Upload
highroad-solution
View
88
Download
1
Tags:
Embed Size (px)
Citation preview
Measuring Customer Engagement
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Today’s Agenda
What is Engagement?
The Importance of Analytics
Customer Engagement Framework
Engagement Strategies & Metrics
Q & A
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Chief Analyst – Demand Metric
Jerry Rackley
30+ years in sales & marketing
Adjunct marketing faculty:
Oklahoma State University
Chief Analyst at Demand Metric since
2011
What is Customer Member Engagement?
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
…the strategies, processes, technology and tools that enable
an organization to attract, engage, gain, retain and influence
the behavior of members consistently and effectively across all
touch points throughout the lifetime of the members’
relationship with the association.
The Evolution of Customer/Member Engagement
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer Satisfaction Customer Experience Customer Engagement
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Member Engagement
Intentional
Cultivated
Nurtured
Measured
1. The process of identifying metrics that are valid indicators of marketing’s
performance in pursuit of its objectives.
2. Tracking those metrics over time.
3. Using the results to improve how marketing does it work.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics Process
“Marketing is fluff – an
expense we can’t afford.”
“Marketing is critical to our
success – we can’t live without it!”
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Why Analytics are Important
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Credibility Gap
Source: Fournaise Marketing Group. 2012
8%
51%
8%
21%
12%
0% 10% 20% 30% 40% 50% 60%
Unnecessary expense
Necessary expense
Breakeven center
Modestly profitable revenue center
Highly profitable revenue center
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
How Marketing is Perceived Internally
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Remedy: Marketing Analytics
Everyone has an opinion about the quality or value of marketing’s efforts. What does
the data say?
“…when you can measure what you are speaking about, and
express it in numbers, you know something about it; but when
you cannot express it in numbers, your knowledge is of a
meagre and unsatisfactory kind…”
Lord Kelvin
Keep marketing focused on objectives.
Build marketing’s credibility.
Help marketing improve its performance.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Marketing Analytics:
1. Three marketing organizations.
2. Each has a different attitude toward analytics.
3. Attitude determines altitude.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
An Analytics Tale
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics House of Straw
No analytics process.
Marketing leadership is instinctive.
Determining marketing’s success is completely subjective.
Marketing is response-driven, reactive.
Marketing benefits from/is victimized by internal politics.
Funding rollercoaster.
Marketing viewed as an expense.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics House of Sticks
Analytics process uses “vanity” metrics.
Marketing leadership still primarily instinctive.
Determining marketing’s success is mostly subjective.
Marketing is operational.
Analytics function as a smokescreen.
Funding rollercoaster.
Marketing still viewed as an expense.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
The Analytics House of Bricks
Analytics process metrics linked to revenue.
Marketing leadership is data-informed.
Determining marketing’s success is objective.
Marketing is strategic.
Analytics function as guardrails.
Funding based on a business case.
Marketing viewed as a revenue center.
1. Assess your readiness
2. Review/clarify business objectives
3. Select metrics
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Getting Started with Analytics
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Cultural Readiness Assessment
Critical success factor: Culture
Culture as a Barrier
Work on what’s urgent
Punish mistakes
Trust intuition
Political environment
Culture as a Catalyst
Work on what’s important
Learn from mistakes
Trust data
Transparent environment
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Review Objectives
What are the main business objectives?
Marketing always supports association objectives.
Marketing’s plan derived from the association objectives.
Marketing analytics measure success against the plan.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Review Objectives
What if the association’s objectives aren’t clear?
Ask for them.
Suggest some.
Derive some.
Example: Association to marketing objective.
Association Objective
Improve profitability
Marketing Objectives
Increase member engagement
Improve member retention
Increase share-of-wallet
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Review Objectives
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Selecting Metrics
Select metrics that link to marketing’s objectives:
Marketing Objectives
Increase member engagement
Improve member retention
Increase share-of-wallet
Metrics
Conference participation, social, CLV
Member retention rate
Average spend per member
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Selecting Metrics
Caution:
“…not everything that can be counted counts, and not everything
that counts can be counted.”
William Bruce CameronInformal Sociology: A Casual Introduction to Sociological Thinking
3%
10%
13%
28%
33%
76%
77%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Other metrics
Recency, Frequency, Monetary (RFM)
None
Reach/influence
Conversions
Open rates
Click-thru rates
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Association Marketing Metrics
Source: Demand Metric Research Corporation
Identify metrics that matter.
Top-down process.
Don’t choose metrics simply because the data is there.
Some important metrics may not have data available.
