Archives For customer journey

In the first part of this series, the focus was on People. In Part 2 of the series we shed some light on process; what those people should do and how they should do it. For those of you who know me have an inkling for what is coming next <drumroll please> technology. The guiding principle is simple, technology should always be to support people and process

Customer interaction design or is it customer management?

How can and should organizations map the buying process to the selling process in such a way that both personalizes the customer journey and allows the sales organization to scale? At one end of the spectrum, there is the selling methodology that require specific actions and statuses, and at the other end is your best sales person who want nothing to do with your new sales methodology. What is the balance? The future promises artificial intelligence, but that is going to take some time.

Neither the marketing nor sales organization should be dependent upon specific individuals who like to hoard knowledge. What is needed is for implicit knowledge to become institutional, explicit and procedural, so that everyone has the benefit of the expertise of the few.

You pay good money for the tools your organization uses, so the temptation is always there is to rely on technology, sometimes, a bit too much. Organizations often fall into the trap of trying to manage everything from journey design, marketing resources and campaign design to leads, sales tools, and revenue performance all in one tool. Yes, technology has an important role to play in each of these aspects of the lead to revenue engine, but technology cannot take the place of carefully thought, designed and execution.

It is easier said than done

As hard as we wish it to be true, customers simply do not stay inside the prescribed lines. Customers are making their own choices, designing their own journeys, following their own path. These self-designed paths are particularly complex where customers jump from digital to old school (phone or in-person interactions) channels. Sales executives need technology to support their efforts, but technology cannot do all of the work. All too often marketers underestimate the importance of cross-channel marketing content and message delivery.

During the course of this discussion, we have been staying away from pure technology solutions, but at some point, the rubber needs to hit the road. We need the right technology, people need help to get things done. Any and all modern CRM platforms should allow marketing, sales and sales operations to visualize and choreograph both interactions and touchpoints within the customer decision cycle. The benefit of putting this capability within the CRM system is that key stakeholders within your organization will be able to track an individual customer’s progress through the steps of a journey in order to:

  • Understand and remove customer points of friction
  • Understand and remove operational inefficiencies
  • Provide visual cues to Sales team, showing the steps within the customer journey

Extending CRM with the right capabilities, that aids in design and execution, is extremely beneficial to bring people and process together with technology.  Reducing friction will facilitate customer progression through the decision cycle, which in turn will increase sales velocity in a natural way. The improved satisfaction enables your employees to stay on top of their game. It’s a win-win for everyone.

Working towards continuous improvement

When the topic of tools and technology come up in the context of the lead to revenue discussion, marketing automation vendors are typically the first vendors to enter the discussion. Frankly, marketing automation vendors are working hard to claim a leadership position, but they lack the human element. Optimizing processes is NOT the same thing as automating processes. But there is still work to be done. Giving users a guided path and flexibility to adapt to the customers’ changes is paramount to a successful lead to revenue strategy, driven by CRM.

Successful CRM requires an organization to learn and accept new business processes and supporting technologies, which is never easy. Often the greatest difficulty is changing the culture of users. Use quick wins to gain support for the new CRM system and continuous improvement to keep interest high. Users will not adopt new CRM processes and technologies that do not have a clear benefit for them. Nor will they accept a new CRM that is not properly socialized. End user adoption is always difficult, without proper change management and governance practices put in place. There is nothing more beneficial to users than a visualization of the path to success.

Designing and delivering a system for sustained, systematic improvement for the lead to revenue processes requires a more comprehensive approach than simply measuring the results of marketing spend by the metric of revenue contribution. To truly optimize performance, marketing and sales executives need to optimize the drivers of performance, guide the users down that path and focus on making users and customers alike to be successful!

 

In the first post in this series, we made the case for better alignment between two organizational teams, in other words, we focused on the people. Your feedback suggests that we are onto something here, which should be no surprise. The fun part about alignment is that people actually need to agree (be aligned) on something, right? The smart thing to do is to be aligned around the processes required to make money (too direct?) so that everyone is clear on who is doing what (and where the customer fits as well).

