Structural collaboration involves integrating customer input and feedback into every phase of a company's decision-making process on an ongoing basis. This allows customers to provide insights, help develop new ideas and concepts, and ensure proper implementation by verifying company interpretations are correct. Only 3% of companies currently develop new products and services through this level of customer involvement. The key benefits are creating better products and service, increased agility to adapt quickly, adding "consumer feeling" to strategic decisions, and improving marketing and public relations. Successful structural collaboration requires establishing the right objectives, processes, and cultural mindset.
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
Social media compared to other known forms of media primarily differs on the interactivity and engagement process. This paper presents the process of building a successful social brand.A detailed understanding about what are the steps to be followed from the vision statement to the review has been provided.A list of recommendations has also been enlisted.
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
Social media compared to other known forms of media primarily differs on the interactivity and engagement process. This paper presents the process of building a successful social brand.A detailed understanding about what are the steps to be followed from the vision statement to the review has been provided.A list of recommendations has also been enlisted.
The events of the last two years constitute more than an economic recession. Rather, they shape a global realignment -- "The New Normal." This position papers describes four fundamental areas where change has occurred in society and provides recommended responses for service brands and service marketers.
Co-Creation is a powerful concept: engaging broad stakeholders in a design or problem-solving process as co-designers. But where did it come from? Here’s a brief history of the idea, which remains emergent and evolving still today. (by Stephanie Gioia, Director of Consulting at XPLANE)
How to grow your marketing agency in tough times - GuideKahootz
This guide will help you seize understand client’s demands on agencies and avenues to:
• Maximise Client Revenues
• Improve Client Retention
• Grow Your Agency
• Create an Agile Working Environment
• Improve Your Internal Processes
Moving Beyond Customer Experience Towards Customer EngagementSeymourSloan
In a changing market, we need to look at how customers are managed within businesses. For too long the debate was around experience, which ignored the richness of the opportunities available to really build relatioinships with customers. Rather, we suggest looking at the model from an engagement perspective and understanding how to make the relatioinship multi-way.
The Changing Nature of the Customer Relationship by North HighlanddBrooke Novak
Things have changed with the way the customer experience is enacted. Success has less to do with big strategic decisions and more to do with practical, everyday operational decisions – and then getting them implemented. Customers have more control – much more. Product information, peer reviews and ratings, even competitors are all just a click away. This increased transparency puts brand promises to the test. And, whether you are B2C or B2B, your customers have become accustomed to personalized services, relevant and personalized offers, and customizable capabilities. All on demand. How do you meet these demands – let alone exceed them? This paper explores considerations on how to harness the power of digital information on the front line of the customer relationship to power your competitive edge through to your bottom line.
2010 Outlook: Doom and Gloom for DTC? 10 Points for Winning with PatientsAdvanceMarketWoRx LLC
Now is the time to re-think DTC marketing in the 21st Century. With all of the new ways to engage with patients, here are 10 prescriptions that can help marketers improve their DTC efforts in 2010.
(As originally published in DTC Perspectives, December 2009)
The customer-centric theory may, at first blush, seem a backwards approach to profitability. The focus is not on the customer's wallet, but the customer himself. Learn how successful businesses have increased share of wallet and generated fiscal growth by putting the individual customer's needs before the company's.
More CRM and Loyalty Marketing Resources
Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/
eBooks: http://www.customerinsightgroup.com/white-papers
Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops
Systematic New Loyalty Program Development: http://www.customerinsightgroup.com/systematic-new-loyalty-program
Pinterest: http://pinterest.com/engagekeepgrow/
Who is Customer Insight Group?
Customer Insight Group, Inc. leads the way in the evolution of how companies engage their customers, positively motivate them and earn their long-term loyalty. Our extensive client work is testimony to our depth of knowledge and ability to apply strategic insight and solutions to a wide variety of business objectives. Our team’s client experience includes: NHFA, Thomasville Furniture, The Maxim Group Carpet Franchise, Ashro, A&P, The Bon Ton, Crate & Barrel, Dick’s Sporting Goods, Edwin Watts Golf, GE Consumer Finance, Monroe and Main, Swiss Colony, Midnight Velvet, MySwingle.com, The Great Indoors, G.H. Bass, Golf Galaxy, Helzberg Diamonds, HSBC, Kohl’s, La-z-boy Furniture Franchise, MCI, Payless ShoeSource, Pier 1 Imports, Petco, Proflowers.com, Regis University, Ruby Tuesday, S&K Menswear, Sierra Trading Post, Stein Mart, Tommy Hilfiger, Ulta, as well as various other leading companies.
