasp of customer goals, motivations and unarticulated needs. There is a tradeoff to manage between strategic and tactical actionability in segmentation, so this was an important early choice to validate.
Possible call out:
Juno’s mission was more strategic— engaging SMB customers through more customer-centric business execution.
A phrase that Juno found himself using in discussing the goal of his initiative was “the differences that make a difference.” In the then-current segmentation model, a single difference was emphasized – the value of goods a customer produced. The more revenue the customer organization generated, the greater its presumed buying power and lifetime customer value to Juno’s company. But was this a good differentiator? Juno decided to test the theory that firm size explains and predicts customer behavior.
To do so, Juno commissioned an ethnographic study of SMB customers, followed by a survey that quantified firm size, behaviors and attitudes. The survey respondents were grouped (or “clustered”) on the basis of their responses to attitudinal statements. Then the value of their product production and other demographic and behavioral data were layered on. These patterns were then synthesized into six personas.
If size was the primary “difference that makes a difference,” then it would predict strategically relevant behaviors. The data showed a more complex reality. Size mattered, but within the different size categories, attitudes were a much more powerful predictor of behavior. Juno’s research had proven that an over-simplified segmentation model was misguided.
For Juno, this was a good news/bad news story. This new insight helped to explain historical events and pointed the way toward better business outcomes. “Yes, this new insight was great,” he says. “But we had to compete with a worldview that had been entrenched in every business unit and every process across our company. No number of PowerPoint slides was going to fix this.”
Possible call out:
Juno’s goal was to identify “the differences that make a difference.”
In our experience, Juno’s story is one of the most profound examples of the use of personas in inspiring innovation; personas put to work to change the way a whole business operates. The personas in Juno’s story displaced a segmentation model that was running into trouble. Savvy marketers wishing to use personas for the same end could benefit from Juno’s discovery that you can use a poor, but entrenched, theory to piggyback a more robust business framework into the daily workings of an organization. Then use techniques like persona addenda, practical how-to guides and storytelling to ensure the new framework eclipses the old model.
In Juno’s case, it was not enough to discover the new insight. Building on existing understanding and sharing it effectively were all necessary to actually bring about change. But through all these steps, personas were a central resource in leading organizational change.
How it worked out – commentary here
• Personas were integral in a reframing of objectives into more customer centric as opposed to organization, product or project centric terms.
• Personas enabled divergence in thinking about customer targets – at one level in selecting among alternatives, at another level in critically re-evaluating the categorization system for customers.
• Personas brought coherence and consenus to the innovation scenario.
• Personas were assets that helped change leaders lead change.
SLIDE VISUAL NOTE: Bullets should build on this one
Now as we near the end our time together, I want to come back to offer a perspective on the three questions we began with:
Why were personas relevant as change leadership tools?
Across all these cases they shared these qualities:
First – they made complexity manageable.
We’re not talking about oversimplifying the news about the customer to such an extent that the organizations decisions and behaviors were “customer-agnostic” (in other words product centric). But we are talking about simplifying the social/political/organizational context for innovation. The beliefs, assumptions and even intuitions about the customer were a shared text – not a hidden unstated source of disagreement to be resolved through proxy battles on tactical choices. The customer remains a complex reality – but the conversation around what to do with this complexity is greatly aided by a representation that can be shared.
Second – they displaced prior biases.
In the first three stories, the persona that was ultimately selected as “primary” replaced an assumed targeting choice that was an older mental model of the customer. (we’re in boston) Those of you who are familiar with what Clay Christensen has to say about Marketing Malpractice, and the innovator’s dilemma recognize just how important this is. In three of these cases, personas created a window for a divergent thinking step about who is the customer. False or default convergence around that choice too often results in innovation efforts that show up dead on arrival.
In the fourth story, Juno’s, what was displaced was not just the single mental model of a target customer, but also a whole system of customer categorization – a full-on critique of the theory of what makes customers behave the way they do – and what indicators predict what behaviors.
In all cases, a valuable part of the persona’s function was to free individuals and teams from an irrelevant theory of the business. (to borrow Drucker’s phrase) By discarding unhelpful ideas about the customer. And what’s particularly interesting is that this change was effected through story-telling, as opposed to argument, through accessing the imagination directly – through experiential learning (among members of the team) as opposed to the long road of lecturing and information bombing with statistics, spreadsheets and powerpoint decks full of charts and tables.
Third – they made Empathy a collective aptitude.
