B2B Marketing, Business Processes

Personalizing Customer Experience with Big Data

Back in 1991, I trained in a database marketing boot camp. I worked on American Express (AMEX), managing its Gold Card direct marketing efforts. AmEx, a leader in personalizing printed communications, had created its most successful program when it highlighted in direct mail pieces that someone was a “Member since XXXX.” Yes, membership had its privileges. But for American Express, this personalization triggered a lift.

Show Me What You Got

Now it’s almost 25 years later. And while everyone has been talking about big data — trying to set up the proper infrastructure and human resources to be part of this phenomenon, 2018 will be the year to personalize big data on the screen.

The term personalization has many meanings to many people. For the purposes of this post, I am focusing on “the content on the screen.” Customizing what the user reads and sees will be the challenge, especially because a responsive design approach still requires careful consideration about what is personalized on a tablet versus an iPhone.

Big Data Will be Operationalized

With personalization being a key theme these days, marketers will need to get their hands dirty and truly understand the different categories in their customer database. They need to design their digital platforms with their database in mind, knowing that different areas of the screen can pull in content from both the customer and product database.

For example, Amazon pulls in two different types of data based on my purchase behavior: books on digital marketing, which I am interested in, and children’s videos, which I access every night via their Instant Video. Their customer database might carry just the title name, the author and the price. The assets for that information would be in a product database. The two need to work closely together on the screen.

Every day, Netflix and Amazon demonstrate their ability to leverage this kind of data to talk to their customers on an individual and personal level. Sometimes, I think they could go a step further in personalizing information on the page, especially because one of the big battle grounds these days is same day delivery. Amazon and Walmart can incorporate GPS data to determine potential offline purchases or product drop off points.

Intuit’s 2013 Turbo Tax product offers a nice personalized solutions for its loyal members. It automatically transfers returning customer’s personal information and prior year tax return data, including wage and salary information from their employer, and then adapts itself based on that information to splash screens and questions that are not relevant to their specific tax situation. The company leverages all of the valuable preexisting info that sits in its databases.

Size Doesn’t Matter

Smaller and medium size companies need to take their old school “face-to-face” approach to the next level and personalize more than just ads or emails. They need to personalize at all touch points, including customer service, Skype, Hangouts, etc.

It’s important to remember that having the largest dataset or most sophisticated database will not guarantee an effective personalization program. It requires testing out and knowing what data elements will motivate a customer or partner to take an action.

Getting Under the Hood

Here are simple steps to get you started:

  1. Assume any data element in your customer or product database can be used to personalize information on the screen.
  2. Identify the type of tribes/segments who will visit your site or your app (or call customer service).
  3. Prioritize a list of three calls to action you want each of these segments to take when they use your product/site.
  4. List out the information you want to display on screen.
  5. Map out these info elements for multiple screens (tablets, smartphones, etc.) because you can’t share the same information on a smartphone as you can on a PC.
  6. Confirm these data elements are stored in your database(s) and if not, plan on capturing and storing them.
  7. Work with your designers and programmers to determine how many characters, picture size, etc. you can fit on the page.
  8. Work with your analytics team to set up the proper tracking
  9. Remember: Start simple. You don’t need to personalize each area on the screen.
  10. Also remember, give your marketing team a basic course in database marketing.

Training marketers on how to leverage their customer and product databases will take time. The more they can understand about how data can be pulled from a system and displayed on a screen, the more effective they will be in selling their products and services. This will take time. This will require marketers to get their hands dirty, get under the hood and understand more than the fundamentals of big database marketing. This is true even if they work outside Silicon Valley or Silicon Alley.

The question is: Do they have the desire to acquire this skill set?

Big Data
B2B Marketing, Blog, Data

Personalizing Customer Experience with Big Data

Back in 1991, I trained in a database marketing boot camp. I worked on American Express (AMEX), managing it’s Gold Card direct marketing efforts. AmEx, a leader in personalizing printed communications, had created its most successful program when it highlighted in direct mail pieces that someone was a “Member since XXXX.” Yes, membership had its privileges. But for American Express, this personalization triggered a lift.

