Upload
jive-software
View
1.108
Download
4
Tags:
Embed Size (px)
Citation preview
1 © Jive confidential
2 © Jive confidential
Today’s Speakers
Laura RamosVP, Principal ResearcherForrester Research
Elizabeth BrighamProduct Marketing ManagerJive Software
Customers are your Best Advocates: Turn them into your Best Sales TeamElizabeth Brigham, Product Marketing Manager
Jive Software
4 © Jive confidential
Marketers care about 2 things….
Winning new customers
Keeping existing customers
5 © Jive confidential
From to for Marketers
Common challenges
© Jive confidential6
Aw
aren
ess
Co
nsi
der
atio
n
Pre
fere
nce
Pu
rch
ase
Loyalty and Advocacy
ProspectsDisregard Marketing’s message
Leverage “unofficial” channels to inform buying decisions
CustomersNo platform for dialog with company or peers
Takes too long to find accurate documentation & find answers
CompetitionPressure from new entrants
Fickle customer base; loss of market share
How Communities drive Customer-Centricity
Awareness
Consideration
Preference
Purchase
Support
Loyalty & Advocacy
Example Communities Driving Business Value
© Jive confidential8
“Customers who are engaged in our community spend 240% more on average than those who aren’t engaged.”
-Todd Forsythe, VP Global Marketing EMC
Example Communities Driving Business Value
© Jive confidential9
McAfee reports:• $2.6M in annual savings due to decrease in call escalations, volume and total call
minutes• $350K annual savings due to decreased employee on-boarding and IT costs
@lauraramos
Competitive Advantage Through Customer ObsessionLaura Ramos, Vice President, Principal Analyst
© 2013 Forrester Research, Inc. Reproduction Prohibited 12
Why customers will be your best source of competitive differentiation
›What is the “age of the customer”?
›Winning firms obsess over customers
›Four key investments to help you become customer-obsessed
© 2013 Forrester Research, Inc. Reproduction Prohibited 13
Empowered customers create a new era of competitive advantage
Source: May 21, 2013, “Make B2B Marketing Thrive In The Age Of The Customer” Forrester report
© 2013 Forrester Research, Inc. Reproduction Prohibited 14
› Your salespeople › Google› Your website
› Peers/colleagues› Experts› Your customers
› Brand perception › Brand perception› Features/benefits› Alternatives
› Brand perception› Features/benefits› Alternatives› Prices› Comparisons› Ratings› Customer opinions
Top places buyers get information
What buyers know before
seeking sellers
Pre-Web Web 1.0 Social Web
Information scarcity
Information overloadAttention abundance
Attention fatigue
Purchase power shifts to buyers
© 2013 Forrester Research, Inc. Reproduction Prohibited 15
Understand the problem/opportunity.
Learn about approaches.
Commit to change.
Build business case.
Identify possible solutions.
Make selection.
Acquire solution components.
Compare alternatives.
Define requirements.
Participate in communities and user groups.
Adopt and use a solution.
Measure and share results.
Refer and advocate.
B2B buying process = solving problems
© 2013 Forrester Research, Inc. Reproduction Prohibited 16
B2B fails the customer obsession test
© 2013 Forrester Research, Inc. Reproduction Prohibited 17
Obsession requires new approaches
© 2013 Forrester Research, Inc. Reproduction Prohibited 18
Digitally enable sales
and channels.
Create customer
experiences that enhance human touch.
Use content to create
interaction and dialogue.
Turn big data into actionable
customer insights.
Age of the customer
Success = deep customer engagement
© 2013 Forrester Research, Inc. Reproduction Prohibited 19
Build actionable customer insights for frontline teams›B2B analytics: Evolve from
operational to insight.
›Customer intelligence command center
›Data cleanup — tie to buyer’s journey
›Listen and join social conversations.
›Capture usage information, and share it.
›Personalize each interaction.
