As I have said before, with marketing being held to a higher standard, the days of running programs and hoping that they worked are over. The old saying, “If you can’t measure it, you can’t manage it” rings true today, more than ever. Nearly every target interaction can be measured in some manner.
But how do your get your marketing team to embrace measurement?
If you truly want measurement and accountability to permeate your organization, it can’t be just lip service. You must make a wholesale change and bake it into the DNA of your company. It may sound difficult, but it isn’t that hard to do. We’ve helped many of our clients implement analytics programs to track and improve the effectiveness of their marketing efforts.
Here are a few of the keys. Make sure you…
- Put your analytics plan in place prior to any implementation.
- Get input and buy-in from senior management.
- Measure the right things – the data points that tie back to your specific objectives and can truly have an impact on revenue. In some instances, 2-3 items will suffice. In other cases, you may need to track 10-15 items. It is fine to track softer items (e.g., awareness, favorability), but it is also critical to develop mechanisms to track leads/engagement and hard business metrics.
- Create a conversion funnel that, where possible, tracks all the data points from each customer interaction all the way through to revenue.
- Develop a scorecard to track the data.
- Assign the team members who will be responsible for each data point.
- Set a reporting schedule… and stick to it.
Don’t be afraid of measurement. Embrace it. Your future may depend on it!
— Stephen Weinstein, Director of Account Management
Timing is everything. And while I fully endorse capitalizing on opportunities to sell a customer another product or service, particularly when you have them on the phone, or in the store, doing so when that customer is extremely annoyed with you is… how shall I put this… NOT SMART.
Take my recent encounter with a leading satellite provider, for example. In the short time I have been a customer, I have experienced three multiday service disruptions. Most recently during the season premiere of LOST (which made me even more unhappy). So let’s just say my sentiments toward this particular company are not favorable at the moment.
But that’s not something I can blame on the poor customer-service rep who happened to receive my troubleshooting call. It was all going fine at first. I explained the problem. She walked me through the steps to try and resolve it. She was cordial and professional. I was cordial back.
Until she chose that moment to try to sell me another product, no doubt following the script she was handed. A product that would protect me from having to pay more money if they had to come out to make the service actually work. I don’t think so! I’m actually quite proud of how I handled it, as I did not take it out on her, though I did tell her that she didn’t have a happy customer on her hands, and that trying to sell me something new was not well timed.
Her response? “I can appreciate that, ma’am. But don’t you think…” etc.
Moral of the story:
1) Train your front lines to think. Not just follow a script.
2) Make sure they understand that it’s way cheaper to keep a current customer than it is to acquire a new one.
3) Equip them to choose their moments wisely. Lest they meet up with a customer far less cordial than I.
— Ellen Repasky, Account Director