All’s Fair in Love, War, and Business — Addressing a Competitor’s Bold Moves

It’s no coincidence that Jack Dorsey, CEO of Twitter, announced that his platform would ban political ads less than an hour before Facebook’s much-anticipated Q3 earnings call. It wasn’t the first time that a competitor made a business decision that forced a company to either follow suit or defend its position.

It’s no coincidence that Jack Dorsey, CEO of Twitter, announced that his platform would ban political ads less than an hour before Facebook’s much-anticipated third-quarter earnings call. While this is a business decision, and Dorsey will forgo revenue as a result, his move had a broad-reaching marketing impact; especially given the timing.

Mark Zuckerberg doesn’t typically do well in the hot seat; however, he stood behind his policy, saying, “I don’t think it’s right for private companies to censor politicians and the news.”

I can only speculate, but it’s likely that Zuckerberg, his legal, marketing, PR, and investor relations teams held an eleventh-hour strategy session to prep and align on Facebook’s response ahead of the earnings call, and for the coming days.

Companies on the Defensive

It wasn’t the first time, nor will it be the last, that a competitor made a business decision that forced a company to either follow suit or defend its alternate position.

In early October, Charles Schwab made a surprising announcement that it would eliminate commission fees on online stock, ETF, and options trades. Hours later, TD Ameritrade announced it would also reduce fees to zero. E-Trade did the same the following day.

All is fair in love, war, and business. When a competitor makes a bold move, business leaders must make tough decisions that have major ramifications — financial, moral, ethical, and otherwise. In order to address the competition’s news, a strategic marketing response is required.

Marketing and Communications Readiness to Counter the Competition

Whether or not your company plans to follow a competitor’s lead or chart your own path, marketing and communications readiness will ensure you communicate effectively with customers, prospects, and the general public surrounding the matter.

Close Alignment With Leadership

A response to the competition’s news is more successful if marketing has a seat at the table with leaders as they make any related decision. The marketing team can be a sounding board on the reputational impact of the business decision and can help with the planning and strategy for the response to ensure the company’s position relative to the competition is clear.

Real-Time, Multichannel Response

Following Charles Schwab’s announcement, the companies who reduced their fees in step with Schwab needed to move quickly to retain their customers and ride the news wave. Again, alignment with leaders is crucial, because marketing teams can only move quickly with marketing efforts if they have access to stakeholders and decision-makers.

Digital channels allow for the quickest turnaround for marketing efforts and a variety of levers must be pulled simultaneously to have the greatest impact. This requires a collaborative approach across marketing, sales, client relationship management, and other teams.

Strong PR Foundation

Well ahead of these circumstances, it is important to have a solid PR foundation, including approved subject matter experts who have been vetted, prepped, and coached.

Additionally, PR teams should be continuously building media relationships before there’s even news to share. Then, when it is time to participate in a relevant dialogue, the reporter knows your company and will be more likely return calls or emails.

Reclaim the Competitive Advantage

There’s no way to anticipate every move your competitor will make. However, if you’re strategic and prepared, you can use your competitor’s news to your marketing advantage.

Omnichannel Customers Are 2X as Valuable – How to Make Them Yours

With so many trying to sort out an “omnichannel” marketing strategy, I thought it would make the most sense this month to provide some structure around what it is, the best way to take the “buzz” out of the term, and provide a framework for thinking strategically about this new mandate in marketing and strategy. For starters, here’s a simple idea, or “true north,” you can use to drive your own marketing strategy as you embrace the omnichannel consumer. “Put the Customer First” and build your “omnichannel strategy” around them.

With so many trying to sort out an “omnichannel” marketing strategy, I thought it would make the most sense this month to provide some structure around what it is, the best way to take the “buzz” out of the term, and provide a framework for thinking strategically about this new mandate in marketing and strategy.

For starters, here’s a simple idea, or “true north,” you can use to drive your own marketing strategy as you embrace the omnichannel consumer. “Put the Customer First” and build your “omnichannel strategy” around them.

Let’s remember, connecting with, engaging and finding the right new customers are where customer value is created and realized in omnichannel marketing. Optimizing that value comes through studying and tuning communications, improving your relevance and becoming more creatively authentic, not in the boardroom, but in the eyes of your customer.

Today, marketers appreciate that consumers engage on multiple platforms, devices and channels—the ones they want, when they want. With mobile devices being a spontaneous window into their thoughts and an outlet for their wants and needs as they arise. What’s a bit more subtle and more often missed is the objective and capability to respect the way your customers choose to engage and buy across them in a scalable manner—as it will either fragment their relationship with your brand or galvanize it.

Consider Kohls. Not exactly a high tech player in most folks’ minds. However they now deliver an omnichannel experience that deepens relationships with them. Recently, my wife received a promotion by direct mail (I doubt if she remembers when they asked for her phone number the first time, making the connection between the POS and her online purchases), she had it in hand as she went to the website to browse. Later, she used another promotion from her email right at the POS with her iPhone.