Show Me What You Got

Now it’s over 20 years later. And while 2013 was the year of big data in the back office where companies tried to set up the proper infrastructure and human resources to be part of this phenomenon, 2014 will be the year to personalize big data on the screen.

The term personalization has many meanings to many people. For the purposes of this post, I am focusing on “the content on the screen.” Customizing what the user reads and sees will be the challenge, especially because a responsive design approach still requires careful consideration about what is personalized on a tablet versus an iPhone.

Big Data Will be Operationalized

With personalization being a key theme in 2014, marketers will need to get their hands dirty and truly understand the different categories in their customer database. They need to design their digital platforms with their database in mind, knowing that different areas of the screen can pull in content from both the customer and product database.

For example, Amazon pulls in two different types of data based on my purchase behavior: books on digital marketing, which I am interested in, and children’s videos, which I access every night via their Instant Video. Their customer database might carry just the title name, the author and the price. The assets for that information would be in a product database. The two need to work closely together on the screen.

Every day, Netflix and Amazon demonstrate their ability to leverage this kind of data to talk to their customers on an individual and personal level. Sometimes, I think they could go a step further in personalizing information on the page, especially because one of the big battle grounds in 2014 will be same day delivery. Amazon and Walmart can incorporate GPS data to determine potential offline purchases or product drop off points.

Intuit’s 2013 Turbo Tax product offers a nice personalized solutions for its loyal members. It automatically transfers returning customer’s personal information and prior year tax return data, including wage and salary information from their employer, and then adapts itself based on that information to splash screens and questions that are not relevant to their specific tax situation. The company leverages all of the valuable preexisting info that sits in its databases.

Size Doesn’t Matter

Smaller and medium size companies need to take their old school “face-to-face” approach to the next level and personalize more than just ads or emails. They need to personalize at all touch points, including customer service, Skype, Hangouts, etc.

It’s important to remember that having the largest dataset or most sophisticated database will not guarantee an effective personalization program. It requires testing out and knowing what data elements will motivate a customer or partner to take an action.

Getting Under the Hood

Here are simple steps to get you started:

  1. Assume any data element in your customer or product database can be used to personalize information on the screen.
  2. Identify the type of tribes/segments who will visit your site or your app (or call customer service).
  3. Prioritize a list of three calls to action you want each of these segments to take when they use your product/site.
  4. List out the information you want to display on screen.
  5. Map out these info elements for multiple screens (tablets, smartphones, etc.) because you can’t share the same information on a smartphone as you can on a PC.
  6. Confirm these data elements are stored in your database(s) and if not, plan on capturing and storing them.
  7. Work with your designers and programmers to determine how many characters, picture size, etc. you can fit on the page.
  8. Work with your analytics team to set up the proper tracking
  9. Remember: Start simple. You don’t need to personalize each area on the screen.
  10. Also remember, give your marketing team a basic course in database marketing.

Training marketers on how to leverage their customer and product databases will take time. The more they can understand about how data can be pulled from a system and displayed on a screen, the more effective they will be in selling their products and services. This will take time. This will require marketers to get their hands dirty, get under the hood and understand more than the fundamentals of big database marketing. This is true even if they work outside Silicon Valley or Silicon Alley.

The question is: Do they have the desire to acquire this skill set?

Note: Originally published in CMSWire.

B2B Marketing, Business Processes, Community As Integrated Service, Ecosystems, Lead Generation, Technology Intergrations, Uncategorized

How to Overcome Challenges and Use Community as an Integrated Service to Improve Business Results

This article first appeared on Higher Logic’s website. This is the first in a series of articles about Community as an Integrated Service (CIS).

