Rebecca, congratulations on building a customer-centric organization.  I know our community is eager to hear what you and your team do better and differently to deliver value to your customers.

What we do is anything but radical.  We take care of people.  We had a retail brokerage that specialized in a very different end of the business, and I had a number of prospects in the high net worth or what is also referred to as the “successful individual” space.  I found markets and serviced them to effusive praise. I thought to myself, I’m just taking care of them.  Then I asked myself why their brokers weren’t taking care of the, and then I had the lightbulb moment that there was perhaps a business opportunity in being responsive and educating clients. This was the recipe for our growth, along with a team of people who care as much about clients as I do.  There is no substitute for hiring good people.

Let’s jump right in.  I love this topic because we truly believe that a compelling, meaningful, and relevant value proposition is at the heart of finding, keeping, and growing the value of customers. It’s what enables companies to gain market share and charge a premium price.  You operate in an extremely competitive industry. I did a little research and learned that there are over 4,000 property and casualty insurance companies in the US and that the top 25 have nearly 79% of the market share.  And that the average churn rate for the industry is 16 out of every 100 policyholders.

Rebecca, what is your value proposition, and how has it enabled you to retain and create loyal customers?

Insurance is often sold on price, especially in the consumer sector.  We’ve all seen the name your price commercials and the you’ve been paying too much commercials.  We work with clients who recognize value over price and not as an unavoidable and unwanted expense, but as an important means to protect their real and personal possessions and help guard against assaults on their assets through liability lawsuits from aggressive third parties.  They also want to be placed with insurers who have a reputation for fair and generous claim settlement.  Not everyone is fortunate enough to make that choice, and that’s the market we operate in. 

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I’ve heard you say that “the most recent interaction is the interaction the customer remembers.” We love Jan Carlzon of Scandinavian Airlines book, Moments of Truth.  He defined a “moment of truth“ as any interaction with a customer or any event in which a customer uses or experiences a company’s product.” A moment of truth has a huge impact on customer satisfaction, retention, and advocacy. Employees are the keepers of moments of truth.  What have you done differently to empower your employees to deliver exceptional interactions?

That’s so true, however, you can only empower employees once you know they are well-trained. It’s important to have mentorship and make employees part of the conversation so they learn by hearing and observing.  We also share experiences and how we solve problems, so we can be collaborative and offer a team approach to service.  It doesn’t serve a customer well if the one person who knows about their program is out sick or isn’t available.  Having well-documented files makes it easy for someone else to pick up. This requires constant reinforcement, and more than once, I have one of my team members reminding me when I need to do a better job.  No one is perfect, and the converse is also true, so we all have to own our mistakes.  I firmly believe customers cannot be fooled, and they appreciate an apology and a fix more than a cover-up, which only gets worse over time. 

The idea that customer experience is essential for long-term growth is not new. For a decade, Gartner has been saying, “companies will compete primarily on the customer experiences they deliver.” Even so, many companies still struggle to map the customer journey and eliminate the breakpoints.

Earlier, you said that the challenge is to consistently make customers feel valued and find value in the product.  Process is an integral part of creating customer value.  What kind of processes have you implemented to engage customers and deliver a superior customer experience?

I remind my team that we cannot assume our customers understand all the nuances and the insurance lingo, so we need to clarify in our communications.  We start with a welcome call to let clients know what to do in case of an emergency, to call us first, and that we have an emergency 24-hour emergency service.  We are very proud of our collateral materials, which are clean and easy to read for proposals and reviews.  We also follow up conversations with emails to memorialize, because you can never over-communicate, in my opinion.

People might not connect innovation with insurance.  Yet you talk about the need to think outside the box and to innovate as a critical factor for competing.  What kind of innovations have you developed, and how have they enabled you to outmaneuver the competition?

I’m not sure we have outmaneuvered the competition, but we have looked at how AI can improve our communication and education, and I believe this will be a critical differentiator going forward. I’m delighted to now be part of a larger organization. We sold to EPIC, which has a large national footprint, and they have the resources for the budget that this really needs.  I do feel that in the short term, there will be an advantage for the larger brokerages that have the resources to implement these AI strategies.

Two of the many things we have in common are our passion for customer-centricity and strategy. We believe that a good strategy that is customer-centric and well-executed has the ability to positively impact a market and a company’s competitive position. What kind of customer-centric strategies have you employed, which ones have been the most successful, and why?

We are in the service business, so I don’t think we could be anything but customer-centric.  We have people who communicate.  We make phone calls to deliver difficult news, and in this very hard insurance market, we have a lot of that.  We like to meet customers at their comfort level. Some want a lot of automation, and others want more interaction.  We’ll make file notes about issues that are specific to them, or how to best approach them, or if one spouse prefers to delegate to another, or if it’s important to include both spouses in interactions. 

Crafting a customer-centric strategy takes solid data about who your customers are and which ones are a good fit. I imagine in your industry, it is essential to be able to hone in on the right segments and personas. Rebecca, what data does your firm use, and how do you use it to find, keep, and grow the value of customers? And how do you use the data to distinguish an ideal customer from one that isn’t?

We have not been that granular with data.  We do track retention and success with prospects, and also data about how pricing has changed quarter to quarter. There is probably a metric out there, but instead we look at patterns and conversational responses in a prospect call to determine whether there is a good fit before we complete the labor-intensive proposal process.  The goal is to have a ...]]> 0:13:57 false https://podcast.show/whats_your_edge/episode/145253473/ 145253473 http://ubss3cgaj5.wpdns.site/?p=60689 Laura Patterson-VisionEdge Marketing President Tue, 20 May 2025 09:45:39 -0400 Christina Porter, the President of Stallergenes Greer Canada and Vice President of Strategy for Stallergenes Greer North America. The company provides therapies to help improve life for people who suffer from allergies. In 2017, Stallergenes Greer acquired a successful family-owned Canadian company to create a fully integrated Canadian operation. The company encountered several challenges during the transition that required them to take some steps back and re-engineer customer-centric processes, in order to grow and improve service quality and customer experience. And that’s the focus of this episode of What’s Your Edge?

Christina, we are grateful that you are willing to share the challenges you faced as a result of the acquisition. Every company we’ve ever worked with that has gone through a merger or acquisition has told us that the integration process was anything but a cakewalk. Some of the issues we’ve heard companies have faced post-merger include cultural clashes, talent loss, customer retention issues, integration cost overruns, and integration fatigue. All of these can impact the customer experience and impede growth.

What can you share about the situation you were facing during the transition?

It’s all the things you mentioned and in a predictable pattern (although in our naïve optimism, we didn’t predict it, unfortunately!):

First: culture clashes: we are a global company purchasing a 2nd generation family business- our expectations regarding policies, procedures, documentation, decision making, almost everything were different, and it was a very uncomfortable, tense time for everyone

Second: talent loss: The natural progression of culture clash is talent loss, and when most of the company’s intellectual capital is institutional knowledge, that’s a huge problem.   We lost the 2 owners very quickly, despite our expectation of a 2-year transition.  And many of the key people followed right behind, taking their institutional knowledge with them.

Third: production/delivery disruption.  Without the key players in the company, we rapidly became unable to fulfill orders. 

Fourth: customer dissatisfaction – you can imagine how our customers reacted.

Fifth: more disruption and delay caused by managing angry customers, and trying band-aid, reactionary solutions- training new employees, adding shifts, hiring consultants.

In my career and as part of our work, we’re big proponents of service quality. In the book, “Delivering Quality Service, “ first published in 1990, based on the authors’ research found that reliability and responsiveness account for over 50% of how customers evaluate service quality. What kind of data was your team seeing that indicated you had a service quality process issue that needed to be addressed?

Well, the first and most obvious source of “data” was the phone lines and voice mailboxes.  The phones never stopped ringing with complaints, and as fast as we were answering calls in person, more calls were filling the voice mailbox- to the point there was no physical way to answer everything- and anyway, we couldn’t answer the main question we were being asked – we called it WISMO- where’s my order???

The next was the very visual signal of orders piling up. Our orders mainly came in via fax at that time, and they were literally spilling and piling up on the floor, surrounding desks, and any other flat surface. In fact, our first initiative was to create a filing system just to hold backlogged orders- there were hundreds of them. We called it Bertha!

As we tried to solve problems, it quickly became obvious that we actually didn’t have the data we needed to pinpoint exactly where things were going wrong and therefore where we should prioritize our efforts.  It was a sobering time when we came to the realization that we couldn’t just work harder to get out of the situation we were in.  Instead, we needed to take a step back and become very analytical to make a sustainable solution.

You’re singing our song about taking a step back and being analytical.  As you analyzed the data, what decisions did you make?

We knew we had to carve out time to dissect every part of the business if we were going to improve- to get that time, we had to make the very painful decision to reduce the number of customers we could serve.  This led to some difficult, but honest discussions with valued partners to tell them they should go elsewhere because we could not serve them the way they deserved.  We counted on the fact that this transparency would serve us well when we were back on our feet and could reach back out for their support.   

We also had to purposely part ways with some long-standing but draining customer accounts where we couldn’t negotiate for a solution that worked in the new reality.

I know you had relationships with many of the clinicians and medical groups you serve. Being a customer-oriented person, I imagine “firing” customers was a very difficult decision for you. We believe that credibility and transparency are critical to maintaining market and customer trust during tough decisions. Beyond lost revenue, what was the impact of the decision on the organization, and what did you do to maintain customer trust?

Yes, this was such a difficult period of time for me and all our employees, especially because the business was built on customer service, and this is a core value for our leaders and all the people we hire.

The truth is, there was a significant loss of trust as we found our footing, and it was frankly embarrassing. But once the decision was made, we focused on being open and transparent about our situation, communicated regularly about the work we were doing to improve things, brought customers along with our vision as we innovated and finally, provided objective metrics to prove that when we asked them to come back, they could be confident in what to expect.

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There’s a process for analyzing the process and getting to the root cause.  What did you and your team do to analyze the entire process to understand what was creating the service quality problem and close the critical gaps?

We started with pure data collection at each point in the production process so that we could start to get a handle on what was going on and create a baseline.  Things like how many calls we are getting, how many orders, how many corrections, what kind of mistakes, how much time every step takes, etc.

Next, we attempted to simply see where the easiest and most obvious places to make improvements would be, we picked the “low-hanging fruit.”

But then we moved on to the detailed work of process mapping using six sigma tools such as value stream mapping, 7 wastes, 5S, etc.

It sounds like you employed the power of process mapping. All businesses run on processes. Process mapping provides a clear roadmap for improvement and optimization. What steps did you take to reengineer the process, and how did you envision the revised process would improve the customer experience?

We reengineered the org chart for role clarity, we re-designed the physical space for efficiency, we instituted a data management system so documents could be found easily and electronically, we standardized the ordering process, we introduced a prioritization protocol for order processing, we questioned the rationale for everything, we deleted and deleted and deleted any redundant steps or touchpoints we documented everything and created training metrics so skills became transferable and are reproducible, we added clear metrics at each stage of the process and instituted a bonus program that paid for performance, we created transparent dashboards and shared access to information with all employees so they could see the progress and we opened a formal process for feedback for continuous improvement.

Today, we are industry leaders in quality, consistency, and speed of delivery. When customers came back, they got what they were promised plus more.

In addition to clarifying gaps, process mapping creates opportunities for operational excellence. Did you find that this exercise helped align your team and streamline decision-making?

This is very true.  When we began this transformation, we thought we were just trying to get back to the way things were before the disruptions created by the integration, but what we discovered was that there were multiple ways to surpass good to become excellent by making the right decisions on where to focus our energy.

From a practical standpoint, once our teams could see the quantitative data, we could set ambitious goals to improve. We found that people became very engaged in making suggestions for incremental improvements in their day-to-day work- it’s now a very motivating part of our cultur]]> false https://podcast.show/whats_your_edge/episode/143483084/ 143483084 http://ubss3cgaj5.wpdns.site/?p=60575 Laura Patterson-VisionEdge Marketing President Tue, 15 Apr 2025 09:45:20 -0400 Mark L. Vincent brings a wealth of expertise in driving customer-centric strategies at the C-Suite and board level. What I admire about Mark is his commitment to bridge the gap between executive leadership and boardroom strategy. In this episode of What’s Your Edge?, Mark and I discuss how boards of directors (BOD) and C-Suite (CXO) members can collaborate effectively to align goals and accelerate growth through customer-centricity by using data and performance management to support governance and forward-thinking. Mark L. Vincent is a process consulting pioneer and (meta) Systems Convener with more than 30 years of service as an Executive Advisor and Corporate Board Member. He currently serves on the boards of Century Companies and the Center of Steward Leader Studies and chairs the board for Mygrow.

In our experience, the relationship between the C-Suite and the board often determines the direction of an organization. Boards become significantly more effective when they are equipped with actionable insights derived from data. This allows them to support strategy development and make faster, fact-based decisions—critical for driving innovation, excelling at meeting customer expectations, and remaining relevant in the market.

Mark, as a board member, what data do you need from members of the C-Suite to help you make key strategic decisions?

I’m a fan of the hard work of distilling strategy into one-page plans supported by operating systems, a growing example of which is EOS. This enables information to be shared transparently, accurately, and in real-time, up and down the organization. I like to see this combined with 12-month trailing financial indicators and dynamic budgets adjusted for the next twelve months in accordance with what the data reveals. 

When these are used in combination you have the entire organization working with the same data set and from the lens they are to bring to the organization.

Many enterprises do not do this.  They use a budget plan that they update once per year, using financial reports that are already a month old. We could do an entire podcast on the many ways employees and executives game this system to their advantage and to the long-term harm of the business.

I’m a big fan of the one-page plan too, which is why created our patented SaaS application – Accelance®. It visually connects investments and activities to business results on one page.

Mark, many organizations are swimming in data and as a result are challenged to identify important patterns and signals needed to tease out the meaning behind the data. In addition, good narratives tell stories. Mark, how can C-Suite executives prepare a data-driven narrative that speaks to board members’ needs for operational resilience, financial performance, and innovation?

This is an area where I’ve done a lot of work with organizations across the years. An organization that has a compelling mission backed up with key products or services, and powered by a strategic direction with key initiatives, has a great outline for a budget narrative that tells the story of intention, and the reporting data that tells the story of results.

One look at the business plan of the organization will tell you what the real mission and real story is. Either it matches the narrative of the mission/strategy or it doesn’t. And if it doesn’t, then the mission and strategy is a farce. The financial plan and its results tell you where the priorities really are.

I agree, it’s easy for distractions to get our attention.  The key is to focus on priorities. I think somebody has written a book about that. A key role of the BOD is to ensure that the leadership team has the resources, support, and framework to successfully embed customer-centricity into every part of the organization. In this capacity, a BOD member’s role is about oversight and alignment rather than day-to-day management.

Mark, what role does customer data, like lifetime value, customer effort score, or customer retention, play in these discussions? And how can boards use these metrics to guide discussions about resource allocation and strategic priorities?

The BOD does not need to develop customer-centricity nearly as much as it needs to expect it and hold its executive accountable to develop and continually refine it.  Once they are in place, the data becomes useful to measure effectiveness, and then to drill down to where adjustment or refinement of strategy is needed.

And this brings us back to the narrative again. It’s tough to spin data when there is a specific outline and cadence of reporting to follow. I’ve been in more than one boardroom where an executive or functional manager’s long history of gaming the system to their advantage is exposed and no longer works. Thankfully, some learn to adjust and grow their ability to better lead the organization. Others do not and end up harming another organization elsewhere.  Either way, the organization becomes healthier.

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In our work, we’ve seen that achieving customer-centricity is an essential part of growth and needs to be integrated into the overall strategy. Customer-centricity requires organizations to strike a delicate balance between long-term strategic goals and short-term performance demands. This balance helps ensure sustainable growth while meeting immediate business needs. Boards play a pivotal role in guiding this alignment, helping leadership teams prioritize initiatives that deliver both immediate results and long-term value.

Mark, what do you recommend the BOD do to help enable the balance between the long-term strategic goals of customer-centricity with short-term financial performance?

There are two ways we might understand the word “balance,” and I prefer the second. The first is to think of it as alternating between short-term and long-term at appropriate times, trying to ensure that neither is neglected. The second is to expect both at the same time and at all times, never losing sight of either.

Let’s use the example of triage in a catastrophic medical situation. Triage is not just about quickly providing medical treatment at the moment (short-term). It is about saving lives and as many as possible (long-term). Neither is cast aside.

Having described this, I’d like to offer what I consider another method. In executive development, we want executives to think about long-term, mid or near-term, as well as short-term. And, we want to combine this with thinking about the top, middle, and bottom line. The complexities of these dynamics are always present so why not be aware of and respond to them ahead of time rather than constantly being surprised by their interactions and having to devote additional and scarce time and resources to play cleanup.

Many BOD members have served in C-level roles. Making the shift from a leadership role to a board member position presents unique challenges. One of my favorite sayings is ‘noses in and fingers out,’ which is attributed to Jim Brown. In his book, The Imperfect Board Member, he describes the ideal role of a board member—staying informed and aware of the company’s operations (‘noses in’) while not interfering with day-to-day management decisions (‘fingers out’).

Building on this idea, Mark, how have you found serving on a board different from running a company or serving in the C-Suite? How does the board’s perspective differ from that of C-Suite executives, especially when considering the strategic role of customer-centricity?

I like the metaphor as a way for C-Suite executives to begin learning that the roles are different than what they are doing in their working life.  And yet, there is a weakness in the analogy because the central point of reference is the executive suite rather than the boardroom.  When this happens, almost all of the agenda ties to the operations of the business, with the board feeling rather anemic because it is trying to keep its questions and comments elevated and not wanting to sound like a second-level executive.

The board needs to have its noses and fingers in the governance of the org, everything from its charter to its strategy, and all related policies. These set the stage for operations and how they will be measured and reported. The central point of reference for the board is governance. And its agenda should contain a number of governance matters in addition to any standard reporting deck from the executive.

This shift in perspective—from operational execution to strategic oversight—offers a unique opportunity for board members to champion initiatives that]]> 0:41:45 false https://podcast.show/whats_your_edge/episode/142998853/ 142998853 http://ubss3cgaj5.wpdns.site/?p=60539 Laura Patterson-VisionEdge Marketing President Tue, 18 Mar 2025 09:45:27 -0400 Aligning your business strategies with customer expectations is essential for fostering loyalty, differentiation, and long-term success. In this episode of What’s Your Edge?, Karen Norheim, President and CEO of American Crane, discusses how data-driven insights, innovation, and a customer-centric mindset can overcome challenges and deliver exceptional business and customer value. From navigating leadership transitions to leveraging smart technologies, recount the actionable strategies used to reimagine how customer value is delivered to drive sustainable organic growth.

