Every company talks about how important their “Brand” is, but we have found that many companies aren’t sure how well – or how consistently – their Brand Experience is being delivered or the impact of delivering an off-brand experience.
Few can say that they know:
• If they are delivering an on-brand experience
• That the experience they are delivering is “better than competitors”
• The impact that an improved customer experience has on revenues and profits
B2B Case Example – Driving growth and loyalty through an On-Brand Experience
A global manufacturer of component parts and assembly solutions had seen stagnant revenues and profits for several years. A puzzling fact given the extremely strong feedback from satisfied customers and the highest rated quality for their components.
Traditional searches for root causes centered around price cuts, faster shipping times and new product innovation. New sales and marketing campaigns were launched, new Sales and Marketing VP’s were hired – and nothing seemed to change the revenue trajectory.
Looking inside their voice-of-the-customer data, the President felt that delivering a higher performance and more unique customer experience might have the right impact. Customer dinners were held to understand what differences in how they worked with their customers could make a difference followed by annual VoC surveys. They identified 6 factors of delivering an “On-Brand Experience” that could make a difference.
Delivering the new experience required changes in business processes, tools and technology, employee communication and even hiring, training and on-boarding changes. The changes seemed to be common sense – but delivering the On-Brand Experience wasn’t common practice.
As revenue started growing with increases in customer orders, win-loss rate and customer retention, it was time to evaluate the impact of delivering the “On-Brand Experience” from both the outside and the inside. Customers were asked to assess their assessment the “On-Brand Experience” elements. Financial and retention analysis were performed on customers who received a distinctive “On-Brand Experience” – and those that didn’t. The results were significant.
Based on these insights, the leadership team refocused their efforts from tactical improvements across dozens of nice-to-have efforts to a strategic focus on delivering the “On-Brand Experience” more consistently.
The ROI of the “On-Brand Experience” program was determined to be over 150% – well beyond other investments and it “earned” the increased investment from the C-Suite.
Brand Experience design effort should define these mission-critical elements:
1) Clarity about what constitutes the “On-Brand Experience” – at a strategic level and at a tactical level that every employee can understand and deliver against. This needs to be in the customer’s language and compared to competitive offerings – not just “marketing-speak” and industry buzzwords.
2) Measurement of the “On-Brand Experience” delivered to customers – not dozens of touchpoint metrics, social media sentiment analysis or random surveys that can distract and confuse the organization, but carefully selected metrics based on the moments that matter and the key customer experience elements that make up the foundation of an “On-Brand Experience.”
3) Clear Linkage of Delivery of the “On-Brand Experience” to revenues, retention and profits. The type of clarity that allows everyone to make decisions on how much to invest in programs necessary to deliver the elements of your unique on-brand experience.
4) Training and communication of the “On-Brand Experience” so every employee can align their work, their skill development and their innovation contributions toward a single objective. This also needs to be part of regular employee engagement surveys.