Starting with Vision

(Considering CRM like a Corporate Mission)

Unfortunately, very few organizations spend the required time to define a clear CRM program. When asked, most executives admit that a well-crafted CRM program must start with a vision and a roadmap. Even still, these efforts often stall and much needed organizational synergy does not have a chance to take shape. This is, in part, is about technology. But, it is really more about defining how technology should (or should not) be used. It’s also about data (as it should be), but it is more than data. It is really about data combined with process. One without the other is like lyrics without a melody. A well-considered CRM platform will support the company vision and will play a pivotal role in determining how teams can and should work together toward engaging customers across their lifecycle.

By supporting customers through their end-to-end journey with you will increase satisfaction and long-term loyalty. This requires a focus on process. The common thread is customer experience and the customer’s perception of their own experiences (not what you think they are). In a business-to-business context, the decision cycle is a series of interactions between individuals. Each interaction results in an experience; good and bad. Good customer experiences correlate to customer loyalty. Which, of course, is the goal because loyal customers are more willing to consider another purchase from a company, are less likely to switch to a competitor, and are more likely to recommend.

Designing the Process to Support the Journey

(Thinking through the journey one interaction at a time)

Lead-to-revenue success is dependent upon well designed and executed internal processes that support the customer’s journey. Process optimization is about using technology to define efficient, nearly procedural, processes for everything from resources and campaigns to generate leads, sales methodology, and sales performance. Managing the plethora of interactions and touchpoints with customers who jump from channel-to-channel requires extra attention. Especially hard is when a customer moves from a digital channel to non-digital. This is where the salesperson needs guidance.

The front-end of the journey is the purchase decision cycle. During a business purchase decision cycle, buyers control the steps of their journey far more than the seller. This is a sea-change from times past that companies (sellers) need to carefully consider. Buyers are engaging with sellers through a multitude of digital, social, and mobile touchpoints. This dynamic changes the role of each player within your organization in a fundamental way. It alters what they must do in order to meet the needs of each buyer. To be clear, this is more than just a journey mapping exercise, this is about diving in one or two levels deeper.

Think big, Start small in Designing the Journey within your CRM Platform

When building your CRM program and considering the vision, it is important to balance two forces: 1) top line revenue growth and 2) bottom line efficiency gains. Both are critical, and the common denominators between them is business process; efficiency and effectiveness. Yes, it is possible to spend time on process improvement that will lead to both cost reduction as well as top line revenue growth, but this is hard. The secret is to design processes that mirror the customer journey and their decision cycle. If your team is able to anticipate the needs of the customer and help them along on their journey, then you can save time along the way while increasing sales velocity and reducing costs.

Benefits of Process Alignment:

Strategic (Company Focused)

  • Grow Revenue
  • Increase Market Share
  • Increase Sales Velocity
  • Campaign Optimization

Operational (Departmental Focus)

  • Increase Efficiency
  • Execution Clarity, Lead Quality
  • Decrease Cost per Sale
  • Capacity for more Campaigns

Your job in 2017 is to articulate, communicate, and evangelize the CRM vision – focus on the process, not just the data. Make a list, prioritize that list and consider the rate of change while trying not to do too much in too short a period of time. With respect to process efficiency, introduce change and transformation properly with input from other teams. Finally, keep an eye on your communications, vertically and horizontally (do more than simply manage up), doing your very best to facilitate the change.

Visionary marketers are quickly progressing beyond simple process automation for demand generation and nurturing programs. The reason is that the buying process is no longer simple. The selling/buying cycle is complex, with many players and personas. Both sales and marketing are about revenue and performance, make no mistake.  In order to accomplish sales and marketing targets (artificial or not), the marketing and sales teams need to work in concert; beyond simple (aka fluffy) collaboration. It is time to focus on people.

To be successful, your organizational selling processes need align with the customer decision cycle. The marketing team needs to transition from pure demand generation to becoming masters of customer engagement, helping the sales folks along the way. The selling process should focus on shepherding buyers through their buying journey. The strategy should not be to move a mass of buyers through a process optimized for management reporting. Instead, the strategy needs to design an efficient process optimized to take a qualified lead and make that lead an engaged, profitable customer. And, once the process is perfected…rinse and repeat.