At VisionEdge Marketing, we believe that anticipating and understanding customer needs is fundamental to enduring growth. This requires leveraging customer insights, market intelligence, and competitive analysis. Aligning business strategies with customer expectations creates a compelling value proposition—one that fosters loyalty, differentiation, and long-term success. In industries like Karen’s, where competition is fierce, a customer-centric approach is a necessity.

Karen, I’m delighted to have you with us today. Thank you for joining us. Let’s dive right in.

American Crane, a company renowned for building high-quality specialty lifting equipment, has faced its share of challenges over the years. What are two or three of the biggest hurdles you’ve encountered, how did you tackle them, and what lessons did you learn?

One of the biggest challenges we faced was navigating the transition to new leadership after my father’s passing in 2021. While we had succession plans in place, there were still unforeseen emotional and operational hurdles that required quick adaptation. I had to establish my leadership style while ensuring continuity and honoring the foundation my father built. To tackle this, I leaned on my team, prioritized clear communication, and remained committed to our core values to provide stability during the transition. This experience reinforced the importance of preparation, teamwork, and adaptability during periods of change.

Another major challenge was balancing innovation with execution. Early in my leadership, I had ambitious plans for modernization, technology integration, and process improvements. However, I quickly realized that pushing too much change too quickly could lead to resistance. For example, when we introduced new technology to improve efficiency, some employees struggled with the transition, leading to frustration instead of immediate buy-in. This taught me the importance of meeting people where they are, providing support, and implementing change at a pace that allows employees to adapt. Change is most successful when people feel involved and supported throughout the process.

Finally, workforce development has been an ongoing challenge, especially during times of high demand. Instead of rushing to hire at any cost, we took a strategic approach by analyzing recruiting data, refining our hiring strategies, and focusing on cultural fit. This ensured that we brought in the right talent without compromising the integrity of our company. Additionally, I’ve learned that some challenges, like process inefficiencies, can build up over time if not addressed early. In the past, we assumed minor delays would resolve themselves, but over time, these inefficiencies compounded into larger operational bottlenecks. Now, we focus on early intervention to prevent small issues from becoming major obstacles.

Through these challenges, I’ve come to embrace the idea that failure is an essential part of growth. It’s not about avoiding mistakes, but about how quickly and effectively we learn from them. By staying open to feedback, being adaptable, and maintaining a long-term perspective, we continue to grow stronger as a company and as leaders.

What a great point about failure being an essential part of growth.  Most of our customers grapple with similar obstacles, and we’ve found that agility, adaptability, and resilience are key to overcoming these. A growth mindset is equally essential.

Companies that embrace a growth mindset leverage data in five critical ways:

1. Making Informed Decisions – By analyzing customer behavior, market trends, and operational efficiencies, businesses can refine strategies to stay ahead of the competition.
2. Deepening Customer Understanding – Data serves as the backbone of customer-centricity, helping companies identify what customers truly value, anticipate needs, and seize new opportunities.
3. Enhancing Operational Efficiency – Pinpointing inefficiencies and optimizing processes leads to cost savings, improved productivity, and a stronger foundation for growth.
4. Fueling Innovation and Adaptability – A data-driven approach enables companies to experiment, iterate, and strategically pivot in response to evolving market conditions.
5. Measuring and Strengthening Business Performance – Establishing and tracking meaningful performance metrics ensures that business efforts align with growth objectives.

In short, data empowers organizations to make smarter decisions, elevate customer experiences, and future-proof the organization.

Karen, how does American Crane leverage data to fuel its growth initiatives and create customer value?

At American Crane, data plays a critical role in driving our growth initiatives and enhancing customer value. By leveraging advanced technologies such as NorLink Smart Crane Systems and NorLink MHIot, we collect and analyze real-time operational data to improve equipment performance, enhance predictive maintenance, and reduce downtime. These data-driven insights enable our customers to optimize their operations, proactively address potential issues, and increase overall efficiency.

These innovations have also expanded American Crane into a whole new industry—data-driven industrial solutions. By integrating smart technology into overhead crane systems, we are not only providing lifting solutions but also equipping industries with intelligent, automated tools that transform the way they manage maintenance and productivity. This expansion allows us to serve a broader range of industries, positioning American Crane as both a leader in material handling and a forward-thinking provider of cutting-edge industrial technology.

Beyond technology, we leverage data to refine our internal processes and continuously improve our products and services. By analyzing customer feedback, equipment performance metrics, and industry trends, we ensure that our innovations are directly aligned with real-world needs. This data-driven approach allows us to enhance the durability, functionality, and usability of our equipment, ultimately delivering greater value to our customers.

Looking ahead, we remain committed to leveraging data and smart technology to help our customers stay ahead. Whether through automation, predictive maintenance, or process optimization, we are dedicated to creating solutions that not only improve equipment performance but also drive long-term success.

It’s clear that American Crane fosters a growth culture—one that embraces change and prioritizes data-driven insights. One of the things I most admire about you and your team is your relentless focus on delivering customer value.

Exceptional customer value is the cornerstone of a successful business strategy. It’s about solving customer problems, exceeding expectations and creating lasting impact. The ability to deliver value consistently is what separates industry leaders from the rest.

Karen, what does creating and delivering customer value mean at American Crane?

With a legacy dating back to 1972, American Crane is a well-established leader in its field. Many long-standing companies struggle to break away from traditional ways of doing things. Yet, innovation—whether through new products, services, or operational improvements—is essential to staying relevant and competitive.

What an amazing legacy. We too have found that innovation is essential to staying relevant and competitive. Karen, what are your customers’ expectations when it comes to innovation at American Crane?

Innovation often requires reimagining how value is delivered. Our customers expect innovation at American Crane to go beyond just new technology—they look for solutions that enhance efficiency, reliability, and safety in their operations. They want smart, data-driven systems that make it easy to predict maintenance, reduce downtime, and im...]]> 0:29:25 false https://podcast.show/whats_your_edge/episode/141413533/ 141413533 http://ubss3cgaj5.wpdns.site/?p=60223 Laura Patterson-VisionEdge Marketing President Tue, 18 Feb 2025 09:45:36 -0500 Many of us at the helm of our companies are often faced with implementing changes to remain competitive and relevant to our customers, and to create more customer and business value to achieve long-term sustainable growth. This was the case for Kelly Van Winkle, President and CEO of King of Texas Roofing Company, when she took the reins of the third-generation company. In this episode of “What’s Your Edge?“, Kelly tells us how small incremental changes helped strengthen customer retention, accelerated customer acquisition, and fostered a more customer-centric business.

For over 40 years, King of Texas Roofing has installed commercial roofs on multi-purpose structures, ranging from office complexes, sporting arenas, and retail centers, to large industrial warehouses, food storage, data centers, churches, and medical centers. The company is licensed in 16 states and averages 20-25 large-scale multi-million-dollar projects each year. In recent years, the growth in Texas and Oklahoma has kept Kelly and her team busy. In addition to managing the construction load, Kelly recognized that long-term success required some internal changes.

Some of the changes included shifting the company from a directive to a more collaborative culture, instilling a stronger focus on customer-centricity throughout the company, and recognizing that it needed to balance the “tried and true” techniques, skills, and protocols of the “King of Texas Way” with new technologies and techniques.

We’re so excited to hear Kelly tell us how she went about successfully making these changes. Welcome to “What’s Your Edge?” Kelly!

Those of you familiar with VisionEdge Marketing know we are avid fans of Peter Drucker and love his quote that the “purpose of business is to create a customer.” Kelly, I know from our previous conversations that a large portion of your revenue, as much as 90% in some years, comes from existing customers, many of whom have been with King of Texas Roofing for 15 or more years.

What are 2-3 of the practices you and your team employ to improve customer retention?

You are correct, at King of Texas Roofing, customer retention is paramount. Our customers include building owners, property managers, and general contractors. Roofs are one of the biggest investments for anyone constructing a building. It’s imperative to get a roof properly installed and regularly maintained because even the smallest roof leaks lead to catastrophic expensive losses. So, we work very hard to serve as trusted advisors to our customers.

That means staying engaged and maintaining a relationship even when there isn’t a project in progress or on the horizon. Educated customers are easier to deal with, and as a result, we create and deliver a lot of educational content to help our customers prolong the life of their roofs. This requires regular communication, from quarterly check-in phone calls to lunch and learns at customer offices.

I love your point about being a trusted advisor. Being a trusted advisor takes credibility. There can be no growth without trust. Credibility is invaluable in any industry. Kelly, what are some changes you’ve made to build on the company’s credibility?

In our industry, safety, accuracy, attentiveness, efficiency, and keeping a job on track are top priorities for our customers. We implemented a safety program that sets the standard in the industry. We have 2 full-time safety directors, and that has helped ensure we maintain an excellent safety record. In addition, we implemented processes and procedures to address accuracy and timeliness, job hazard analyze, and project production plans.

Our credibility and safety reputation also go a long way toward acquiring new customers.

I’m glad you brought up new customers. Kelly, what are some of the changes you’ve implemented to accelerate new customer acquisition?

One change we implemented is to survey our customers to identify opportunities to improve our processes, our communication, and the quality of our work and products.

I’m delighted to hear that you are conducting customer research. We are strong proponents of voice of customer research and customer advisory boards. Both can provide meaningful insights that will positively impact the customer experience.

Take Me to Advisory Services

Speaking of customer experience, what are some of the changes you’ve made to your team and your internal processes to improve the customer experience?

Two key changes come to mind. First, we focused on improving field and office communication. When these two parts of the team are misaligned, jobs are impacted. This is where creating a more collaborative culture and modeling the way became paramount to success. By being willing to be more transparent, share information, and explain WHY things are done in a particular way, communication and collaboration improved.

Second, we implemented a process and software to improve internal alignment and accountability. As a result, we are now better at goal setting, task ownership, tracking, and reporting.

These examples sound like they are helping you make better data-driven decisions.  Now you’re singing our song! We are staunch supporters of leveraging data to understand customer needs, aspirations, and market trends. By doing so, businesses can tailor their offerings to improve customer retention and customer acquisition to meet customer expectations better, stay ahead of the competition, and identify opportunities for growth.

Kelly, as the president and CEO, what are some decisions your data has helped you make?

Market data surrounding commercial construction trends helps us understand what our customers are looking to achieve and what they value.  Data that we have internally on things like average daily production and various safety measurements also has helped us decide how to differentiate ourselves with customers.

I can tell you that you value data. As a leader who values data, what measures inform you that the changes are effective?

We have many measures but these three customer measures are very important to use:

• Customer Tenure, that is how long they are a customer. We have customers who have been with us 10 years and many longer than that.
• Negotiated vs. Bid Work: In our business, it’s common to have to bid on every project. We are fortunate that as a result of investing in relationships with our customers and serving as a trusted advisor, we primarily engage in repeat business that is negotiated rather than bidding. 
• Referrals: This is business we acquire because we were recommended by a general contractor, building owner, or someone in one of the other trades.

These are solid examples of useful measures. It’s clear you too believe that creating business value requires delivering customer value. Kelly, I’m sure these changes took time and had some challenges. Change is a fact of life but that doesn’t make it easy, especially when change involves making alterations to the organization’s purpose, culture, structure, and processes. In our work, we have seen how effective change management facilitates prosperity and growth, even in volatile, uncertain, complex, and ambiguous environments. It helps to have a framework to support change management.  In the words of author Dallas Willard, implementing change takes intention, and getting your team on board is essential to success.

What were some of the challenges you and your team faced in making these changes, and how did you overcome them?

The older generation of leaders felt “put out to pasture” with our changes. We had to work hard to ensure that the previous leader of the organization felt appreciated for his 40 years of leadership and included in the new efforts.  The previous leader was offered an advisor role (VP of Risk Management), where he has been truly invaluable.  This has allowed us to successfully retain and utilize his 40 years of experience while still moving forward with our work on cultures, processes, and protocols.    

Kelly, thank you for sharing the journey of King of Texas Roofing and how you implemented small changes that fostered a more collaborative and customer-centric culture. It sounds like your approach to balancing traditional methods with innovative technologies has strengthened the company’s foundation for long-term growth, and the internal improvements you’ve made have enhanced the customer experience. The journey wasn’t with...]]> 0:26:31 false https://podcast.show/whats_your_edge/episode/140455494/ 140455494 http://ubss3cgaj5.wpdns.site/?p=59968 Laura Patterson-VisionEdge Marketing President Tue, 21 Jan 2025 03:45:36 -0500 For this episode of “What’s Your Edge?” I’m thrilled to welcome Heather Valentine to the conversation. Heather is a seasoned growth executive with over 25 years of experience leading high-performing teams in the SaaS-based healthcare and life sciences technology sectors. Her career spans the entire innovation lifecycle, making her a perfect fit for our Barriers to Revenue Growth discussion today and strategies to overcome these. I’ve had the privilege of working with Heather over the years and know she will be sharing some valuable customer-centric insights with us. Heather, welcome to “What’s Your Edge?”

At VisionEdge Marketing, we emphasize the importance of identifying growth barriers as early as possible. Heather, to kick things off, what do you think are the 3-5 biggest barriers to growth for most organizations?

• Of course, the answers to this question can be highly dependent upon whether you are talking about a start-up or a large global established company.  However, there are some universal areas/categories that I believe transcend across all types of organizations trying to grow:
• The second is then give the team the right tools. And with this category, I mean the right value statements, value use cases, and value examples of how your company can bring real, documentable value to your customers.
• The third is somewhat related to category #2 above but it is so critical it deserves to be separated out and that is: “Put the customer and the center of your business”. This is what I call “Customer Experience Excellence” and is always a growth category in every growth formula that I put together for any of the organizations that I have led over the years.

Can you share a specific example from your career where you encountered one or more of these barriers? How did you and your team address them?

Because I attempted to choose some universal growth challenges, I have dealt with all three.  That said, I think the second category is worth digging into in more detail (even though I am passionate about getting all three right on a continuous basis). I usually call this category “Value Engagement” which really is about Value Identification, Value Realization, and Value Execution (documentation so you can replicate it for the next customer).

At VisionEdge Marketing, we believe that the better an organization can align itself around business strategies to create customer value, the better.  We have a number of Proven Business Frameworks to help organizations designed just for this purpose. But identifying the barriers is just step one. To truly drive growth, operational excellence is critical.

At VisionEdge Marketing, we define Operational Excellence as executing business strategy more consistently and reliably than the competition—with lower operational risk, reduced costs, and increased revenue.

Heather, in your experience, what operational changes have been the most impactful for accelerating revenue growth?

Truly measuring what is working and what is not working and being a metrics-driven culture.  I am not talking about micromanaging at all, but rather measuring what activities are producing the right results and how an organization can double down on what is working and reduce time spent on what is not working.

What are your thoughts on how organizations can balance efficiency with the need for innovation to maintain a competitive edge?

This is such a large topic in and of itself, and I think it is truly one of the most difficult areas that stifle company growth. In a nutshell (so to speak), many companies think they are measuring the right growth metrics when they are not. I will give you an example: relying on a Net Promoter Score and thinking that if you have a good score, all is well. Not so.

One thing we advocate at VisionEdge Marketing is to implement a continuous improvement culture, where teams are encouraged to innovate and optimize workflows regularly.  As part of this culture shift, we use a term, Advantageous Excellence, which focuses on strategic innovation and differentiation, to enable our customers to develop unique capabilities that will set them apart. The benefits of Operational Excellence include improved efficiency and cost savings, while Advantageous Excellence drives innovation and competitive differentiation.

Operational changes are crucial, but they must be aligned with a customer-centric approach to truly drive growth. And that takes us to one of my favorite topics: customer-centricity.

We believe that customer-centricity is the foundation for creating stellar customer experiences. While customer-centricity is a term we hear a lot about these days, it’s much more than a buzzword. At VisionEdge Marketing, we define it as putting the customer at the heart of every decision and action. It ensures that every interaction adds value and meets customer expectations, leading to satisfaction, loyalty, and advocacy.

Take Me to Advisory Services

Heather, what does customer-centricity mean to you, and how does it relate to Customer Experience Excellence?

To me, it means truly understanding the industry, market, and the specific needs that your customers have.  This seems like a generalization, but I do not mean it that way. Rather, you can become an “industry expert” but also apply that expertise to the specific customer issues you are trying to solve.

A customer-centric approach is only as effective as the data that informs it. Let’s discuss the types of data that are most valuable for making informed, customer-centric decisions.

Heather, what types of data have you found most valuable in making customer-centric decisions?

The answer here circles back to some of my previous points in that an important growth driver (actual customer centricity itself) is truly understanding their issues and needs and how to help them reduce “lags” in their own growth trajectory. Creating customer-centric “replication stories” (use cases) and building up many of these to use in future customer engagements really helps the team be super “customer-centric.” This is what I meant previously about giving your teams the right “tools.”

Data-driven decision-making is critical for aligning customer needs with business strategies. At VisionEdge Marketing, we recommend using both qualitative and quantitative data—like customer feedback, purchase history, and engagement metrics—to guide these decisions.

So, my last question for you is, what data have you found most helpful in making customer-centric decisions?

To build upon what I have already mentioned, I find that to ensure that you are documenting value effectively, interviewing your customer base is critical and I find too many companies do not do this, or rely on really “thin” surveys only.

As you know from working together, we are passionate about selecting measures, metrics and key performance indicators that align with strategic initiatives with business results. Measures such as customer engagement, customer effort, and customer lifetime value can provide a clear picture of how effective customer-centric initiatives are.

How do you think organizations can better leverage advanced analytics to uncover hidden opportunities?

As we wrap up, do you have any last thoughts you’d like to share with our community?

Heather, thank you for such an insightful conversation. Listeners, take a moment to think about your organization. What’s one barrier to revenue growth you could overcome by focusing on operational excellence, customer-centricity, and data-driven decision-making? Start there.

For more tools, insights, and strategies, visit our website or connect with us on LinkedIn. Let’s keep the conversation going; visit our website and connect with us on social media.

Bringing a new B2B product and/or service (solution) to market is a multifaceted process. At the very minimum it requires a solid understanding of the customer, a compelling value proposition and associated positioning and messaging, an excellent go-to-market (GTM) strategy, and a keen awareness of the competition. Each phase of this process is crucial. Missteps in the process from development to launch to adoption can result in the product being obliterated in a competitive market. If you’ve ever built a sandcastle at the beach, you know to avoid seeing your creation be completely washed out to sea it needs a strong foundation and core structure, well-constructed towers, and defenses against the rising water. This episode of What’s Your Edge? explores four critical steps to successfully create and bring a new B2B solution to market.

How well a sandcastle survives starts with the foundation. Without a solid base, it will be overwhelmed by the tides. This is also true for a successful B2B solution, which relies on customer insights as its strong foundation. Customer insights are critical for developing and launching a customer-centric product that meets real needs and delivers value.