In a single engagement with the brand, she hopped across three channels, not including a customer service call by phone. As a consumer, she didn’t even notice—she just expected it to work.

Similarly, OpenTable will consistently get you to a good restaurant based on where you’ve dined before, and what your current online browsing and mobile location is. You probably do it all the time. Your relationship with that brand hops between mobile, desktop and point of sale effortlessly—but as a consumer, you’re not exactly impressed: You expect it to work.

As a result, effective omnichannel organizations have become “stitched into” the lifestyles of their customers. Moreover, this supports the creation of competitive advantage in the measurable, trackable, digital age.

Omnichannel Means Understanding the Customer
Putting the customer first obviates really knowing and understanding your customer in more meaningful and actionable ways. Not just with an anecdote of the “average customer,” but with legitimate, fact-based methods that are built on a statistical and logical foundation. This is the basis for the “absolute truth” that your omnichannel source is dependent on.

This, too, is no small task for many organizations, but it’s becoming more “doable.” And it has to be—because your competition is thinking and investing in this path, and it’s not a long-term, viable position to not have an actionable strategy to miss the boat on knowing your customer in a way that is valuable, actionable and profitable.

But first, let’s clear up some of the confusion that we’ve been hearing for at least a year now: Is omnichannel more than the buzzword of 2015, or is it something much more important?

At the most basic level, “multi” means many. As soon as you adopted your second or third channel, be it a catalog or an e-commerce website, your organization became a multichannel organization. Multichannel came quickly—as it’s not uncommon that the majority of a customer base has made a purchase across more than one channel—whether you have that resolution or not is another matter, and often requires a smarter approach to collection.

Digital growth is accelerating channel expansion. With the explosion of online and digital channels and the rapid adoption of mobile smartphones, tablets and now wearables, digital can no longer be viewed as a single channel. We now have the merging and proliferation of digital, physical and traditional channels.

Many marketers have experienced as much challenge in juggling an increasing number of channels as there is opportunity. But digital channels, of course, are more measurable and challenge the traditional approaches by bringing a greater resolution and visibility for some, and confusion for others.

Key factors in leveraging, managing, and maximizing those channels include:

  • Competencies developed in the organization
  • Identifying third-party competencies, especially in digital partnerships
  • The culture of the organization
  • Support for change and innovation in marketing
  • The depth of technical capability in an organization

As channel usage expands, data assets “pile up,” though most of the data in its raw format is of limited practical use and less actionable as one would hope. From the inside of dozens of IT organizations, the refrain is common; “We’re just capturing everything right now.” Creating marketing value would require strategists and the business units.

Omnichannel Is the Way Forward
While most organizations are still working through mastering their channels and the data they perpetually generate, the next wave of both competitive advantage and threats have come with them. The customer learns what works for them relatively quickly and easily, adopting new channels and buying where they want, how they want. Those touches are often lower touch, and introduce intermediaries, and are surrounded by contextual advertising, often from competitors.

Omnichannel buyers aren’t just more complex, they are substantially more valuable. We’ve seen them be as much as twice as valuable as those whose relationship is on a single channel. Perhaps this a reflection of the greater engagement with the brand.

Delivering that omnichannel experience will require more thought, focus and expertise than before. It requires the integration of systems, apps and experiences in a way that’s meaningful—to the customer—and that of course requires an integration of the data about those purchases and experiences.

To serve the business, the Omnichannel Readiness Process has six components, each of which require thoughtful consideration:

1. Capture—many organizations are aware that they need to capture “the data.” The challenge here is shifting to what to capture, and what they may be missing. The key challenge is: It’s impossible to capture “everything” without understanding how it can and should be used and leveraged. How that data is captured in terms of format and organization is of great importance.

2. Consolidate—In order to act on the omnichannel reality, we must have all our data in one place. In the ongoing effort to find the balance between cost, speed and value, “silos” have been built to house various data components. Those data sources must be consolidated through a process that is not quite trivial if those data sources are to create value in the customer experience and over the customer lifetime.

3. Enhance—Even after we’ve pulled our data together into an intelligent framework and model, built to support the business needs, virtually every marketer is missing data that consumers generally don’t provide, or don’t provide reliably on a self-reported basis. “Completing the customer record” requires planning and investing in appropriate third-party data. This will be a requirement if we’re to utilize tools and technology to mine for opportunity in our customer base.

4. Transform—much of the data we need to perform the kinds of analysis and create the kinds of communication that maximize response now, and the customer value over time, utilizes the derivation of new data points from the data you already have. Here is one example: Inter-order purchase time. Calculating the number of days between purchases for every customer in your base allows you to see whose purchase cadences are similar, faster, slower or in decline. On average, we’ll derive hundreds of such fields. This is one example of how a marketer can “mine” data for evidence of opportunity worth acting on and investing in.

