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Category: Enhance your customers’ experience

  1. Is programmatic advertising relevant in B2B?

    By Andrew Dalglish -

    One number in tB2B Barometer 2015he recently published B2B Barometer study caught my eye.  Two thirds (64%) of B2B marketers describe programmatic advertising as irrelevant.  That’s striking because an estimated 59% of digital ad spend in the UK, that’s £1.8 billion, is programmatic and next year it’s forecast to reach 70%.  Yet, most B2B marketers still don’t see it as relevant.  Odd.

    It’s strange because if we break it down, programmatic is unarguably attractive.
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  2. The content king is a tyrant

    By Andrew Dalglish -
    Content marketing infographic

    Click to see full infographic

    The latest Content Marketing Benchmark Report produced by Circle Research and B2B Marketing Magazine reveals that B2B marketers have become slaves to content. 

    We all know that content is king.  Three quarters (71%) of B2B marketers say it’s a very important component of their marketing activity, and a similar number (66%) are being cheered on by their senior management team to produce more.

    There’s good sense in that.  Content is essential digital ‘fuel’ for social platforms, it’s invaluable in communicating brand expertise and it keeps buyers engaged throughout lengthy purchase cycles.

    But the content king is turning into a bit of a tyrant.  He’s working his loyal subjects to the bone and that’s beginning to take its toll.

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  3. Finding the brand positioning sweet spot

    By Andrew Dalglish -

    Managing a B2B brand isn’t easy.  In a recent survey of 100 senior B2B marketers conducted for the B2B Leaders Forum by Circle Research, they named three major challenges:

    • Resources:  Brand building is a lower priority than activity which directly builds revenue in the short-term
    • Delivery:  Although the brand positioning may be clear, those on the front-line with day-to-day customer contact don’t always live the brand values
    • Positioning:  Many struggle even to articulate what their brand stands for as they find it tough to identify a positioning which appeals to all segments, is flexible enough to evolve and gets internal agreement

    In this post I’d like to focus on the last challenge – finding the right brand positioning.

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  4. Time to get with the programmatic

    By Andrew Dalglish -

    Here’s my attempt at a bit of Derren Brown-esque trickery.

    If you’re a B2B marketer, annual planning is on your mind.  Events, email and content feature heavily.  Two fifths of your budget is allocated to digital channels.  How did I do?

    If I got close to the truth, it’s not clairvoyance but just educated guesswork.  In particular the B2B Barometer suggests that, on average, B2B marketers spend 39% of their budget on digital.

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  5. Tips for B2B customer satisfaction research

    By Andrew Dalglish -

    Customers are your lifeblood. But it’s tough to actively manage these relationships unless you understand how they feel about you. That’s why every B2B business needs a programme of regular customer satisfaction research.

    Take care though.  Get it wrong and you can actually make things a whole lot worse…

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  6. A blueprint for customer service excellence

    By Andrew Dalglish -

    Relationships matter in B2B.  But for many B2B businesses it’s simply not commercially viable to individually account manage each customer.  This means that when issues arise, customers need to be directed to ‘mass service’ channels – usually a contact centre.

    I’ve recently spent a lot of time with Vodafone exploring what great customer service looks like.  The results of the study have been published in full as part of their Perspective thought leadership series, but in a nutshell here’s a blueprint for excellent customer service.

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  7. Measuring the service experience

    By Andrew Dalglish -

    Does your business have a service element?  Do you measure customer perceptions of the experience?  If so, you might want to take a quick look under the bonnet.

    Let me share a story.  It sounds far-fetched, but is true.

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  8. Not how you fly, but how you serve

    By Andrew Dalglish -

    Many years ago now, whilst I was working at, newly privatised, British Airways, our research team was challenged to understand what it meant to be “branded British”.  What does the power of national identification bring to the airline in each market it serves, and how could that knowledge be leveraged to help position the airline and its service to best effect?

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  9. How to create a Customer Happiness Index

    By Andrew Dalglish -

    In my last post I put forward the idea that every business should measure its performance against a stakeholder ‘Happiness Index’ with a particular focus on customers.  As the customer’s voice within the organisation, responsibility for this index lies at the marketer’s door.

    Before we go any further I’d like to challenge the received wisdom that it’s commercially sensible for every business to invest in enhancing customer happiness.  This isn’t always true and there are two notable exceptions.

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  10. The Ministry of Happiness

    By Andrew Dalglish -

    “[GNP] measures everything…except that which makes life worthwhile” said Robert Kennedy.  Forty years on David Cameron has picked up Kennedy’s idea and instructed government statisticians to begin measuring quality of life in psychological terms.

    In a nutshell the idea is this.  Government has many roles but its core goal is to ensure the happiness of citizens.  Helping create wealth is an important part of this.  After all, money buys a better standard of living.  However, there comes a point once material needs have been met.  From heron in happiness is determined more by life’s intangibles such as companionship and peace-of-mind.  That’s why governments should monitor Gross National Happiness (GNH) alongside Gross National Product (GNP).

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