Historically, organizations have struggled to integrate community into their infrastructure and customer-facing offerings. Community is often looked at as a standalone application or service that’s tacked onto a company’s overall suite of platforms, such as their corporate website, their marketing automation platform, their email engine, and their CRM.

Such a lack of integration makes each platform, and even the entire company, less efficient because they create a fragmented view of customers. Your email engine gives you one set of data, while your CRM and community give you two more. That information is never combined to give a comprehensive dataset including transactional data, demographic data, and behavioral data that you can use to provide a better customer experience.

Many leaders also wrestle about where community should sit in their organization. Should marketing own the community? What about customer support? Many organization never fully answer this question or define their community’s business goals, so it becomes just another relatively isolated tool among many. When I worked at Intuit, we dodged this question and treated it as a Center of Excellence. The team moved around to different parts of the organization at different times: Marketing, Support, Product Management, Advocacy, and others.

Community should not be thought of as just another platform, or even as just another offering from an organization. It should be part of a larger suite of platforms, all of which work together to forward business goals like customer acquisition, engagement, retention, and revenue. Community as an Integrated Service,’ or CIS, is: a community that’s fully integrated with technology stacks across an organization (Support, Marketing, Sales, IT, etc.) and enables the company to tailor the entirety of the customer’s online experience toward each individual’s specific needs.

This holistic approach leads not only to improved business outcomes (targeted marketing and care, sentiment, retention, etc.), but also to a better customer experience. It is a key driver of the customer’s overall digital experience (and to some degree his/her offline experience) because it impacts a company’s business processes. It is part of a larger integration tying it together with marketing technology stacks and support systems, and it drives the overall ecosystem of customers, partners and other stakeholders.

Community Should Fit into Your Company’s Big Picture

Community is part of a much larger company PIE (Processes, Integrations and Ecosystems). I recommend that you focus equally on these three components—of PIE—no matter the size of your community:

1. Processes

Customer engagement and employee workflows impact numerous processes.

Examples of employee-facing processes include how content is created and curated, as well as how it is remixed and reused across various channels. More and more of this content is being created by customers and partners vs. employees.

Examples of backend systems include how a lead is identified on a community or partner platform, and how it is scored and tracked in your marketing automation and CRM systems.

2. Integrations

Community should not be looked at in isolation. During the evaluation process (or even after you have launched), it’s important to determine how community fits into your company’s marketing stack, sales tools, customer support systems and IT infrastructure.

If users are logged into community, for example, you could track their lurking or commenting behavior and feed this information into your Marketing Automation or CRM instances. Suddenly, a lead becomes more qualified because you can tell what blogs, videos or discussion threads they are looking at. This information can be forwarded to your sales rep. And, better yet, you could roll this data up at the Account level and gain insights into the community behavior of everyone from a certain company. (Why isn’t this part of Account Based Marketing?)

3. Ecosystems

When it comes to ecosystems, most people think of customers, employees and partners. But not all these people are created equal. Some customers become advocates for the company. Others become behind-the-scenes product experts. Or both. It’s important to understand how different segments interact with your products, services and your company so you can engage your audience strategically, putting more resources into more valuable segments.

There are also other important constituents such as ex-employees who might still have a strong affiliation to the company, alumni of your clients’ companies, and influencers who engage with relevant tribes. Each of these needs to receive an invitation to the table—a place to engage, learn and transact.

7 Challenges to Implementing Community as an Integrated Service

CIS is the foundation for implementing processes, handling integrations, and engaging ecosystem members. There are some real challenges, however, to get companies to think of Community as an Integrated Service.

1. Every Platform Is a Ship with Its Own Captain

The average number of technologies in an enterprise marketing stack is 12. But some marketers are using more than 31 tools to manage campaigns and data. Almost every marketing company has their own digital landscape portraying marketing stacks. But where is community on this list – the place where people have the most opportunities to interact with your brand?

