It’s either a CMO’s dream scenario or his/her worst nightmare: The entire marketing department gathered in a workshop and told they should put all their branding ideas on the table – and that every idea is welcome. But how do you extract really useful concepts from it all while ensuring everyone feels their input is valued? How do you get results from a branding workshop?
I’ve run plenty of B2B branding workshops over the years. Big Ideas come out of them, whether they’re team-building or educational exercises for corporate marketing departments or brand creation/makeover projects of all sizes – but it’s all about picking the winners.
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
Is it time to get clearer on exactly why customers should prefer your company?There can be many attributes for which a product, service or entire company wants to be known: Fastest, cheapest, best quality, most features, most reliable, perfect for a specific situation, trusted, great customer service and more – the list of possibilities is endless. 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.
B2B marketing is full of concepts, abbreviations and keywords. And it can get pretty confusing. That’s why we’ve decided to write a series of blogs, briefly looking at a few of the more bewildering buzz-words and setting the record straight with regards to what they actually mean. The first one of the series is account-based marketing, also known as ABM. Continue reading
When the CEO of all too many B2B companies sits down to decide on the three- or five-year strategy, a select group of executives are typically asked to front up with factual data and strategic opinions: The Chief Financial Officer, the Chief Commercial Officer and the Chief Operations Officer. Equipped with their inputs, the CEO usually feels he or she has enough information to formulate the strategy (perhaps supplemented with external advice). Then, and only then, the strategy is explained to the CMO. Continue reading
Standing in the center of the B2B marketing universe, you can be forgiven for having the distinct feeling that the job of the B2B marketer, already large and complex enough, is expanding at an alarming rate. Core skills and disciples, once easy enough to grasp and maintain, are moving further away from you at an accelerating rate, on their way, like the distant galaxies in Stephen Hawking’s famous Big Bang theory, to one day disappear completely from sight. Continue reading