October 8, 2020 • 20 mins
This month on Revenue Rebels, we're switching things up with Rhoan in the interviewee seat. In a recent interview with Glenn Gaudet on the AMP Up Your Digital Marketing podcast, Rhoan discusses all things marketing-led CX. From what CX is, how B2B and B2C CX are different, to how marketing can influence organization-wide CX efforts.
If you're interested in learning more about marketing-led customer experience (MLCX), visit DemandLab's MLCX resource center.
And if you enjoyed listening to this show, check out more episodes of the AMP Up Your Digital Marketing podcast.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Hey rebels Kiana here .
The producer of the revenuerebels podcast.
This month, we're doingsomething a little different
Merlin recently joined the ampup your digital marketing
podcast, where she and hostsGlen got it.
Had a very insightfulconversation about marketing led
customer experience, what it isand how it can benefit B2B
(00:24):
companies.
So we're switching things up andsharing an episode of throne in
the interviewee seat.
Enjoy, Hey everyone, welcome toanother episode of revenue
rebels, the podcast that bringsmarketing and sales rebels
together to share their storiesand thinking on all topics
(00:47):
related to accelerating revenue,generating activities in the B
to B world on this show, we talkabout the strategic vision of
marketing led customerexperience that unleashes the
combined power of technology,content and data.
Are you ready to rebel?
Let's get into the show
Speaker 2 (01:11):
Today.
We're speaking with Ron Morgan,Ron.
Welcome to the show.
Speaker 1 (01:15):
Hello Glenn.
Thank you so much for having me,
Speaker 2 (01:18):
Ron, could you tell us a little bit about who you
are and what you do?
Speaker 1 (01:22):
Sure.
So I've been in marketing for 25plus years, and I have founded a
company about 10 years ago, 2009called demand lab.
So it's an agency that Ilaunched to really respond to
the impact of technology inmarketing.
So I've done a lot of non hightech marketing, but as things
(01:44):
were progressing and growingreally exciting opportunities to
be able to really explore whattechnology and how it was
impacting the work that I do,the work that we do for our
clients, ultimately to helpbring customer obsession into
tactical action.
So my work now is actuallyreally making sure that the team
at demand lab is supporting ourclients, achieve their business
(02:06):
goals around customerexperience, around leveraging
technology, leveraging data, andalso content to do things like
increase revenues at the end ofthe day.
Speaker 2 (02:17):
So if we work backwards from customer
experience, could you justdefine when you, when you think
of customer experience or definecustomer experience, what would
that be?
Speaker 1 (02:28):
So customer experience has occurred to me as
I was learning early days aroundabout customer experience and
hearing this buzz word reallydeveloped.
I thought that's what we've beendoing all along.
Right.
And I think any good marketerprobably is having the same
(02:48):
thought, well, that's, that'swhat we care about.
That's why I'm here at demandlab.
Well, we started very mucharound MarTech enablement,
really ensuring that peopleaccompanies our clients, we're
using platforms like Marketo orSalesforce and that sort of
thing to drive the customerjourney.
It really ultimately bundlesinto what we now call the
(03:10):
marketing lead customerexperience.
And for us, this is a newapproach that really elevates
marketing into the role of, wethink about as the customer
champion, a journey creator, andwe've called them the experience
innovator at times.
Um, so, you know, when marketinglead customer experience is
really well implemented in anorganization, we're seeing that
(03:34):
it's optimizing every customerinteraction, right?
And it's really calling togetherwhat used to be rather siloed
process where customerexperience was sort of owned by
maybe too many different teamsor organizations within a
company.
So what you're doing in this isyou're using technology data and
(03:54):
content early to really engagewith a company's audience, but
in a way that matters to thecustomer.
So to us, it's sort of marriedwith being highly customer
obsessed,
Speaker 2 (04:10):
Ubiquitous between B2B and B to C or do you see
real distinctions between thetwo?
Speaker 1 (04:17):
I think that there are still distinctions, but I
don't think that there should beany distinctions.