Here are three basic components for laying a solid foundation:

• Before you start building your sandcastle, choose the right spot—one with firm, wet sand that will hold up. In the business world, this translates to conducting thorough market research to identify where opportunities exist. By analyzing market trends, you can find the areas where customer needs are not being fully met and where your product can make the most impact. Market research provides the context for understanding the broader landscape in which your solution will compete.
• Once you’ve chosen your spot, the next step is to test the sand to ensure it’s stable. In product development, this means diving deep into customer needs, passions, and pain points through interviews, focus groups, and surveys. Understanding what frustrates your customers, what they aspire to achieve, and where they face obstacles allows you to create a product that addresses these issues head-on. This step ensures your foundation is stable and your product is built on a true understanding of the customer.
• If you’re like me, you’ll build a moat to protect your sandcastle from the encroaching tide. Segmentation helps protect your solution from becoming too generalized and losing its appeal. By dividing your market into distinct segments based on specific needs and behaviors, you can tailor your product to meet the precise demands of each segment. This targeted approach ensures your foundation is strong and your product will resonate with the right customers.

IBM provides a good example of a company that laid a strong foundation. For its Watson Analytics, the company conducted extensive market research and customer interviews to understand the unique challenges of enterprise customers—identifying key pain points in data management and decision-making before developing a product that directly addressed those issues. This customer-centric approach enabled IBM to build a solution that stands firm in a competitive market.

With a clear understanding of the customer, the next step in product development is to define a compelling value proposition. This phase is similar to shaping the core structure of a sandcastle—the walls, towers, and gates that make it stand out and capture attention. The value proposition answers the fundamental question: What unique value does this product offer to the customer?

Here are four initial thoughts on how to approach shaping the value proposition:

• A clear blueprint outlines what your sandcastle will look like. In product development, this means identifying the key benefits your product will deliver. What specific problems does it solve for the customer? How does it make their life easier or their business more successful? Answers to these types of questions will help you articulate the advantages of your product, much like sketching out the features of your sandcastle before construction begins.
• With your blueprint in hand, you’re ready to start building the walls and towers of your sandcastle—the elements that give it form and structure. In terms of your product, this means directly addressing customers’ pain points. Every feature and benefit needs to connect to a specific challenge, opportunity, or frustration faced by your customers so you deliver a strong and relevant solution that resonates with your customers.
• To make your sandcastle stand out on a crowded beach, you will need to include unique features—perhaps a towering spire or intricate gate. Similarly, your value proposition needs to highlight what sets your product apart from competitors. This could be a unique feature, superior quality, or exceptional customer service. Differentiation is key to ensuring your product doesn’t just blend in but stands out in the marketplace.
• Before you finish building, you’ll want to check that your sandcastle can withstand the elements. This is where you test your value proposition with your target customers. This can be done through pilot programs, beta testing, or gathering feedback on a prototype. Testing ensures your product’s value proposition is not only compelling on paper but also resonates with customers in practice. It’s like making sure your sandcastle won’t crumble at the first wave.

HubSpot illustrates this step. It shaped its value proposition by clearly identifying the key benefits of its inbound marketing platform—helping businesses attract, engage, and delight customers. The company built its product’s core structure by addressing the pain points of traditional marketing methods and differentiated it through a user-friendly interface and comprehensive toolset. Before fully launching, HubSpot tested its value proposition extensively with beta users, refining it to ensure it met customer needs and stood out in the market.

Once your value proposition is clearly defined, the next crucial step is to develop a GTM strategy. This step is about creating an entryway to your castle that entices and invites attention and signals the castle’s strength and appeal. Your GTM strategy outlines how the product will be introduced to the market and includes traditional elements such as pricing, positioning, sales channels, and marketing tactics.

The entrance to a sandcastle needs to be positioned where it’s most visible and accessible. The same is true for how you position your product. Effective positioning helps ensure your product stands out in a crowded marketplace, drawing customers in through a clearly defined and attractive value proposition. Questions to consider in this phase are: What niche will it fill? What message will resonate most with your target customers?

• gate must be both sturdy and fitting for the overall design—just like your pricing strategy must reflect the value your product offers while being competitive. Pricing strategies can range from premium pricing for high-value differentiated products to competitive pricing aimed at gaining market share quickly. It is important to align pricing with the perceived value of your product and the expectations of your target market.
• For your sandcastle’s entrance to be effective, there must be clear pathways leading to it. In GTM terms, this is about selecting the right sales channels to reach your customers. Whether it’s direct sales, channel partners, online platforms, or a mix, the chosen channels should align with where your customers prefer to buy and how they want to engage with your product. Direct, accessible pathways ensure potential customers can easily find and engage with your product.
• Many people decorate the entrance to their sandcastle with shells or carvings to catch the eye. Marketing tactics are what attract and draw in potential customers. This involves creating campaigns that communicate your product’s value proposition, using various tactics such as content marketing, social media, advertising, and public relations. These tactics should be tailored to your audience’s preferences and behaviors, ensuring they resonate and drive interest.
• Once your sandcastle’s entrance is built, you’ll want to ensure it’s guarded against the tide—much like using data-driven insights to protect your GTM strategy. Analyzing market trends, customer behavior, and competitive positioning allows you to continually refine your strategy. Data helps you anticipate challenges, adjust your tactics, and optimize your approach to ensure your product is well-rec...]]> 0:15:35 false https://podcast.show/whats_your_edge/episode/138660788/ 138660788 http://ubss3cgaj5.wpdns.site/?p=59879 Laura Patterson-VisionEdge Marketing President Tue, 19 Nov 2024 09:45:53 -0500 Imagine standing at the edge of a vast forest, where every towering tree, each lush canopy, and the dense undergrowth beneath represents decades, even centuries, of growth. This forest didn’t spring up overnight; it was cultivated with a long-term vision, nurtured with care, and sustained through continuous adaptation. Now, let’s translate this imagery into the world of business. Creating a customer-centric business that grows long-term value is much like intentionally growing a forest. And forests are valuable. The Boston Consulting Group estimates the world’s forests are worth $150 trillion, more than the U.S. stock market. Planning and design, species selection and planting, and forest protection and maintenance are critical steps for successfully producing a viable forest. Given their value, it makes sense to apply lessons and best practices of growing forests to growing a company: strategic planning, a strategy aligned to value creation, careful product selection and nurturing, robust performance management and operational excellence (OpEx), and a commitment to customer-centricity based on data-driven decisions. In no particular order, these five best practices for growing a business are the focus of this episode of What’s Your Edge?

  A forest provides an excellent metaphor. Why? According to the United Nations, “over 1.6 billion people depend on forests for timber, food, fuel, jobs, and shelter—but all of us depend on forests in one way or the other. Forests provide critical ecosystem services that affect our climate, rainfall patterns, and watersheds, and at the same time they are also home to 80% of all land-based biodiversity.” Similarly, successful businesses are customer-centric since they provide valuable and needed services and products that create jobs and contribute to the business ecosystem.

  Best Practice 1: Start Growth with a Seed and a Strategic Plan

  A forest begins with a seed but it’s the vision of a thriving ecosystem that guides its growth. In business, this is like having a clear, long-term vision accompanied by a solid strategic plan. According to McKinsey & Company, companies with a focus on long-term strategy are 47% more likely to outperform their competitors in both revenue and profitability. Just as a forest needs time to grow, businesses must be patient and persistent.

  To illustrate this idea, we can turn to Cargill, which has remained competitive for over 150 years. A global leader in agriculture, the company is committed to sustainable agriculture and global food security. Its investments in sustainable practices and innovations are like the deep roots of a forest, ensuring they can weather market fluctuations and continue to grow. Cargill doesn’t just react to market demands; it anticipates future needs and invests in ways that will allow it to meet them.

  Just as the tallest trees in a forest started as small seedlings, businesses must plant the seeds of future success through a well-defined strategy and a commitment to long-term outcomes that deliver enduring business and customer value. What does that mean for you and your business? It means you and your board of directors, if you have one, must see beyond the immediate gains and focus on the enduring legacy you want your business to create.

  Best Practice 2: Align Strategy with Long-Term Value Creation

  A healthy forest is sustainable; it regenerates, adapts, and continues to grow over time. Similarly, a business needs a sustainable strategy that aligns with long-term value creation. In its report “How Executives Can Help Sustain Value Creation for the Long Term”, McKinsey & Company claimed that “when executives consistently make decisions and investments with long-term objectives in mind, their companies generate more shareholder value, create more jobs, and contribute more to economic growth than do peer companies that focus on the short term.”  This disconnect highlights the challenge of building a strategy that balances immediate needs with long-term goals.

  John Deere provides an exemplary case of a company committed to a sustainable strategy. By investing heavily in precision agriculture and sustainable practices, John Deere ensures it not only meets current customer needs but also anticipates future demands. Its approach—akin to planting trees that will provide shade and shelter for generations to come—has allowed the company to remain competitive for nearly 200 years.

  Forests require careful management to remain healthy and vital. Consider both short-term gains and long-term sustainability when you develop your strategies. When making decisions, keep customer value and long-term business growth in mind.

  Best Practice 3: Prioritize Innovation and Talent to Climb Higher

  In a forest, diversity is key to resilience and growth. Different species of trees and plants are essential to creating a thriving ecosystem that can support a variety of wildlife. For a business to thrive, leaders must focus on delivering value to its customers through continuous innovation and the nurturing of talent. Studies suggest companies prioritizing innovation experience a 16% increase in efficiency, are 55% more likely to surpass industry peers in revenue growth, and have a 60% higher likelihood of organic growth.

  3M, at over 100 years old, serves as a prime example of a company that understands the importance of innovation. Known for its longstanding commitment to research and development, 3M’s culture of innovation has led to the creation of thousands of products across various sectors, making it a leader in multiple industries. By nurturing talent and fostering a culture of innovation focused on customer value, 3M ensures it remains adaptable and competitive, much like a diverse forest that can survive and thrive in changing conditions.

  Innovation is the lifeblood of growth, much like new seedlings in a forest. If you want your business to grow, invest in your people and create a culture where new ideas that provide real value to customers can take root and flourish.

  Best Practice 4: Focus on Performance Management and Operational Excellence to Be the Best

  A forest grows successfully when there is a balance between different processes—from photosynthesis to nutrient cycling. In business, performance management and operational excellence are the equivalent of those processes. These two elements make sure every part of the organization works efficiently and effectively toward achieving business results. Research by McKinsey & Company revealed companies that prioritize performance management are 4.2 times more likely to outperform their peers, seeing 30% higher revenue growth and lower employee and customer attrition.

  Operational excellence and performance management in a business are about more than just efficiency; they are about creating processes that support long-term growth and an exceptional customer experience at every touchpoint. We believe companies that excel in OpEx and performance management are better equipped to respond to market changes, optimize their resources, and deliver consistent value to their customers.

  Take Toyota, a company closing in on 100 years, as an example. Toyota’s commitment to operational excellence through its lean manufacturing processes has made it a leader in the automotive industry and allowed it to continuously improve and innovate. This relentless focus on process improvement is like the natural processes in a forest that support ongoing growth and renewal.

  Just as a forest’s survival depends on the efficiency of its natural processes, your business’s success relies on its operational excellence. Continuously refine and optimize your performance measures and processes to ensure you are well-positioned to grow and thrive over the long term.

  Best Practice 5: Embrace Customer-Centricity So Your Strategies Take Root

  In a thriving forest, every element is interconnected; the health of one part affects the whole. In business, customer-centricity is what connects all aspects of the organization. While many companies claim customer-centricity is a priority, a study by Vantage Part...]]> 0:11:49 false https://podcast.show/whats_your_edge/episode/137734492/ 137734492 http://ubss3cgaj5.wpdns.site/?p=59771 Laura Patterson-VisionEdge Marketing President Tue, 22 Oct 2024 09:45:44 -0400 In their book, Geeks and Geezers: Leading and Learning for a Lifetime, Warren G. Bennis and Robert Thomas refer to defining moments as “crucibles.” These crucibles represent transformative periods of testing from which leaders can emerge either hopelessly broken or powerfully emboldened. It’s been decades since this book on leadership came out but the metaphor of a crucible is fitting for any company and its leaders who emerge stronger and more resilient after enduring severe challenges. Many companies are finding the path to customer-centric organic growth fraught with obstacles, much like the intense heat and pressure within a crucible. In this episode of What’s Your Edge?, we’ll explore how three elements data-driven insights, advantageous excellence, and stellar performance management enable business leaders and boards of directors (BODs) to create something new or bring about change when they emerge from the crucible.

  We can use two companies, Microsoft and Maersk, to illustrate this concept. Microsoft, when faced with the challenge of staying relevant in a rapidly evolving tech landscape, shifted its focus to cloud computing, resulting in Azure. Today, Azure is one of top three cloud platforms worldwide with nearly 25% market share and drives 24% of the company’s revenue. During the COVID-19 pandemic, Maersk, the global shipping company, faced severe supply chain disruptions. It made a number of significant investments so it could adapt more quickly to market conditions and customer needs as well as enhance supply chain visibility. While these are both very large companies with extensive resources, leaders and BODs of every company need the ability to come out of the crucible stronger.

  Key Tests That Challenge Business Resiliency, Innovation, and Growth

  Our customers tell us they are being tested on a number of fronts. Below are some of the business challenges most frequently mentioned. Are you as a business leader or BOD member experiencing these same tests?

  • Balancing the adoption of new technologies, including artificial intelligence (AI), with effective change management
  • Reskilling current employees or attracting and retaining critical talent
  • Achieving growth when the supply chains are being impacted by geopolitical tensions
  • Increasing pressure from customers and regulators to invest in sustainable business practices or rethink your operations and supply chains
  • Deciding on the right technologies, such as AI, automation, and data analytics, that will drive efficiency and innovation
  • Making the right level of investment in customer experience to improve customer loyalty, share of wallet, and referral rates
  • Refining messaging to improve competitive differentiation and accelerate new customer acquisition and new product adoption
  • Creating customer-centric strategies that deliver customer value and business value

  Being able to survive and thrive in the face of these challenges tests leaders’ and BODs’ resilience and agility to foster growth. Returning to the metaphor of the crucible, these severe tests can either break an organization or forge it into something stronger and more innovative. Leveraging data-derived insights, focusing on advantageous excellence, and enhancing performance management can help ensure the latter occurs, with businesses withstanding the heat of the crucible and emerging transformed. Let’s examine each element.

  Make Better Customer-Centric Decisions by Harnessing the Power of Data

  Within a crucible, refining agents are a key element since they remove impurities. Data-driven insights act as the refining agents in our metaphorical crucible, guiding companies through their trials and enabling more strategic customer-centric decision-making. We encourage our customers to use these insights to:

  • Pinpoint inefficiencies in processes, such as bottlenecks, redundancies, or waste. By identifying these “impurities,” leaders can streamline operations, reduce costs, achieve advantageous excellence, and improve performance.
  • Analyze customer data to uncover misalignments between products or services and market demand. This allows for adjusting offerings to better meet customer needs and preferences, removing the “impurities” of ineffective marketing or product development strategies. By identifying and adapting to these trends, companies can innovate proactively, fulfill their brand promise, and maintain a competitive edge in the market.
  • Identify potential risks and vulnerabilities within the business, such as supply chain disruptions or financial instability. By proactively managing risks, companies can ensure long-term stability and resilience free of “impurities.”

  Here are five questions we recommend as a starting point to harness the power of data:

  1. If we could learn one thing about our customers that would help us grow faster, what do we need to know?
  2. How are we performing compared to our competitors?
  3. How can we optimize our operations to create more customer and business value?
  4. What are the emerging trends in our industry?
  5. What are the risks we face?

  Buy Your Best-Practices Workbook

  5 Ways to Turn Up the Heat with Advantageous Excellence

  Heat is the next element. The crucible’s intense heat purifies and strengthens an organization. This relentless pursuit of advantageous excellence creates a high-pressure environment that drives continuous improvement and customer-centric innovation. Companies that embrace this intense heat can withstand the challenges of the crucible and emerge as stronger, more competitive entities. Here’s how we advise our customers to use advantageous excellence to turn up the heat:

  1. Automate routine tasks to increase efficiency: By automating the routine, employees are forced to focus on higher-value activities that drive innovation and growth, enhancing overall productivity.
  2. Implement lean management to eliminate waste: By constantly pushing to eliminate non-value-added activities and optimize resources, organizations will operate more efficiently and effectively.
  3. Employ agile practices for rapid adaptation: These practices improve an organization’s ability to respond swiftly to changes in market and customer requirements and pivot as needed.
  4. Set high-quality standards to maintain excellence: A relentless focus on quality will enhance customer satisfaction and loyalty, facilitating stronger customer value and brand equity.
  5. Optimize the supply chain, including the data supply chain, to build resilience: By continually refining supply chain processes, businesses can mitigate risks and ensure smooth operations even during crises, maintaining continuity and meeting customer expectations.
  5 Steps to Endure the Heat by Evolving Performance Management

  The third and last element is performance management. By focusing on key performance indicators (KPIs), employee performance, service quality, sales performance, and benchmarking, businesses can drive continuous improvement and innovation, and make quick course adjustments. Here’s how  evolving performance management helps businesses endure the heat:

  1. Select the right KPIs to monitor and drive performance: Identifying and tracking relevant KPIs increases the heat on performance monitoring and improvement. By focusing on measures such as customer retention, employee productivity, and supply chain efficiency, businesses can ensure their initiatives and decisions are aligned with business results.
  2. Create a culture...]]> 0:11:29 false https://visionedgemarketing.com/customer-behavioral-data-provides-valuable-growth-insights/ 136889777 http://ubss3cgaj5.wpdns.site/?p=59705 Laura Patterson-VisionEdge Marketing President Tue, 01 Oct 2024 04:45:41 -0400 Do you ever feel like capturing customer behavior is akin to chasing the flickering lights of fireflies, with each fleeting glow marking the lightning bug’s path? Every customer’s behavior provides a moment of insight into their journey, preferences, and needs. Just as fireflies illuminate the darkness, capturing and analyzing customer behavior—how they act—is an essential part of being a customer-centric company. Insights from customer behavior data illuminate the path to growth and success for your business. In this episode of What’s Your Edge?, we’ll explore the idea of capturing customer behavior and what behavioral data to chase.
     Understand the Value of Capturing Customer Behavioral Data 

     Catching fireflies might seem like child’s play but scientists are in the chase as well. Scientists learn a lot from fireflies. The chemicals luciferase and luciferin found in fireflies’ tails have many applications in medicine and science, including detecting tumor cells and bacterial and viral infections, as well as studying diseases like cancer and muscular dystrophy. The food industry also uses fireflies’ light reaction to detect contaminated food.

     The data on how your customers interact with your products, services, or brand serves a luciferase for detecting and anticipating customer behavioral patterns. That makes it important to be able to separate the signals from the noise. Capturing this data is also like trying to capture fireflies. It is not as easy as it seems since it may appear that customers like fireflies often move in random patterns.