The events of the last two years constitute more than an economic recession. Rather, they shape a global realignment -- "The New Normal." This position papers describes four fundamental areas where change has occurred in society and provides recommended responses for service brands and service marketers.
Co-Creation is a powerful concept: engaging broad stakeholders in a design or problem-solving process as co-designers. But where did it come from? Here’s a brief history of the idea, which remains emergent and evolving still today. (by Stephanie Gioia, Director of Consulting at XPLANE)
How to grow your marketing agency in tough times - GuideKahootz
This guide will help you seize understand client’s demands on agencies and avenues to:
• Maximise Client Revenues
• Improve Client Retention
• Grow Your Agency
• Create an Agile Working Environment
• Improve Your Internal Processes
Moving Beyond Customer Experience Towards Customer EngagementSeymourSloan
In a changing market, we need to look at how customers are managed within businesses. For too long the debate was around experience, which ignored the richness of the opportunities available to really build relatioinships with customers. Rather, we suggest looking at the model from an engagement perspective and understanding how to make the relatioinship multi-way.
The Changing Nature of the Customer Relationship by North HighlanddBrooke Novak
Things have changed with the way the customer experience is enacted. Success has less to do with big strategic decisions and more to do with practical, everyday operational decisions – and then getting them implemented. Customers have more control – much more. Product information, peer reviews and ratings, even competitors are all just a click away. This increased transparency puts brand promises to the test. And, whether you are B2C or B2B, your customers have become accustomed to personalized services, relevant and personalized offers, and customizable capabilities. All on demand. How do you meet these demands – let alone exceed them? This paper explores considerations on how to harness the power of digital information on the front line of the customer relationship to power your competitive edge through to your bottom line.
2010 Outlook: Doom and Gloom for DTC? 10 Points for Winning with PatientsAdvanceMarketWoRx LLC
Now is the time to re-think DTC marketing in the 21st Century. With all of the new ways to engage with patients, here are 10 prescriptions that can help marketers improve their DTC efforts in 2010.
(As originally published in DTC Perspectives, December 2009)
The customer-centric theory may, at first blush, seem a backwards approach to profitability. The focus is not on the customer's wallet, but the customer himself. Learn how successful businesses have increased share of wallet and generated fiscal growth by putting the individual customer's needs before the company's.
More CRM and Loyalty Marketing Resources
Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/
eBooks: http://www.customerinsightgroup.com/white-papers
Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops
Systematic New Loyalty Program Development: http://www.customerinsightgroup.com/systematic-new-loyalty-program
Pinterest: http://pinterest.com/engagekeepgrow/
Who is Customer Insight Group?
Customer Insight Group, Inc. leads the way in the evolution of how companies engage their customers, positively motivate them and earn their long-term loyalty. Our extensive client work is testimony to our depth of knowledge and ability to apply strategic insight and solutions to a wide variety of business objectives. Our team’s client experience includes: NHFA, Thomasville Furniture, The Maxim Group Carpet Franchise, Ashro, A&P, The Bon Ton, Crate & Barrel, Dick’s Sporting Goods, Edwin Watts Golf, GE Consumer Finance, Monroe and Main, Swiss Colony, Midnight Velvet, MySwingle.com, The Great Indoors, G.H. Bass, Golf Galaxy, Helzberg Diamonds, HSBC, Kohl’s, La-z-boy Furniture Franchise, MCI, Payless ShoeSource, Pier 1 Imports, Petco, Proflowers.com, Regis University, Ruby Tuesday, S&K Menswear, Sierra Trading Post, Stein Mart, Tommy Hilfiger, Ulta, as well as various other leading companies.
The Consumer Consulting Board - How Online Customer Communities will reshape ...Tom De Ruyck
In this brand new presentation, Tom elaborates on what’s next for ‘Online Research Communities’ in terms of new tools and new possibilities. He pays special attention to how to really engage with consumers, how to report results in an impactful way and how to embed the voice of the customer within all departments of the organization. In other words how to give consumers a seat on the board of your company. Tom also argues that there are marketing leverage effects to running consumer communities, as is illustrated by a multitude of new client cases.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Why every company needs a Chief Consumer Officer: 5 steps towards becoming a ...InSites Consulting
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Author- Rajul Garg
Rajul co-founded GlobalLogic, sold for $420M in 2013 to Apax partners in the largest deal of the year in India. Rajul built the operation ground up in India and then expanded through global acquisitions, until 2008. Rajul then consulted with top tier venture capital firms such as Sequoia Capital and Aavishkaar, where he got exposed to the education sector.
