Forget B2B. Forget B2C. Embrace E2E: Everyone to Everyone. Business and consumers alike are voting with their wallets and making mobile, tablet and personal 2-in-1 devices the “first screen” – relegating laptops, desktop PCs and wall-mounted flat screen TVs to “second screen” status. They are messaging one another. And they are talking about you. Are you listening? Hello?
A few organizations have adopted the playbook to address this shift. It seems, however, that most are not even thinking about the user-centric, user-generated, user-driven, mobile-first, E2E experience. That makes it a huge opportunity, if you set your mind to it.
Aaron Shapiro, blogging for the Harvard Business Review, cited the “Software Layer” as an area of focus for optimizing this E2E User experience, no matter what business you are in. I have incorporated some of his thoughts into the following 20-page storybook. It’s a quick read (lots of pictures), and it outlines a framework for how Users interact with your Business through a Software Layer. Enjoy!
I hope you find it useful in framing your thoughts on how to compete and excel.
Suffice to say, the race is on, and competing is not optional.
Make this the year you embrace the Software Layer of your business to drive User engagement, new opportunity, and new levels of success.
How is your organization adapting to the “Everyone to Everyone” world? Love to hear your stories.
In preparing case studies for my talk titled “Be a Big Data Voodoo Daddy” at Boston’s October 2012 FutureM conference, I noticed that almost half of our 40+ client projects over the recent years had to first devolve from “Implementation” projects to “Readiness” projects – equally valuable, and absolutely necessary. How’s yours going?
Is your marketing automation, CRM, analytics, email marketing or other automation project going to deliver your desired payback? Here are my top 3 warning signs that it may take longer to pay off than you think.
Stated differently, here are 3 must-do’s to ensure near-term ROI.
1. The Right Stuff (Value based Goals).
Let’s first assume that you’ve already connected with the concept of Marketing as Moneyball. Still, you may find that you are not gathering useful, relevant data to help you accomplish your stated strategic goal and implement the right CRM or analytics solution. This may stem from having broad, imprecise goals. For example:
“Grow revenue” is a great goal, but the paths are varied and nuanced.
“Increase Partner Channel Revenue” is, well, getting warm.
“Double Partner Channel Service Contract Revenue” is more like it. Now you have a specific channel, identified players, and a specific product/service element attached to a numeric goal. Specific, measurable goals and then measuring the right things are both essential elements if you are to to yield any meaningful analysis to motivate and support change. No matter how efficiently you automate the wrong data, you risk stretching out the time horizon for any meaningful payback or, worse, running in multiple or wrong directions and wasting effort. Strategy comes first.
2.) The Stuff, Right (Data Analysis and Process Maps).
Typically, your data is not homogeneous and some necessary processes don’t exist yet. Data often exists in a variety of formats ranging from locked spreadhseets and various departmental databases to unstructured documents, such as paragraph text and visuals. Processes that don’t yet exist can’t be mapped to a system; you can’t automate a vacuum.
Significant effort is involved in standardizing and preparing data for upload into your new automated solution, as well as selecting the right tools to enable you to access and mine insights from unstructured information. At Fan Foundry, we are familiar with an array of powerful tools, and can develop custom, reusable upload frameworks to help clients address current and future needs for unstructured data.
This is where the scope of a project almost always expands, as additional valuable information repositories become included, because we often discover additional insights using all available data that just would not be possible otherwise. You never know where the breakthrough “aha” discoveries may lie. If you don’t have the luxury to expand your analysis, though, then rigorously insist on only analyzing the most salient data.
3) The Players (People).
The talent shortage is legendary. If you are inadequately staffed or trained to assume the role of data manager, analyst and strategist, or transformational leader, let alone carry on administratively after implementation, you shouldn’t start the project. The time to assign roles is up front. Get any necessary talent aligned first so they can be involved in the project. Some of your team can adapt; sometimes you need to extend your team to include a capable partner. The single most effective way to stretch out the payoff time horizon is to not involve its eventual owners and primary users, or not have the stomach to lead a transformation effort. Be prepared to change, or else don’t start.
The full list of must-do’s is extensive, but if you tend to these three first, most of the rest will fall in line, and you’ll enjoy a successful implementation.
Toward a “Measurement Culture”
You’ll know you are succeeding when you have established a “culture of measurement” in which the right things get measured, the data supports meaningful analysis, all meaningful data is reflected in a single, integrated, centrally accessible “record of truth”, and you are using the insights you have gained to achieve transformations like improve margins, speed to market, pricing accuracy, supply chain efficiency, sales growth, and other incremental and transformational improvements.
Finally, it must be stressed that human judgment is not taking a back seat to data. Interpreting analytics in light of pragmatic experience and using that knowledge to take calculated risks is a hallmark of success.
The path to sustained sales and marketing alignment can be a simple one – simple to do, simple to repeat, simple to remember. All you need is a map. In that spirit, I attempt here to boil down some alignment opportunities for Sales and Marketing leaders.
The chart below shows the three main focus areas each for Sales and Marketing which, if approached collaboratively, can improve business results and transform the relationship. Below the chart is a set of definitions, followed by a few examples of how to apply it to your own situation.
3 Sales goals – Value, Volume, Velocity
Value. Since it is almost as costly to close a small sale as it is to close a large sale, Sales professionals would be wise to focus on increasing the potential Value of each sale. In larger organizations, differently skilled teams manage different sized deals.
Volume. The more deal flow you can create, the better your chances of growing the customer base, learning from their needs to improve your offering, and improving the company’s financial ability to innovate and fulfill those evolving customer needs.
Velocity. Increasing the speed of deal flow can also increase your capacity to sell, grow the customer community, and learn from them to help you innovate and improve. It becomes a flywheel.
Content. The more compelling and relevant your content, the more you will attract the audience most likely to benefit from your offerings.
Community. The more your content resonates within and among audiences, the greater your capacity to build a community and engage in dialogue to improve sales, products, services, and support.
Conversion. The more effectively you convert sales, the more you can learn from customer experience about how to improve your engagement and conversion process.
Conversations Worth Starting
Using the 3×3 chart above, look at the 9 intersecting boxes and ask the questions implied by the two nouns whose paths cross in each box.
Example 1: Value + Content. In the upper left intersecting box, where Value and Content intersect, Marketing might ask: How can we improve our Content to increase the Value of each sale? Sales might ask: How can the improved Value of each sale guide us in improving Content? It’s the same question, asked from different perspectives, that aligns your response.
Example 2: Conversion + Velocity. In the bottom right box, where Conversion and Velocity intersect, Marketing might be asking: How can we improve the Conversion process to accelerate the Velocity of Sales? Sales might ask: What sales accelerators can we use as input for improving the Conversion process?
See how it works? You may come up with better questions to suit your organization’s culture and challenges. Now, formulate your own questions using the relevant nouns for each intersecting box, turn those questions loose in your organization, and watch what happens.
Measuring results with analytics, sales CRM and marketing automation solutions can help you measure and manage your improvement. If you need assistance here, contact us.
How’s it working for you? What questions would you ask your colleagues to help you get better aligned? Drop us a comment here; we’d love to hear your feedback! Visit our Resources page for more free strategy tool downloads.