To be honest, I make a nice living showing companies the benefits of reducing the number of their cloud based platforms and technologies. And that’s because I often see employees managing their own platforms in isolation. The demand generation team runs Marketo, the customer success team runs Gainsight, sales enablement runs Salesforce, the community team runs Higher Logic, and rarely do the operations leaders of all these platforms ever get in one room to discuss how they can market to their customers more efficiently. So much for a holistic approach to tracking the customer’s digital journey.

Recommendation: Get a cross-functional team to work together on a consistent basis to map out touchpoints, track engagement and consolidate metrics. This approach will create a consistent framework that can be used across the organization. It will also ensure everyone is learning about the customer together.

2. ROI Is Not Straightforward

Most community cost-benefit analyses focus on call deflection and don’t take into account how community can be part of a multi-touch attribution strategy. A multi-touch attribution strategy includes assigning credit or allocating dollars from a sale to the marketing touch-points that a customer was exposed to prior to their purchase.

Recommendation: Where is community when it comes to multi-touch attribution? With the proper tracking, you can treat community as a channel with multiple programs and touch-points, making it a part of your marketing automation and CRM strategies as well as your multi-touch revenue attribution approach. I am not recommending that you sell directly to your customers within your community, but think in terms of education, nurturing, etc.

3. Lack of Senior and Experienced Muscle

Companies often don’t treat CIS as a strategic asset, and therefore tend to hire a junior or mid-level person to manage their community. After this person comes on board, senior management often takes a ‘hands-off’ approach and fails to share their business experiences or provide guidance to the community leader. Without a mentor, the junior person tends to operate mainly in reactive mode.

Recommendation: Pay a bit more to play effectively! Hire a more senior leader to drive community initiatives. Someone who understands your customers and also has experience in different areas of the business.

4. Not Treating Community as a Team Sport

This dovetails on the previous statement because division managers often don’t allocate resources to the community. As a result, community, like other marketing or support areas, operates in a silo. Community needs to be treated as a team sport with everyone in the ecosystem involved. At Marketo, we identified key internal captains in each department to participate in managing the day-to-day community operations.

Recommendation: Leverage the captain approach, but make sure department leaders include community metrics on their individual team member’s goals.

5. No Clear Definition of Success Across Departments

There are several issues here. It’s challenging to define the purpose, the mission and even the metrics that multiple parts of an organization agree upon. There needs to be a higher calling than just ‘generate leads’ or ‘increase call deflection.’ You need to know how those goals impact business metrics like retention and customer service spend, for instance.

In addition to those business goals, however, departments across your company need to understand how your community impacts customers. Does it reduce frustration when they have a problem with your product? Does it help them connect with peers and make them feel like they’re a part of something larger than themselves? At Marketo, we took the later route. Our CIS was the main platform for The Marketing Nation, the place for digital and technical marketers to connect with one another.

Recommendation: Develop a more human, emotional goal for your collaboration platform. Combine that with business goals to more effectively engage your customers and meet your company’s needs.

6. Lack of Understanding on How Everything Works Together

Rarely does a true marketing, support or IT system’s architect get involved in picking a vendor or ensuring all backend systems and front-end functionality are integrated. That often leads to data silos and a disconnected experience for customers.

Recommendation: Treat your CIS as a product. Get a digital architect involved who can map out how all your systems work together and manage the flow of data and provide guidance to channel owners.

7. Perception of Community as Loss Leader

When it comes to community, there tends to be a call center mentality of how we can reduce head count or how we pay each rep less per hour. As one manager put it: ‘I’m often asked what’s the minimum to put the lights on.”

Because of this, many community managers feel as if they have to constantly prove their value using convoluted metrics. They also struggle to get alignment and clarity about what it means to ‘put points on the board.’ This could be ROI. This could be customer satisfaction. This could be cross-sell / upsell. This could be a retention metric. Etc. At the end of the day, your community’s value is probably a mix of these items.

