9. Rhythm (Lack of)
Email Program
Chat Bot Program
Facebook
Post
Website
Messaging
Start
Here
Webinars
Call Center
Transcripts
User
Groups
Advocacy
Programs
12. Bolero keeps adding instruments, he
keeps changing the orchestration. But he
doesn't change the tune, he doesn't
change the harmony, he doesn't change
the rhythm. Nothing changes except the
orchestration -- and the volume
Bolero Rhythm
13. Integration
Systematic Consistency Timing Process Measure
70% of very satisfied customers build a favorable
impression when needs are met at 3 or more touch points
(McKinsey)
Customer Engagement Ensemble
14. Customer
Engagement
First
Movement
Third
Movement
Second
Movement
Rhythm
Orchestration
Instrumentation
• Unconnected programs
across organization
• Leverage the tools we
have
• Focus on a few critical
programs
• Leverages
prioritization model
• Start measuring KPIs
• Add and integrate
more programs
(ABM/ABX)
• Work closely with
other departments
• Builds backend
infrastructure and adds
automation
• Systematic approach &
predictive modeling
• Fully connected
programs
Music and the programs build momentum
Evolutionary Movements
17. The
Conductor
Leads
The whole duty of a
conductor is
comprised in his
ability always to
indicate the right
tempo.
-- Richard Wagner
Conductor & Composer
19. Symphony Conductor Marketing Leader
Creates vision for orchestra’s direction Defines True North and Marketing Goals
Understands the musical score and audience Understands different channels and personas
Identifies the talent Hires & assembles the team
Leads / coordinates several musical sections Needs to work cross-functionally
Is expert in the music they direct Be the expert in their domain
Controls timing / tempo of the music Controls marketing plan
Determines timing Determines expansion of program
Conductor & Marketer
20. - Peter Drucker: Practice of Management, 1954
One analogy [for the manager] is the conductor
of a symphony orchestra, through whose effort,
vision and leadership, individual instrumental
parts that are so much noise by themselves,
become the living whole of music. But the
conductor has the composer’s score: he is only
interpreter. The manager is both composer and
conductor.
The Conductor
32. Layer in new instruments over time
Scalability Costs Availability Links Effort
S C A L E
1-5
Rating
1-5
Rating
1-5
Rating
1-5
Rating
1-5
Rating
SCALE
Score
Borrowed and tweaked from Growth Growth Tribe
Prioritize by Scoring Individual Channels
35. Rhythm
Orchestration
Customer
Engagement
First
Movement
Third
Movement
Second
Movement
Instrumentation
Music and the programs build momentum
Evolutionary Movements
• Tends to be account
focused
• Learn from listening
posts
• Leverage existing
programs
• Start focusing on
individual
• Four blocker model
• Map out customer
journey
• Multiple channels
based on audience &
prioritization mode
• Scoring model
• Tools for all journey
points
• Extensive automated
programs
• Predictive model
• Centralized db
• Robust CRM system
36. • Multiple, unconnected
programs
• Resembles more traditional
marketing programs
• One-to-two-person team
• Working on multiple
projects
• Little alignment with others
• Primary focus of
marketing
• Very aligned across org
• Centralization (e.g.
RevOps)
• Leverages prioritization
model
• Focus on critical few
programs
• Personalized, Consistent
Connected Programs
• Orchestrated ABX
programs
• Growth models and scoring
• Central Leader
• Growth oriented
teams
Evolving Movements
• Leverage existing
programs
• One channels
• Map out customer
journey
• Developer personas and
advocacy/user
groups/events
• Tools for all journey
points
• Multiple channels based
on audience &
prioritization model
• Extensive automated
programs
• Channel based on audience
• Robust CRM system
• Determined channel based
on audience
Customer
Engagement
First
Movement
Third
Movement
Second
Movement
Rhythm
Orchestration
Instrumentation
39. Rhythm
• Intercepted customer about to cancel by offering
one of four different options to ‘save them’
• Experimented with different pricing (based on
predictive model)
• Experimented with timing (where we showed offer in
the flow)
• Surveyed also to determine why they canceled
(Price, Timing, Content, etc.)?
40. Orchestration
• Marketing a ‘Growth’ Leader working closely with
Channel leads
• Coordinated with product team and data science team
• Daily Scrum meetings and weekly project, product and
channel
• Started with core journey data and built out over time to
improve accuracy
41. Instrumentation
• Four channels: Email, Chat, Push or 800 number
• Automated responses (Predictive Model constantly
refreshed)
• Real time dashboard updates
42. Results
Rhythm Orchestration Instrumentation
• Six month period increase saved rate of 183% (blended number combining all
channels)
• Response times increased across all channels
• Able to maintain or improve response time
