What is the best KPI to measure your customer relationship? Of course, you hear about NPS, sales and many more sophisticated ways to take the pulse but at the end of the day, what you are seeking is to drive behaviour change.
Now, the problem we are dealing with is having CRMs, CLM (Close-Loop-Marketing), and many more tools with a lot of data categorised and with fairly low adoption of usage from Marketers.
Why not? Well, the missing link is that it is still difficult to link-up a brand message, within a brand touchpoint with the behaviour of a customer. Of course, you have the sales reps qualifying a visit, sliding up and down, left and right on his tavblet, but with the increasing amount of non-personal promotional channels, the loop of insights is less easy to read.
Introducing Brands Learning Moments
Let’s start with a concept called a brand learning moment. Let’s define together that any piece of experience with your brand is an opportunity to shift from unaware to aware, from aware to user, and from user to heavy user.
This is a classical A-B-C shifting model but here we associate from the get-go the notion of driving the experience through personalised brand content. Each brand learning moment is designed to help you shift from one letter to the other. The number of touchpoint and content consumption to shift properly is also defined by marketers. Let’s take an example: a diabetes drug is requiring 3 modules to shift from unaware to aware. 50% of attention span within these 3 modules is necessary to correctly understand the USPs before trying the product. One module is necessarily pushed at 80% of the time through Sales Reps. 20% could be done by emailing and/or a product website. Module 2 and Module 3 could be pushed fully by non-personal promotional channels if Module 1 is fully completed.
Personalise value-based story by observing the customer’s context
Needless to say that at each page of these modules, you have 2 branches coming up: you can raise interest and are required to dive-in a specific question or an objection. The mapping of your strategic product’s story would, therefore, anticipate these 2 scenarios at each Brand Learning Moments and their respective content touch-points/channels.
Why? This seems so complex on paper why bother you might ask… In fine, this is a good way to sync channels together so that a story could start on one channel and ends up on another. It is like you would like to buy a car, and your experience with that car start on a youtube channel, then on a 30s advertisement capturing your attention, followed by a website visit, a configurator, an email and an appointment to the closest dealer. In pharma, of course, the channels sync and content triggers would be different but you could apply the same principle.
But the list of requirements doesn’t stop at building a piece of the story in a 3d tree with many branches: you’ll need to have a proper engine that drives the right content to the right user into the right channel at the right time. This is where your CRM comes into play. Based on personae that would identify customer segment on the fly, each brand touchpoint is a way closer to understand who is in front of you.
Start small, Scale fast, Fail often
Even a simple banner on a website would help you trigger this qualification engine. After one or two cycles of running this multichannel content story, you will be able to explore new phenomena, such as demographic based responses or non-responders. For instance, are some doctors more receptive to video content than others? Are nurses more interested in patients testimonials than long abstracts studies?
Where to start? Most of you are still in the scheme below: a.k.a you are copying pasting an experience or a story from one channel to another all plugged to a CRM. This is why most of you retrieve poor insights as you keep getting a blur vision of who is your customer. Especially because within your channel you keep pushing instead of pulling them in, your content is not ready to help you identify, confirm and use your customer segments.
Instead, you should plan this vision: having a CRM/datamart holding the fort of your customer interactions data points, while your CLM (Close-Loop-Marketing) engine is the one understanding the response rate or “preferred channels” for that customer, at that time for that learning moment. Because you would have prepared your story in advance, your marketing eco-system can switch and adapt to truly provide a personalised experience.
Kill the dead data
This is forcing you from the start to be customer centric and to provide value for each steps of the customer journey. You would also better understand the conversion points of your marketing elements wether it is at the channel level or content level. You would also clean your database better: I recommend a 2 weeks window for minimum customer touchpoints, to qualify and excite the data points, and a maximum of 6 months before declaring a data dead (could be sooner if B2C). This is also better for running data privacy by design.
What you can’t measure can’t be optimised
As shown in the table above, the KPIs collected around the CRM and the CLM would help you get closer to that “view” that many of us dream to have in our KYC discovery processes (know your customer).
Conclusion: no simple answer to the complexity of multichannel marketing
- While it is tempting to duplicate and recycle content from one channel to the other: please DON’T!
- Plan from the start as if you were planning to build a role-playing-game and your character (your brand) is having many ending possible at each quest.
- Start small, scale fast, fail often. It would be always easier to start with a 2 pager detailer updated each week with follow-up directly by emails, collecting sales reps feedback then waiting 3 months to get 20 pages approved on a compliance system. This new approach is designed to create a new framework for channel agility.
- Don’t forget about your KPIs and what would link all your channels together.
Most of the time marketing is about creating the right conditions for behaviour change, so you might want to start with this as a driver, and then building a compelling story that conveys the benefits and value of your product.