Recommendation: Don’t invest in community if it is really an afterthought. Don’t think of it as only a call deflection tool. Get alignment upfront with your team about what value the community will bring to your organization and what success (qualitative and quantitative) looks like.

Community Challenges Are Your Biggest Opportunities

The above are not obstacles. They are opportunities for leaders to treat community as an integrated service. It’s an opportunity to take their game to the next level and impact the company’s bottom line.

I will further explore how to create Community as an Integrated Service in future blog posts.

B2B Marketing, Ecosystems, Health Care

This week’s Engagement

This week, I am in Miami, building out an alumni engagement platform for a client. They realize that alumni are often forgotten when mapping out a company’s ecosystem. There are several types of stakeholders in this group:

  • Ex-Employees: When I develop influencer, advocacy and other stakeholder programs, almost nobody wants to discuss their ex-employees. This is because senior management struggles with high turnover rates, keeping their current employees engaged and happy and with their old ‘out of sight,out of mind’ mentality. Some of a company’s biggest advocates can be their ex-employees (make sure they leave on good terms). They are the ones who will be sneaking onto Glassdoor writing reviews, writing instant messages about why they left and explaining in each future job interview ‘what happened and why they left their previous job.’ All these ‘engagements’ are opportunities to reinforce your company brand, recruit future workers, and advocate for your products. I left Intuit eight years ago, but to paraphrase Tommy Lasorda (the ex-Dodgers baseball manager) – “I still bleed (Dodger) Intuit blue.” Even more important is that since your ex-employees probably enjoyed your using your products, so they now can be net promoters for you in their new companies. Since I left Marketo last November, I have convinced three companies to use Marketo as their Marketing Automation Platform of choice. If staying in touch with your all your ex-employees, however, seems overwhelming than you could either create a community for them to engage with each other — and you engage with them or 2) you could focus first on the ones who seem the most inclined to stay in touch — your top advocates.
  • Ex-Customers: Again, there’s an out of sight (or maybe out of website), out of mind phenomenon happening here. I was always frustrated that I could not let an ex-Marketo customer (individual) use their community account after they left their company for another company that doesn’t use Marketo. If they did this, they would loose their Marketo instance. Why can’t that ex-Customer can be your number one advocate in their new company? Ex-customers can be future customers. So, don’t break up with them. Instead, maintain that relationship with them. One of my clients, Melnic, a Health Practitioner recruiting site, knows that even after they place someone in a new job, it’s important to maintain a relationship with them so that they are top-of-mind when that person applies for a new job. Why don’t technology companies do this? Why don’t others? If they were once a user or  a loyal advocate of your product, they could potentially generate more revenue for you later on.
  • Ex-Partners: This is similar to ex-customers. In the Partner Economy, word travels fast. Even if a company no longer uses your service, make sure to maintain a relationship whenever possible. This can be as simple as an email drip campaign, or as I do, set up dates on my calendar to call them and check in. (Yes, the old school phone tactic.)

Why is it that only academic institutions think about alumni? (OK, Sports teams also do a good job with their older times days). Every organization should have a formal outreach program for their alumni. They should not be ignored, especially as word-of-mouth and referrals drive more and more sales for companies. This is also true for LinkedIn and Glassdoor, who should have an ex-coworker locator. (There are some employee grassroots type of company alumni groups on LinkedIn, but most are inactive). With these services, it’s really easy to find current employees (and jobs) at a company, but it’s not always so easy to find a company’s ex-employees. If you do a search on Apple, LinkedIn highlights current employees and job openings. (See below) I get nada, niente, zippo in terms of finding an company’s ex-employees. It’s as if there’s something icky about people who leave a company.

Hey, not all ex-employees have negative things to say about your organization. And if they do, there’s a bigger problem that needs to be addressed. Remember: Every employee who steps out the door can be a future customer. Every ex-user can lead to another company buying your services.

Have you talked to an alum today?