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Nora Denzel

In 42 Rules for Growing Enterprise Revenue, I talk about the fact that customer relevance is a corporate skillset, not a departmental one.  Creating a positive, customer-relevant experience involves many parts of the organization, and the speakers at the recent Churchill Club CMO panel provided lots of validation and great examples of why shared ownership is critical.

Nora Denzel, Senior VP of Big Data, Social Design and Marketing at Intuit commented that Intuit’s CIO, sales, and marketing all contribute to create the customer experience.  Lorraine Twohill, VP of Global Marketing  at Google agreed that cross-functional collaboration is critical because while Marketing focuses on customer acquisition, keeping customers and making them happy is what sales, support, and IT (in a SaaS company) do.   Jonathan Becher, CMO at SAP, summed it up well.  “The SAP experience is about the company, it’s not a marketing thing. If it were, no one would pay attention,” he commented.

Bottom Line: Consider making great customer experience an objective for every organization that impacts it.

  • Ask each functional team to identify specifically how they affect customer experience.
  • Set detailed objectives in your annual and quarterly plans for how they can improve the department’s contribution to a great customer experience.
  • Identify opportunities for cross-functional initiatives to offer new value to customers. It’s these that often have the greatest impact.

Please share how different parts of your company are collaborating to serve customers better.

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“We’re not in control. The Customer is.”
– Lorraine Twohill, VP Global Marketing, Google

We’ve talked here in our blog and in my book about the concept of collaborating with customers as the means to engage the more empowered buyer.  The mindset that customers have greater control than ever was clearly evident among the CMOs on a recent Churchill Club panel.

When asked whether his organization was “marketing-led,” “engineering-led,” or “sales-led,” Jonathan Becher, CMO at SAP, answered, “There’s only one kind of “led” – customer led.”  He described that at the last SAP conference, the decision about which topics to include was “crowd sourced from the customer.”

Nora Denzel,  Senior VP, Big Data, Social Design and Marketing at Intuit provided more examples of how Intuit is sharing the reigns with its customers: Intuit’s CEO meets with customers each quarter before speaking to his staff at the ops reviews.   Intuit has “outsourced product management and marketing to the customer.”  That’s because Intuit’s new product features get exposed to customer in a web sand-box, and their viability is determined based on actual customer usage.  Anne Globe of DreamWorks agreed that today there’s an opportunity for the customer to “take you in a different direction than what you planned” when you designed your marketing campaign.

Bottom Line:  2.0 didn’t just change the technologies we use to communicate, collaborate, and sell.  It has completely transformed customer mindsets.  Buyers in both B2B and B2C markets expect greater corporate transparency and increased influence over what is sold to them, where and how.  They also exercise greater collective and individual power in the marketplace.  Companies that can redefine their customer relationships from one of buyer-seller to that of a team collaborating to discover, learn, design solutions, and maximize their usefulness will command greater loyalty.

 

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