     Fireflies are referred to as an indicator species, a species that can provide information on ecological changes and give early warning signals. And like fireflies, customer behavior provides a brilliant array of insights into various aspects of business performance and customer dynamics.

     For example, analyzing behavioral data can help you identify patterns and trends that explain changes in product adoption rates or which features or benefits resonate most with customers for new product development ideas. Tracking customer data can provide insight into referral rates and offer clues to the effectiveness of word-of-mouth marketing and potential areas for enhancement. Customer behavior data can provide clarity around changes in share of wallet—how much of a customer’s total spending within a category is captured by your business. Analyzing changes in how your customers act enables you to see shifts in customer loyalty and identify at-risk customers. Because the possibilities are limitless, its essential to understand what insights are worth the chase.

     Increase Business and Customer Value with Behavior Insights 

     If as a child you were ever in a field full of fireflies, you might recall starting the chase for one firefly only to be lured into chasing another, leaving the first behind, and repeating this process over and over with the hope that eventually you’d capture one. This can be fun as a child but wasteful for businesses to chase one behavioral pattern and then be lured into another direction. Therefore, we advise customer-centric companies to focus on gaining insights from data which will facilitate decisions designed to create and expand both customer value and business value.

     We’ve already established the last thing you want to do is aimlessly flit around. So, because the amount of customer data is vast—behavioral as well as other types—start by identifying the questions you need to answer to fuel your decision-making. These questions may include:

     • What insights do we need to inform product enhancements and innovations that match customer preferences and usage patterns?
     • How can we reduce the friction or customer effort in the customer experience on our website, in our online store, with our product?
     • What messages will be most effective at improving sales conversions, online and offline?
     • Which offers, products, or services resonate most with which customer segments?
     • Which offers, products, or services don’t resonate with customers?
     • What are trends in customer behaviors we need to understand to support customer-centric strategic planning?
     Discover the Best Places to Find Customer Behavior Insights 

     Fireflies are found all over the world; they like humid, warm environments, and are more visible when it’s dark. If you want to catch them, you need to be where they are at the right place and the right time. This is also true for finding customer behavior data.

     Customer behavior manifests in various forms, online and offline, offering valuable insights. Here are a few good places to find customer behavioral data:

     • Online Analytics Platforms: Tools like Google Analytics, Adobe Analytics, and Mixpanel provide quantitative data on website traffic, user interactions, and online conversion rates. For example, Citrix, which provides digital workspace and networking solutions to businesses, uses Adobe Analytics to gain comprehensive quantitative data on its website traffic, user interactions, and online conversion rates. As a result, Citrix can track how users navigate its digital platforms, which pages or features are most engaging, and where potential bottlenecks occur in the user journey. Citrix uses the insights from customers’ actions to understand which strategies drive conversions and improve the overall user experience.
     • Offline Observations and Customer Research: Conducting in-store observations, customer interviews, surveys, or focus groups helps gather qualitative insights into offline customer behavior.
     • Marketing and Sales Platforms: Customer relationship management (CRM) systems, email platforms, and social media platforms all allow you to track customer interactions and provide a view into customer actions over time. Unilever, a multinational consumer goods company, uses Salesforce’s CRM system to manage and analyze customer interactions across various touchpoints. This enables Unilever to personalize marketing campaigns, optimize sales strategies, and improve customer relationships based on real-time insights and analytics.
     • Social Listening: Monitoring social media channels for mentions, comments, and sentiment analysis offers insights into brand perception and customer sentiment, online and offline. Hootsuite enables companies to monitor social media channels for behaviors such as mentions and comments, providing insights into brand perception and customer sentiment online and offline. Your company can use this data to gain insight into what messages and offers resonate best with your customers.
     • Point-of-Sale (POS) Data: Analyzing POS data provides insights into purchasing patterns, product preferences, and transaction details in physical retail environments. Blue Bottle Coffee, a specialty coffee roaster, uses Square’s POS system to gather insights into how, what, and when customers purchase. By analyzing this data, Blue Bottle Coffee can optimize inventory management by understanding which products are popular and when, refine marketing strategies by targeting promotions effectively, and enhance customer experiences by tailoring offerings based on customer preferences and behavior at the POS.
     • Product Usage Patterns: Understanding how customers use products or services post-purchase informs product development and customer support strategies. Schneider Electric, a multinational corporation specializing in energy management and automation solutions, uses Azure’s cloud computing services to collect and analyze data from its energy management products, such as smart meters and IoT-enabled devices. By leveraging Azure’s capabilities, Schneider Electric gains insights into how its B2B customers use energy and manage their facilities, allowing them to optimize energy-efficiency, predict maintenance needs, and deliver personalized solutions to customers.
     • Feedback, Recommendations, and Reviews: You can use platfo...]]> 0:10:29 false https://visionedgemarketing.com/value-proposition-your-customer-centric-bridge-between-business-customer-value/ 136027413 https://visionedgemarketing.com/?p=59645 Laura Patterson-VisionEdge Marketing President Tue, 10 Sep 2024 08:45:41 -0400

       Most of us would agree a customer-centric value proposition (value prop) is prime material to construct the bridge between your business and customers to achieve long-term sustainable success. But how do you measure and determine its worth? That is the focus of this What’s Your Edge? In this episode, we’ll use the metaphor of building bridges to connect your business with your customers and explore three measures to help determine the impact of your customer-centric value prop.

       Your Value Prop: The Main Connection from Your Business to Customer-Centricity

       Before we delve into measurement, we must grasp the essence of a customer-centric value prop. It’s about more than just communicating how you satisfy customer needs; it’s about anticipating customer pains and passions, exceeding customer expectations, and cultivating customer loyalty. Customer-centricity is about placing your customer at the center of your decisions. Customer-centric companies build value props that offer a unique promise of value to their customers. Customer-centric value props articulate the benefits and solutions customers can expect from engaging with the business, distinguishing it from direct and indirect competitors.

       Companies you may be familiar with that illustrate the idea of a customer-centric value prop include Toyota, HubSpot, Salesforce, and Zendesk. According to The Motley Fool, Toyota’s value props are quality and efficiency. The auto company claims to achieve this by building safe cars that last a long time, need minimal maintenance, and deliver good fuel economy. The value props bridge Toyota’s mission, “To attract and attain customers with high-valued products and services and the most satisfying ownership experience in America,” with their focus on customer-centricity. As a result, Toyota has a 62.2% loyalty rate for cars and 63.6% for SUVs, making it the favorite brand among new car buyers and placing it first among mass-market brand car owners.

       Salesforce is explicit when it comes to the importance of customer-centricity. “We’re Salesforce, the Customer Company,” it declares. “Customers drive our every decision. … We develop the technology, the partnerships, and the communities that help companies connect with customers. So that every company can become a customer company.”

       Declarations are all well and good. But what measures can help you ascertain whether you have a good connection?

       3 Ways to Measure the Value of a Customer-Centric Value Proposition

       We can use the bridge metaphor to help identify three relevant measures. How do you know if the bridge is structurally sound? You do load testing, which is designed to understand how much load the bridge can bear before it sags. Is there such a load test measure for our customer-centric value prop bridge? Yes. You can answer the following questions to gauge the strength of your metaphorical bridge.

       1. How much will your customers spend with you? This is answered by the customer lifetime value (CLV) metric. CLV quantifies the long-term value a customer brings to a business. It represents the total revenue a business can expect to earn from a single customer over the entire duration of their relationship. Just as an engineer assesses the load-bearing capacity of each bridge segment, CLV enables your business to evaluate the long-term value of each customer. By focusing on delivering exceptional customer experiences and fostering loyalty, every business can increase CLV and drive sustainable growth.
       2. How much do your customers value your brand? Brand equity is another crucial metric for quantifying the value of a customer-centric value prop. It reflects the perceived value, trust, and reputation customers associate with a brand, which influences their purchasing decisions and loyalty. Just as a well-constructed bridge enables travelers to safely cross from one side to another, trust is a key component of a strong brand. Every company can strengthen brand equity by consistently delivering on their promises and exceeding customer expectations.
       3. Are you creating an experience that meets or exceeds customer expectations? This is the primary question a customer satisfaction measure is trying to answer. Customer satisfaction (CSAT) measures the level of satisfaction customers experience with a business’s products or services. By tracking CSAT scores and soliciting customer feedback, businesses can gauge the perception of customer experience and identify areas for improvement.
       How to Span the Distance Between Business and Customer Value

       Your customer-centric value prop lays the foundation for your bridge. This foundation must be strong and resilient to support the structure that will connect customer value with business value. Before you select your measures, the first step is to construct a value prop that is deeply rooted in an understanding of your customers’ needs and preferences. Let’s briefly review the process.

       • Conduct customer and market research and use the results to meticulously construct each aspect of your value prop and develop detailed personas that represent the different segments of your customer base.
       • Gather competitive intelligence to identify areas where you can provide superior customer value.
       • Develop a concise and compelling statement that communicates your value prop effectively.
       • Be sure to validate your value prop and messaging and refine as necessary.

       Armed with a validated customer-centric value prop, the next crucial step is ensuring its integrity and durability over time. Just as an engineer will transition from designing and building a bridge to rigorously testing and maintaining it, you must shift focus from construction to measurement. This guarantees your value prop remains strong, relevant, and capable of sustaining the vital connection between your business and its customers.

       The place to begin is to select a measure that helps make this connection. You can use some of the measures we’ve recommended or choose others. Be sure to note your current state and identify an industry standard so you’ll be able to track progress. Then implement precise measurement tools so you can consistently analyze the data to identify any weaknesses or areas for improvement. Regularly monitor and review your data to ensure the value prop continues to serve its purpose effectively, fostering a strong, enduring link between your business and its customers.

       Based on your data analysis, make necessary adjustments to your value prop, growth strategies, and customer service practices to better meet customer needs and create customer value. Continuous improvement is essential in the measurement process. Iterate your strategies based on the insights gained from data analysis. Experiment with new approaches, tactics, and initiatives to continually enhance the effectiveness of your customer-centric value prop.

       Build Your Bridge to Create the Strongest Value Proposition

       By understanding the principles of customer-centricity, defining clear value props, and leveraging quantitative measures, your business can gauge and demonstrate the tangible connection between business value and customer value. As you near the completion of your metaphorical bridge construction, it’s worth highlighting that while CLV and brand equity stand as foundational pillars in assessing the strength of a customer-centric value prop, they converge toward a unified objective: sustainable growth. Embarking on the pursuit of understanding the tangible impact of a customer-centric value prop requires meticulous planning and construction. Have questions about the process of cre...]]> 0:08:43 false https://visionedgemarketing.com/validation-research-ensures-customer-centric-positioning-messaging/ 132565996 https://visionedgemarketing.com/?p=59363 Laura Patterson-VisionEdge Marketing President Tue, 04 Jun 2024 09:45:47 -0400 Successful positioning and messaging are the ingredients for writing and telling your business’s story, so it engages customers, evokes emotions, and drives action. A successful story demands more than creative flair—it requires rigorous research, customer-centricity, and validation. We can take a lesson from the book of skilled authors, who frequently rely on feedback to refine their story. Business too can harness the power of validation research, a form of feedback and testing, to ensure key messages resonate with the intended customers and prospects. In this episode of What’s Your Edge?, we’ll review the role of customer and prospect validation, outline the steps for conducting and using it, and provide some examples along the way.

       A Sure Fire Narrative Needs Customer and Prospect Validation

       The positioning and messaging process is similar to the writing process. Prewriting, drafting, revising, editing, and finally publishing are common steps in both. In the prewriting phase, authors conduct research and develop storyboards and outlines to support their plot and characters and guide their writing. Conducting research is applicable for most writers whether the storyline is fiction or non-fiction; it lays the groundwork for developing the plot and characters to captivate readers from the first to the last page.

       Companies too should use solid research to create a narrative, i.e., messages, comprised of a storyline that captures customers’ and prospects’ attention and compels them to act.

       This research is used to construct customer-centric positioning and message  maps that resonate with targets’ aspirations and challenges. Armed with this insight, you can develop a narrative that positions your solution as the hero in the story.

       Assumptions can lead to costly missteps. Most authors revise their drafts—many, many times. As part of the revision process, they often gather feedback from potential readers and trusted advisors. In business, this type of feedback or testing occurs during the validation process. Validation is used to learn the extent to which the storyline represents what customers and prospects need, want, expect, and prefer. Writers use the feedback to revise and edit their drafts to help ensure the final work will be market-worthy. Feedback from the validation process facilitates editing and revising the messaging to minimize the risk of failed initiatives and avoid investing resources to bring positioning and messaging to life that will fall flat with your customers.

       Focus Your Validation Research on Three Customer-Centric Story Elements

       Before a work can be reviewed and revised, it must be drafted. During drafting, writers form their ideas into complete thoughts, represented in sentences and paragraphs. They organize these ideas in a way that allows the reader to understand the message, i.e., they are customer-centric. To ensure your positioning and messaging are customer-centric, you will want to address and then validate at least the following three areas:

       1. Aligns with Customer Expectations: Just as writers study reader preferences and trends, your positioning and messaging benefits from delving into customer insights. Conduct customer and prospect surveys and interviews and analyze market trends to gain invaluable insights into the desires, pain points, and aspirations of your target customers.

       Example: A cosmetics brand seeking to launch a new skincare line conducts validation research among its target demographic. It discovers its audience values natural ingredients and cruelty-free products. By aligning its messaging with these values, the brand can position its skincare line as a sustainable and ethical choice, resonating with environmentally conscious consumers.

       Example: A software company aiming to launch a new project management tool conducts surveys and interviews with target customers. It discovers its audience values ease of use and seamless integration with existing workflows. Armed with this insight, the company tailors its messaging to highlight simplified project management and enhanced productivity.

       2. Mitigates Customer Risks and Pitfalls: Conflict drives the narrative in a story plot. Setting clear outcomes and understanding the obstacles your customers face is akin to defining the central conflict in a plot. Identifying the conflicts and pain points your customers and prospects experience is crucial for effective messaging.

       Message claims and associated evidence should articulate the goals your customers want to achieve, the challenges they encounter along the way, and how your solution helps overcome them. Whether it’s conquering inefficiencies, addressing frustrations, or solving challenges, your messaging should offer a resolution that alleviates conflicts and fulfills your customers’ needs. By addressing these obstacles head-on and positioning your product or service as the solution, you can create a compelling narrative that motivates action.

       Example: A technology startup plans to introduce a new mobile app targeting young professionals. Through research, it uncovers a preference for intuitive user interfaces and seamless user experiences among its target audience. By addressing these preferences in its messaging, the company mitigates the risks of user dissatisfaction and low adoption rates.

       Example: A clothing brand plans to launch a new line of athleisure wear targeting young professionals. Through research, it uncovers a preference for sustainable and eco-friendly materials among its target audience. Armed with this insight, the brand develops its messaging to highlight the environmentally conscious aspects of its products, mitigating the risk of alienating environmentally conscious consumers.

       3. Enhances Brand Preference: Edelman’s Trust Barometer revealed that 81% of customers need to be able to trust the brand to buy from it. Your message map and positioning need to convey that your brand is authentic, relevant, and trustworthy, thereby strengthening brand preference and fostering long-term customer loyalty.

       Example: A financial services firm conducts focus groups with existing customers to gain insight into potential messaging strategies for its retirement planning services. It discover its audience values personalized advice and transparent communication. By incorporating these elements into its messaging, the firm enhances its brand preference as a trusted advisor in financial matters.

       Captivate Customers With Your Excellent Message Map 

       A good story requires a plot, characters, and a theme. Such is the case with a message map.

       Structure your message map to keep your customers engaged and guide them through a journey of contact, connections, conversation, consideration, and consumption. Unexpected plot twists add excitement to the story just as incorporating

       unexpected elements into your messaging will capture your customers’ attention and pique their curiosity. Whether it’s unveiling a new product feature, announcing a limited-time offer, or sharing a surprising customer success story, these twists and turns add intrigue and keep your audience engaged.

       Developing compelling characters is fundamental to a captivating plot. Similarly, in business defining personas is crucial for effective messaging and positioning. Each persona represents a distinct character in your narrative, with their own needs, desires, and pain points. By understanding your customer personas, you can create messaging that resonates with them on a personal level, making them feel understood and valued.

       Themes give depth to a plot. Define key themes for your messaging that convey your brand’s values and resonate with your customers and prospects. Whether it’s emphasizing trust, innovation, sustainability, responsiveness, or something else, themes infuse your messaging with meaning and relevance.

       6 Steps for Conducting Customer and Prospect Validation Research 

       With the story written, it’s time to roll out the validation tests. Rewrites and edits are part of life for writers. Validation is about embracing feedback. By using the following six steps to validate messaging and positioning, you can refine your approach based on real-world customer-centric feedback, maximizing the impact of your efforts.

       1. Define Objectives and Criteria: Start by clearly defining the objectives of the validation process and the criteria for success. Determine what specific aspects of messaging and positioning you aim to validate, such as clarity, relevance, differentiation, or emotional resonance.

       Example: An electronics manufacture...]]> 0:14:55 false https://visionedgemarketing.com/wp-content/uploads/2024/04/WYE-player-cover-1-1-300x252.png https://visionedgemarketing.com/achieve-growth-performance-customer-centricity-despite-business-waves/ 132511104 https://visionedgemarketing.com/?p=59300 Laura Patterson-VisionEdge Marketing President Tue, 07 May 2024 09:45:04 -0400 Do you ever feel like you’re swimming against the current? As we produce this episode of What’s Your Edge?, The World Economic Forum expects the global economy to remain uncertain, citing that over half of chief economists anticipate it to weaken this year. The report mentioned that while many companies have been reengineering, supply chain disruptions will persist and the costs for raw materials will remain inflated throughout the year; and that many businesses will continue to find themselves hard-pressed for human capital.  All of this is spurring the pivot to technology, which takes time. In the face of these and other business waves, you may find pursuing growth for your business akin to swimming upstream. However, five essential tools—customer centricity, advantageous excellence, data-derived insights, performance management, and resilience—serve to empower businesses to not only survive the current but thrive by aligning strategies, optimizing operations, and fostering adaptability.

       How to Improve Your Stroke to Master Business Waves

       Growth for the sake of growth can lead to reckless paddling against the current, resulting in burnout or stagnation Just as a swimmer must adjust to the ever-changing currents, to achieve sustainable growth and stay ahead of the competition businesses must innovate, evolve, and expand. According to research by McKinsey, 84% of executives agree that innovation is important to their growth strategy. Strategic growth involves mastering business waves—market trends, emerging technologies, or changing customer preferences—and leveraging them to propel your business forward. How? By emphasizing five essential tools.  Let’s dive into each.