Taking Stock of the Current State

The proliferation of customers’ digital touchpoints has accelerated requests for and the flow of information, especially in complex business-to-business decision cycles. Furthermore, organizations continue to struggle to predict where prospects will go to look for information. This unknown is causing marketers to do a bit of hair pulling. The idea of determining the right “marketing mix”’ feels a bit too much like a finger in the air strategy when trying to keep up with the vast array of possible touchpoints, along the customer journey.

Marketing and sales need to align their strategies and coordinate communications; both content and timing of message. In many organizations, the most apt descriptor for the relationship between marketing and sales is “frenemies”. Further, being in marketing is often like being an athletic trainer and never knowing if your athlete won the race. The marketing team has limited visibility into leads after they became “sales qualified” and are handed off to the sales team. This lack of insight prevents marketing decision-makers from testing campaign effectiveness or determining why something did or did not work.

Overcoming a Few (relationship) Obstacles

The relationship, at all levels, between sales and marketing is one of the most important relationships within any organization. This bond is personally critical to both the CMO and VP of Sales. The key point of friction is that marketers are focused campaigns and nurturing, while sales folks are focused on the deal and the only metric that matters is revenue. One team is looking at something built for the masses, while another is focused on an individual.

Sales and marketing processes are built with an eye on internal efficiency. However, sales processes need to be reshaped, and should also include an external focus towards the customer buying journey. This is most evident in how success is currently measured in many organizations; monthly and quarterly goals, such as: lead conversion, number of sales qualified leads and likelihood to close (by some artificial percentage).

The Path Forward

It is time to focus on positive customer outcomes and define organizational goals that support and even reshape marketing practices to drive effective customer engagement. This is about customers, not products, features or solutions. Work hard to balance pushing customers towards the next step and make sure you understand where they are in their buying journey. Once you understand where they are in the process, the right information can easily be shared. Context is a critical element within the buying journey. Customers need care and feeding – the right information, at the right time, on the right device.

We are no longer in the information age, we are in the age of customer centricity, customer focus and customer engagement. In order to succeed, the sales and marketing organizations need to match the selling process with the buyer’s journey. Yes, this is about customer acquisition and revenue generation, but it is also about lifetime value and establishing lasting company/customer relationships. Many factors have come together that extend marketing’s role much further into the selling process; even through the very end. Marketing is accountable for content creation, but they cannot do it alone, the sales team needs to come along for the ride! Marketeers and marketing leadership need to collaborate with sales folk and sales leadership to design and build a lead management process that makes sense to all players. Organizational alignment around the buyer journey is critical to success – hard stop.

After aligning goals and objectives within the team, the next logical step is to be do aligned on the processes required to support the customer journey. In the next post within the series, the focus will be on process improvement and efficiency.

Customer journey mapping is an important exercise that helps companies understand their customer’s perspective so they can meet needs and expectations. It also drives companies to reach all the business goals for individual customers – such as long-term engagement, buying additional products or services, or becoming a reference. The customer journey map itself is a visual diagram of the way your customers engage with you throughout the buying cycle. From the time they learn your company’s name or find you on Google, all the way to the time they purchase their first product/service from you, and even beyond that.

In 2017, leading organizations will extend the value of customer journey mapping initiatives by doing two things:

1) Operationalize them

Customer journey mapping is a common exercise, but the real challenge is turning the customer journey map from a theoretical framework or tracking mechanism into a practical tool that proactively guides customers throughout their journeys. Many companies have tried to capture every aspect of their business with customer journey mapping, and as a result, created beautiful documents that did little more than sit on the shelf. Operationalized customer journey maps are used, not just by marketing to shape the entire customer experience, but also by every customer facing individual in every customer interaction. That means baking customer journey maps into the CRM tool used by sales and service. By doing this, those customer-facing individuals know exactly where their customer is in the journey; and are also given prescriptive guidance that tells them what they should do next. And, the resulting CRM data can them be mapped back to customer journey analytics and reporting.

