Author: Jack Bailey-Grundy

Marketers Need To Walk In Their Customer’s Shoes

A really thought-provoking piece from a large financial services firm. As marketing landscape changes – with new customer expectations and new corporate regulations – it’s so important to design a process that engages your customers and provides relevant information. Marketing campaigns are important, but the days of sending an email to someone because you think you have important information to share are coming to an end – it’s all about what the customer thinks!

 

That’s where customer journeys come in, they’re the glue that holds all our retail and consumer capabilities as an organisation together in a way that creates maximum value for our customers and our firm.

 

Don’t ‘do CRM’ to your firm

It’s really easy to read a lot of information and decide your business needs to change, but effective change takes more than desire. The best Salesforce implementations we’ve seen have resource dedicated to them – both in time and personnel; firm-wide buy-in (especially from senior management), and perhaps most importantly a thorough analysis of the business requirements, existing processes and what’s important to the company. Spend time analysing your processes, your corporate vision and company engagement. Look at how things are done, and how they can be improved. Do your due diligence on a range of tools and make sure you choose a solution that fits your needs – not just for now but for the long term.

Once the solution has been chosen, find end-users who can drive the project and adoption within the company – don’t leave it to external resources or senior managers to enforce usage.

Truly investing in a process of change is such a key element of a successful implementation – and that doesn’t just start when the contract is signed or end when the tool is in place.

 

Formulating a case for change requires honest introspection about ‘how things are done’ as well as where you want to go. Vigorously questioning how your firm co-ordinates client interactions; how well you listen to clients; how you collaborate internally and so on, goes a long way in understanding the inherent client focused culture in the firm. It’s important to realistically judge the firm’s genuine readiness before investing time and money in a new system.

 

Don’t just do what you know you can measure

Here’s a thought provoking piece for all the marketeers out there. Sometimes it’s easy to measure the things we know are easy to measure. But are these statistics the most relevant? Do they push the boundaries of your marketing ability, or are you just going through the motions? And is everybody in the company on board with what the terminology means – and how it affects day-to-day business?

Simplifying and aligning key metrics are vital for growth and performance management in any company. But measurement for measurement’s sake can often be a waste of time. Making sure all teams are working to a similar set of clearly defined targets is often more effective than bamboozling management with marketing-speak.

 

…recent Marketing Week research found that although nearly four out of five marketers use ‘engagement’ as a metric to prove return on investment, only a minority believe senior leaders take the term seriously. It’s vital to understand what a successful campaign means to your business and align your metrics, and their understanding, with this from the start.

 

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