I often joke with clients and audiences that the acronym CRM may be widely accepted as shorthand for “Customer Relationship Management”, but we know what it really stands for: “Can’t Remember Much”.
Before you dash away from this article thinking it’s all jokes, let’s analyze the kernel of truth behind that chuckle.
Some parts of your work could be automated. CRM is just one tool. That’s the good news. Implemented well, CRM can free you to spend more time applying your expertise on more creative work and expediting decisions on exceptional cases instead of tedious, rote activities like cataloging and retrieving information.
The main challenge is human adaptability. It is natural to find comfort in routine, but when that same routine becomes unnecessary or a competitive disadvantage, you must adapt or face potential loss. Buggy whips, anyone?
To be sure, the economic benefits of automation include labor savings, but nobody is suggesting that all human-involved work goes away. Instead, your work might become more cerebral in nature. Amazon’s Kiva warehouse robots can stock shelves and fulfill shipment orders far faster and commit fewer errors, and Quill can produce narrative reports from raw data whose resulting output is hard to distinguish from a human-authored prose piece, but they are not existential threats. Your ability to create, decide, interpret and act on information is a product of your judgment and experience; analyzing the risk and opportunity inherent in any decision is downright, intuitively messy. And we humans are surprisingly, inimitably good at it. We just need our CRM solution to have proper care and feeding, including clean, accurate, relevant data, so that we can validate our decisions against … something.
It’s not just low skill, low wage work that could be automated. Many highly skilled types of work could have aspects of certain work processes delegated to automation. Scheduling, producing reports and aggregating data can be automated to synthesize new discoveries, flag exceptions and highlight decision options directly at their point of use – – the factory floor or the boardroom – where a judgmental human can use discretion to suit the desires and needs of a customer.
What does this mean to the business leader? It means we need to use our creativity and judgment to study developments in new automation solutions and assess how and when we might sensibly adopt them to maintain a competitive edge, or perhaps or discover a new one.
Technology of any kind is usually only a temporary advantage, but human creativity and productivity are hard to beat. You definitely want more creative humans on your team – especially creative ones who can interpret your needs and help you find the automation solutions to fill them. That’s where a CRM expert comes in. Shameless plug alert: luckily, you found us.
There are two ways to measure social media ROI: (1) direct profit that results when people act on an offer you publicize on a social channel (a promo code, a coupon, or the like); and (2) the contribution to profit and value that results from people engaging on social channels to chat, research, converse, and generally form a positive impression that inclines them to buy, recommend, follow, and stay loyal and satisfied.
We help clients focus on that second, far more lucrative metric, also known as Customer Lifetime Value, or CLV. Ever heard of that? It’s a measure of the profit you can expect to generate from a customer as long as they remain a customer. It includes initial sales, renewals, upgrades, referrals, and other sometimes non-monetary indicators of buyer satisfaction.
How do you measure contribution to CLV? The slide deck linked here offers a glimpse into some of our client work that answers the question. If focuses less on the technology that underpins the effort, although we do provide a resource list, but more on the types of things you can measure and the ways you can capture the upstream inputs to do that measurement so you can determine what works and pivot to do more of that. We hope you find it helpful.
How do you measure social media ROI? Love to hear your stories. Comment below, or really open up the chat by sharing on your favorite social channel!
Recent seasonal business and commerce reports announce that the smartphone-toting Connected Customer, known affectionately as “Generation C”, now outnumbers the in-person buyer – and not just in retail stores. Generation C has higher expectations elsewhere, too; they expect their relationship with your business to evolve beyond a series of first dates – – a long-held expectation in the B2B space.
To our delight, some industries are transforming to get in front of the trend (think: media, music, entertainment, phones), partly to compete but also to survive against disruptors, born in the digital age, who find new ways to free up inventory (Uber, AirBnB, Netflix, Spotify, Khan Academy). Meanwhile, many long-established industries risk extinction or deep disruption (encyclopedias, libraries, record stores, taxis, newspapers, education).
Turn your Digital Channel up to 11 (a free playboook)
Nobody said transforming your business to serve the Connected Customer would be easy. Indeed, it is often underestimated and under-resourced. Analyst reports repeatedly cite CXOs admitting that their modernization and transformation projects are failing to deliver expected ROI, with some projects even failing outright. But if you wish to survive, transforming to take advantage of speeds and feeds is essential.
Our clients, by contrast, almost uniformly report success in making the digital transformation, often with results that vastly exceed their expectations. What do they have in common? They consider the interconnected influences, impacts and perspectives I have outlined in this free e-book, whose insights are gleaned from dozens of client projects over the past 10+years.
If your future vision for your business involves the competitive advantages of empowered people, deeper insights, greater customer loyalty, and improved efficiency, that transformation is indeed possible. It just requires careful planning. Having that transformation initiative fail is not an option in the eyes of your Connected Customer. The hardest part, getting started, involves assessing your people, process and technology challenges in light of the opportunity.