At SugarCRM, we now have a Customer Journey plug-in that shows an individual customer’s progress through the journey, and an advanced customer decision workflow panel, which quickly describes every task or action that a customer-facing professional like a seller must complete in order to help a customer advance to the next decision stage. This helps operationalize the customer journey and bake it into the day-to-day work process of a sales or service person.

2) Add cognitive capabilities throughout the customer journey

Engagement throughout the customer journey, and across all parts of the organization delivering that journey – marketing, sales and service – can benefit from cognitive technologies. As one example, SugarCRM is working with IBM Watson and other technologies to add cognitive insight and enrichment for CRM users. You’ll hear more about this shortly.

Here’s an example that illustrates both points, taken from the SugarCRM and IBM Watson “Cognitive Customer Engagement for Banking” solution. A banking customer receives personalized interactions from their bank through the use of marketing automation, behavioral scoring and nurturing. Prompted by those interactions, they log on to their bank account, where they engage in a dialog with Watson about potential retirement funds. After gathering information about age, risk tolerance and investment goals, Watson recommends a specific fund, and then engages a Financial Advisor. The advisor can then continue the dialog in a very personalized and targeted way, and is guided via their CRM with a set of recommendations to propose to the customer. The end result? A more satisfied customer, more revenue for the bank, and lower SG&A costs.

To learn more about this solution, click here.

To read more about other top marketing trends for 2017, check out IBM’s paper on “10 Key Marketing Trends for 2017”.

(Editor’s Note: the following is a guest blog post from Katie Liesmann, the marketing coordinator at Epicom. It originally appeared on the SugarCRM Community).

When the Customer Journey Plugin was released in August earlier this year, our tech-savvy customers and friends within the Sugar community quickly jumped on learning about the tool and how they could apply it to their business. While the general consensus was that it was a really cool tool, many businesses felt it didn’t apply to them since they hadn’t built out a customer journey yet. In response, Epicom took the time to dive deeper into the product from Addoptify and find out where it would be most useful for our customers.

We sat down with Krisitian af Sandeberg, the CEO of Addoptify, to learn about how businesses are successfully using the product. What we learned is that the Customer Journey Plugin should be thought of as much more than just a “customer journey tool” because it can be used to manage ANY process in your business. So today, we look at the Customer Journey Plugin in a new way – as a process management tool.

What processes do you have throughout your organization that have multiple steps? Here are some ways to identify processes that could be managed using the Customer Journey Plugin for Sugar:

  • Think of processes that not enough people follow or abide by. Some examples might be the lead qualification process, the process for hand-off of accounts from account execs to account managers, or the quote approval process.
  • Identify processes that your organization’s leadership needs even further insight into. Examples might be lead assignment processes or opportunity creation process.
  • Brainstorm a list of processes that vary between different regions, different product lines, or existing vs. new customers.

Processes can be very complex, hard to keep up with (especially as they change over time) and it can be difficult to have insight into whether users are actually following them. This is where the plugin comes in. To demonstrate how any process can be visually created and managed via the plugin, here’s a fun example we built out of the process for building a PB&J sandwich.

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On a more serious note, we also created examples for Sales, Marketing and Support processes. In the example below we built a customer journey for the process of creating opportunities in the sales department.

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There are several benefits of using the Customer Journey Plugin to manage processes. The graphical view allows users to quickly glance and see where each record lies in a process assigned to them. Management also has additional insight into the workload and forecast of each rep because they can report on the Customer Journey Module. Overall, the plugin enforces more consistent following of processes throughout your organization.

Now that you’ve learned about a new way to think about the plugin, you probably want to learn how to use it.

The scientific method is an elegant one – always experimenting in the pursuit of the truth and accepting that new facts overturn previous belief. Our experiences shape and builds our understanding, and and it’s critical to never assume we know everything.

Great marketing is borne of this mindset. Best practices, judgment, and instinct guide marketing strategy, but what sets makes it great is the practice of experimenting, observing, analyzing and breaking new ground.

If you’re a Marketer today, and you’re not thinking this way, it’s time to reflect on whether you’re doing your best.