       1. Customer Centricity: Just as a swimmer must align their strokes with the flow of the water to make progress, businesses must synchronize their strategies with the needs and desires of their customers. Neglecting to do so is akin to working against a powerful current—exhausting, unsustainable and possibly resulting in drowning. According to a survey conducted by Zendesk in its CX Trends Report, more than 80% of customers believe a favorable experience would influence a choice to make a future purchase. This underscores the critical importance of customer-centricity to growth in today’s competitive landscape.

       Improve Your Stroke: Leverage advanced analytics and artificial intelligence tools to gain deeper insights into customer behavior and preferences. For example, companies like Amazon and Netflix use sophisticated algorithms to personalize recommendations and enhance the overall customer experience.

       2. Advantageous Excellence: Operational excellence—the foundation upon which successful businesses navigate turbulent waters—serves as the bedrock of advantageous excellence, which isn’t just for big companies. You may be familiar with the renowned Toyota Production System, which emphasizes waste reduction, standardized processes, and employee empowerment to drive operational excellence across its manufacturing operations. But advantageous excellence also empowers smaller companies by helping them navigate competitive markets with precision and agility. Just as a skilled swimmer relies on efficient strokes and proper technique to gain a competitive edge, streamlining processes, eliminating waste, and optimizing resources can maximize your company’s productivity and efficiency.

       A prime example is Vendasta, a B2B SaaS company based in Canada that offers a white-label platform to help local businesses market themselves online. Despite being a smaller company, Vendasta places a strong emphasis on operational excellence. By leveraging lean principles and automation technologies, Vendasta has streamlined its internal processes, enhanced product delivery, and improved customer satisfaction.

       Improve Your Stroke: Implement lean principles, map key processes to identify areas for improvement, invest in automation technologies, and foster a culture of continuous improvement.

       3. Data-Derived Insights: We live in a data-driven world. Businesses have access to a never-ending supply of data that can guide decision-making and inform strategic direction. “You have the elements such as wind, temperature, waves, and potential currents and tides in the sea,” says Adam Walker, head coach and founder of Ocean Walker Academy. Skilled swimmers use this data to make sound decisions. As a business leader you must leverage data-driven insights to anticipate market trends and customer needs, identify innovation opportunities, and mitigate risks.

       Improve Your Stroke: Invest in advanced analytics platforms, employ data scientists, and cultivate a culture of data-driven decision making to harness the power of insights.  Leverage data to improve the customer experience journey and touch points, outpace competitors, and foster innovation.

       4. Performance Management: Pace, heart rate, and stroke rate data are key measures open water swimmers use to manage and improve performance. Just as swimmers monitor their speed, endurance, and technique, businesses must track key performance indicators (KPIs), measure progress against outcomes, and course correct as needed. Research by Select Software has found companies that embrace continuous performance management outperformed their counterparts by 24%.

       Improve Your Stroke: Establish clear performance targets and measures and implement performance management dashboards.

       5. Resilience: Change in the current is inevitable in both swimming and business—and preparation is key to keeping afloat. Swimming against the current demands resilience—the ability to persevere in the face of adversity. Business resilience entails weathering storms, overcoming setbacks, and bouncing back stronger than before. Just as a swimmer strengthens their muscles to tackle stronger currents, businesses must fortify their organizational resilience through robust risk management practices, scenario planning, and a culture of adaptability. While 97% of business executives believe business resilience is important, only 47% believe their organization is resilient, according to research by SAS.

       Improve Your Stroke: Strategic planning and scenario analysis provide excellent ways to intentionally consider eventualities that could affect your organization. Your customer-centric marketing expert on your board serves as an essential member of your coaching team. Monitor signals and pay attention to patterns to assess potential signs about what might be occurring.

       Have some questions about how you can improve your customer centricity, advantageous excellen...]]> 0:07:59 false https://visionedgemarketing.com/wp-content/uploads/2024/04/WYE-player-cover-1-1-300x252.png https://visionedgemarketing.com/4-bod-roles-architecting-designing-customer-centricity/ 131969565 https://visionedgemarketing.com/?p=58701 Laura Patterson-VisionEdge Marketing President Tue, 09 Apr 2024 09:45:27 -0400 Customer Success! Coined in the early 2000s, it’s more than a buzzword—it’s the essence of customer-centricity. Why has this concept expanded so rapidly across all industries? Because customer centricity isn’t just a growth strategy; it’s THE primary strategy for driving value and building lasting connections. In this episode What’s Your Edge? we’ll examine customer success’s link to customer-centricity and reveal the 4 pivotal board roles in guiding leadership to master this business model.

       Customer-Centricity is the Critical Foundation for Customer Success

       Customer success goes beyond customer satisfaction.  It is a proactive strategy aimed at ensuring customers achieve their desired outcomes while using your product or service. Customer-centricity, coined by Dick Lee in the early 2000s, is the precursor to customer success. The concept emphasizes placing the customer at the core of business operations, anticipating their needs, and creating exceptional experiences to sustain long-term value for both your customer and your organization.

       Peter Fader, a prominent scholar in customer-centricity, provides an additional layer to this concept. Fader, a professor of Marketing at the Wharton School of the University of Pennsylvania, defines customer-centricity as “a strategy to align a company’s development and delivery of its products and services with the current and future needs of a select set of customers to maximize their long-term financial value to the firm.” This definition emphasizes understanding and meeting current customer needs and also anticipating future requirements to ensure sustained business success. 

       Why Customer-Centricity is Now THE Best Growth Strategy

       The changing dynamics of customer expectations have propelled customer-centricity to the forefront as the primary growth strategy. Today’s B2B buyer expectations have significantly changed.  IDC’s Laurie Buczek, vice president, CMO Advisory Service explains that “the current marketing and sales operating model fails in customer centricity and perpetuates the challenge B2B marketing and sales leaders face in a digital-first era — to establish relevancy, nurture, and build relationships among a growing number of influential individuals in a buying committee.” 

       For B2B companies who desire to acquire and gain market share and category ownership, and to build customer trust and customer loyalty, customer-centricity is paramount. Research by Deloitte found that customer-centric companies were 60% more profitable compared to companies that were not focused on the customer, and 64% of companies with a customer-focused CEO are more profitable than their competitors. This shift in focus translates to tangible business value, such as increased customer loyalty, referral rates, and brand preference.

       To appreciate the significance of customer-centricity, let’s contrast it with three other prevalent growth strategies:

       1. Product/Service-centric strategies which prioritize developing and innovating products and services. These firms reflect the idea, “If we build it, they will come.” You know these companies because they make extensive investments in R&D.  Often, however, they neglect to conduct more than cursory customer or market research and as a result often create products looking for a market. 
       2. Sales-centric strategies concentrate on closing deals. They are all about making the number. You know this company because the salespeople will sell things the company doesn’t even make or offer to close a deal. Anyone who has ever worked in a Sales-centric company can appreciate the internal chaos this approach can create. 
       3. Market-centric strategies revolve around taking advantage of and drafting a hot trend.  We are experiencing this right now in the world of AI. 
       4 BOD Roles in Architecting and Designing Customer-Centricity 

       What does this mean for a board of directors?  We believe that the board of directors needs to play a crucial role in steering an organization toward a customer-centric model. Board members can guide and empower the leadership team by setting a clear vision for customer-centricity, aligning it with overall business objectives, and ensuring adequate resources and support. They have a fiduciary duty to serve as champions for building the culture necessary for sustained customer success. In building a customer-centric strategy, there are four ways the BOD can support designing a customer-centric organization:

       1. Architect a Customer-Centric Framework: The focus of the board here should be to work with the leadership team to develop a structured framework that aligns all aspects of the organization with customer needs and goals. Like an architect designing a building, the leadership team should outline a comprehensive plan that will integrate customer-centricity into every facet of the organization’s structure and operations. To successfully navigate the paradigm shift, a customer-centric, marketing-experienced, BOD member should sit at the table. If your board doesn’t yet have deep customer-centric expertise, now is the time to add this capability.
       2. Create a Blueprint for Cross-Functional Collaboration:  The board and leadership team should work together to create a detailed blueprint for collaboration across the different functions and departments, ensuring a unified approach to customer interactions. Like an architect specifying the integration of different building components, this step entails defining how various departments collaborate seamlessly to provide customers with a cohesive and integrated experience.
       3. Ensure a Solid Technology and Process Foundation: Customer-centricity requires stellar operational processes and a robust technological infrastructure. Also, like an architect ensuring a building has the necessary infrastructure such as electrical, plumbing, heating, air conditioning, etc., organizations need to map and manage critical customer-facing processes and install cutting-edge technology.
       4. Regularly Inspect and Adjust Customer Success Performance Measures:  Architects, engineers, and contractors inspect a building to ensure it will stand the test of time. In its role, the BOD must continually review the measures to maintain the integrity of the customer-centric design. We recommend exploring the following measures along with customer lifetime value , which serves be the primary key performance indicator.  Measures such as these five will provide insight into what is impacting customer lifetime value: 
       • Referral rates –the number of referrals from existing customers that ideally result in faster, and less expensive net new customer acquisition
       • Retention rates –the number of customers that continue to buy from you
       • Increased share of wallet – the increase in the amount of business from existing customers
       • Footprint expansion –the growth the number of business units within an existing customer 
       • 0:09:55 false https://visionedgemarketing.com/wp-content/uploads/2024/04/WYE-player-cover-1-1-300x252.png https://visionedgemarketing.com/ai-human-innovation-data-insights-decisions/ 131255384 https://visionedgemarketing.com/?p=57762 Laura Patterson-VisionEdge Marketing President Tue, 19 Mar 2024 09:45:34 -0400 Creativity stands as a testament to the remarkable capabilities of the human mind. It’s been the driving force behind artistic endeavors, scientific breakthroughs, and societal advancements. As the field of artificial intelligence (AI) continues to explode, we find ourselves at an interesting crossroads between AI, creativity, and its application: innovation. A unique attribute of the human mind is imagination. While AI can process vast amounts of data and generate highly sophisticated outputs, human creativity is driven by emotions and experiences that no machine can replicate. In the intricate mindscape of human creativity, likened to a vast mosaic, each creative thought forms a unique tile, collectively shaping the innovation mosaic. Where does AI fit into your mosaic? Let’s explore the possibilities together in this episode of What’s Your Edge?

         Where does our imagination come from? Shaun Nichols and Stephen Stich wrote in their 2003 book, Mindreading, that “imagination is a distinct mental capability…and that imagination can be a source of knowledge…” Imagination relies on creativity and creativity is key to innovation. Diverse influences, experiences, and emotions are assembled together to inspire creativity. Together, these enable humans to meld disparate tiles that invent something entirely new, something original and innovative.

         Innovation: The Application of Human Creativity

         Businesses depend on invention, often captured in the form of a patent. For an invention to receive a patent, it must be considered new or novel.  Many of us have a modern invention right at our fingertips – the personal computer. Consider the transformative journey of Apple Inc. Drawing from personal experiences and cultural influences, Steve Jobs and Steven Wozniak crafted a distinctive mosaic that reshaped an industry and resulted in the invention of the first true personal computer. They changed people’s ideas of what a computer could look like and what it could do. 

         Where does human creativity come from? We really don’t know. Scientists have been trying to answer this question since the age of Aristotle and Plato. One thing they agree on is that emotional intelligence fuels creativity. In the realm of business, the success of companies often hinges on the emotional connection they establish with their customers. Brands like Nike have mastered the art of emotional storytelling in their marketing, creating a lasting impact on consumers and setting themselves apart through new, emotionally resonant narratives. At this moment in time, AI lacks emotional intelligence. It does, however, have other valuable capabilities that can spark human creativity and imagination.

         AI: The New Tile in the Innovation Mosaic

         Artificial Intelligence is a marvel of human ingenuity.  Most of us have watched in fascination the rapid evolution of AI from early rule-based systems to the current era of deep learning. In a short time, AI has made significant strides. 

         It has emerged as a critical tile in the innovation mosaic. How? AI introduces algorithmic patterns as unique tiles, transforming decision-making processes.  AI excels at replicating patterns and analyzing vast datasets. It is a powerful tool for humans. Recommendation engines are a prime example of deriving insights from massive datasets to inform strategic decisions. Recommendation engines, used by companies such as Amazon, Netflix, Stitch Fix, and others use AI algorithms to analyze patterns in user behavior to discern and predict preferences, and suggest products. In this way, AI contributes a digital tile to the evolving need for more personalized customer experiences.

         However, it is crucial to acknowledge that the journey is far from over.  The full realization of AI’s potential is a work in progress. For all its prowess, AI grapples with the elusive essence of creativity which is driven by emotions. AI depends on established patterns. In the business realm, innovation often requires thinking beyond existing paradigms patterns.

         I Have A Question

         How Can AI Transcend its Current Limitations to Achieve Creativity?

         Biases embedded in algorithms and the challenge of overfitting (an undesirable machine learning behavior that occurs when the machine learning model gives accurate predictions for training data but not for new data) are significant hurdles in achieving true originality in AI. Overcoming these challenges requires developing algorithms that both recognize patterns and navigate the nuanced mindscape of human thought. The quest for originality in AI requires advancements in semantic comprehension and contextual awareness. 

         Understanding the intricacies of language and context is pivotal for AI to transcend its current limitations. In a business context, this translates to the development of AI systems that both process information and also grasp the subtleties of human communication, enabling more nuanced decision-making. What’s important to note here is that achieving more nuanced decision-making is not the same as generating original ideas.

         Human Creativity Serves as the Innovation Compass

         Despite these challenges, AI has found a home in creative industries. In music composition, AI algorithms generate compositions that echo the styles of great composers. In art, algorithms create visually stunning pieces. In business, AI is aiding creative processes, such as content creation and design.

         As a result, ethical considerations loom large as AI is integrated further into creative processes. Responsible AI development is crucial to avoid unintended consequences. Ethical business practices demand a thoughtful approach to AI implementation, ensuring that the technology augments human creativity without compromising fundamental ethical principles.

         As we navigate these uncharted waters, human creativity must serve as the innovation compass using AI to assist in the processing of vast datasets and recognizing intricate patterns. We believe that the fusion of human creativity and imagination supported by AI-driven insights should be used to help accelerate innovation, not replace it.  

         Canva, an online design platform, exemplifies this collaboration by incorporating AI algorithms. These algorithms suggest design elements, simplifying the creative process for individuals and businesses alike. Here, the synergy between human creativity and AI innovation results in an original canvas that continues to evolve, each tile contributing to the collective masterpiece. 

         5 Powerful Ways to Accelerate Innovation by Combining AI and Human Creativity

         Here are five ways your organization can foster a collaborative environment where AI and human creativity complement each other.

         1. Invest in Ethical AI Development:
            • Prioritize ethical considerations in AI development to ensure the technology aligns with fundamental principles and values.
            • Establish clear guidelines and protocols for responsible AI usage within your company, promoting transparency and accountability.
         2. Address Algorithmic Dilemmas:
            • Dedicate resources to identify and rectify biases embedded in algorithms, fostering fairness in AI-driven processes.
            • Focus on overcoming challenges related to overfitting, enabling AI systems to provide more nuanced and diverse outputs.
         3. Promote Continuous Learning and Development:
            • Encourage employees to upskill in AI-related areas, fostering a workforce that understands both the capabilities and limitations of AI.
            • Implement ongoing training programs to keep employees abreast of the latest advancements in AI, stimulating a culture of continuous learning.
         4. Facilitate Human-AI Collaboration Platforms:
            • Create platforms that integrate AI tools to support creative processes.
            • Provide user-friendly interfaces that empower employees to leverage AI technologies seamlessly, enhancing their ability to explore and develop new ideas.
         5. Champion a Symbiotic Approach:
            • 0:10:24 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/iterative-process-takes-operational-advantageous-excellence/ 128696393 https://visionedgemarketing.com/?p=57072 Laura Patterson-VisionEdge Marketing President Tue, 13 Feb 2024 09:45:51 -0500 The concept of iteration is much like a masterful sculptor chiseling away at a block of stone to reveal a magnificent work of art. Just as a sculptor refines their creation through a series of careful, deliberate strokes, organizations can harness the power of iteration to sculpt their strategies, products, operations, and processes into something truly exceptional – achieving what we have termed “advantageous excellence.”  

              What is advantageous excellence? Advantageous excellence means achieving a state of superior performance that not only stands out but also strategically leverages favorable circumstances to continually improve and adapt. It involves pursuing excellence in a way that takes advantage of opportunities for growth, innovation, and refinement through iterative processes. When we’ve been asked how advantageous excellence and operational excellence differ, we compare them in terms of focus, principles, goals and measures. See the table in the blog article.

               

              Businesses embracing advantageous excellence prioritize ongoing improvement, iterating upon their strategies, products, and operations to stay competitive and optimize their chances of sustained success in a dynamic and ever-changing market environment. And that is the focus of this episode of What’s Your Edge? In this episode, we will delve into the roots of iteration and its immense value, the iterative process itself, and offer recommendations for getting started on your iterative journey.

              Business Iteration Then and Now

              To iterate is to do something repeatedly. Our world changes so rapidly, that rapid iteration is essential to business success. Iteration as a fundamental concept in business has its roots in human nature’s innate drive for improvement. Humans have continuously sought to refine their tools, techniques, and processes. The earliest humans discovered that repeated trial and error efforts could lead to more effective hunting methods and shelter construction. These iterations, born out of necessity, laid the foundation for the iterative approach we use today.

              The roots of iteration in business also extend deep into history, with early craftsmen, artisans, (e.g., sculptors), and tradespeople up-skilling through repeated practice and refinement. The iterative approach helped improve the quality of their products and services. Centuries later, industrialization and the advent of the scientific method elevated iteration to a formalized practice, where experimentation and refinement became integral to developing new products and technologies. Today, iteration remains a cornerstone of innovation and progress in business. It is not just about refining tangible products but also about improving operational processes, services, and even decision-making. The modern business world recognizes that, like a sculptor’s chisel on marble, each iteration is a stroke towards excellence.

              The 6 Most Important Benefits of Achieving Advantageous Excellence

              Plenty of experts, especially from the world of Agile and Six Sigma, have touted the value of iteration for continuous improvement. From our perspective, these six benefits provide the greatest value:

              • Refinement: Iteration allows businesses to refine their products, services, and processes, revealing hidden beauty much like a sculptor’s chisel.
              • Innovation: Iteration fosters a culture of experimentation, closely tied to innovation, leading to breakthroughs.
              • Adaptability: The ability to iterate allows organizations to adapt to evolving market conditions and customer preferences, ensuring your organization stays relevant and competitive.
              • Efficiency: Iteration streamlines operational processes and eliminates inefficiencies, continually optimizing workflows and operations, saving businesses time and resources.
              • Risk Mitigation: Iteration helps identify and address potential issues early in the development process, reducing the risk of costly mistakes.
              • Agility: Iteration empowers businesses to respond swiftly to changing circumstances, making them more agile in a dynamic market.