So it's a great question,actually.
So there are still distinctionsbecause the way I see it, I
think that it really was bornout of the B to C environment in
the way that we look at it nowand sort of experience it now,
especially in the digital age,right?
(04:38):
So digital marketing now thereare dozens and dozens, if not
hundreds of tusks touch points.
And you know, most of that is onmultiple devices and that sort
of thing.
So the B to C side of the housewas really innovating around.
You see these big giants, AmazonZappos, Apple, that sort of
(04:58):
thing, really taking that anddiving head on into creating
really spectacular customerexperiences that were highly
engaging and drove a lot ofvalue for the customer, but also
a lot of value for the business.
And I think that the B2B spacewas a bit slower actually taking
(05:19):
that on.
And in a sense, the customer wasexpecting it to, you know, the
customer has really becomeaccustomed to and expects to
have a very fluid, verynon-fictional sort of experience
with whoever they're engagingwith, you know, a B to C
(05:39):
organization or a B2B in your,at your work.
You're maybe a buyer within anorganization and you're reaching
out to another company topurchase something.
You need that to be just as easyas everything else that you're
doing right now.
So I think expectations havereally risen, which are pushing
the B2B organizations in thisdirection, which I think is
fantastic.
Speaker 2 (05:58):
So I think one of the challenges that many companies
have is they have thisbifurcated experience, right?
So the experience of actuallygoing through the buying journey
to become a customer, and thenonce they become a customer,
it's a different experience.
So I'm going to go out on a limbhere and say that you, you think
there should be someconsistencies between the two
(06:21):
and how should companies startthinking about that?
Speaker 1 (06:24):
Oh yeah, there, there has to be consistency between
the two you're of course.
I think that you, you certainlyare reading the very well during
this conversation.
I wear my heart on my sleeve, asthey say, right.
You know, loyalty is one ofthose.
I don't want to say it's anafterthought because it isn't,
but too often, it's not givenenough attention, probably even
(06:45):
budget, you know, withinorganizations.
So from loyalty then builds yourchampions and the people that
are going to be your referralcustomers and really deepen the
relationships that they havewith the company that ultimately
helps you to grow right.
Your organization.
(07:06):
And they're the ones that arecoming in and saying, yes, I
believe in this company and Iwill help.
I will support, you know, um,their efforts, you know, we
believe in that.
So how do you bridge the twoit's really ultimately about
teamwork?
You know, we all have to berowing in the same direction.
We have to make sure thatorganizations are, you have the
(07:27):
performance indicators that areall sort of ultimately bubbling
up to the highest level.
So from the top down sort of avision that we have to know here
are the 15 things we need toaccomplish, or here are five
ultimate business goals.
And how does every single one ofthe individual teams within the
(07:48):
organization impact these goals?
So when you think about theorganization, every single team
member, every single team has tounderstand how they're impacting
the customer experience.
They have to know how importantit is that they're playing a
role.
So an example might beaccounting or accounting.
(08:11):
Who's sending out invoices orthat sort of thing.
They might not feel like they'rereally part of that customer
experience division or workstream.
But in fact, they absolutelyshould be, and they can be.
And there's some really excitingways to pull every team member
through a customer experienceplan.
(08:32):
So when you have somebody inaccounting, who's also dedicated
to a customer experience.
They might be more aware of whento handle maybe a big client who
is maybe late in payments, butthey might, if they have the
access to the insights withintheir ERP system or CRM, they
(08:56):
might see what's going on insome other organizational
functions so that they can say,well, how can I improve that
experience?
Maybe it's not sending out aninvoice at that particular time.
Maybe they need to talk tosomebody internally.
So, you know, they also becomemuch more integrated into the
full organization.
I think.
Speaker 2 (09:13):
So I think I see where this may be going because
w what I was thinking in theback of my head is marketing
doesn't necessarily controlaccounting.
They don't, they don't controlsales, they don't control
customer success or evensupport.
So then how does marketing havethat influence without the
authority?