Earlier, right out of college, Rajul founded Pine Labs, a leader in the Indian market in credit card transactions.
Rajul serves on several Boards, including publicly traded S Mobility, a leader in digital mobility. He is an active mentor to several startups, a sought after angel investor and a participant in several industry bodies such as TiE, NASSCOM, IIT Mentors and others
Rajul is a graduate from IIT Delhi.
Business Intelligence for Consumer Products: Actionable Insights for Business...FindWhitePapers
While historically consumer packaged goods (CPG) organizations have made significant investments in data collection and integration, much of the data stored in their IT infrastructures has not been analyzed or deployed to further the firms business performance.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Enterprise Relationships are fundamental to business
success. The research - conducted with Cambridge University Business School - shows how relationships lead to long
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the quality of interaction between the parties. The overall
performance of a company will therefore depend on how
well it is able to manage its own Enterprise Relationships.
Furthermore the White Paper starts to explore how digital communication can deliver value into these relationships.
New research conducted by Populus and Esteban Kolsky for Thunderhead.com presents the engagement opportunity, and a new model for building customer engagement.
Across sectors and regions, business leaders are recognizing the competitive advantage of
superior customer experience and the value that resides not only in what a company delivers
for its customers, but in how it delivers products and services. Where companies once
could differentiate themselves by product or efficiency, distinctiveness today increasingly
lies in creating a seamless, omnichannel customer experience.
As leaders of McKinsey’s Customer Experience Service Line, we are delighted to present this
volume of Customer experience: New capabilities, new audiences, new opportunities. This
compendium draws from the collective thinking of our experts and practitioners, and follows
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are focused on it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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• Four (4) workplace discipline methods you should consider
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• Three (3) key tips to maintain a disciplined workplace.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Business Valuation Principles for EntrepreneursBen Wann
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3. In the (post-)crisis ear, challenging the status quo
through innovation will be critical to restore profitability
in the financial sector. The commoditisation of products
within the industry is making it very difficult to compete
on price. Moreover, a whole array of non-banking
entities is entering the market to close the gap between
the offerings of banks and the needs of customers.
Suddenly, banks face competition from telcos,
What to expect? supermarkets, tech firms and innovative start-ups, all
experienced in building online relationships and
developing and marketing transparent products.
In this paper we explain how
financial institutions
can install structural collaboration
trajectories with key stakeholders (consumers,
employees, management) in order to develop true value
propositions consumers are willing to pay for.
4. Time to innovate is NOW!
So from a bank‟s point of view the competitive frame
of reference has expanded considerably and at a
frightening pace. “Customers judge across their entire set of
experiences rather than just comparing your
As a result, only
financial institutions which organization to others like it. We want our
invest in service innovations taking technology to be as intuitive and user-friendly as
Apple products, the service we receive to be as
advantage of a profound understanding of
thoughtful as we might get from Nordstrom, and
consumer needs and demands will be able to personalization and ease of payment as good as
outperform competition. (IBM Institute for Amazon’s”
(Forbes, Rita McGrath, Five Big Trends in Business Innovation in 2012).
Business Value 2010)
However…
…impediments to innovate are probably more persistent in the financial sector than in any other industry. Strict
regulations, low margins, legacy, long time to market, focus on short-term financial success, commoditisation of
services & products, IT-driven NPD, lack of organisational structures & funds fostering innovation… most often result in
banks embracing the opposite of an open-innovation-minded culture. (Accenture Research, 2010)
5. With the rise of web 2.0 and social media, new
tools are available for organisations to facilitate
open innovation and structural collaboration
Here’s the processes. In the next chapters, we explain why
and how to install structural
solution! collaboration trajectories with internal
and external stakeholders (consumers,
employees, management), what the keys to
success are and the implications for the
organization. We end with concrete cases in the
telco, aviation and financial sector.
