Influence or Ownership: The role of the CMO in brand experience and personalization
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Influence or Ownership: The role of the CMO in brand experience and personalization presented by Mike Core at 2017 AMA Iowa Experience Event
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Influence or Ownership: The role of the CMO in brand experience and personalization
- 1. Mark Core Executive Vice President & CMO Vermeer Corporation
- 2. • Spending on things that can’t be measured. • Tradeshows in destination locations. • Creating a viral video. • Tweeting short snippets of random stuff. And getting the retweet. • Constantly arguing with legal counsel (and losing). • Making a cool video about a product. • Attending marketing association meetings. • Figuring out emojis, because everyone else is doing it.
- 6. Our evolution Innovation (show image of baler) Customer Intimacy (show brand)CUSTOMER INTIMACY OPERATIONAL EXCELLENCE INNOVATION
- 7. •Brand •Innovation •Customer experience •Market strategy and growth
- 11. “The CMO has to become the custodian of the customer experience, not just the head of the ‘arts and crafts’ department. The CMO must ensure employees in all functions understand the direct or indirect impact they have on customers, and design holistic experiences aligned to the brand promise. Delivering consistent, personalized experiences that feel natural pays off big-time.” IBM Institute for Business Value https://public.dhe.ibm.com/common/ssi/ecm/gb/en/gbe03728usen/GBE03728USEN.PDF
- 13. Let’s learn about the customer… and we’ll naturally understand the brand.
- 15. FOR VERMEER DEALERS ONLY Good Better Poor Best Good Better Poor Best Good Better Poor Best Good Better Poor Best Proactive Posture Reactive State Good Better Poor Best Good Better Poor Best Good Better Poor Best
- 17. Question in 2010: Will you buy Vermeer equipment again? Question in 2017: How responsive was your salesperson? Were you treated fairly?
- 19. •Best CRM implementation •Best loyalty and lifetime customer value •Best corporate to channel brand alignment •Best voice of customer utilization •Best business impact dashboard
- 22. Culture | Experience | Brand | Growth
Hinweis der Redaktion
- Hi. I’m Mark. And I’m CMO at Vermeer.
- Let me share our story, told by some pretty good looking people at Vermeer. Video is over: So. You guys are marketing professionals. What makes up the Vermeer brand? Our killer innovation. Products aligned with niche markets – and market share leaders. A great dealer group providing localized support.
- And for a long time – we thought this innovation, this operational excellence drove our customer intimacy. Customers wanted to be with us because we made the best product, and at times, even the only product. But then we did a study. And here is what we discovered…
- We discovered that marketing was easy in the 1940’s. In fact, my job didn’t exist. Our founder made products that had people lined up in fields to see. Let’s take a look - The round baler. We were the first. And it was spectacular. So spectacular, that now we have competition – they weigh the same, (if you don’t work at any one of these three companies) they look the same, and they do the same thing. So how do we stand out? The shift in channel marketing – how we drive intimacy with our customers and listen to what they have to say and how we keep track of what they’re saying to make a difference.
- So, after the study – we realized that we were framing the conversation wrong. It is our customer intimacy that drives our innovation. It’s our customer intimacy that drives operational excellence.
- So now the role of the CMO…. What do you think it is? Raise your hand when you think this is what the CMO is supposed to build…
- All of those are pieces – but what it really comes down to is culture. My primary mission as CMO is to drive growth by helping build a culture delivering an experience that fulfills the promise and values of the brand. You might be thinking…. That seems soft. Let’s shift your perspective.
- Think of it this way… I’m going to offer you one of two things. The mile. We have just about 2000 team members on this mile – we have great equipment, we have fantastic facilities – that’s worth a lot. You can have it. OR you can the name. What would you buy? Why is that? So how do we leverage what you see on the left side of the screen and beyond?
- Through a personal experience. It’s culture. Read through quote… In 2012 we launched our tagline. Equipped To Do More. And we started inside. We showed our team, and then the world, this video.
- Personalization continues as we align each and every single one of our team members with the impact they make in bringing the brand to life. We had an a-ha moment! If we learn about the customer – we’ll naturally learn about the brand. So we have continued to connect our team members to customers stories, conversations, demos. This drives brand ownership at a personal and operational level.
- We move the the customer side. We spent a great deal of time mapping out the entire customer experience. Go into detail…
- After we identified the customer experience – we brought it to our dealer channel. We work with them to evaluate where we might be in meeting the customer’s expectations at each stage of the customer journey and some things we could do to move us from good to best on this continuum – moving from a reactive to a proactive posture. Idea of collaboration and co-creation
- This also drives the visual side of our marketing – To stand out, we have to be identifiable. We’ve aligned online marketing and dealership interiors to ensure that wherever you start your Vermeer journey – it’s done in the right way.
- We follow up all of these efforts with aligned VOC. We changed the questions we asked our customers. See the shift – from a generic, data-based question that gave us what we wanted to know in 2000. But what we want to know in 2017 is totally different. And we’ve shifted our questions as such. They’re personalized. Explain how each answer drives business - comparing 2000 to 2017.
- So, first, I’d like to thank you for the awards bestowed upon us. We’re certainly proud of the work we’ve done. And from a traditional marketing standpoint – it’s great work. But to be a successful marketer - I’ll let you in on a secret.
- This is what is celebrated in the C Suite.
- So what does our team look like? The perfect combination of artist and scientist.
- Foster a deep, personal connection through our brand – internally. We’ve already talked about the personalization– that’s how we do it. Provide meaning: Help define what success looks like at personal and organizational levels. Celebrate victories big and small. (do we show the victory tower?) Provide movement: Create a path to personal growth and opportunity. (not sure what imagery is here) Provide monuments: Offer something enduring and personal to hold onto that they can’t get anywhere else. (show image of the 4Ps)
- So what is my role? To build a culture. Drive growth by helping build a culture delivering an experience that fulfills the promise and values of the brand.