I hope you find this e-book useful in planning a successful transformation. As always, I welcome your comments and questions.
Spoiling customers rotten is the new black, the new mantra, the new grail quest. Worst case: it seems out of reach, and you are toast.
We see it everywhere. We have come to expect each next interaction with our product and service providers to feel like progress, not another blind date. Is that too much to ask? It certainly has become a new watershed basis for satisfaction. Ask any Amazon customer. Examine your banking relationships.
As William Gibson famously said: “The future has arrived – it’s just not very evenly distributed”. It seems that every day we are yanked between extremes. At one moment we are marveling at modern convenience, and the next moment we are musing about its glitches and unmet expectations, as if somehow entitled. Maybe we are. Maybe your customers think so.
Some organizations are equipped, focused and successful at doting on their audiences and customers. Are you? If so, great. If not, why not; what’s keeping you from getting started? The answer: a lot less than you think. Of course you could cite the usual hindrances like people, time and resources, and yet today competing at selling, serving and pleasing customers is not an option or a choice, or even a competitive advantage. It’s a baseline expectation. Table stakes.
Right now, as you read this, your business is either delivering value before, during and after each transaction, or you risk being replaced by a phone app (yep, there’s an app for that). You can prevent ending up in that scrap heap by making up your mind to compete – affordably, and at scale. The tools are becoming easier to use and more sophisticated. You just have to be motivated to change.
Our inflated expectations
Before even getting into a discussion on Sales CRM or Marketing Automation software, let’s look at one simple example of how tech tools have changed our behavior: the lowly appointment calendar.
Today, you can easily set your calendar software to remind you ahead of each appointment and keep you punctual, reliable and prepared. In business, we use it to update meeting schedules, locations and agendas, synchronize participants, and keep progress on track. Without it, we risk gridlock, confusion, wasted time, missed opportunity, frustrated people, and lost money.
Getting and staying in calendar-sync, in some organizations, is a baseline expectation – not a choice. Indeed, for some, being on time is a core part of the business model. From Fedex to Comcast to Delta, we can now know precisely when the next step will occur, often within a time window measured in mere minutes.
Likewise, you can program your Sales CRM software and your Marketing ARM software to notify you when a potential buyer or customer is visiting your website, asking a question, mentioning your brand name in an online forum, or complaining. If you’re not listening and participating, that’s the same as ignoring a ringing phone. Is that the reputation you want? Wouldn’t you rather be as aware as everyone else when your customers praise or complain? Are you making it difficult for people to buy? Are you even listening? Isn’t ignoring a customer complaint posted on a social media channel the same as ignoring their emails and phone calls?
Expand your capacity
This seemingly new competitive edge – marketing and sales automation – has actually been going on for years in leading organizations. If you are not using CRM or ARM solutions, admit it: you are limited by human scale and fallibility. You have limited visibility, difficulty forecasting, an over-reliance on intuition, habit and guesswork, and are probably making costly but avoidable mistakes. What’s worse, you don’t even know the extent of your self-inflicted damage because you aren’t equipped to pay attention.
Conversations today are rife with examples of fumbled relationships and millions of dollars in lost deals that could have been prevented, if only the right hand had known what the left hand was doing. Has this ever happened to you? If you answered no, how can you be sure? Do I smell burning toast?
With a tuned, integrated “software layer” embedded in your business, you can:
create self-guided online experiences, complete with landing pages, call/response email exchanges, up-sell and cross-sell processes, social media engagement incentives, and other valuable interactions;
detect the faint signals of purchase intent or dissatisfaction, and intervene to influence outcomes;
enable your customers, prospects and suspects to research solutions, evaluate yours, and even whimsically waltz among various decision stages and feedback loops toward eventually deciding whether to inquire, pay, receive and use your offerings, all with minimal human intervention; of course you can program it to notify you at key junctures, so you can intervene and assist.
You might think this online commerce model only makes sense in big businesses, large catalogs, complex workflows or servicing a previous purchase, but not in yours. On the contrary; just about any organization can benefit from marketing and sales automation to help you scale up, optimize your business, and use the reports to discover ways to simplify, improve service, and get better results.
Put simply: there are 7 billion humans, and not enough time or resources to do each task by hand. It’s time to automate. Put differently: we are now all technology companies. From Amazon and Nordstrom to state and federal government services, we expect technology to facilitate everything from transactions to relationships. Right?
So, how big is it?
Virtually all the major business analyst firms, from Gleanster and Aberdeen Group to Gartner Group and Altimeter Group, report that top performing organizations are performing better partly as a result of adopting marketing and sales process automation solutions. Personally, having spent over 15 years programming these customer decision journeys for companies large and small, using a broad palette of tools (see right sidebar), I have engineered the transformation and witnessed the improvements firsthand: clients scaling up to cost effectively satisfy more people, to more cost-effectively and efficiently manage buyer, customer and user interactions, discover customer and buyer behaviors that indicate satisfaction or need, and more.