And so it sounds to me that thedirection that you're
(09:35):
recommending that marketingdepartments go is through data
and through the education usingthe data, is that a good
description of this?
Speaker 1 (09:47):
Not a doubt.
And, you know, the data flowsthrough systems and those
systems need to be integrated.
And the challenge that a lot ofcompanies, large and small as
the integration of thosesystems.
And, and of course, and ifthey're not, the data is all
silos.
So certainly you have to havedata and you have to be
collecting the right data.
You have to be putting the datainto the right spots and sharing
(10:10):
that information.
Cross-functionally, and not onlycollecting it, but knowing how
to then transform that data intosomething that is usable within
the organization.
So without a doubt, we are hugebelievers in data as a
foundation of everything thatwe're doing within marketing and
organization.
Speaker 2 (10:30):
So is where this is going, that every company is
going to have to have their owndata warehouse, because as we
know, when it comes to the salestechnology stack, the marketing
technology stack, while theNirvana is everything talks to
everything else extremely well.
In reality, that's not alwaysthe case.
(10:52):
So do we have to build this onour own?
Speaker 1 (10:54):
Um, I don't think it necessarily has to be built on
your own.
There are a lot of platformsthat can really support and pull
data from a lot of differentsources to support some of that
decision making and insights.
And, and it's a data warehouse.
It's a master data managementsort of discipline.
(11:15):
It could be data Lake.
So there are a lot of ways ofapproaching the data.
In fact, we've, we've actuallybuilt with a couple of clients
who are in sort of a proof ofconcept stage what we call the
data puddle.
And, you know, it's just sort oflike, let's collect one piece of
that information.
That's going to help you and seewhat we can build from there.
And then we'll start to createthat little pond into the Lake,
(11:39):
right.
And those are really excitingcause there's a great
opportunities and aha momentsand there is some work behind
it.
And I do think you're rightactually.
And there are some limitationswithin platforms in terms of how
long they're holding onto the,how long they can hold onto the
data we need to consider in thisas well.
But ultimately I do think peopleor other companies shouldn't be
(12:03):
all of the data and they shouldhave this within, within their
company.
Not necessarily just held insideof another platform.
I'm trying to get a sense ofwhat you need to make this
happen.
I can certainly go to an agencylike yours and try to leverage
an external resource to help usbuild this.
(12:23):
I can build it myself.
At what point does this reallymake sense for the investment?
Uh, is it, is it size ofcompany?
Is it revenue?
How should we be looking atthat?
That's a great question.
I do think that you have to lookat your numbers regardless of
the size of the company.
(12:46):
If you can collect even a fewdata points that help you
identify the impact customerexperience, you look at your
baseline.
If you're taking three points ortwo points, whatever, whatever
you have in the moment, and thenadd to that, what would you like
(13:09):
and how will you use that?
There's a little bit ofanalytics, even if you're small.
I think you can start by lookingat a few measures that you can
tweak.
You can correlate revenue growthand then grow revenue.
(13:37):
And if you're very large,obviously you're going to have
more budget to put towards this.
I don't think that it has to besized specific.
Any company should be able toreally deliver excellent
customer experience.
Speaker 3 (13:55):
Amp up your digital marketing is sponsored by
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Now back to our show,
Speaker 1 (14:17):
Most companies have a deluge of data, so they have a
lot of potential noise.
So in order for them to reallystart thinking about pulling
some of these crumbs together, alot of times it's mixing the
crumbs from different systems.
(14:37):
So if I was starting fromscratch, are there a few key
things that I might, and I knowit's going to be different for
every organization, but is therea way to think about going after
that first few,
Speaker 2 (14:52):
That can really just kind of turn on the light switch
for me in, in certain areas ofmy business.
Speaker 1 (14:59):
So top of mind for me is looking at some measures that
everybody has, right?
Renewal rates, churn rates,sales cycle.
So how quickly are your buyersmoving in, converting through
the sales cycle?
Most businesses should havethis, even if it's on an Excel
spreadsheet, you know, ourclients will typically have this
(15:21):
inside of their ERP and CRM andthat sort of thing.
