As millennials enter the global mainstream in business, companies need to look closely at how they are set up to ensure they attract, motivate and retain the best talent. The same goes for how they interact with customers and other external stakeholders. Continue reading
The boundaries between your personal and professional brands are getting thinner every day. Whether we like it or not, we all have a personal brand. Some may flaunt it more consciously than others, but at some level most of us want to make a good impression. Continue reading
Whether B2C or B2B, user experience (UX) is about building the customer-brand relationship. When we use a service or product, we don’t just interact – we connect. The experience you have can even become more important than the product and service itself. It’s all about the emotions. Continue reading
In a B2B environment that is becoming increasingly competitive, there is growing interest in what actually drives business performance.
I was recently presented with some research by Professor Moira Clark of the Henley Centre for Customer Management, which concluded that making it easier for customers to do business is a sure-fire way of improving the bottom line. This takes the notion of customer experience one step further, and she claims that more companies are beginning to bring this line of thought into their strategic planning.
Essentially, it’s about having a customer-centric approach, and the research suggests that customer centricity in B2B drives business performance. The great challenge facing B2B companies, however, is how to change the business to become more customer-centric. For many, it may seem an unrealistic task. Continue reading
How often do your colleagues complain about your company’s website? Like many website managers of B2B companies, you’ve probably had conversations with people who are reluctant to use it in their daily business. It could be that it doesn’t truly reflect the company today. Or maybe the content doesn’t support the negotiations salespeople have with customers and the conversations Executive Management have with key stakeholders.
But that’s not how it’s meant to be. At the very least, the website needs to support the business; at best, it should drive business opportunities. So how can you achieve that?
As with any marketing or communications initiative, website planning involves some level of strategic planning. But rather than being an academic exercise, it must be a targeted, pragmatic approach that aligns your online presence with the company’s strategy, brand, offerings and value propositions – what I’ll call the four strategic pillars of the B2B company website.
Long before even beginning to consider a website structure and content, these four strategic pillars need to be defined and documented. Don’t leave a strategic stone unturned until you’re sure. Not only will you save time creating and building your website, but you’ll be confident that you’re making good decisions about architecture, design, usability and content. Indeed, this strategic planning will be the foundation for the website’s success.
1500 hours of after-hours work. That’s what it took to complete my MBA. The only thing remaining now is graduation and the party! As valuable as the actual studies have been, in many ways, it’s all about the party. But more about that later.
Now all that hard work is over, I want to reflect on the journey. Why did I do it? Do those reasons hold up three years later? It’s probably too early to tell, but let me look into the crystal ball and see what the future may hold.
For others considering an MBA, this may help put some decision-making criteria into perspective. This is by no means a definitive list of what to think of if you’re considering an MBA when you’re well into your career. But I hope it does give some ideas to help make up your mind. Continue reading
In a previous post, I introduced several characteristics that define a Marketer CEO, as revealed in my study of marketing’s contribution to B2B company performance.
Continuing the discussion, I’ll explore more of these characteristics within themes of marketing performance and market strategy.
With so much discussion among marketers about marketing metrics, you may expect this to be top of mind with CEOs, too. Marketer CEOs do have strong expectations of how marketing should perform, but perhaps not in the way you’d expect. Continue reading
My recent study of B2B CEOs revealed three types of CEO, each determined by their orientation towards marketing. One of these types, the ‘Marketer CEO’, believes strongly in the strategic impact of marketing.
For B2B marketers, understanding the views of these CEOs can provide vital direction that will better equip them to meet the CEO’s expectations and contribute most value to the business.
In the study, Marketer CEOs were identified by their own admission of their belief in marketing. Each of these CEOs was then analysed according to a number of parameters describing his or her impressions of the company’s capabilities and priorities. Continue reading
The role of marketing in B2B companies is often debated. For every story of marketing’s contribution to growth, there are probably another two or three of marketing fighting tooth and nail for budget, resources and, not least, mindshare from the B2B CEO.
After years of being part of this debate, I decided to find out what the B2B CEO and executive management really think about marketing. Over the last several months, I’ve conducted extensive research into understanding their opinions.
There is a growing amount of research into marketing’s contribution to performance at B2B companies. But while the academic research is fragmented, really only touching the surface, the practitioner research often seems to be a celebration of marketing and, indeed, quite removed from reality.
Like it or not, reality is the CEO. No matter how good the B2B marketing department thinks it is, it won’t get far without his or her blessing. Continue reading