By humanizing the face of the customer, they accessed the individual and collective empathy of the team – and by doing so – they reset the possibilities for collective imaginative accomplishment.
In a way it is ironic that the narrative (some might say fictional) representation of a character feels real – but it’s undeniable that once information is given a human face, it does not even mater if the intellectual bias of the information is strategic or dumb, if the quality of observation is penetrating or willfully blind – or maybe just a collation of dead assumptions and lies – we humans are hard-wired to be susceptible to information in narrative form. This explains, in part, why we believe urban myths that start with – my cousin knew this guy who….
Now – in all four of these particular cases, what also contributed to making these personas feeling real was that there was indeed a research process behind them. Moreover that research process in every case underscored a need that arose from a recognizable conflict in motivations that was widely observable in the population represented by the persona – and the personas represented a kind of theory about the relationship of that conflict to they way these people would behave in response to innovation. In other words the personas embodied a strategic insight about an unarticulated customer need. Or for you Christensen fans: An unarticulated customer “job.”
And finally – in three of these cases – the form of the personas was constructed to anticipate the needs of the decision-makers who would use them. In the one case – let’s call it our glorious failure – there was a mismatch in this last regard – a persona constructed for product designers was not suited to the needs of tactical marketing practitioners – was the failure a co-incidence or is this one of the most important lessons of this case?
How was the insight activated by our change leaders to drive innovation. To answer this fully would be to go back over the cases in detail, but broadly speaking – the personas were drawn into an innovation system that included other heuristics – think about it as an innovation workbench.
In the cases of product design and redesign and cross-channel experience design – they were combined with metaphorical experience models.
In the product design and redesign cases – they were also combined with brand experience attributes.
In the case of the strategic marketing turnaround – they became the human face for a rich and expanding body of quatitative research data, built around the nucleus of qualitative customer insights.
This innovation system also included specific processes in which the personas played an integral role:
In product design: primary, secondary, anti-persona selection, also in recriting user experience testing subjects and definition of design attributes
In product redesign: selection of targets based on adoption projections
In cross-channel customer experience – heuristic reviews of the current buyer journey facilitated through role-playing in the character of the persona
And in strategic marketing turnaround – embedding in core business processes dealing with the end-to-end customer acquisition model
Through these activities – the personas really became an integral part of a new gestalt a new theory of the business – a new framing for business decisions from the narrower scope of products, to the broader scope of customer experience and whole-business strategy.
That’s what really happened.
Prediction is a risky enterprise, because trends can reverse themselves and new factors can appear, but that said, if we project the current trajectory of the economy we participate in, here are some characteristics of what comes next that appear likely to me:
What comes next is more likely to be different than the same as it was yesterday – change is accelerating
What comes next is likely to involve customer experience as a critical success factor… Customer experience is harder to imitate completely than any technical combination of features, price or benefits and those latter things are being neutralized as differentiators more quickly than ever before.
If the previous observation about customer experience as a key differentiator of brands is true, then what comes next will require increasingly effective collaboration across organizational silos – since customer experience is a total gestalt comprised of the meanings of all touch-points with the brand.
And finally – if all these predictions prove true – then what comes next will require a greater concentration of change leadership – the capacity to drive forward innovations in complex situations, situations with barriers to change not unlike the ones we’ve identified in the four stories just reviewed here. I hope you’ll find your way to the front line of that struggle – and that, with the stories you’ve heard here – you’ll be a little better prepared to succeed.
Thank You!
Prediction is a risky enterprise, because trends can reverse themselves and new factors can appear, but that said, if we project the current trajectory of the economy we participate in, here are some characteristics of what comes next that appear likely to me:
What comes next is more likely to be different than the same as it was yesterday – change is accelerating
What comes next is likely to involve customer experience as a critical success factor… Customer experience is harder to imitate completely than any technical combination of features, price or benefits and those latter things are being neutralized as differentiators more quickly than ever before.
If the previous observation about customer experience as a key differentiator of brands is true, then what comes next will require increasingly effective collaboration across organizational silos – since customer experience is a total gestalt comprised of the meanings of all touch-points with the brand.
And finally – if all these predictions prove true – then what comes next will require a greater concentration of change leadership – the capacity to drive forward innovations in complex situations, situations with barriers to change not unlike the ones we’ve identified in the four stories just reviewed here. I hope you’ll find your way to the front line of that struggle – and that, with the stories you’ve heard here – you’ll be a little better prepared to succeed.
Thank You!