So looking at these very likesort of, sort of microscopically
looking, really putting themunder the microscope and saying,
okay, what is every process thatmight impact renewals?
What touches that renewalprocess or find out why people
(15:41):
are turning.
So then once you're able to sortof really dissect these
measurement points andunderstand what's impacting
them, start making tweaks tothose programs or those tactics,
and really monitoring verytightly, those measure points,
right?
So if you're looking at turnrates on a monthly basis,
(16:04):
depending on your type ofbusiness or quarterly or
annually, you know, that willchange how you're going to
approach it.
But I really do think that theseare the top three for me, that I
would sort of always start with,because I think that everybody
should have them.
Speaker 2 (16:17):
You find that most people have them in one silo so
they can get that number in onesallow, or are they going to
have to mix a couple of silos toget to those numbers?
Speaker 1 (16:28):
I'm pretty sure you're, you're a lot of
companies are going to be mixingeven, even the really big ones.
They're going to find that thatinformation is siloed for sure.
Uh, you know, things like, Iknow a big measurement to see,
to really identify if yourcustomer experience programs are
really successful, are thingslike your customer satisfaction
score.
And you think about that, that'salways in another environment,
(16:52):
you know, I mean, it should bein the same record as that
customer, right?
So you, so you have a singlecustomer record, but so often it
is found in the platform thatyou're using to measure your
customer satisfaction.
So it's a lot to pull together.
Yeah.
So when, when a company,
Speaker 2 (17:10):
He is actually doing this, a lot of times, they may
not know where, especially ifyou're in marketing, you don't
necessarily know all the datapoints that might exist in some
of these other systems.
How would you advise a marketerto go about and kind of bringing
all these groups together to getsome visibility,
Speaker 1 (17:29):
Even start making some recommendations on what a
great question.
And I think, you know, the waythat we think about it here is
that we might say it's amarketing led customer
experience, but it absolutely isa full company wide initiative.
And there are a few that arereally critical about this
(17:52):
first, you have to have buy-inand real belief in this from the
CEO.
So that means putting it intothe context that they can really
understand or appreciate.
Right.
So how does it impact revenueand celebration, revenue,
growth, organizational growthpieces of things that they're
accountable for.
(18:13):
And once you have the leadershipof the organization and the CEO
into the executive team, youknow, you can sort of pull that
through into the entireorganization because you do have
to have, I think by every levelwithin an organization to run it
, there was one thing ouraudience could put into action
(18:34):
today to really have impact withtheir digital marketing.
What would that one thing be?
You know, I'll admit, we talkedabout this a little bit earlier.
And the first thing I thoughtabout was to be the optimist,
right?
So this is much more theoreticalthough.
Push the company forward, lookat life and work through as
though anything is possible andthat sort of thing.
(18:57):
But through the conversationchanged my mind a little bit,
although I think everybodyshould really work on that.
Um, but I would say, I wouldsay, you know, kind of going
back to what we were justtouching on, look at the data,
start with the data, becausethis is how you're also going to
be able to pull your leadership.
So if you can start to ensurethe data is collected, that it
(19:22):
is accurate, which is criticalto be believable.
And then you can start toleverage that data, to identify
where you can improve and howthat will impact the growth of
the company.
Then you're able to really buildthe argument for developing a
larger sort of customerengagement initiative within the
(19:44):
organization.
You have to be able to startwith that executive team and
drive their belief in howimportant this is.
So from my perspective, you haveto have real numbers behind
everything you're saying, thankyou again.
And a big thank you to ourlisteners for tuning into
(20:05):
revenue rebels.
Remember you can get our shownotes, links, and other content
related to today's topic atdemand, lab.com/revenue rebels,
while you're there.
Let us know if there's a leaderyou want to hear from or a topic
you'd like to hear more about onthis show.
You can find me on Twitter atBrown Morgan.
(20:26):
It's our HOA N Morgan.
And of course, look us up onLinkedIn and look up demand lab
or search for R H O N Morgan.
