Wally Ollins, of Wolf Ollins fame and a legend of sorts in the branding world, didn’t look too kindly upon brand measurement. "There are too many people," he said "... who are fed the rubbish that if you can't analyze it - if you can't chew it up into numbers - it doesn't exist." Not one to mince words, he continued, "I deeply reject all that and find it to be a contemporary version of witchcraft." It's hard to argue with Wally; somewhere along the way doctrine and data have dulled the notion that brand is, to quote JetBlue's CEO, "the way we feel."
The Inevitability Of Measurement
David Aaker is a legend of sorts as well in the branding world, and a lot of his work centers on brand equity. David writes of brand as an asset. And as an asset, it is must withstand financial scrutiny and ROI justification. CMOs may know it in their hearts, but CEOs and CFOs must see it on paper. That leaves us with the unenviable task of calculating the incalculable. Many have rushed forward to meet this challenge. I describe various measurement techniques in detail in my new report for Forrester clients: Branding Never Sleeps; a brief summary appears below.
Four Measurement Streams
The nitty gritty of brand performance is relatively easy to measure using survey, operational, and transactional data
Near-real time brandsentiment can be captured by social listening, although skewed samples and lack of established frameworks muddy the water
Perception can be surveyed, but traditional ask-and-tell tracking of emotions is fraught with problems; neuromarketing offers some emerging and exciting avenues
It's not about whether brands have value. It's about how to manage the value.
Twilight Of The Brands
In early 2014, our profession faced an existential crisis. The end was near, said James Surowiecki, in his New Yorker article, "Twilight Of The Brands." Look at Lululemon, he cried. The cult-like athletic wear brand was reeling from product failure and leadership indelicacies. And he referenced new research that said consumers were "supremely well informed," and did not need to "rely on logos" to determine value.
In The Pink Of Health
Turns out Surowiecki wasn't so well informed after all:
More is not better. It is true that the digital age brings with it more information about brands. More than many would care for, really. And therein lies the rub – this tsunami without filter or curation does little to clarify and more to confuse.
Brands signify more than information. The idea of brand as a signal of value is valid, although simplistic. More information may bridge quality and trustworthiness gaps, but a brand is much more. It conveys an emotional connection. Information plays no role in sipping a Coke or running in Nike.
Today’s business marketers and their prospects are engaged in a frustrating content “dating” game. To get the content they want – and avoid the inevitable follow-up sales call or nurturing emails – more and more buyers are populating your gating forms with false, incomplete, or non-business information. They get the whitepaper, but all you get is another useless “lead.”
To assess the current state of content gating and uncover innovative solutions to this problem, we reviewed 35 B2B websites and interviewed 15 B2B marketing practitioners across four industries, the results of which are available in my latest report, entitled Unlock Content Gates To Support Self-Educating Buyers. Here are a few of the high points:
Gating practices vary across industries, but the pendulum is clearly swinging back to more open access. The early adopters of content marketing have learned the hard way that too many forms too early in the buyer’s journey do more harm than good.
Business marketers have reached a consensus on what content to gate and not gate. The dividing line is determined by the buyer’s need and purpose, whether they are in education mode or seriously evaluating your offering.
To improve the buyer’s experience, innovative marketers are experimenting with progressive profiling, personalizing content based on form data, augmenting minimalist forms with third-party data, and even profiling anonymous site visitors before they fill out a form.
Everybody is telling us this: Today's modern B2B buyer is soooo empowered! Well, that’s because they can use digital and mobile channels to get access to competitive, pricing, reference and other information they need. Not only that, they even prefer to transact anywhere, anytime, and anyhow they want. So, the pressure is on for sales people to raise their game. Those who can only communicate in terms of product and service capabilities will see their messages fall flat.
Go-to-market leaders that fail to empower their sellers will see their selling organizations commoditized by those that do and their businesses surpassed by disrupters. While change is clearly afoot - I can’t think of a more exciting time to be in Sales! B2B sellers who embrace change, who are adroit at leveraging new technologies to support more contextual engagements, and who seek out less cluttered channels such as social - will not only remain relevant but will be wildly successful!
To hear and see more, watch the below Animated Interview And Podcast with Chad Quinn, President and Founder of Ecosystems.
While much of the glitz and glam around customer experience has orbited around B2C organizations, Forrester believes that the imperative shift toward customer experience and subsequently, customer centricity, is creeping into the B2B space – sooner than we might expect.