              The impact of iterative improvements accumulates over time leading to sustainable, long-term success. Achieving enduring advantageous excellence through consistent iteration is akin to a sculptor’s masterpiece enduring the test of time.

              How Do You Know If It’s Time to Step Up Iteration? 10 Signs

              A master sculptor skillfully shapes their masterpiece with each calculated chisel stroke. These 10 signs serve as your guiding tools to achieve advantageous excellence through continuous business refinement. To attain advantageous excellence, it’s crucial to heed these signs that indicate the need for iterative progress:

              1. Declining Customer Satisfaction: Just as sculptors detect imperfections in their material and refine their work, customer feedback reveals potential areas of improvement to maintain a competitive edge and excellence. For instance, a B2B software provider receiving consistent customer feedback regarding usability issues signals the need to iterate.
              2. Stagnant Growth: When your business plateaus, adopting an iterative approach can lead to new strategic pathways for expansion, akin to exploring different angles to create the perfect sculpture, contributing to sustained success and distinction. For example, an IT consulting firm that is finding growth challenging may need to iterate its service offerings to adapt to changing customer needs.
              3. Market Changes: Embracing market trends and adapting to customer preferences is vital for sustaining peak performance. In a B2B context, a manufacturer may adjust its production processes in response to shifts in the supply chain or sustainability requirements.
              4. Inefficiencies and Bottlenecks: Removing excess material in sculpting mirrors addressing operational inefficiencies and costs, fostering superior quality and operational efficiency. For instance, a logistics company may need to change its supply chain processes to remain competitive in the market.
              5. Technological Advancements: Staying up to date with technology is essential for maintaining a competitive edge, much like modern tools empower sculptors in their craft. In a B2B setting, a financial services firm may need to regularly update its systems to reflect its commitment to continuous improvement and staying ahead in its field.
              6. Employee Engagement: Listening to employees is valuable for business enhancement and maintaining peak performance. For example, a manufacturing company that rewards factory personnel who identify areas for process improvement.
              7. Data-to-Insights Proficiency: The ability to analyze data and derive insights is table stakes for every organization.  The data-to-insights process is itself iterative. Use iteration to help you bridge the gap between your vision and actual capabilities, a key step towards sustained excellence. How might this play out? For example, a marketing agency may analyze campaign performance data at various intervals to make necessary adjustments, working toward continuous improvement.
              8. Competitive Pressure: Remaining competitive by adapting and evolving is the path to long-term success. When competitors begin to impact your win/loss rate, that is a sure sign it’s time to revisit and potentially modify your value proposition. 
              9. Shifts in Customer Behavior: Customer needs, buying processes, and touchpoint preferences are constantly evolving, impacting how they behave in the market. Just as sculptors adjusts their approach based on the stone’s unique characteristics, a company may need to iterate what they know about the customer journey, personas, and customer requirements and apply the new knowledge accordingly.
              10. Security, Safety, and Compliance: Changes in security, safety, and compliance protocols will undoubtedly lead to iteration. Upholding data security, compliance and safety standards is non-negotiable, mirroring a sculptor’s commitment to their craft and never compromising the well-being of their customers or employees.

              Recognizing these signs is akin to the sculptor’s trained eye identifying flaws in their work. When you observe one or more of these indicators, it’s time to embrace the iterative ...]]> 0:12:22 false 4 Common Mistakes in the Customer-Centricity Quest https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-1-300x300.jpg https://visionedgemarketing.com/avoid-4-common-customer-centricity-mistakes/ 128892016 https://visionedgemarketing.com/?p=56590 Laura Patterson-VisionEdge Marketing President Tue, 23 Jan 2024 09:45:01 -0500 In the realm of modern business, the quest for customer-centricity takes on the character of a strategic venture—fraught with challenges yet ripe with proven top and bottom-line rewards. However, like intrepid explorers who encounter obstacles along the way, business leaders often stumble upon common pitfalls that unknowingly jeopardize their path to competitive-level customer-centricity.  This episode of What’s Your Edge? delves into four prevalent mistakes related to strategy, data, insights, and measurement that are often made in the pursuit of customer-centricity and how these missteps can be transformed into strategic advantages for success.

              Ready to recognize and overcome common stumbling blocks to chart a course to success? Let the exploration begin!

              Lack of a Strong and Clearly Communicated Customer-Centric Strategy

              One of the first obstacles we often encounter in our work with business leaders is the absence of a strong clearly communicated strategy. Business leaders would do well to heed the wise words of Jeroen Kraaijenbrink who teaches at the University of Amsterdam Business School and the TSM Business School in Enschede, “organizations today still need to be prepared for the future, find ways to distinguish themselves, stability to maintain themselves, common frame of reference everyone can refer to, and alignment and guidance for the actions that they perform. Without any one of these core functions of strategy, the risk of drifting away with the winds of change is simply too large for any organization today.”

              A customer-centric quest without a strong strategy can result in fragmented efforts and inconsistent customer experiences.

              How to Course Correct:

              Before you begin your quest, define what customer-centricity means for your organization. According to Dr. Peter Fader, author of Customer Centricity, a company that is customer-focused offers customers a consistently great and relevant experience across all touch points. You are customer-centric when you’re customer-focused and your business efforts are focused on high-value customers with an emphasis on customer lifetime value.  Start developing your strategy by answering these two questions:

              1. What are your customers’ most vital needs and desires?
              2. How can you surpass your competitors in fulfilling these needs?

              Use the answers to these questions to create a customer-centric strategy that serves as a beacon. Outline your goals and chart the path you’ll take to achieve them. Ensure that this strategy is not hidden away in an obscure file but is shared across your organization, inspiring everyone from employees to partners, to align their efforts with the quest for customer-centricity.

              Ineffective Use of Data to Uncover Valuable Customer Insights

              Without the right analytics framework and skills, more data does not necessarily yield more insights. While most organizations have access to a treasure trove of data, many organizations struggle with using this data effectively. As a result, businesses fail to uncover valuable insights needed to succeed in their customer-centric quest.

              Since 2012, NewVantage Partners has conducted a survey of data and information executives. In their most recent study, they found that “just 23.9% of companies characterize themselves as data-driven, and only 20.6% say that they have developed a data culture within their organizations, reflecting that becoming data-driven is a long and difficult journey that organizations increasingly recognize playing out over years or decades.”

              How to Course Correct:

              The data-to-insights journey is a quest of its own. Focus on creating a data-to-insights culture. To master the art and science of data, equip your organization with well-experienced professionals and resources needed to collect, analyze, and interpret customer data effectively.

              Break down the barriers that confine your data in hard-to-access silos. Make your data accessible and shareable so everyone tasked with the customer-centricity quest can identify opportunities to improve strategies, processes, and customer interactions.  

              Failure to Turn Customer Insights into Powerful Actions

              As we venture deeper into the realm of analytics, we often uncover priceless insights about our customers. Yet, a Forrester report found that while 74% of firms say they want to be “data-driven,” only 29% are actually successful at connecting analytics to action. A study by Fivetran, a global leader in modern data integration, revealed, that “while ubiquitous for enterprises today, very few companies are able to correctly leverage the data of these systems for decision-making.”

              How to Course Correct

              The quest to achieve customer-centricity is greatly hampered if your organization remains challenged to translate insights into action. It’s akin to acquiring a valuable tool but not knowing how to wield its power. One way to tackle this challenge is with a well-honed insights supply chain.

              Borrow the five supply chain stages from The Supply Chain Operations Reference (SCOR) model to Plan, Source, Make, Deliver, and Return to maximize your opportunity to increase customer value and sustain a competitive advantage.

              Buy Your Best-Practices Workbook

              Neglecting to Measure 3 Important Customer Centricity Measures 

              How will you know how close you are to achieving your customer-centricity quest?  Many organizations neglect to measure their journey toward customer-centricity, making it challenging to discern what is working and what adjustments are needed. Lack of customer-centric measures is a fourth common mistake.

              Without clear measurable outcomes for your customer-centric initiatives and the ability to diligently track your progress, it will be hard to stay on the right path.

              How to Course Correct

              In our guide “Bring Your A-Game to a Customer Empowered Market” and our “CustomerDNA” Infographic, we offer activities & actions, approaches & strategies, and the 3 most important measures, that together predict whether you will win more customers by improving customer-centricity. Use the CustomerDNA model as a framework and checklist to determine what it takes to achieve a customer-centric growth A-Game and how to measure your success. The white paper covers seven signals that you may be off your A-Game and recommends 5 steps to get it back.

              Be the hero in your organization’s quest for customer-centricity by ensuring your organization doesn’t fall victim to these four common mistakes.  It is possible to overcome each pitfall and emerge from your customer-centricity quest more competitive and resilient, better attuned to your customers’ needs and priorities, and well-prepared for the ever-evolving business landscape. Be brave adventurers and fully reap the rewards of a customer-focused future.

              ]]> 0:07:10 false 4 Common Mistakes in the Customer-Centricity Quest https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-1-300x300.jpg https://visionedgemarketing.com/ecosystem-maps-unlock-growth-possibilities/ 118770707 https://visionedgemarketing.com/?p=55955 Laura Patterson-VisionEdge Marketing President Tue, 05 Dec 2023 09:45:56 -0500  

              Imagine the business world as an intricate puzzle, with each piece representing a different participant in the business community: prospective and existing customers, suppliers, channel partners, influencers and connectors, and competitors. Just as solving a puzzle requires fitting the pieces together, businesses can strategically connect the dots of their ecosystem to create a comprehensive picture of growth and success. In this episode of What’s Your Edge? we’ll explore how deciphering the ecosystem puzzle lies in using what we call the Ecosystem Map to;

              • Gain insights into the market and competitive landscape
              • Reveal new growth opportunities
              • Unleash the full potential of your business

              The concept of a business ecosystem first appeared in the May-June 1993 Harvard Business Review article, “Predators and Prey: A New Ecology of Competition by James Moore. Moore said, “In a business ecosystem, companies co-evolve capabilities around a new innovation: they work cooperatively and competitively to support new products, satisfy customer needs, and eventually incorporate the next round of innovations.” Moore revolutionized the way we perceive competition and collaboration in the corporate world.

              In a business ecosystem, companies are not just competitors; they are players with unique roles and interconnections. Like diverse species in a thriving ecosystem, companies have distinct capabilities and roles, and they rely on each other for survival and growth. For example, in the smartphone industry, app developers, device manufacturers, operating system providers, and telecom companies form a complex ecosystem where their success is interlinked.

              According to McKinsey, “… ecosystem building is a critical pathway to build growth and resilience, with close to 50 percent of resilience leaders pursuing ecosystem strategies.” By understanding your ecosystem, you can co-evolve and interact cooperatively and competitively to support innovation, meet customer needs, and drive growth.

              The 5 Best Steps to Solve the Ecosystem Puzzle 

              To solve the business ecosystem puzzle you must understand the complex interplay among the various participants. Just like a puzzle coming together to form a captivating image, the business ecosystem map reveals an intricate web of relationships, dependencies, and untapped potential waiting to be explored.

              Mapping your business ecosystem is essential because it provides a comprehensive understanding of your position in the market, relationships with customers, key competitors, potential partners, and critical connections. By mapping your ecosystem, you can gain insights into strategic opportunities, expected and unexpected competitors, and potential new partners. Ecosystem maps guide businesses to confidently allocate their precious resources and fast-track their success.

              Emptying a box of puzzle pieces on the table and trying to piece it together without knowing what you’re creating can be done, but it is far easier if you work from a picture and have a methodology.  Whether a small puzzle or one comprised of thousands of pieces, we can follow the strategies for solving a jigsaw puzzle to create the ecosystem map.

              According to the Jigsaw Puzzle Guru, “one of the most popular and effective strategies for getting started with a jigsaw puzzle is to first sort through and assemble the edge pieces and then sort the pieces by color. Let’s use the same process to create your ecosystem map.

              Follow these five basic steps.

              1. Define the boundaries of your ecosystem. Identify the key players, including competitors, suppliers, current and prospective customers, partners, and other stakeholders. Consider both direct and indirect competitors to get a holistic view.

              2. Assemble the puzzle. This step often requires conducting research and collecting data. Gather data from internal and external sources to understand the roles and interdependencies of ecosystem players. If primary research is not an option, consider secondary research such as analyst report, and leveraging your customer advisory board. Then take these three steps using the data, customer feedback, industry trends, and competitor strategies.

              a.  Sort out the primary members of your ecosystem. If you’re new to ecosystem mapping, we recommend your puzzle edges include the following categories: customers and buyer types, suppliers and partners, industry connectors and influencers, and direct and indirect competitors.

              b. Sort each of the primary members into their appropriate group. For example, direct competitors in one group, indirect competitors in another, types of decision makers in one group of customers and types of recommenders in another, types of channel partners, trade show association in one group of connectors and analysts in another, and so on.

              c. Stick with the jigsaw strategy. Choose a corner and steadily work out methodically from that corner. You want to have as complete a group of participants for each corner as possible.

              3. Spot Opportunities. Identify key connections and relationships.

              a. Draw lines between your organization and your existing customers, partners, and connector relationships. Based on what you know, also draw lines between your existing customers and the influencers and connectors. Who is connected to influences and connectors that you are not?

              b. Arm yourself with research and do the same for existing and prospective customers for each connector. Look for potential partners, complementary offerings, and areas for collaboration.

              c. Use the research to then draw lines between competitors, customers, and connectors. Understand the strategies and capabilities of your competitors. Which competitors are also connected to your existing and prospective customers, existing and potential partners, and so on. Identify their strengths and weaknesses, potential threats, and areas where you can differentiate yourself.

              4. Create a visual representation of your ecosystem map. Use tools like flowcharts, network diagrams, spider charts, or mind maps to illustrate the relationships and interactions between ecosystem players.

              5. Validate and optimize your map. Involve key stakeholders, including customers and partners, in validating and optimizing the ecosystem map. Their insights and feedback will help refine the map and make it more accurate. This is an ideal opportunity to engage your customer advisory board.

              You’ve finished the puzzle and in doing so have created the ecosystem map that provides you with a view into the interplay among all the ecosystem members.

              Ecosystem Mapping for Insights into Expand and Defend Strategies 

              Companies recognize the need to implement new business models to grow. According to Accenture Strategy research, 60 percent of executives say ecosystems are the way to do it.

              The key is to use your ecosystem map to identify new opportunities and potential threats to your market position. For example, is there a way to leverage a market niche strategy? Are you at risk in any of your vertical markets? Are there opportunities with partners to diversify? Is there an opening for a land-grab strategy?

              Here are five ways the Ecosystem Map holds the key to unlocking untapped potential and growth opportunities, reducing investment risk, and expanding your competitive advantage:

              1. Brings clarity to the overall business landscape and insights into the interdependencies within the ecosystem.
              2. Reveals opportunities to enhance collaboration, develop new partnerships, engage new customers, and create innovative solutions.
              3. Identifies key connectors that can lead to avenues for expansion and new customer opportunities. For example, an e-commerce platform might use an ecosystem map to identify potential suppliers and logistics partners to expand their product range and reach new markets.
              4. Spots gaps in competitors’ positions and anticipates and counters competitors’ moves and strategies. For instance, a software company might use an ecosystem map to identify areas where its competitors have a stronger presence and develop strategies to defend their market share.
              5. Highlights untapped markets, customer needs, and strategic alliances waiting to be explored.

              The completed puzzle reveals a path to success, with all the pieces fitting together to form a harmonious and strategic landscape. Just as a puzzle captivates with its final image, the Ecosystem Map captivates with its potential for growth, innovation, and sustainable success.

              The Remarkable Power of Ecosystem Mapping

              The power of ecosystem maps lies in their ability to reduce investment risks, optimize growth opportunities, and facilitate collaboration among ecosystem players. The puzzle awaits. With the Ecosystem Map in hand, you can piece together a futu...]]> 0:10:07 false Is Your Growth Engine Firing on All Cylinders to Speed Results? | What's Your Edge? https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/segmentation-strategy-steps-seize-growth-market-leadership-2/ 118770674 https://visionedgemarketing.com/?p=55980 Laura Patterson-VisionEdge Marketing President Tue, 31 Oct 2023 04:45:47 -0400

              In the vast cosmos of business, growth shines like a distant star, beckoning companies toward success and prosperity. Amidst this celestial journey, businesses seek a guiding light to navigate the ever-expanding universe of opportunities. This guiding light is segmentation. Like the North Star or Southern Cross, it leads businesses to prioritize their efforts, allocate resources strategically, and chart a course toward sustainable growth and profit as found in a Bain & Company study, 81 percent of executives say market segmentation is a critical element for increasing profits.  Yet only 25 percent of the respondents believe their companies use it effectively. From the same study, over a 5-year period, organizations with great customer segmentation had 10 percent higher profit than organizations whose segmentation missed the mark.

              Even large companies fail at segmentation, losing millions and billions of dollars. This is not a “where man has never gone before” scenario. Over the course of 25 years, we have helped many companies de-risk segmentation initiatives. This edition of What’s Your Edge is focused on helping you do the same.

              Spotlight on the 3 Merits of Segmentation

              Segmentation enables you to divide the vast market galaxy into distinct clusters, each representing a set of specific target markets and customers. There are many merits to segmentation, these three are the most notable:

              1. Improving Customer-Centricity: By understanding the distinct needs and preferences of each segment, companies can tailor their Marketing, Sales, Product, and Customer Success efforts to engage and better serve their prospective and existing customers.
              2. Fueling Growth Trajectories: Segmentation serves as the cosmic fuel that propels businesses toward growth. Companies can ignite their growth trajectories by focusing on the most promising segments, maximizing revenue and market expansion.
              3. Staying Stellar Against the Competition: You’re not alone in the universe. Segmentation empowers your business to stay ahead of the competition. It enables you to identify untapped opportunities, outshine rivals, and carve a unique niche in the market.
              Segmentation: 3 Important Steps to Taking a Cosmic Perspective

              Imagine the business universe as an infinite expanse, with countless stars representing diverse customer groups.  You cannot reach them all. How do you decide which ones to pursue? That is the purpose of a segmentation model.

              Unveiling the cosmic phenomenon of segmentation requires a systematic approach and the right tools. Let’s look at three of the most important steps to creating a systematic approach and model.