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Selecting Metrics
Engagement Framework
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer Engagement Framework
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model Orientation
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model Leadership
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model Tools & Platform
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model Customer Success
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Alignment
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Budget & Staff
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Customer
Engagement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation No defined strategy or
process for Customer
Engagement
Strategy is uncoordinated;
Aware of need to create a
customer journey
experience; Projects are
developed and delivered
ad hoc
Defined strategy and
processes exist for
Customer Engagement
across an Enterprise;
Touch points are
coordinated across
functions to meet customer
expectations
Defined, integrated
strategy for Customer
Engagement exists across
an Enterprise; Coordinated
effort between Marketing,
Sales and Customer Care
to provide closed loop
engagement
Leadership
Sees Customer
Engagement as just one
part of traditional
marketing, not a focus
Views Customer
Engagement as important;
Allocates budget & staff
resources to explore
program and campaign
options to drive revenue
Views Customer
Engagement as the
primary focus of marketing;
Long-term commitment to
Customer Engagement;
Willing participant;
Resources for growth
Views Customer
Engagement as the
primary marketing focus;
Organization aligned
around Customer
Engagement for sales and
revenue impact
Tools &
Platforms
Development; Point tools
for Email, Content and
Social Media Marketing;
No Online Community,
Personalization or Loyalty
tools/applications
Platforms, applications and
workflows that perform
specific functions have
been implemented for the
buyer’s journey and
personas, but little
coordination across Sales,
Marketing and Customer
Care exists
Tools and platforms for all
customer journey points,
from problem identification
to advocacy development,
have been implemented;
Maintain 360-degree
customer profiles and
implement behavioral
targeting
Utilizes comprehensive,
end-to-end system
integration of all Customer
Engagement related
platforms with tight
integration to Enterprise
CRM, MA and other legacy
ERP systems
Customer
Success
Relies on traditional
engagement tactics like
website landing pages with
limited content targeting;
Lack of customer journey;
One-way dialog from
seller’s perspective
Understands need for
creating buyer journey and
personas to better target
content; Has implemented
point tactics to improve
conversion and close
rates, improve retention
and reduce churn
Aligns programs and
campaigns to consistently
deliver full Customer
Engagement to drive
loyalty; Supports robust
external & internal online
communities and advocacy
& loyalty programs
Focused on creating a
differentiated customer
experience and
operationalizing it through
all marketing, sales and
customer care touch
points, programs and
campaigns
Alignment Marketing and Sales
operate in silos
Some Marketing, Sales
and Customer Care
integration, but cross-
functional responsibility for
sales and revenue may not
exist yet
Cross-functional
integration across
Marketing, Sales and
Customer Care, but are not
fully aligned
Fully aligned Marketing,
Sales and Customer Care
with cross-functional
responsibility for sales,
revenue and profit growth
Budget &
Staff
General marketing budget
without direct allocation for
Customer Experience or
Engagement; Staff is
contracted or at the
Coordinator level only
Budget allocated; Defined
point roles and
responsibilities for
Customer Experience or
Engagement
Budget with business case
to justify spend; Dedicated
marketing/sales roles for
Customer Engagement
Budget connected to
customer satisfaction
goals; Organization
aligned for maximum
impact of Customer
Engagement
Metrics No formal measurements
in place
Analytics to monitor and
track sales success, such
as % of Quota Achieved,
Renewal Rate, Revenue
Opportunity Metrics, Cost
per Lead (CPL), etc.
Dashboard tracks relevant
customer care, demand
generation, communication
and sales metrics; Metrics
include # Marketing
Qualified Leads (MQLs),
Avg. Resolution Time, %
Escalations to Tier 2
Customer Support
Enterprise-wide dashboard
with visual representation
of user acquisition and
engagement by behavior,
experience, etc.; Metrics
may include Customer
Satisfaction Index (CSI),
Customer Lifetime Value
(CLV), Net Promoter Score
(NPS), etc.
Customer Engagement Maturity Model
Metrics
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Member Success Role
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Engagement Strategies & Metrics
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Engagement Strategy: Communities
Engagement engines!
“Websites & private social networks that enable members to interact in a controlled
setting, created and maintained by an association to foster communication among
peers or like-minded individuals.”
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Branded, Online Community Benefits
158
186
201
224
319
367
371
374
0 50 100 150 200 250 300 350 400
Greater revenue attributable to referrals
Lower cost support channel
New ideas for products & services
Validation of new ideas for marketing content
Improved customer support quality
Better customer perception of the brand
A more loyal customer base
Better understanding of customer/prospect needs
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Branded, Online Community Adoption
63%
34%
3%
0%
10%
20%
30%
40%
50%
60%
70%
Yes No I don't know
36%
Source: Demand Metric Research Corporation
17%
48%
10%
25%
0%
10%
20%
30%
40%
50%
60%
No metrics Basic metrics Intermediate metrics Advanced metrics
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Community Success Metrics
Source: Demand Metric Research Corporation
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Content Marketing Problems
4%
10%
20%
22%
26%
27%
29%
29%
29%
35%
40%
58%
0% 10% 20% 30% 40% 50% 60% 70%
None of these challenges exist for us
Other problems
Content quality is poor
Content breadth too narrow or broad
Content depth too deep or not deep enough
Prospects won't surrender contact info
Content formats are boring or uninspiring
Content isn't generating interest or attention
Long-form content too hard to absorb
Free content isn't generating leads well
Content quantity is insufficient
Content doesn't create engagement…
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Content Problems
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Interactive Content Types
1%
7%
7%
9%
10%
12%
14%
15%
20%
20%
24%
40%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Interactive LookBooks
Games
Other types
Wizards
Configurators
Quizzes
Interactive white papers
Interactive eBooks
Contests
Calculators
Assessments
None
17%
48%
10%
14%
11%
0% 10% 20% 30% 40% 50% 60%
No measurements
Basic measurements
Measures of interest
Measures of influence
Measures of engagement
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Content Effectiveness Measures
Customer (Member) Lifetime Value (CLV)
Customer (Member) Lifespan/Cycle
Customer (Member) Retention Rate
Customer (Member) Touchpoints
Activity/Usage time or duration
Visit frequency
Core actions taken
Advocacy
Demand Metric Research Corporation Copyright © 2014. All Rights Reserved.
Key Engagement Metrics
Q & A
Demand Metric Research Corporation Copyright © 2013. All Rights Reserved.
For more information, visit us at:
www.demandmetric.com
Demand Metric Research Corporation562 Wellington Street, London, ON CANADA, N6A 3R5
Demand Metric Research Corporation Copyright © 2013. All Rights Reserved.
Demand Metric Research Corporation Copyright © 2013. All Rights Reserved.