And finally, only if you thinkwe've earned it, please head
over to Apple podcast, Spotifyor wherever you're listening to
us right now and subscribe, rateand review the show until next
(20:49):
time.
Rebels.
Thank you.
Hey rebels Kiana here .
The producer of the revenuerebels podcast.
This month, we're doingsomething a little different
Merlin recently joined the ampup your digital marketing
podcast, where she and hostsGlen got it.
Had a very insightfulconversation about marketing led
customer experience, what it isand how it can benefit B2B
(00:24):
companies.
So we're switching things up andsharing an episode of throne in
the interviewee seat.
Enjoy, Hey everyone, welcome toanother episode of revenue
rebels, the podcast that bringsmarketing and sales rebels
together to share their storiesand thinking on all topics
(00:47):
related to accelerating revenue,generating activities in the B
to B world on this show, we talkabout the strategic vision of
marketing led customerexperience that unleashes the
combined power of technology,content and data.
Are you ready to rebel?
Let's get into the show
Speaker 2 (01:11):
Today.
We're speaking with Ron Morgan,Ron.
Welcome to the show.
Speaker 1 (01:15):
Hello Glenn.
Thank you so much for having me,
Speaker 2 (01:18):
Ron, could you tell us a little bit about who you
are and what you do?
Speaker 1 (01:22):
Sure.
So I've been in marketing for 25plus years, and I have founded a
company about 10 years ago, 2009called demand lab.
So it's an agency that Ilaunched to really respond to
the impact of technology inmarketing.
So I've done a lot of non hightech marketing, but as things
(01:44):
were progressing and growingreally exciting opportunities to
be able to really explore whattechnology and how it was
impacting the work that I do,the work that we do for our
clients, ultimately to helpbring customer obsession into
tactical action.
So my work now is actuallyreally making sure that the team
at demand lab is supporting ourclients, achieve their business
(02:06):
goals around customerexperience, around leveraging
technology, leveraging data, andalso content to do things like
increase revenues at the end ofthe day.
Speaker 2 (02:17):
So if we work backwards from customer
experience, could you justdefine when you, when you think
of customer experience or definecustomer experience, what would
that be?
Speaker 1 (02:28):
So customer experience has occurred to me as
I was learning early days aroundabout customer experience and
hearing this buzz word reallydeveloped.
I thought that's what we've beendoing all along.
Right.
And I think any good marketerprobably is having the same
(02:48):
thought, well, that's, that'swhat we care about.
That's why I'm here at demandlab.
Well, we started very mucharound MarTech enablement,
really ensuring that peopleaccompanies our clients, we're
using platforms like Marketo orSalesforce and that sort of
thing to drive the customerjourney.
It really ultimately bundlesinto what we now call the
(03:10):
marketing lead customerexperience.
And for us, this is a newapproach that really elevates
marketing into the role of, wethink about as the customer
champion, a journey creator, andwe've called them the experience
innovator at times.
Um, so, you know, when marketinglead customer experience is
really well implemented in anorganization, we're seeing that
(03:34):
it's optimizing every customerinteraction, right?
And it's really calling togetherwhat used to be rather siloed
process where customerexperience was sort of owned by
maybe too many different teamsor organizations within a
company.
So what you're doing in this isyou're using technology data and
(03:54):
content early to really engagewith a company's audience, but
in a way that matters to thecustomer.
So to us, it's sort of marriedwith being highly customer
obsessed,
Speaker 2 (04:10):
Ubiquitous between B2B and B to C or do you see
real distinctions between thetwo?
Speaker 1 (04:17):
I think that there are still distinctions, but I
don't think that there should beany distinctions.
So it's a great question,actually.
So there are still distinctionsbecause the way I see it, I
think that it really was bornout of the B to C environment in
the way that we look at it nowand sort of experience it now,
especially in the digital age,right?
(04:38):
So digital marketing now thereare dozens and dozens, if not
hundreds of tusks touch points.
