Very few marketers would say that their goal is not to create long term, strong, deep relationships with their clients or customers. Client relationships are what drive a healthy business and deliver value in both directions. And most marketers would »
Many marketers are stuck in an activity mindset, focused more on the event calendar and the client reference database than strategic conversations with customers. In contrast, an engagement mindset creates a strategy focused from the outside-in rather than from the inside-out. Here are ways to shift your approach toward an engagement mindset, even when you can’t achieve a full-scale transformation.
McKinsey’s article, “How to Scale your Digital Disruption,” highlights key leadership and organizational changes that help businesses think about digital as more than a sideshow. We share three major themes we hear from c-suite executives about what challenges keep them from making this shift and driving the change fast enough.
AS SEEN IN Jane Hiscock, President of Farland Group, shares her point of view on the differences between a customer-driven company and a sales-driven company. Today’s savvy, digitally enabled customers know when they are being treated as just a number »
[AS SEEN IN CUSTOMER THINK] CIO’s are becoming more involved in customer engagement strategy as a way to ensure delivery of the appropriate high value technology solutions. Jane Hiscock shares three approaches CIOs are taking in adopting this new customer-facing aspect of the role.
In this time of fundamental disruption, one of the most powerful assets to survive the tumult is a strong, loyal customer base. Tap into key lessons learned in what it takes to create sustainable customer engagement and advocacy.
Jane Hiscock, President, Farland Group and Alison Orsi, VP of Marketing, IBM will be presenting at the B2B Marketing Summit, London, June 22, 2016.
Choosing the phone over email adds value to your relationships with your customers, enriches the customer experience, and increases efficiency.
Getting the right members on board is the lynchpin of a successful Customer Advisory Board (CAB). Here are some lessons learned in developing an effective membership screen and the right criteria to recruit and maintain members.
With every C-suite leader vested in the future of digital, the question is who is going to lead the transformation? Three recent articles provide a useful perspective on the CDO role and how executives should think about digital leadership.
Why hire an external partner to help deliver a Client Advisory Board? Many companies have found that the strategic and challenging nature of operating a successful Client Advisory Board makes an outside specialist critical for its success. Here’s why.