7. When we talk about open In most cases, this
innovation or structural collaboration starts with a pilot
collaboration, we refer to the project. If the test is
integration of the voice of successful, the collaboration
the customer in all decision- can gradually be built up in a
making flows of your more structural manner. Less
than one out of ten companies
company. In most companies,
which co-create with their
customers are only allowed to
Power to give their feedback at the very
end of a decision-making flow
customers also uses this
collaboration for launching new
products or services. We could
through traditional market
the people research. This paper gives
insights on how to involve
say that the focus of co-
creation is mainly on the
initiation of new ideas. But
the customer in every single even if consumers are more or
phase of the decision- less continually involved in the
making flow on an on-going process of dreaming up new
basis. Currently, only 3% of all ideas, this is still not enough to
allow us to speak of „structural
companies have experience
collaboration‟.
with developing new products
and services with their
consumers.
8. Structural collaboration means that the customer is
involved in all aspects of your company’s life. This includes:
1. Getting new insights: Exploration of the target group. Listen directly to how
they perceive the product and service quality in order to optimize the commercial
portfolio. This also implies discovering new market trends and unmet needs from
your most relevant customers.
2. The development of new ideas and fine-tuning of existing ideas:
Create new commercial value together with the customer.
3. Key role during implementation: Include customers during the
implementation phase to make sure that your interpretation of their ideas is correct.
4. Continuous evaluation and optimization: Use the customer‟s voice as a
continuous flow of information to improve loads of smaller, tactical issues and to re-
shape the future of your company, your customer being your primary consultant.
9. Overview of structural collaboration and business issues
And it pays off: a recent article in the
„Harvard Business Review‟ claimed
that companies are more able to
solve all their main business
issues if they collaborate closely
with their consumers. The good
news is that consumers are also
willing to help companies out with
this: more than half of them want to
collaborate with one of their
favourite brands on one or more of
these issues. The goal of this paper
is to look into the necessary
ingredients for a company to
structurally get the consumer on
board.
10. The objectives of structural collaboration
Based on 17 interviews with senior executives of (global) brands from different industries, we came to the
conclusion that companies that are working on structural collaboration with their customers have four clear
objectives in mind with this approach:
1. Create better products, improve the 3. Add consumer feeling to the gut feeling. A lot of
customer service and communicate in a managers rely on their gut feeling, which is wonderful.
Structural collaboration should add „consumer feeling‟ to
more impactful way. This is by far the most
it. By collaborating so often, managers create the ability to
important objective for large brands in order to
put on the consumers‟ hat during a meeting and think as
collaborate with consumers. By succeeding in this
the consumer. Which helps them to make more
objective, the overall performance of the
consumer-relevant choices.
organization will increase.
2. Become more agile. By involving customers in 4. Marketing & PR. Companies that are listening and
every phase of a decision-making chain, things that involve consumers in decision-making are popular
move faster. Companies can make better nowadays. Tell all your customers that you take decisions
decisions more rapidly and have a better feeling of based on consulting other customers, and they will like
what will be needed to be equally successful in the you more. Leveraging the internal collaboration platforms
future. A big plus in today‟s fast-moving world. towards the external communication has an impact on the
overall perception. This is not the main goal, but a very
welcomed indirect effect.
11. It‟s clear that structural collaboration with consumers is
not about having the right technology to make it
happen. It is about a mentality shift for most
organisations. A shift from a „we know best‟ attitude
towards an open mentality. The most beautiful result
An evolution, of collaborating companies is the creation of what we
just called the „consumer feeling’. Adding the
consumer feeling to the gut feeling of companies is
not a revolution the biggest change one can achieve through structural
collaboration.
To reach this situation, a number of steps need to be
taken. Based on our research, we learned that all
companies started small and evolved towards bigger
and bigger collaboration projects. In the end,
collaboration was really embedded in their organization.
It was a process of change, not a revolution.
12. The evolution towards structural collaboration happens
in three steps:
1. Collaboration always starts with a first-time try out. Companies organize a co-creation project in which
they allow the customer to participate in one specific project. Most frequently occurring examples are co-
creation of a new product, a new package or new marketing communication.
2. If this try-out is experienced as a success, the second step is to apply collaboration on a project-based
level in the organization. In this stage, companies have the habit to involve customers in every
important new project they work on.
3. After a while, it becomes hard for them to take decisions without the voice of the customer during the
process and they decide to collaborate structurally.