And you know, most of that is onmultiple devices and that sort
of thing.
So the B to C side of the housewas really innovating around.
You see these big giants, AmazonZappos, Apple, that sort of
(04:58):
thing, really taking that anddiving head on into creating
really spectacular customerexperiences that were highly
engaging and drove a lot ofvalue for the customer, but also
a lot of value for the business.
And I think that the B2B spacewas a bit slower actually taking
(05:19):
that on.
And in a sense, the customer wasexpecting it to, you know, the
customer has really becomeaccustomed to and expects to
have a very fluid, verynon-fictional sort of experience
with whoever they're engagingwith, you know, a B to C
(05:39):
organization or a B2B in your,at your work.
You're maybe a buyer within anorganization and you're reaching
out to another company topurchase something.
You need that to be just as easyas everything else that you're
doing right now.
So I think expectations havereally risen, which are pushing
the B2B organizations in thisdirection, which I think is
fantastic.
Speaker 2 (05:58):
So I think one of the challenges that many companies
have is they have thisbifurcated experience, right?
So the experience of actuallygoing through the buying journey
to become a customer, and thenonce they become a customer,
it's a different experience.
So I'm going to go out on a limbhere and say that you, you think
there should be someconsistencies between the two
(06:21):
and how should companies startthinking about that?
Speaker 1 (06:24):
Oh yeah, there, there has to be consistency between
the two you're of course.
I think that you, you certainlyare reading the very well during
this conversation.
I wear my heart on my sleeve, asthey say, right.
You know, loyalty is one ofthose.
I don't want to say it's anafterthought because it isn't,
but too often, it's not givenenough attention, probably even
(06:45):
budget, you know, withinorganizations.
So from loyalty then builds yourchampions and the people that
are going to be your referralcustomers and really deepen the
relationships that they havewith the company that ultimately
helps you to grow right.
Your organization.
(07:06):
And they're the ones that arecoming in and saying, yes, I
believe in this company and Iwill help.
I will support, you know, um,their efforts, you know, we
believe in that.
So how do you bridge the twoit's really ultimately about
teamwork?
You know, we all have to berowing in the same direction.
We have to make sure thatorganizations are, you have the
(07:27):
performance indicators that areall sort of ultimately bubbling
up to the highest level.
So from the top down sort of avision that we have to know here
are the 15 things we need toaccomplish, or here are five
ultimate business goals.
And how does every single one ofthe individual teams within the
(07:48):
organization impact these goals?
So when you think about theorganization, every single team
member, every single team has tounderstand how they're impacting
the customer experience.
They have to know how importantit is that they're playing a
role.
So an example might beaccounting or accounting.
(08:11):
Who's sending out invoices orthat sort of thing.
They might not feel like they'rereally part of that customer
experience division or workstream.
But in fact, they absolutelyshould be, and they can be.
And there's some really excitingways to pull every team member
through a customer experienceplan.
(08:32):
So when you have somebody inaccounting, who's also dedicated
to a customer experience.
They might be more aware of whento handle maybe a big client who
is maybe late in payments, butthey might, if they have the
access to the insights withintheir ERP system or CRM, they
(08:56):
might see what's going on insome other organizational
functions so that they can say,well, how can I improve that
experience?
Maybe it's not sending out aninvoice at that particular time.
Maybe they need to talk tosomebody internally.
So, you know, they also becomemuch more integrated into the
full organization.
I think.
Speaker 2 (09:13):
So I think I see where this may be going because
w what I was thinking in theback of my head is marketing
doesn't necessarily controlaccounting.
They don't, they don't controlsales, they don't control
customer success or evensupport.
So then how does marketing havethat influence without the
authority?
And so it sounds to me that thedirection that you're
(09:35):
recommending that marketingdepartments go is through data
and through the education usingthe data, is that a good
description of this?
Speaker 1 (09:47):
Not a doubt.
And, you know, the data flowsthrough systems and those
systems need to be integrated.
And the challenge that a lot ofcompanies, large and small as
the integration of thosesystems.