CRM and ARM software can make you more productive and competitive, freeing you to focus on the creative, intuitive and intellectual aspects of improving your business, and support you in making better-informed decisions. Marketing, sales and service organizations are doubling down on tech; indeed, analysts and industry forecasters expect Marketing and Sales technology budget growth to outpace Information Technology departments in coming years. This isn’t necessarily a replacement of the IT organization; rather, IT can be your closest ally when evaluating tech options. Knowing one another’s agendas can help you transition more effectively to a premises / cloud blend of agile business resources.
So, if you’re feeling bogged down in drudgery, overwhelmed by the escalating demands and expectations of your customers, outpaced by better performing competitors, working harder yet not gaining ground, or possibly even mystified about flattening or declining business, please know that it doesn’t have to be that way. You can enhance your chances of growth and success by having the right systems in place. Consider investing in Marketing ARM and sales CRM tools. Or not. The choice is yours. There’s that burned toast smell again.
Fifteen years and 40 client projects later, we have seen some Marketing Automation (MA) and sales CRM implementations deliver significant revenue improvement for some clients, while others have struggled to achieve break-even. Some clients have become top performers, while others are challenged to adapt. What made the difference?
The answers can be sorted out three ways: expectation, preparation, and perspiration. Here we focus on the first issue: Expectation.
The Challenge of Change
Marketers usually enter a Marketing Automation (MA) implementation expecting to improve multi-channel communications, streamline email marketing, analyze response, centralize data, prioritize leads and meaningfully engage buyers throughout the buy cycle.
All this is possible, and more – assuming you expect deeper changes to business processes, which is where the greatest improvement opportunity exists. Hint: If you don’t have processes in place, but expect your new Marketing Automation solution to solve that, it’s not a good fit. Technology probably won’t help, simply because you cannot automate a vacuum. In that case, you might instead consider a “readiness” project involving an audit of current information flows and workflows, along with recommendations for adapting to keep pace with customer needs and competitors. We can help there. Try taking this self-assessment, for starters.
Perils of Not Changing
If you have rather well instituted processes but you don’t plan to examine process change opportunities during your MA implementation, preferring instead to have your new system mirror existing practice exactly “as is”, perhaps expecting that this path-of-least-resistance approach will ease implementation or make it more palatable to users, you may expect to take longer to see a return on your investment – and you may even have difficulty measuring it. For example: using MA to do “batch and blast” email doesn’t leverage the technology, and you will likely miss out on the benefits of data analytics and audience segmentation available with most MA solutions and which could improve your audience response rates, shorten sales cycle time, and accelerate ROI. Our top performing clients generally see this new “software layer” as a source of innovation and continuous, positive change.
Marketers need to have reasonable expectations regarding the nature of workflow and how it could likely change. Marketing Automation doesn’t always reduce the burden, and could actually increase it. For example, the new software can be difficult to learn. It often demands new content, or at least changes to existing content. It makes good/bad results more visible. It often requires new skills, new ways of thinking and, consequently, changes to workflow. It requires flexibility and adaptability to make refinements as new discoveries occur. It is, in other words, disruptive in many positive ways – but only if you the resilience to maintain a positive focus and the mindset to adapt. This points to a need to communicate early and often to your organization and audiences about your marketing automation implementation, to avoid surprises and disruptions downstream. In short, it’s relatively easy to change systems, but not so easy to change people.
Three big wins
Some of the greatest improvement opportunities in MA and, not too coincidentally, the three areas where the learning curve is most intense, are the areas of lead management, response triggers and workflow. All three involve close collaboration among many internal stakeholders, starting with marketing and sales, but often expanding to the service and product teams, and to your executive team who consume the reports based on the complex information flows within your MA technology. Expect, therefore, that your internal processes will be laid bare and examined closely by multiple stakeholders. You all stand to gain from this new openness. This is another great reason to widely communicate about your MA implementation plans, with an eye to extending its benefits to all your stakeholders.
You should expect to assume the role of chief communicator on behalf of all parties, which means more work for you, but the results can be well worth it.
Customers Weigh In
Customers and buyers, meanwhile, have new, more sophisticated expectations. Just a scant decade ago, Sales and Marketing were the main information gateway for buyers. Today, by contrast, a buyer can be substantially finished researching a purchase before you even become aware of their interest. What are you doing to help nurture those potential buyers and help them buy? How effective are you at competitively positioning your products and pricing? Marketing automation solutions cannot fix a problem concerning product, price, competitive position, or flat-out bad marketing. Be honest with yourself about other shortcomings, and consider fixing them first.
Finally, it would be prudent to discuss your plans with someone experienced in marketing and sales technologies including SFA, CRM, marketing automation, email marketing, and mapping their related business process flows. You could gain perspective on the challenges and opportunities a marketing automation solution can offer.
How does your experience compare? Is your marketing automation delivering its expected results? We welcome your comments, ideas, tips stories.