Marketing must be transformational

Your organization might be failing because it’s not responding to changes in your marketplace. And, you might not even know it.

Unless you acknowledge that marketing needs to adopt an inquiring and observational mindset in order to identify and lead business transformation, then you’re missing a huge opportunity – for you and for your organization.

We’ve seen some spectacular failures where brands just haven’t responded to change quickly enough; Borders and Blockbusters have become sad case studies in failure. And, we’ve seen others like Amazon and Uber who have not only responded to new customer preferences, but been forward-thinking enough to shape them. So what about your organization? How can you make sure it’s a master of change, not a slave to it?

Understand and experiment based on holistic observation

Be brave enough to keep asking questions about your customers and your organization, and develop the means to answer them. Stay close to your customers – understanding what they want and why, what they’re doing, when and how.

This isn’t a new idea. But there are modern approaches that provide new insight, about customers, and opening up a whole new line of understanding. It has the potential to keep us right on the pulse of change so we can tell the organization how to respond.

What exactly is this new method?

SugarCRM recently partnered with Telsyte to talk with 255 CMOs in Australian & New Zealand about how they’re getting closer to customers and shaping business transformation based on their observations.

From those results, we produced a report for marketing leaders entitled “Digital Leaders Use Customer Journey Maps to Guide Business Transformation.”

The paper looks at the value of personas and customer journey maps in relation to business transformation, and some of the practical steps to implementing them.

About half the Marketing leaders said:

“Our team promotes an understanding of the customer across the organization, helping to shape its entire approach to business transformation.”

Are you in this half?

Earlier this year, during SugarCon 2016, we announced and demo’d the Customer Journey Plugin. We are excited to say the Sugar Customer Journey Solution (the plugin combined with the Sugar Platform), which automates complex business processes and maps them to the customer journey is now available.

As you may know, customer journey mapping is an important exercise that helps companies understand their customer’s perspective so they can meet needs and expectations. It also drives companies to reach all the business goals for individual customers – such as long-term engagement, buying additional products or services, or becoming a reference. The customer journey map itself is a visual diagram of the way your customers engage with you throughout the buying cycle. From the time they learn your company’s name or find you on Google, all the way to the time they purchase their first product/service from you, and even beyond that.

While it’s a fairly common exercise, the real challenge is turning the customer journey map from a theoretical framework or tracking mechanism into a practical tool proactively guides customers throughout their journeys. Many companies have tried to capture every aspect of their business with customer journey mapping, and as a result, created beautiful documents that did little more than sit on the shelf.

customer-journey-solution-brief-2016-08-02-3

Enter the Customer Journey Solution. It was developed by AddOptify, a longtime SugarCRM partner, in cooperation with internationally-recognized customer strategist, Phil Winters. It is based on best practices from his work with more than 650 organizations that have reoriented their businesses around a deeper understanding of the customer’s decision processes.

The new plugin comes with a customer decision Indicator chart, which displays the individual customer’s progress through the journey, and an advanced customer decision workflow panel, which quickly describes every task or action the user must complete in order to help a customer advance to the next decision stage. Each activity in the customer journey is modeled as a native Sugar task, call or meeting. The result is a streamlined process that synchronizes all customer-facing activities, from marketing and sales through on-boarding and renewal.

If you’re new to customer journey mapping, don’t worry. The Sugar Customer Journey Solution includes industry-specific customer journey templates that you can use to quickly define the journeys that are most applicable to your customer base. The journey can span the entire customer lifecycle, or just a specific timeframe.  

In short, the Customer Journey Solution lets you overlay the journey with the tasks that you know need to happen at every step of the way, even if your customer isn’t aware of them. It opens new opportunities for differentiating yourself in the market by providing a differentiated and superior customer experience, and – probably most importantly – provides a foundation for all staff in your organization to better coordinate and interact by taking the customer’s perspective.

The Customer Journey Solution is available for all versions of the Sugar Platform (Sugar Professional, Sugar Enterprise and Sugar Ultimate 7.6 and above) for $15 per user, per month.

To learn more about how you can optimize your customer journeys, click here.