Customer Data Is The New Black

Few assets are more valuable than a company's customer base. Yet most companies are more systematic about managing their office supplies than their customers.

According to a recent study conducted by eConsultancy, 98% of marketers use at least three channels to deliver messages to their customers, but more than half still store the data they gather from each channel in separate, siloed locations. In the same study, only 35% of marketers report that they collect data from different sources and store it in a single database. And when asked about the challenges of multichannel marketing, 71% cited maintaining high-quality data as a major challenge.

A company's customer base should be managed like an investment portfolio. Like good investment advisers, Marketing, Sales, and Customer Service all share responsibility for maximizing the performance of that portfolio. And that requires a single source of reliable customer data that fuels the operations of each department.

That's why it's so important to manage information about every customer interaction in a shared business system that all customer-facing employees can access and use to communicate with and serve the customer. The customer can then be treated appropriately and consistently because Marketing, Sales, and Customer Service are all aware of her needs, interests, previous purchases, and value.

Such a single view of the customer not only makes it easier for employees to make smarter marketing decisions and interact with customers more effectively but also creates a better experience for the consumer.

Integrating cross-channel data in a single database creates an invaluable corporate asset and accelerates the ability to interact more effectively with customers in real time.

Customer Growth Requires Data
The primary job of Sales and Marketing is to attract and grow customers. Doing that successfully requires using customer data to support customer engagement strategy, interactive marketing technology, and sales and marketing operations.

In B2B marketing, for example, customer growth occurs via account penetration. That means identifying and connecting with more and more individual buyers within the account. In this context, think of the account as a network of multiple sites, composed of multiple buying groups and specific people with responsibility for specific applications—applications for which your products or services meet the customer needs.

Marketing to those very people who make or influence purchasing decisions is mandatory. But businesses tend to assign differing sets of responsibilities to people with roles that look identical from a functional-title perspective alone. As a result, reaching the right people inside an account is difficult, complex, and expensive. Relying on relationships within buyer groups is necessary for identifying other buyer groups and generating referrals.

That complex set of relationships can be visualized as a cube, with account plans being driven from decoding and mapping the relationship network.

Serving Has Become The New Selling
If account penetration is about achieving customer growth by selling your products to more buyers within an account, product penetration achieves growth by selling more products to each buying group. Product penetration is about more than short-term revenue enhancement. It is about creating sustainable customer relationships that are based on delivering value by serving the customer better.

To truly serve customers better, companies must learn to market to a "segment of one," because today's customer wants more control over the content that is being delivered via email, mobile, social media, and website channels.

No longer is it appropriate or acceptable to guess what information or offers the customer wants. In fact, it is destructive to the customer relationship. The recent Subscribers, Fans, & Followers research conducted by ExactTarget found that 90% of consumers unsubscribe, unfan, or unfollow when the communication received from brands is too frequent or the content is irrelevant.

When companies "unsilo" their old single-channel marketing strategies, commit to understanding individual customer needs and interests, manage that insight in a single database, and use it to deliver timely and relevant content, they don't merely sell more: They also create a community of brand advocates who become some of the company's most effective marketers.



By Jennifer Pricci

What is The Social Funnel?...And Why You Need to Build One

Social media channels increasing the venues of choice for consumers to collect information and connect with brands, presents a strategic opportunity for companies to create a “Social Funnel” above the traditional marketing and sales funnel – where consumers take the lead in finding information and content that ultimately drives brand preference and sales.

In Winning the Consumer Decision Journey, McKinsey & Company’s David Court shares that, in the new social and digital age, “the path to purchase and loyalty is now complex, iterative, and dynamic.” In this new environment, creating a Social Funnel allows brands to identify and have access to buyers long before the buying process begins.

The Social Funnel Defined
The Social Funnel is a dynamic collection of consumer activity across social media channels, which sits on top of the traditional marketing and sales funnel. Developing a Social Funnel requires a systematic process of identifying and capturing consumer interactions across a variety of social media channels, aggregating this activity in a social customer relationship management (SCRM) infrastructure, and continually mining this insight to deliver relevant content to the right social profile at the right time. The chart below describes the Social Funnel and its tie to the traditional marketing and sales funnel:



To be effective, Social Funnels need to be tightly integrated with traditional customer relationship management (CRM) systems to create a 360-degree view of a prospect to allow marketers to nurture this relationship over time using a combination of social and traditional, experts agree that this integration holds a lot of potential. “Integrating social deeper into existing CRMs is going to be very popular in 2011 – we expect to see a growing number of brands tying customer records to public social profiles and bread crumbs”, says Nathaniel Perez, head of social experience at SapientNitro.

The integration of social media with the traditional funnel is one of the key priorities for brands in 2011. Although only 6% of companies today report that they fully integrate social with traditional marketing funnels.

David Berkowitz, senior director of emerging media and innovation for digital marketing agency 360i, agrees but tempers things by saying that “we are still early in the process but tying social profiles to CRM systems will be big.”



We see a growing number of companies starting to tie social profiles to their CRM systems. As this process continues to evolve, we expect to see social media becoming more of a critical component throughout the entire customer lifecycle. Systems that support the integration of social with CRM will increase in adoption over the course of the next 12 to 18 months, giving organizations the ability to seamlessly combine data from multiple systems easily and efficiently.



By Jennifer Pricci