My Nanny McFarland, after whom I named Farland Group, used to sit with me and play cards for hours on end. In hindsight, her patience at the age of 90 was inspiring. Even more amazing was her graceful way of »
President & Founder
Jane is an avid runner and cyclist and can be found on the soccer pitch. She enjoys traveling and exploring new parts of the world with her family.
EO (Entrepreneurs Organization), The Boston Club, The Commonwealth Institute, Boston Chamber of Commerce. Jane is also actively involved and on the boards of several non-profit organizations.
Jane has a BA from the University of Western Ontario, Canada and an MS from Boston University.
Once you have a Customer Advisory Board recruited and your first few successful meetings are under your belt, things start to feel like they are running like a well-oiled machine. Don’t get too comfortable. It is exactly when things feel »
‘Closing the loop’ is a phrase we use frequently at Farland Group. The point of this phrase is to emphasize that an engagement with a client is only as good as the action taken after the customer advisory board meeting. »
Good relationships are about honesty, trust, and a shared commitment to agreed upon goals and mutual success. For clients to trust you, or anyone for that matter, you need to make commitments and follow through on the promises made or »
Executives require a different level of engagement and focus. Done well executive relationships will drive lasting value to your B2B marketing and sales strategies.
Understanding what your customer values is critical to building trust, winning the sale and sustaining a relationship over time. Often sales leaders can assume what is valued without asking the questions required to know for certain.
We facilitate many Customer Advisory Boards with C-level audiences (CIO, CMO, COO) who are critical to the future of our clients’ businesses. In a recent meeting a Board member asked me a simple question – “what makes this work so »
When developing Board meeting sessions we ask our clients to be clear about where they want advice. We ask them to consider the questions they have for the Board; where they need advice; and how an external voice could help their thinking.
In developing customer listening systems – whether digital tools like Twitter or more complex systems like Advisory Boards – avoid course correcting for the loudest voice in the room. Instead, listen for the most important.
An ongoing customer engagement strategy requires planning and an investment in the development of compelling content and interactions that keep your customers coming back. Here are tips in building a more systematic engagement approach with your customers.