              1. Identify Favorable Customer Constellations: Since it’s impossible to explore the entire galaxy, it’s best to begin by understanding what customers or markets have needs or opportunities you can meet and what constitutes a good customer for your company. This step requires you to derive insights from your data regarding customer demographics, needs, preferences, and buying criteria. Customers and markets that have needs that match your criteria for a good customer are you’re most viable opportunities.
              • • Let’s create a hypothetical example. Imagine your company offers an affordable AI API for software companies that have their software developed in JavaScript, Python, and SQL and use GitHub for software development and version control.  You offer implementation support and tools, a developer community, and are hoping to license the platform. Your company is also seeking implementation partners and considering how your company might white label your offer.
                • After completing your research, you identify at least five verticals, each with at least 100 prospective customers, that would benefit from integrating AI into their software to improve customer experience and outpace the competition and meet your criteria.
                • You have identified favorable opportunities. Now to the next step.
              2. Determine Access Routes: Once you have an idea about which customer constellations present good opportunities, your next step is to determine whether you can actually reach and engage with them. That is, are they accessible to you. In thinking about it, you decide accessibility might be based on whether you have existing partner relationships in the verticals, the amount of domain expertise your organization has in the verticals, whether you have any existing customers you can point to, and whether any competitors are entrenched in any of the verticals and if so to what degree and how hard or easy it might be to challenge them.
                 • In our example, after researching each of the potential vertical clusters, based on the accessibility analysis, you determine that you have the best chance of accessing three of the verticals.
                 • Now that you have a general idea of which constellations to pursue, it’s time to home in on the stars.
              3. Discover Stellar Customer Clusters: While in the same vertical, prospective customers in each vertical are not identical. After you’ve identified the potential verticals, the next step is to gain additional insight into the specific prospective customers.  You want to group these prospective customers within your verticals into distinct and unique clusters based on shared characteristics and needs.  Even though the verticals are different, you might find similar clusters of customers within the three verticals. This step will enable you to do more precise targeting and personalization.
                 • In our example, we might discover four common customer clusters across the verticals. For our purposes, we’ll name these four clusters:
                   • In-House Development Teams that are seeking an AI solution that provides robust APIs, integrations, and tools to extend and will help customize software to fit their unique requirements.
                   • Independent Software Vendors (ISVs) who are looking for an AI API platform that offers white-labeling capabilities, flexible licensing models, and support for third-party integrations to enhance the value of their products.
                   • Consultancies and System Integrators seeking an AI API platform that allows for easy customization and integration with existing systems.
                   • Freelance Developers and Startup Companies who are looking for an AI API platform that offers affordable licensing options, a supportive developer community, and tools to rapidly prototype and deploy solutions.

              You analyze the number of prospects in each cluster, the potential of each cluster in terms of revenue growth opportunities, and the market impact, and decide to pursue the first three.

              Wonderful. You have a systematic approach and you have developed a segmentation model that you can refine as needed.

              These are the three primary steps in the segmentation process. Of course, that’s only the beginning of the journey.

              Next up:

              • Determining the recommender, influencer, and buyer roles and personas for each cluster
              • Defining the customer buying journey
              • Crafting tailored strategies, initiatives, and touches for each prospective customer in each segment that will attract and engage them and move them through the buying journey.

              You’ll be able to gather data along the way as to how well the model is working and what changes are needed.

              Lead Your Company Toward Growth, Market Leadership, Success & Beyond

              While there’s no guarantee that you will gain traction in the segments you choose, if you are facing a vast expanse of business possibilities, segmentation serves as the guiding Star, that will lead your company towards growth, success, market leadership, and beyond. By dividing the market universe into distinct and unique segments and identifying the best customer stars, your business can navigate through the cosmic challenges, targeting your efforts and resources precisely.

              We have deep expertise in helping companies:

              1. Build a model for current, and future, expansion evaluations.
              2. Identify segmentation criteria.
              3. Determine ranking and weighting for the criteria.
              4. Choose the best expansion candidate(s) based on an accessibility/opportunity quadrant.
              5. Identify and reduce brand, ecosystem, and competitive risks in the chosen expansion area.

              Have questions about market or customer segmentation? We have great answers. 

              You Might Also Like

              Our Market and Customer Segmentation Workbook. Backed by 25 years of experience, this interactive and highly affordable workbook will help you:

              • De-risk your segmentation strategies.
              • Enable you to make confident and profitable segmentation decisions.
              • Provide a model for current and futu...]]> 0:09:09 false Is Your Growth Engine Firing on All Cylinders to Speed Results? | What's Your Edge? https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-1-300x300.jpg https://visionedgemarketing.com/segmentation-strategy-steps-seize-growth-market-leadership/ 118744735 https://visionedgemarketing.com/?p=55913 Laura Patterson-VisionEdge Marketing President Tue, 03 Oct 2023 10:05:42 -0400

                Customers are the gold vein for every business.  As such, businesses continuously embark on the exciting treasure hunt to find and keep customers. Unearthing the hidden treasures of customer acquisition and customer retention leads to growth and prosperity. The quest to discover new customers and retain the loyalty of existing ones is not without challenges. Competitors lurk like claim jumpers, often vying for the same valuable customers. Moreover, the map to customer satisfaction and customer loyalty is ever-changing, requiring businesses to decipher clues and adapt their customer-centric strategies.

                And that’s the focus of this episode of What’s Your Edge?  We’ll explore the importance of well-crafted customer-centric strategies, guided by data-driven customer insights that will help you strike it rich when it comes to customer acquisition and retention.

                The Goal of the Hunt: Better Customer Acquisition & Customer Retention

                In the world of treasure hunting, business leaders become adventurers, with the first goal being to discover the hidden treasures of customer acquisition. Like explorers surveying uncharted lands, businesses conduct market research to identify potential customers, lucrative customer segments, and prospective new territories. With treasure maps based on market and customer insights and competitive intelligence, businesses are better able to chart a course to target and attract new customers with precision.

                Similarly, the quest for customer retention is like safeguarding precious gems once unearthed. As vigilant treasure keepers, business leaders must focus on providing exceptional customer experiences to retain high lifetime value customers. Data-driven insights act as a map of clues, guiding businesses to deliver personalized experiences designed to achieve customer loyalty and advocacy.

                The 4 Steps for Successfully Unearthing Data-Driven Customer Insights

                Treasure-hunting strategy success begins with knowing where to look. Seasoned treasure hunters decode ancient manuscripts and rely on a well-crafted treasure-hunting strategy guided by data-driven insights.  Seems obvious, right? And while 74% of firms say they want to be “data-driven,” only 29% say they are good at connecting analytics to action. But there is significant value to your business when you can harness the power of data-driven insights. According to a McKinsey and DataMatics study, the likelihood of generating above-average profits and marketing earnings is around twice as high for those that apply customer analytics broadly and intensively compared to those who aren’t strong in customer analytics.

                The foundation for leveraging data-driven insights begins by having a data-driven culture. In addition to fostering a data-driven culture, here are 4 other efforts every company can undertake to acquire data-driven customer insights:

                1. Equip Your Team with Advanced Tools and Gear: Armed with state-of-the-art tools and gear, treasure hunters can navigate treacherous terrains and overcome obstacles. In the data-driven world, investing in cutting-edge data infrastructure and analytical tools provides the essential equipment for the team to acquire data and process and analyze it effectively. This may include data storage solutions like data warehouses or data lakes, data integration platforms to consolidate data from various sources, and advanced analytics tools for data processing, visualization, and analysis. Implementing the right technology stack empowers your teams to derive meaningful insights. This advanced gear ensures they can dig deeper into the data mines, revealing hidden gems of insights.
                2. Assemble the Adventurous Crew: Just like an experienced treasure-hunting team, a company needs to build a crew of skilled data professionals who will be the fearless adventurers in this data-driven quest. Data scientists, analysts, and engineers form the backbone of this crew, bringing their expertise to decipher complex datasets and unlock the secrets they hold. Furthermore, investing in ongoing training and upskilling programs for existing employees can help create a data-literate workforce throughout your organization. This ensures that insights are not only generated by specialized teams but are accessible and understood by various departments, enabling data-driven decision-making across the board.
                3. Navigate the Data Labyrinth: Data can be a maze, with vast amounts stored in various locations and formats. Like a treasure hunter exploring a vast jungle, the data crew must navigate this labyrinth to gather all the relevant information. Data integration platforms become the compass guiding them through this tangled data jungle, ensuring they collect a comprehensive dataset for analysis. Wondering what kind of data to navigate? Successful treasure hunters gather intelligence about the terrain they will explore. Similarly, companies must conduct thorough market research to gain insights into the competitive landscape, industry trends, and customer preferences. This investigation equips your organization with valuable knowledge to tailor your approach and gain a competitive advantage.
                4. Decode the Clues: In both treasure hunting and data exploration, valuable discoveries are hidden behind intricate clues. The data adventurers, armed with their knowledge and expertise, must decode the data, uncovering patterns and connections that lead to actionable insights. This process is akin to deciphering ancient scrolls that reveal the secrets of the treasure’s location. Like deciphering these ancient scripts, every business needs the expertise to use data-driven insights to decode changing customer preferences and market dynamics to adapt their strategies and stay ahead of competitors.
                Customer Acquisition: The Process of Finding Hidden Treasure

                Embarking on a treasure hunt for new customers is an exciting endeavor for any company. It begins with a map that marks the location of potential riches. Similarly, companies need to define their target audience, map the customer journey, and create customer personas. By understanding who their ideal customers are, what they need, and where they can be found, you can lay the groundwork for an effective customer acquisition strategy.

                As part of being a well-prepared treasure hunter, you will need to assemble a skilled Sales and Marketing team to spearhead the customer acquisition efforts. This team will leverage various strategies to attract and engage potential customers, choose the appropriate marketing channels and technology to effectively reach your target audience, develop an opportunity scoring model, and navigate the customer journey. The ultimate goal of the hunt is to find valuable prospects that convert, ideally sooner than later, into customers.

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                Guard Your Found Treasure: 5 Best Practices for Customer Retention

                While it’s important to celebrate the acquisition of new customers, business leaders must act as vigilant guardians, protecting the treasure of customer retention and advocacy. Use customer insights to provide excellent post-purchase support, personalized experiences, and exceptional service in order to turn new customers into loyal brand ambassadors who will contribute to future customer acquisition efforts.

                Satisfied customers can be powerful advocates who refer new customers and more importantly, it is good business. Here are five best practices for customer retention:

                1. Provide Exceptional Customer Service and Experience: Customers value excellent service. According to a study by PwC, 73% of customers say that customer service plays a significant role in their purchasing decisions. And according to Ebbo, 93% of customers with excellent brand experience are more likely to repurchase. Going above and beyond to meet customer needs and promptly resolving issues can create loyal customers who are more likely to stay with your company.
                2. Offer Personalization and Customization: Customers appreciate personalized experiences. According to a report by Epsilon, 80% of customers are more likely to do business with a company that offers person]]> 0:11:04 false Is Your Growth Engine Firing on All Cylinders to Speed Results? | What's Your Edge? https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/de-risk-your-strategic-planning-execution/ 118041471 https://visionedgemarketing.com/?p=55834 Laura Patterson-VisionEdge Marketing President Tue, 12 Sep 2023 09:45:15 -0400 Business leaders must continuously engage in strategic planning to steer their organizations toward growth and success, especially when facing a dynamic and unpredictable environment. In this episode of What’s Your Edge, we’ll explore 12 ways you can de-risk your strategic planning and execution. Strategic planning has both advocates and detractors, especially as to whether it positively impacts operational performance. Bert George, Richard Walker, and Joost Monster conducted an extensive analysis to determine whether strategic planning improves organizational performance. Their study found evidence of significant performance benefits related to strategic planning effectiveness.

                   We concur with their conclusion that “simply having a plan is not enough. Strategic planning must entail an informed process during which the internal and external environment is analyzed, clear strategies and outcomes are defined based on the analysis, and different courses of action are generated and considered before making final decisions.” To stay on course, it is paramount for leaders to think like a ship’s captain and undertake three essential steps as part of their strategic planning to ensure a superior foundation for growth and successfully navigate the ever-changing business seas:

                   1. Review and recalibrate performance.

                   2. Set realistic outcomes and objectives.

                   3. Select and implement winning strategies.

                   Here’s what we’ll cover in this episode:

                   1. What to Assemble Before Starting your Strategic Plan

                   1. Relevant Data
                   2. Past Performance
                   3. SWOT Analysis

                   2. Key Attributes of a Best-in-Class Strategic Plan

                   1. Specificity and Clarity
                   2. Actionable Milestones and Relevant Performance Targets
                   3. Operational Feasibility

                   3. Strategy Questions to Ask Yourself

                   1. Are We Positioned for Success?
                   2. Have We Fully Assessed Opportunities and Risks?
                   3. Do We Have a Culture of Innovation?

                   4. Execution Success Requirements

                   1. Aligning and Securing Resources
                   2. Monitoring Execution and KPIs
                   3. Creating Effective Communication Channels
                   Evaluate these 3 Elements Before Crafting Your Growth Plan

                   It is paramount when setting a future course that you first review past performance and recalibrate performance targets.  This step provides valuable insights into what did and didn’t work and informs decision-making. Sailors keenly observe the position of the stars, wind direction, and the ship’s speed. So too must business leaders analyze key performance indicators and evaluate the effectiveness of their strategies.

                   By regularly reviewing performance, you can identify areas of strength, pinpoint potential weaknesses, and make informed course corrections to ensure your ship stays on course. These three elements are essential to conducting a comprehensive organizational performance review:

                   1. Data: Just as sailors use instruments and navigational tools to assess progress, business leaders need to collect relevant data. Valuable performance data sources include financial reports, sales figures, customer feedback, employee performance data, and market trends. Analyze this information to identify patterns, trends, and areas for improvement.

                   2. Performance Measurement: Key Performance Indicators (KPIs) act as the compass for every business, indicating whether the business is moving in the right direction. If you haven’t already done so, define and track measures, metrics, and KPIs that are aligned with your business outcomes. This could include metrics such as rate of growth compared to the competition/market, customer lifetime value, market share, and employee productivity. Regular tracking and evaluation of your KPIs will help you gauge progress, identify gaps, and make data-driven decisions.

                   3. SWOT Analysis: Captains constantly assess their vessel’s strengths and vulnerabilities. It’s no different for a business leader. Evaluate your organization’s internal strengths weaknesses, external opportunities, and threats, known as a SWOT analysis. This analysis helps identify competitive advantages, areas that need improvement, potential market opportunities, and external factors that may impact your business. Insight from the SWOT analysis enables you to adjust your strategies and allocate resources accordingly.

                   A successful strategic plan is market and customer-oriented with a focus on expanding market share, improving customer experience, accelerating customer acquisition, retaining more high value customers, and growing customer lifetime value. Your customer-centric, marketing-experienced board member can provide valuable growth, market, customer, and competitor insights as well as guidance throughout the planning process and beyond. The Darden School of Management Research Gate report “When and How Board Members with Marketing Experience Facilitate Firm Growth” found when analyzing 64,086 board member biographies that a company’s annual revenue increased by 6.7% if the board included at least one marketer and that not having one put companies at a competitive disadvantage.

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                   The Best Strategic Growth Plans Consist of Realistic Outcomes and Objectives

                   Like a sailor mapping their journey with defined waypoints, your business needs clear outcomes and objectives to guide your team’s efforts and gauge progress.  Matching your outcomes and objectives with your company’s mission and vision is essential. This is an effective way to align your teams, monitor progress, and ensure your organization stays on track. Superior outcomes and objectives incorporate these elements:

                   1. Specificity and clarity: Outcomes should be specific and well-defined, outlining the organization’s goals. Appropriate functional objectives should directly link to an outcome enabling you to form a logic and metrics chain. Each outcome and objective should be measurable, allowing progress to be tracked and evaluated. Ideally, they are customer-centric and market-oriented, reflecting your organization’s understanding of customer needs, market trends, and competitive dynamics. The prioritization of customer satisfaction, market growth, and innovation act as guiding stars, providing strategic direction and purpose to the organization’s journey.

                   2. Actionable milestones and relevant performance targets: Ship captains break down the journey into manageable legs and use navigational tools to measure progress. As the captain of your ship, establish actionable milestones, performance targets, and measures to track and measure the achievement of both outcomes and objectives. Break down objectives into smaller, achievable milestones, to ensure steady progress. Choose metrics that are aligned with the defined outcomes and objectives and quantify performance. Measures can be related to net new customer acquisition, customer retention, customer loyalty, referral rates, footprint expansion, share of wallet, market share, product adoption rates, etc. Setting relevant and meaningful measures enables leaders to monitor progress, measure performance, and make informed decisions.

                   3. Operational feasibility: While it’s important to set ambitious outcomes and objectives, leaders must also ensure that these can be effectively operationalized within the organization’s capabilities and resources. Skilled sailors maximize their vessel’s potential and teamwork to reach their destination. Stellar leaders know they must ensure operational viability and empower their organization to steer toward success. How? Just as sailors consider the capabilities of their vessel and crew and rely on collaboration among the crew, be sure your organization has the capacity to deliver on, and the collaboration skills to achieve, the established outcomes. ...]]> 0:12:45 false Is Your Growth Engine Firing on All Cylinders to Speed Results? | What's Your Edge? https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/build-an-engine-that-drives-growth-creates-customer-value/ 128527416 https://visionedgemarketing.com/?p=54819 Laura Patterson-VisionEdge Marketing President Tue, 16 May 2023 08:45:33 -0400 Business-to-business(B2B) success is measured by growth. Companies that sustain profitable growth over time know how to make sure all aspects of their organization create and/or enable customer value through customer-centricity. This includes every functional department within the organization from Human Resources/Talent Management to R&D, to Finance, to Production/Manufacturing, from Marketing, to Sales, to Implementation/Shipping, and Customer Service. And that all the associated processes such as product conception, product development, and service delivery, are firing on all cylinders to create customer value and drive growth.

                   1. What does it mean to fire on all cylinders in your company?
                   2. How do you spot misfires?
                   3. What can you do to keep your engine humming?

                   The answers to these questions are the focus of this episode of our What’s Your Edge? podcast.

                   When your growth engine is at maximum efficiency, it means that every department within the company is operating at peak performance, aligned around the organization’s business outcomes, and working together to achieve these.  Sounds relatively easy, right? But it takes only one weak link in the engine to result in an engine misfire.

                   Engine Misfires are Costly and Put Businesses in Growth Jeopardy

                   Worn out plugs, dirt or carbon in the fuel injector, a failed ignition coil pack, vacuum leaks, or a faulty oxygen sensor are among the reasons for engine misfires.  When an engine, such as your car engine, isn’t operating on all cylinders, the result can be expensive and/or dangerous:

                   • Decreased gas mileage which results in increased fuel costs.
                   • Slow acceleration or noticeable loss of power can impact maneuvering in traffic or being able to avoid an accident.
                   • Engine stalling potentially setting up a scenario for an accident.

                   While there may be a number of signs an organization isn’t firing on all cylinders, these three are among the most common.

                   1. A noticeable loss of customers or market share. Success in any industry requires keeping your customer retention rates above the average. And for most organizations, that means close to, or above, an 80% retention rate.
                   2. High customer acquisition costs, difficulty closing net new customers, or a poor win/loss ratio. In B2B companies the average rule of thumb for customer acquisition costs is 3:1, that is you spend approximately 33 percent of the average Lifetime Value on acquiring new customers. According to research by the Rain Group, the average win rate across industries is 47%.
                   3. Low customer engagement across the customer journey resulting in low pipeline coverage ratio. According to Investopedia, analysts expect a pipeline coverage ratio of three or better.