And, and of course, and ifthey're not, the data is all
silos.
So certainly you have to havedata and you have to be
collecting the right data.
You have to be putting the datainto the right spots and sharing
(10:10):
that information.
Cross-functionally, and not onlycollecting it, but knowing how
to then transform that data intosomething that is usable within
the organization.
So without a doubt, we are hugebelievers in data as a
foundation of everything thatwe're doing within marketing and
organization.
Speaker 2 (10:30):
So is where this is going, that every company is
going to have to have their owndata warehouse, because as we
know, when it comes to the salestechnology stack, the marketing
technology stack, while theNirvana is everything talks to
everything else extremely well.
In reality, that's not alwaysthe case.
(10:52):
So do we have to build this onour own?
Speaker 1 (10:54):
Um, I don't think it necessarily has to be built on
your own.
There are a lot of platformsthat can really support and pull
data from a lot of differentsources to support some of that
decision making and insights.
And, and it's a data warehouse.
It's a master data managementsort of discipline.
(11:15):
It could be data Lake.
So there are a lot of ways ofapproaching the data.
In fact, we've, we've actuallybuilt with a couple of clients
who are in sort of a proof ofconcept stage what we call the
data puddle.
And, you know, it's just sort oflike, let's collect one piece of
that information.
That's going to help you and seewhat we can build from there.
And then we'll start to createthat little pond into the Lake,
(11:39):
right.
And those are really excitingcause there's a great
opportunities and aha momentsand there is some work behind
it.
And I do think you're rightactually.
And there are some limitationswithin platforms in terms of how
long they're holding onto the,how long they can hold onto the
data we need to consider in thisas well.
But ultimately I do think peopleor other companies shouldn't be
(12:03):
all of the data and they shouldhave this within, within their
company.
Not necessarily just held insideof another platform.
I'm trying to get a sense ofwhat you need to make this
happen.
I can certainly go to an agencylike yours and try to leverage
an external resource to help usbuild this.
(12:23):
I can build it myself.
At what point does this reallymake sense for the investment?
Uh, is it, is it size ofcompany?
Is it revenue?
How should we be looking atthat?
That's a great question.
I do think that you have to lookat your numbers regardless of
the size of the company.
(12:46):
If you can collect even a fewdata points that help you
identify the impact customerexperience, you look at your
baseline.
If you're taking three points ortwo points, whatever, whatever
you have in the moment, and thenadd to that, what would you like
(13:09):
and how will you use that?
There's a little bit ofanalytics, even if you're small.
I think you can start by lookingat a few measures that you can
tweak.
You can correlate revenue growthand then grow revenue.
(13:37):
And if you're very large,obviously you're going to have
more budget to put towards this.
I don't think that it has to besized specific.
Any company should be able toreally deliver excellent
customer experience.
Speaker 3 (13:55):
Amp up your digital marketing is sponsored by
GaggleAMP GaggleAMP is a leadingemployee advocacy platform that
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Now back to our show,
Speaker 1 (14:17):
Most companies have a deluge of data, so they have a
lot of potential noise.
So in order for them to reallystart thinking about pulling
some of these crumbs together, alot of times it's mixing the
crumbs from different systems.
(14:37):
So if I was starting fromscratch, are there a few key
things that I might, and I knowit's going to be different for
every organization, but is therea way to think about going after
that first few,
Speaker 2 (14:52):
That can really just kind of turn on the light switch
for me in, in certain areas ofmy business.
Speaker 1 (14:59):
So top of mind for me is looking at some measures that
everybody has, right?
Renewal rates, churn rates,sales cycle.
So how quickly are your buyersmoving in, converting through
the sales cycle?
Most businesses should havethis, even if it's on an Excel
spreadsheet, you know, ourclients will typically have this
(15:21):
inside of their ERP and CRM andthat sort of thing.
So looking at these very likesort of, sort of microscopically
looking, really putting themunder the microscope and saying,
okay, what is every process thatmight impact renewals?
What touches that renewalprocess or find out why people
(15:41):
are turning.