© 2013 Forrester Research, Inc. Reproduction Prohibited 20
Stihl: shifting the focus from dealers to buyers
Example courtesy of:
© 2013 Forrester Research, Inc. Reproduction Prohibited 21
Key investment requirements
Invest more in:
›Database service providers.
›Analytics.
›Predictive modeling.
›Micro-level segmentation.
›Personas.
›Social intelligence.
Invest less in:
›Email blasts.
›Untargeted, 1-way print advertising.
›Rear-view research.
› In-person focus groups.
© 2013 Forrester Research, Inc. Reproduction Prohibited 22
Create intimacy across both digital and physical worlds›Digital — create unique
relationships at scale
›Understand the buyer’s journey.
›Give buyers rich details.
›Turn employees into brand ambassadors.
›Connect cohorts of influencers, prospects, and current customers.
© 2013 Forrester Research, Inc. Reproduction Prohibited 23
Harvard Pilgrim Health Care: connecting HR to broader healthcare community
© 2013 Forrester Research, Inc. Reproduction Prohibited 24
Bank of America: cultivating SMB community to grow banking business
© 2013 Forrester Research, Inc. Reproduction Prohibited 25
Key investment requirements
Invest more in:
›Digital customer experiences.
›Cross-channel interactions.
›Employee social training.
›B2B communities.
›Multitouch campaigns.
›Simplifying transactions.
›Assessment tools.
Invest less in:
›Service goals based on lowering call volume.
›Basic customer satisfaction surveys.
›Conventional product collateral and data sheets.
© 2013 Forrester Research, Inc. Reproduction Prohibited 26
Help channels engage more personally
› Increase focus on end users to ensure loyalty and repeat business.
›Teach sales to become socially savvy and to add a personal touch.
› Invest in account-based marketing.
›Elevate channel partners to customer status.
© 2013 Forrester Research, Inc. Reproduction Prohibited 27
SAP: engaging end users to innovate and drive partner sales
© 2013 Forrester Research, Inc. Reproduction Prohibited 28
BASF: focusing on end users through a dedicated sales team
© 2013 Forrester Research, Inc. Reproduction Prohibited 29
Key investment requirements
Invest more in:
›Knowing end customers.
›Commercial insights for sales.
›Marketing to current customers.
›Account-based marketing.
›Social selling.
›Channel partner leads/portals.
Invest less in:
›Cold calling and outbound telesales.
›Programs that shift inventory to channels.
›Third-party marketing funds.
© 2013 Forrester Research, Inc. Reproduction Prohibited 30
Invest in relevant content
›Publish and syndicate richer, more tailored marketing content.
›Develop content strategies geared to online use.
›Get interactive to spark conversations.
›Engage buyers in a value-based exchange of ideas and information.
© 2013 Forrester Research, Inc. Reproduction Prohibited 31
Xerox: publishing healthcare industry newsroom
© 2013 Forrester Research, Inc. Reproduction Prohibited 32
KPMG: tracking global perspectives
© 2013 Forrester Research, Inc. Reproduction Prohibited 33
Key investment requirements
Invest more in:
› Inbound content.
› Interactive video and digital.
›Thought leadership marketing.
›Goal-driven social and mobile apps.
›Nurturing.
Invest less in:
›PR-led social activities.
›Campaign-driven ad blitzes.
›Paid-only, 1-way media.
›Brand sponsorships.
›Mass-market trade events.
© 2013 Forrester Research, Inc. Reproduction Prohibited 34
Source: May 21, 2013, “Make B2B Marketing Thrive In The Age Of The Customer” Forrester report
Summary investments you need to make
© 2013 Forrester Research, Inc. Reproduction Prohibited 35
Obsession drives advocacy and sales
© 2013 Forrester Research, Inc. Reproduction Prohibited 36
Questions?
Thank youLaura Ramos
+1 650.581.3812
http://blogs.forrester.com/laura_ramos
Twitter: @lauraramos