14. 1 Select the right participants
In our opinion there are two types of - meaningful - Companies that want to involve the customer in
structural customer collaboration : an open online more strategic decisions and that have a need for in-
platform where everyone can participate and a depth feedback, tend to work with a closed online
closed online community where you select the community with a limited number of relevant
people to join in. In the large open communities you customers. If you want to solve a specific
have little direct control over who joins and who management problem, it is better to discuss possible
doesn‟t.
The members come together in a solutions with a smaller, closed group of between 50
and 150 of people with a keen interest for your
very spontaneous way to discuss particular
category. It could also be a group of your most
subjects of their interest. Your role with ardent fans, fans you have carefully vetted and
regards to these people is simply to listen. This will selected yourself. The major advantage of this
allow you to discover a series of unfulfilled market approach is that you have everything in your own
needs, which may eventually lead to new products hands - and this is advisable if you don‟t want the
and services. Of course, you are also free to ask whole world to know what decisions are being taken.
them questions, but you should always remember
that these are open communities - anyone else
might be listening to their answers!
15. 1 Select the right participants
Having said that, it is important to acknowledge that not Research has shown that without this kind of
every customer will be able - or is suitable - to help you emotional commitment people seldom are
solve management problems. To give your company interested enough to contribute effectively to an
access to the right advice on a daily basis, you need to you need to
online community. In other words,
listen to the right (and relevant) people. For your talk to people who are interesting and
communities you should seek to attract people who interested. If they don‟t have an opinion or if
can offer added value. The minimum condition is the natural motivation to take part is missing,
that they have a clear commitment to the your community will not achieve what you want it
to achieve. But natural engagement is not
company and what it stands for. They may be experts
sufficient, in order to make your community a real
in the sector, knowledgeable and enthusiastic amateurs
success you need to manage it well. Several
in the sector or just big fans of your brand.
things are important: be open and transparent
about the goals of each project, listen actively
(allow participants to put their issues on your
agenda too), make it a fun experience (after all
people are doing this in their spare time) and give
enough feedback on what you did with their
answers.
16. 2 Internal communication is not enough
Internal = External
Managers show more interest in a project or Sharing your collaboration work with the whole
approach which gets external credits than in a organisation and the rest of the world has several
project with a sole internal focus. In other advantages. Next to an increase in motivation of your
words: make sure your structural management, it will also increase the motivation of your
collaboration is not completely taking communities‟ participants. Further, research has shown
that consumers have a higher trust level towards and a
place behind the scenes of your
better perception of co-creating brands. So, there is also a
organization. commercial benefit to leveraging your efforts externally.
17. 2 Internal communication is not enough
Internal = External
There are a few communication tactics you can apply to increase the internal and external impact of your
collaboration process:
Meet-up with participants: Go for tangible Bite-size & Apply content marketing
Collaboration occurs on a results: If you work creative techniques: Don‟t
digital platform but it is an together with your reporting: Share communicate once or twice
interaction between people. consumers on a about your collaboration, but
the results of your
To increase the interaction structural level, make talk about it more frequently.
collaboration in a
and the emotional bonding, sure you have concrete Use three levels of content: big
short, compelling
make sure your employees deliverables. These and creative way content campaigns (e.g. when
meet up with these people in results (e.g. new you have BIG news: launch of
with your
the real world as well. Show products, insights, an initiative or showing the end
employees. Make
them around in your company, advertising, result), content projects (e.g. a
sure it is easy to
tell them your challenges and packaging…) should be theme you talk about for a few
digest and to
treat them like part-time shared with the world in days/weeks) and content
share.
employees. order to make the updates (small, daily updates
collaboration aspirational with relevant information).
for the market and for
the manager involved.
18. 3 Measure impact
there is need for evidence that the approach works. Therefore
To keep the collaboration flow going,
we advise to use a number of clear success indicators that you can measure during the
implementation of structural collaboration in your organization. There is no standard list of KPIs
to use; they differ from company to company, as they are closely linked to the company culture and the
company‟s (long-term) objectives. There are a few KPIs that apply to all companies to follow up on the impact of
structural collaboration.
19. 3 Measure impact
Success of innovation, impact of Cost reduction: by integrating the voice of the
communication and improvement of customer customer in the entire decision-making flow, the cost
service: by involving customers early in the of ad hoc market research should be reduced. Next
process, your company will take better decisions. to that, by creating better products and services
Product launches, new advertising campaigns and based on the input of the market, the impact of
so on should have a higher success rate than before word-of-mouth will increase, which may lead to
the collaboration was implemented. lower media budgets.