So then once you're able to sortof really dissect these
measurement points andunderstand what's impacting
them, start making tweaks tothose programs or those tactics,
and really monitoring verytightly, those measure points,
right?
So if you're looking at turnrates on a monthly basis,
(16:04):
depending on your type ofbusiness or quarterly or
annually, you know, that willchange how you're going to
approach it.
But I really do think that theseare the top three for me, that I
would sort of always start with,because I think that everybody
should have them.
Speaker 2 (16:17):
You find that most people have them in one silo so
they can get that number in onesallow, or are they going to
have to mix a couple of silos toget to those numbers?
Speaker 1 (16:28):
I'm pretty sure you're, you're a lot of
companies are going to be mixingeven, even the really big ones.
They're going to find that thatinformation is siloed for sure.
Uh, you know, things like, Iknow a big measurement to see,
to really identify if yourcustomer experience programs are
really successful, are thingslike your customer satisfaction
score.
And you think about that, that'salways in another environment,
(16:52):
you know, I mean, it should bein the same record as that
customer, right?
So you, so you have a singlecustomer record, but so often it
is found in the platform thatyou're using to measure your
customer satisfaction.
So it's a lot to pull together.
Yeah.
So when, when a company,
Speaker 2 (17:10):
He is actually doing this, a lot of times, they may
not know where, especially ifyou're in marketing, you don't
necessarily know all the datapoints that might exist in some
of these other systems.
How would you advise a marketerto go about and kind of bringing
all these groups together to getsome visibility,
Speaker 1 (17:29):
Even start making some recommendations on what a
great question.
And I think, you know, the waythat we think about it here is
that we might say it's amarketing led customer
experience, but it absolutely isa full company wide initiative.
And there are a few that arereally critical about this
(17:52):
first, you have to have buy-inand real belief in this from the
CEO.
So that means putting it intothe context that they can really
understand or appreciate.
Right.
So how does it impact revenueand celebration, revenue,
growth, organizational growthpieces of things that they're
accountable for.
(18:13):
And once you have the leadershipof the organization and the CEO
into the executive team, youknow, you can sort of pull that
through into the entireorganization because you do have
to have, I think by every levelwithin an organization to run it
, there was one thing ouraudience could put into action
(18:34):
today to really have impact withtheir digital marketing.
What would that one thing be?
You know, I'll admit, we talkedabout this a little bit earlier.
And the first thing I thoughtabout was to be the optimist,
right?
So this is much more theoreticalthough.
Push the company forward, lookat life and work through as
though anything is possible andthat sort of thing.
(18:57):
But through the conversationchanged my mind a little bit,
although I think everybodyshould really work on that.
Um, but I would say, I wouldsay, you know, kind of going
back to what we were justtouching on, look at the data,
start with the data, becausethis is how you're also going to
be able to pull your leadership.
So if you can start to ensurethe data is collected, that it
(19:22):
is accurate, which is criticalto be believable.
And then you can start toleverage that data, to identify
where you can improve and howthat will impact the growth of
the company.
Then you're able to really buildthe argument for developing a
larger sort of customerengagement initiative within the
(19:44):
organization.
You have to be able to startwith that executive team and
drive their belief in howimportant this is.
So from my perspective, you haveto have real numbers behind
everything you're saying, thankyou again.
And a big thank you to ourlisteners for tuning into
(20:05):
revenue rebels.
Remember you can get our shownotes, links, and other content
related to today's topic atdemand, lab.com/revenue rebels,
while you're there.
Let us know if there's a leaderyou want to hear from or a topic
you'd like to hear more about onthis show.
You can find me on Twitter atBrown Morgan.
(20:26):
It's our HOA N Morgan.
And of course, look us up onLinkedIn and look up demand lab
or search for R H O N Morgan.
And finally, only if you thinkwe've earned it, please head
over to Apple podcast, Spotifyor wherever you're listening to
us right now and subscribe, rateand review the show until next
(20:49):
time.
Rebels.
Thank you.
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