Recognizably, there are inherent challenges in distributing through channel partners, not the least of which is a lack of direct contact with end customers and the complexity of trying to manage experiences that cannot ultimately be controlled. All of which pose sizable obstacles to CX professionals in such organizations. My most recent report describes six principles and examples that companies selling via channel partners should consider to better manage their prescribed end user experiences so as to align with the company’s CX strategy.
Here are several of the key collaborative principles that can help B2B companies foster better partner alignment:
· Apply B2C tools to understand your partners. More and more firms are creating B2B personas from stakeholder maps, co-creating customer journey and empathy maps with their channel partners, and implementing voice of the partner (VoP) programs to capture CX sentiment from their intermediaries.
By breaking the marketing technology landscape into two basic categories -- systems of insight and systems of engagement -- the report both organizes an increasingly complex technology landscape and gives concrete examples of the types of solutions available to marketers today.
Are you working as a CX pro in a B2B company? And do you find it challenging to make the case for your CX program? You are not alone.
In fact, many CX pros in B2B companies we spoke with struggled to get funding for their efforts --because they can't isolate the role of CX in driving financial success, they lack insight into how different clients’ experiences affect purchasing decisions, or they don't gather sufficient data about these experiences.
CX professionals managed to overcome these challenges by creating the preconditions for success. Following their lead, you should:
Rethink metrics and analytics to link CX to financials. CX pros need to look beyond the usual metrics like revenue or NPS to find the metrics that help link CX to business success.. For example food packaging company Tetra Pak found that a custom partnership index was a better predictor of sales and volume growth than other metrics they tested.
We all share this sentiment that we want to protect our resources — our planet for generations to come — so that our children and their children can live happily ever after. It’s that warm and fuzzy feeling we get when we see a little girl holding a flower in her hand. I realize that we all share this sentiment every time the press reacts with irate reports criticizing the extent of pollution in China — or when “Reduce, Reuse, Recycle” became part of pop culture with Jack Johnson’s song of the same name (sorry if you have that song playing in your head now). Protecting the environment is the right thing to do. But how many times have you used disposable dishes or cutlery when there were other options that were just less convenient? And why do you do that? It’s easy: Life gets in the way.
As a customer experience (CX) professional, you’ll have noticed the parallels by now. You regularly try to share insights from CX measurement or the voice of the customer (VoC) program with your colleagues across the organization to tell them what important customers think about their experiences with the company and what their pain points are. Using these insights is the right thing to do. But how many times have you met polite but superficial interest? And why is that? Life gets in the way. Your colleagues are busy, don’t know why to care, or have other priorities. It’s no wonder then that 72% of CX pros we asked in our recent survey on the state of CX maturity said that their organizations have only been somewhat or not effective at all in improving customer experience.
I looked at ways that CX pros have managed to rally their organizations around CX metrics and found 10 tactics that companies like Avaya, Elsevier, Hampton Inn & Suites, Sage Software North America, and Verizon have proven to work in the real world.
Expectation Maps Are A Smart Way To Visualize Customer Journey Emotion
Talking to clients, it’s interesting to see and hear how the topic of “customer needs” still comes up as frequently as the sun comes out in Singapore. In a day and age when customer “needs” such as food, clothing, and human interaction are largely met, it makes sense for CX professionals to shift focus toward dynamically changing and ever-evolving expectations of what a quality experience should feel like.
When making a purchase online, for example, the “need” is for the item to get to the address provided in the time stated — that’s a given. It gets emotional when there’s a disconnect between the picture of the product purchased and the actual item received. Wildly exceeding or failing to meet expectations elicits emotional reactions that shape customer perceptions of the quality of a given experience.
Culture and language also have a very powerful influence on customer expectations, and companies need to be mindful of this when going after customers outside of their home markets and localize those experiences appropriately.
My latest report, part two in a three-part series on tools CX pros can use to customize customer experiences in markets they operate in overseas, explores expectation mapping as a tool to capture diverse emotional elements to augment your existing customer journey work.
Deanna Laufer and I are collaborating on a new report on how to make the case for customer experience in B2B. And we'd love your inputs.
How will clients benefit from this report?
With longer sales cycles, fewer customer accounts, and an abundance of client roles and influencers, B2B companies are challenged in making the link between improving customer experience (CX) and financial results. But without this link, B2B companies will struggle to get adequate funding to sustain their CX programs over the long term. To help CX professionals at B2B companies overcome challenges to justifying their CX programs, this report will explore:
What do customer and business data CX pros need to collect to support their business cases?
Which are the right metrics for modeling the relationship between customer experience quality and business success?
How can CX pros apply their models to proactively improve business outcomes?