                   It is easy to see that these types of engine misfires are costly and potentially put your business at risk. Let’s examine some of the major functions in an organization and how they provide the power necessary to grow your business and create customer value.

                    

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                   How do Major Cylinders Improve Your Growth Mileage?

                   An engine, specifically a car engine, converts your fuel (gas or electricity) into energy that causes your wheels to turn in order to move the car.  The same is true for the functions and processes that serve as the engine for your business.  Let’s briefly look under the hood at five important cylinders that comprise your business engine and enable your organization towards growth and customer value:

                   • Product Development and R&D: Without a great product or service, it’s difficult to achieve growth. However, it’s not enough to simply have a great product. It’s also important to continuously innovate and improve upon it. This is where R&D comes in. Companies with superior R&D capabilities have higher revenue growth rates than those with inferior R&D capabilities. Companies that invest in R&D are able to stay ahead of the competition and continue to provide value to their customers.
                   • Marketing: Once a great product or service (solution) has been developed, it’s important to let the world or at least your target market know about it. Marketing is the process of attracting and keeping customers to generate revenue. Marketing and the strategies they develop and execute are the keys to creating demand for your solution. When you have demand, you have a sales pipeline. We’re not talking about measuring the number of qualified leads, we’re talking about creating demand from new and existing customers. Ultimately this demand is captured in the sales pipeline. The sales pipeline is a great way to gauge a company’s health.
                   • Customer Support/Service: Once a product has been sold, it’s important to provide the necessary support to ensure customer satisfaction, retention, and referrals. This includes everything from training and implementation to ongoing maintenance and support. HubSpot research found that 93% of customers are likely to make repeat purchases with companies that are customer-centric and offer an excellent customer experience.
                   • Sales: Sales is the department that is responsible for closing the deal and bringing in profitable revenue. Sales teams, whether direct or indirect, need to be knowledgeable about the product or service and be able to effectively communicate its value to potential customers. By calculating the profit ratio (net income divided by sales revenue) businesses can reveal how much of every dollar brought in by sales actually makes it to the bottom line.
                   • Human Resources (HR)/Talent Management: HR improves the company’s bottom line with its knowledge of how human capital affects organizational success. Pay, performance management, training and development, recruitment, and onboarding, and reinforcing the values and culture of the business are all within the domain of HR. Effective human resource management enables companies to recruit and retain employees, improve and enhance the organization, and ensure the organization creates an environment conducive to a positive employee experience.  According to the recent Forbes Insights Research, “The Experience Equation: How Happy Employees and Customers Accelerate Growth”, companies that deliver great employee and customer experiences are growing almost twice as fast as companies that stumble in both areas. Of the executives surveyed, 70 percent agreed that a better employee experience leads directly to a better customer experience.
                   The Importance of KPIs to Drive Alignment and Collaboration

                   Each of these functions plays a critical role in achieving your organization’s business outcomes. However, it’s not enough for each function to operate independently. A study by Deloitte found that companies that prioritize collaboration are twice as likely to be profitable. This level of performance can only be achieved when each department is aligned with the company’s outcomes and is working collaboratively towards achieving those goals. Just like an engine needs all of its cylinders to fire as designed in order to operate at peak performance, your company needs all of its departments to work together.

                   Planning and performance management are two parts that support alignment and collaboration.  The organization’s overall strategic and operational plans serve as the foundation for each department’s plan.  To achieve alignment its essential that the individual department’s plan ladder up to the umbrella plans.

                   Two critical aspects of a good plan are that it is customer-centric and measurable. How do you decide the overarching metrics for every department’s plan?  You ensure the measures in the plan will logically link to the organization’s key performance indicators (KPIs), that is the metrics your organization is willing to invest in to improve, create customer value, and accelerate growth.  In this way, KPIs serve as an excellent alignment and performance management tool.

                   Therefore, it is crucial to wisely select your KPIs.  Because we live in the age of the empowered customer, in addition to traditional KPIs around financial measures, we recommend three customer-centric KPIs that every departme...]]> 0:09:42 false Is Your Growth Engine Firing on All Cylinders to Speed Results? | What's Your Edge? https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/brand-authenticity-builds-trust-loyalty/ 128527722 https://visionedgemarketing.com/?p=54709 Laura Patterson-VisionEdge Marketing President Tue, 11 Apr 2023 08:45:54 -0400 Building a brand is like building a house. You need a solid foundation, strong walls, and a roof that keeps everything inside safe and dry. When you have an authentic brand, you have the foundation for building customer trust and customer loyalty, as well as trust with employees, and partners. But, without authenticity, your brand reputation is like a house of cards, ready to come tumbling down at the slightest gust of wind.

                   Brand authenticity is the degree to which a brand is perceived as being genuine, honest, and true to its values and promises. It’s not just about having a strong logo or a catchy slogan; it’s about creating a brand that customers can trust and believe in. Authenticity means being true to who you are as a brand and consistently delivering on your commitments. 

                   As a key element of customer-centricity, the bottom-line impact of an authentic brand includes: 

                   1. Amplified customer trust, loyalty, and advocacy  
                   2. Higher revenue from existing and new customers 
                   3. Better brand equity which moves in tandem with customer equity (LTV) 
                   4. Improved profitability 
                   5. Increased shareholder value 
                   B2B Companies Reap the Benefits of Authentic Branding 

                   Before you say, branding matters more for B2C (business-to-consumer) than B2B (business-to-business) companies, I want to reassure you that is not the case. In fact, 70% of B2B buyers cite company reputation as the most influential factor when choosing with which company to do business.  

                   Authentic branding can help B2B companies differentiate themselves from their competitors, establish customer trust and credibility, and increase customer loyalty. We believe that to be successful, all brands need to be authentic.

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                   Here are three examples of B2B companies that have successfully created an authentic brand by staying true to their values, remaining consistent in their messaging and positioning, and focusing on their customers’ needs and expectations: 

                   • HubSpot is a marketing, sales, and customer service software company that has built its brand around the concept of inbound marketing. The company’s brand values, which include being helpful, transparent, and empathetic, are reflected in its marketing campaigns, blog posts, and customer interactions. HubSpot’s commitment to helping its customers succeed has helped the company build a loyal following among B2B marketers and sales professionals. 
                   • Salesforce is a customer relationship management (CRM) software company that is known for its commitment to social responsibility. The company’s brand values, which include trust, innovation, and equality, are reflected in its marketing campaigns, events, and product offerings. Salesforce’s commitment to social responsibility has helped the company attract customers who value sustainability and ethical business practices. 
                   • Mailchimp is an email marketing software company that has built its brand around the concept of simplicity. The company’s brand values, which include being easy to use, fun, and empowering, are reflected in its marketing campaigns, product design, and customer support. Mailchimp’s commitment to making email marketing accessible to everyone has helped the company build a loyal following among small businesses and startups. 
                   Why Having an Authentic Brand is Important

                   Why is brand authenticity important? Because brands perceived to be authentic garner more customer satisfaction, retention, and advocacy, which ultimately leads to increased revenue and growth. When a brand is perceived as authentic, it creates a sense of dependability and reliability, just like a house that is built to last. When customers believe that a brand is authentic, they are more likely to buy from that brand and remain loyal over time. Authenticity also helps businesses stand out in a crowded market. In a world where your customers are bombarded with marketing messages at every turn, an authentic brand can cut through the noise and capture their attention.

                   Finally, brand authenticity is critical for customer-centricity. Authentic brands are more likely to focus on the needs and preferences of their customers, leading to better products, services, and overall customer experience. 

                   Here are a few additional data points that back up these claims.  

                   • Prior to merging with BCW, Cohn & Wolfe surveyed 15,000 people around the world and found that 91% of them are willing to reward a brand they consider authentic through purchases and recommendations.  
                   • 64% of participants in a study by Edelman said they are more likely to buy from a brand that shares their values.  
                   • A study by the Harvard Business Review found companies that are perceived as authentic by their customers outperform their competitors by a factor of three. 
                   • 73% of participants in a PwC study say that a good experience is key in influencing their brand loyalties. 
                   Keep the Brand Authenticity Spotlight on All Messaging and Positioning  

                   The implications of having an authentic brand are significant when it comes to messaging and positioning. Customers are becoming increasingly savvy and skeptical. They can easily spot a brand that is trying too hard to be something it’s not. The effects of messaging that fails to be perceived as authentic are long-lasting.  

                   Messaging is the way a brand communicates with its target audience. An authentic brand has a clear and consistent message that resonates with its target audience. This message is reflected in everything the brand does, from product development to selling to its customer service.  

                   Positioning is the way a brand is perceived by its target audience in relation to its competitors. An authentic brand that delivers on its promises can position itself as a leader in its industry and stand out from its competitors. An ever-changing market, including new look-alike competitors, or entry into new markets or segments, can necessitate a change in your positioning and messaging strategy.  

                   The 5-Step Ladder of Success to Build Brand Value

                   So, how can a business create an authentic brand? Here are five steps to get started: 

                   1. Define your foundation: Just like a house needs a strong foundation, your brand needs a set of core values that serve as the foundation for everything you do. What do you stand for as a brand? What are the core principles that guide your business? Defining your values is the first step to building a strong foundation for your brand.
                   2. Construct solid walls: With a strong foundation in place, it’s time to build the walls of your brand. These walls represent the consistency and reliability of your brand. Be transparent about your business practices, products, and services. If something goes wrong, own up to it and work to make it right. By building solid walls of trust and transparency, you’ll strengthen brand reputation and create a strong sense of reliability and dependability around your brand.
                   3. Install a sturdy roof: A sturdy roof protects your house from the elements, and in the same way, your brand needs to protect your reputation. Make sure you deliver on your brand promises no matter what. If you promise exceptional customer service, make sure your customer service is exceptional every time. By delivering on your promises, you’ll build a strong brand reputation, as well as customer trust and customer loyalty.
                   4. Listen to the sounds outside: Just like a house needs to be aware of the sounds outside, your brand needs to listen to its customers. Pay attention to what they are saying and need. Use their feedback to improve your products and services, and to inform your marketing and sales initiatives. By listening to your customers, you’ll build a brand reputation that is responsive to their needs and concerns. 
                   5. Make sure everything is in sync: Just like a house needs everything to be in sync to function properly, your brand needs consistency across all touch points. Make sure your messaging, product and service processes, and customer experience are aligned to the 0:09:18 false Build Trust and Loyalty: The Importance of Brand Authenticity For Your Business https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-4-300x300.jpg https://visionedgemarketing.com/7-tips-business-scaling-success/ 128568335 https://visionedgemarketing.com/?p=54594 Laura Patterson-VisionEdge Marketing President Tue, 21 Mar 2023 08:45:17 -0400 Scaling a business is the focus of this episode of What’s Your Edge? Scaling, regardless of the company stage, has been a recurring topic in many of our customer, partner, and prospect conversations of late.  We too have been exploring how to scale which is why we launched our online store.  Scaling a business is often compared to climbing a mountain, and for good reason. Both endeavors require perseverance, dedication, a willingness to take risks, and performance management. In this episode we’ll explore seven success factors for scaling, with particular emphasis on planning, preparation, technology, guides and sherpas.

                      Scaling your business allows for increased revenue without a proportional increase in costs. In other words, it’s about achieving organic growth without sacrificing profitability or performance. Scaling however, doesn’t come for free. It requires significant financial investment. And it can be particularly challenging because it often involves expanding into new markets, developing new products or services, and managing larger teams. All of these initiatives require investment and make it difficult to maintain the momentum needed to achieve success. 

                      Why is scaling important? Here are several reasons. It: 

                      • Allows your business to increase revenue, performance, and profitability, which is crucial for long-term success. 
                      • Helps your business stay ahead of the competition. 
                      • Enables your business to offer more to your customers than your competitors can.  

                      On thought we want you to keep in mind given the current economic environment is that scaling can be about climbing up as well as down. Should demand decline or there are fundamental shifts in the economy, scaling is important. In either instance, scaling your business can be a difficult and sometimes treacherous journey. With the right approach and a willingness to learn from mistakes, it is possible to reach the summit or manage a descent in way that achieves success.  

                      The 7 Best Mountaineering Tips to Scale Confidently

                      Climbing is fraught with obstacles, including treacherous terrain riddled with competitive predators, unexpected market and economic conditions, and team exhaustion. We can apply seven success factors for mountain climbing to any business that wants to scale.

                      1. Set a clear outcome: Just like a mountain climber needs to have a clear vision and a well-defined success outcome, scaling requires a clear vision and an outcome that is specific, measurable, and achievable. Vision and outcomes guide your decision-making and ensure that everyone in your organization is properly mobilized to achieve the result.
                      2. Assess the terrain: Before climbing, a climber does their research about the mountain – everything from gathering information about the mountain terrain itself as well as the surrounding area, weather conditions, and any dangerous animals and plant life. In the business world, this translates to conducting research and assessing the market and competitive environment.
                      3. Assemble the right team with the right skills: Mountain climbing and scaling most often requires a team effort. To successfully scale you may need to recruit different people, work with the right partners, and build a strong network. It is important to hire and contract people with the skills you need to thrive and that can work together to achieve your outcome. When scaling a business, a board of directors can be likened to a team of experience mountain guides and sherpas who can help you navigate the terrain and provide valuable guidance and support to reach your destination safely. Leverage your boards collective expertise and experience to help you make informed decisions and avoid potential pitfalls.
                      4. Develop a plan: A mountain climber needs a detailed plan that outlines each step of the route they intend to take. Climbers consider various scenarios they might encounter and develop contingency plans in case of one of these emerges. Be sure you have a detailed plan that outlines each step of the scaling process, including contingency plans in case of unexpected obstacles.
                      5. Take calculated risks: Mountain climbing involves taking calculated risks informed by data and experience. Scaling your business also involves taking calculated risks. Collect and analyze data that will help you weigh the potential benefits against the potential risks to inform major decisions.
                      6. Establish performance targets and monitor progress: Mountain climbers set milestones for each part of the climb, monitor their progress, and adjust their plan accordingly. The same applies to business. Set clear performance targets for each stage of your climb. 
                      7. Stay focused: Both mountain climbing and scaling a business require a great deal of focus, resilience, and perseverance. It is important to stay committed to the outcome and keep moving forward, even when the going gets tough. Trying to do too many things at once can be overwhelming and can lead to a loss of focus. When scaling your business, start with your core strengths and build from there. This could be your success with a set of products or in a particular market.

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                      How to Avoid the Need for a Mountain Rescue: 3 Factors

                      Many factors contribute to scaling success; there are three however that are critical for a successful climb: 1) your plan and preparation, 2) gear and equipment, and 3) sherpas and guides. These three deserve a deeper dive, otherwise, your climb will face extreme difficulty.

                      Your plan and preparation: Climbing a mountain requires careful planning and preparation. This includes researching the mountain and its conditions, developing a detailed itinerary, and ensuring that all necessary permits and equipment are in place. It also involves physical training to build strength and endurance, as well as mental preparation to manage the stress and uncertainty of climbing.

                      Scaling your business requires a well thought out strategy and the ability to adapt to changing circumstances.  

                      Before you try to scale, create your plan. 

                      A business scaling plan is different from a business plan in that it specifically focuses on the strategies and tactics that a business will use to scale after it has already established itself. A traditional business plan typically outlines the overall business concept, target market, financial projections, and other key elements. A scaling plan is more focused on the next phase of the organization’s life stage, ideally growth and expansion. 

                      The market analysis for scaling typically focuses on existing markets to identify new opportunities for success. Marketing, sales, and operations efforts address optimizing and expanding strategies and existing operations and logistics to drive customer growth and support expansion.  

                      As with any plan, the scaling business plan should be a comprehensive roadmap that outlines the specific strategies and tactics that your business will use to achieve its growth goals. 

                      Gear and equipment: Mountain climbers know that the right gear and equipment can make the difference between success and failure. This can include the right technology, processes, and systems.

                      Technology can be a powerful tool. It can help streamline processes, improve efficiency, and provide valuable data insights. The key is to identify the areas that will benefit most from the scaling initiative and then invest in the right tools and resources.  

                      These three technologies are fundamental because of their overall impact on processes and business sustainability.  

                      • Customer Relationship Management (CRM) software: This technology helps businesses manage their interactions with customers and prospects, track sales and marketing efforts, and analyze data to improve customer engagement. As a business evolves, managing customer relationships becomes increasingly important, and a CRM system can help streamline these processes.  
                      <...]]> 0:12:07 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/will-your-customers-make-your-next-solution-a-blockbuster-hit/ 128492711 https://visionedgemarketing.com/?p=54359 Laura Patterson-VisionEdge Marketing President Tue, 21 Feb 2023 08:45:37 -0500 0:10:01 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-300x300.jpg https://visionedgemarketing.com/performance-management-your-business-growth-gps/ 128492710 https://visionedgemarketing.com/?p=54041 Laura Patterson-VisionEdge Marketing President Tue, 17 Jan 2023 09:45:07 -0500 0:07:47 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-5-300x300.jpg https://visionedgemarketing.com/data-trends-data-patterns-deliver-growth-and-insights/ 128492709 https://visionedgemarketing.com/?p=53877 Laura Patterson-VisionEdge Marketing President Tue, 29 Nov 2022 09:45:50 -0500 0:06:10 false 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Marketing President Tue, 10 Dec 2019 08:30:53 -0500 0:10:10 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-28-300x300.jpg https://visionedgemarketing.com/how-your-peers-create-future-growth/ 128511233 https://visionedgemarketing.com/?p=47910 Laura Patterson-VisionEdge Marketing President Tue, 05 Nov 2019 09:40:46 -0500 0:18:07 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-29-300x300.jpg https://visionedgemarketing.com/run-marketing-ops-achieves-effective-efficient-marketing-performance/ 128511232 https://visionedgemarketing.com/?p=47243 Laura Patterson-VisionEdge Marketing President Tue, 22 Oct 2019 09:45:58 -0400 0:08:10 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-30-300x300.jpg https://visionedgemarketing.com/marketing-performance-journey-diamonds-pressure/ 128511231 https://visionedgemarketing.com/?p=47239 Laura Patterson-VisionEdge Marketing President Thu, 12 Sep 2019 09:45:11 -0400 0:04:44 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-31-300x300.jpg https://visionedgemarketing.com/create-data-models-five-step-process/ 128511230 https://visionedgemarketing.com/?p=47231 Laura Patterson-VisionEdge Marketing President Thu, 22 Aug 2019 09:45:19 -0400 0:05:22 false https://visionedgemarketing.com/wp-content/uploads/2024/03/WYE-cover-copy-33-300x300.jpg