Consumer feeling of the organization: you can Brand perception: listening actively will humanise
measure to what extent your management has a your brand and make it more popular.
better feeling of the attitude and behaviour of your
target market. The goal is that managers think as
consumers and improve their performance through
this newly acquired skill.
Define your KPIs, measure them and
celebrate success!
20. Need for changes in internal implementation
processes
Collaboration should lead to decisions that In other words: it is important to start with a try-out,
are taken through a between the market and but it is equally important to start with a long-term
view. Make sure you know where you're going. After
your company. The proof of structural
collaboration is in the implementation of the ideas. In the try-out, it is a matter of including collaboration
order to succeed in this crucial step, there is a need into projects where the fit feels right. People
to change the internal decision streams. The (internally and externally) get bored rapidly. Make
challenge is to integrate consumer feedback sure you have a flow ready in your collaboration
process to keep the conversations going. Plan with
and input into every phase of the decision
room for flexibility. Once you have completed a
cycle. Remember that structural collaboration does number of successful collaboration projects, the
not come overnight. It starts with a try-out that fits possibility to move forward to structural collaboration
within the existing culture. Make sure that as from the will arise.
start you know what your next step will be.
21. Make sure that, along the way, you take into account
these last tactical tips to make collaboration work:
Have clear objectives for each collaboration project
Involve all stakeholders early in the process
Manage expectations
Have a community manager
Create internal and external credibility
22. 1. Have clear objectives for each collaboration project. Make sure not to collaborate just for the sake of
it. To get the feedback of consumers in the decision flow, the objectives have to be very clear, and in line
with the business goals.
2. Involve all stakeholders early in the process. The higher the number of departments involved at the
beginning of the process, the better. In order to integrate the collaboration flow in the decision flow, it is
crucial to have a buy-in from the relevant teams.
3. Manage expectations. Collaboration won‟t lead to the next big idea for your company. Customers are
great sparring partners, but don‟t set your expectations too high. Make sure that during the integration of
their feedback in the decision flows, everybody is aware of what to expect from the collaboration.
4. Have a community manager. Make sure to have assigned somebody to manage the community. This
person is responsible for managing the conversation with participants in the collaboration process and for
sharing the insights internally. He or she brings the consumer‟s voice to life within the company.
5. Create internal and external credibility. By delivering results and integrating the voice of the customer
in your decision flows, you will gain credibility among the participants in the collaboration platform.
Credibility among employees will also grow as they will see that the collaboration adds value. Marketing
your collaboration efforts is not a bad thing, but it should not be the only thing.
23. Part 3 : Cases
how we applied the above framework
In this last chapter, we demonstrate
for important players in the (financial) services sector. We report on 2
successful co-creation pilots in the telecom and aviation sector that -eventually-
resulted in a long-term connection between all parties involved. We also show how
the financial sector is gradually opening up and starting to implementing their first true
co-creation trajectories surfing the waves of social media and web 2.0.
25. Telenet is the largest provider of broadband cable services in Belgium. Its business comprises the provision of
analogue and digital cable television, high speed Internet and fixed & mobile telephony services. By launching a
new service in Beta and integrating the voice of the user in the further development, Telenet co-created unique
value with customers.
With the purpose of securing (1) market leadership and (2) first mover advantage, Telenet‟s mission
statement comprises “generate impact through happy clients spreading positive word-of-mouth”, turning the
ground swell phenomenon to their advantage. Therefore, they launched a new service in Beta and different
internal teams (R&D, marketing, communication, management, even de CEO, Duco himself) collaborated with a
user group in an online pre-launch community on the further development of this application.
26. During the official (press) launch of By integrating the voice of the
Yelo, an application bringing customer in the development of this
new service, consumers were not
digital TV to mobile devices
only collaborating on improvements,
like the iPhone, iPad and
they actually co-defined the
(portable) computer, users were
development roadmap and the
invited to provide feedback on social
media. 100 participants were go-to-market strategy for the
recruited from the open community following years.
to join a 3-week closed pre-launch This roadmap is structured around a
This co-creation approach
community to allow in-depth model generated by consumer
resulted in highly satisfied users,
discussion of the uncovered themes, feedback, differentiating between
collaboration on improvements and basic expectations, satisfying with83% being satisfied to
to structure the development improvements and addictive new very satisfied, turning users
roadmap. After the community, features. 30 out of 45 user- into real brand
feedback was shared on social generated and prioritized
ambassadors. About 1 out of 7
media again, offering all users a improvements have already been
iPhone and iPad users in the
chance to join the dialogue. added to the roadmap, ranging from
Belgian market installed Yelo.
bugs and interface changes to
content features. More than 50% of
Recently, similar co-creation
the last update were user-generated
initiatives have been set up for a
changes.
large Belgian Bank and a
worldwide issuer of credit cards.
28. ING, a global financial institution of Barbera Van der Wal, Senior
Dutch origin, has the ambition to Research Manager, ING retail: “Our
become THE bank for students and marketing challenge was to gain
experience with an online community
wants to have full understanding
as a tool for structural collaboration
of the life of students and their
with key target groups. The goal was
banking needs. to generate relevant customer insights
In the 'ING Student House' community in the fuzzy front end of the innovation
the different marketing teams gained funnel, to test marketing ideas and to
insights into the daily life of 150 co-create with the target group”.
students by discussing, among Eventually, the community provided
others, themes such as income, ING with a rich and detailed view
expenditure, financial administration, of the life of students nowadays. Susanne Streng, Segment Marketer,
banking and insurances, during 3 In a closing workshop with the ING ING retail: “For me the added value of
months. The focus was on how ING Marketing-students team, over 100 the collaboration project was not only
can add relevance to student (smaller and bigger) ideas were the concrete outcome, but also
generated to better match ING to the installing a real dialogue with the
clients. In that perspective marketing
needs and wishes of their student
ideas were evaluated and co-created target and ACTING upon true
clients. The NPD department now has
with the students. customer centricity. Engaging
a clear view on the directions for the
development of the new student customers in structural collaboration
is the ultimate brand touch-point
positioning, and community
the
turning them into true brand
provided them with a rich source of
ambassadors”.
customer quotes, brand reflections
and unsolicited feedback.
30. To further improve the experience of In a second phase, another group of
travellers, Air France-KLM, the frequent travellers placed the
French-Dutch airline holding insights into perspective with their
company, wanted to connect with stories and came up with ideas on
their customers on an emotional the “My Transfer Idea” community, a
3-week creative journey. Analysis of
level. Transfer flights in particular
the ideas resulted in 32 concept
are complex situations, evoking a lot
boards; the 4 most feasible were
of emotions, mostly negative. To
integrated in a quantitative and
approach this situation as an
emotional concept screener.
opportunity and to demystify the
innovation process, InSites
This “My Transfer Idea” project does
Consulting and Air France-KLM
not only use the emotional
collaborated on a complete and
experience of travellers as a starting
staged co-creation project, point for innovation in service
centralised around the emotional
design, the emotional layer is
service perception. By connecting
present in the complete
with Air France and KLM frequent
flyers in an insightment community, innovation approach and
10 insight platforms were defined, connection with the frequent
emphasizing their needs, emotions flyers.
and expectations.
31. Also in the financial sector, a wide range of Both groups were followed for 3 months, with a
target groups and business challenges have meet & greet between the second and third
been tackled by long-term customer months. The results revealed different types of
connections using online platforms: autonomous investors embodying different
needs and insights on the dynamics between
- In the aftermath of the financial crisis, a 1- the investors and account managers. In the
year intensive collaboration process (via an end, quick wins, short-term actions and
online community) was set up between strategic projects towards the target group
different internal teams (active involvement were defined.
of the CEO) and customers of 2 large
banks facing a merger. The goal was to - Also in a more sensitive context, true
keep the finger on the pulse and generate customer-centricity is key - nothing makes a
customer insights on the integration, so that basher bash more than not being able to tell it
the teams could act upon them and control to your face - whether it is about how to
damage or loss due to the fusion. handle a compensation trajectory towards
investment customers or giving meaning to
- With the purpose of better servicing their your brand after re-branding.
autonomous investors, a large Belgian
retail bank installed a dedicated community
among autonomous investor customers and
account managers (with a sub-community
per profile).
32. Research team
Tom De Ruyck Delphine Vantomme
+32 9 269 14 07 +32 9 269 15 20
tom@insites-consulting.com delphine@insites-consulting.com
@tomderuyck http://www.linkedin.com/in/delphinevantomme
http://www.linkedin.com/in/tomderuyck
33. Want to know more about
research in the
financial sector?
Delphine Vantomme
Business Director Financial Services
+32 9 269 15 20
delphine@insites-consulting.com