5. Summarize—The richest view of a customer with the best data in its most complete state is a lot to digest. So to help make it actionable, we must roll it up into logical and valuable cohorts and components. Call them what you will—segments, personas or models—they are derivative groups that have value and potential that you can act on and learn from.

Many marketers traditionally spend 80 percent to 90 percent of their time and effort on getting their data to a point where it serves both the omnichannel customer and their brand. However, marketers can do better with emerging tools and technologies.There is no replacement for solid data strategy that is built around the customer, but efficiencies can be gained that speed time-to-value in an omnichannel environment.

6. Communicate—The prep work has been done, you’ve found the pockets of opportunity, now it’s time to deliver on the expectations the omnichannel customer holds for marketers. At this juncture, we need to quickly craft and deploy messages that resonate in ways consumers will think about their situation and your brand. They must address the concerns they have and the desires and opportunities they tend to perceive.

Omnichannel customers expect you will recognize them for their loyalty and their engagement with your brand at multiple levels, and that those experiences will be tailored in small ways that can make a bigger difference.

They expect your story to better-fit with their own, if not complete it. That sounds like a dramatic promise, but the ability to know your customers and engage them in the way they prefer, and at scale, is upon us.

Keep It Relevant to Your Business
This entire process must include of course, the answers to key business questions about the types of discoveries we’d make and questions we’d answer with it—for example, does the Web cannibalize our traditional channels? (Hint: It surely doesn’t have to).

That said, we’ve learned to start with the most basic questions—and are not surprised when there are no robust answers:

1. How many customers do you have today?

2. Do you have a working definition of a High Value or Most Valuable Customer?

3. If so, how many of those customers do you have?

4. How many customers did you gain this past quarter? How many did you lose?

a. Assuming you know how many you lost, what was the working definition of a lost customer?

5. How many customers have bought more than once?

6. What’s the value of your “average” customer, understanding that averages are misleading and synthetic numbers are not to be trusted? But we can measure where other customers are in terms of their distance from the mean.

7. Who paid full price? Who bought at discount? Who did both? How many of all the above?

8. For those who bought “down-market,” did they trade up?

9. How many times does a customer or logical customer group (let’s call them “segments,” for now) buy? How long, on average, is it between their purchases? And the order sizes, all channels included?

10. All this, of course, gets back to understanding more deeply, “Who is your customer?” While all this information about how they engage and buy from us is powerful, how old are they? Where are they from? What is relevant to them?

Now, even if a marketer could get the answers to all of these questions, how does this relate to this “Omnichannel” Evolution?

Simple. It only relates to your customer. Of course, they are the most important actors in this business of marketing—in fact in the business of business. What this really means is deceptively simple, often overlooked, and awesomely powerful:

Omnichannel Is Singularly Focused on Customers, Not Channels
It’s about the customer, and having the resources, data and insights at your disposal to serve that customer better. Virtually all of your customers are “multichannel” already. Granted, some are more dominantly influenced by a single channel. For example, online through the voice of the “crowd.” But even then, the point of omnichannel only means one thing: Know your customers across all the channels on which they engage with you. Note the chasm between having the dexterity to examine and serve customers across all the channels, and just knowing their transactions, behaviors or directional, qualitative descriptors.

So “knowing the customer” really means having ready access to actionable customer data. Think about it. If your understanding of your customer data isn’t actionable, how well do you really know your customer in the first place?

Considering the 10 questions above, and evaluating the answers in terms of the most important questions about your customers, is a solid starting point.

When you’ve worked through all of these, you’re now ready to create experiences and communications for customers that are not only relevant, but valuable—to your customer and to the business.

When you’re adding value and are channel-agnostic, as you must become, you’ve achieved the coveted omnichannel distinction that market leaders are bringing to bear already.

Not only is this an impressive accomplishment professionally, it surely is—but remember—it’s the customer we have to impress.

Redefining the Art of Minding Your Ps and Qs

You know hospitality when you feel it, or as officially defined by it’s “the quality or disposition of receiving and treating guests and strangers in a warm, friendly, generous way.” Hospitality is actually more valuable than ever in our rushed, device-first and attention-deficit overloaded world. And yet, I find it missing in many brand experiences.

Multi-restauranteur Danny Meyer wrote a book called “Setting the Table: The Transforming Power of Hospitality in Business” that caught my attention during the holiday season. Both in his book and on his website, Meyer shares his main business philosophy that has guided all 11 of his New York-based restaurants:

This is the age of the Hospitality EconomyTM. Superior products and excellent service are no longer enough to distinguish your business. How you make your customers feel is what sets your business apart—and that’s what hospitality is all about. Organizations that embrace a hospitality strategy:
1. Earn a reputation as a best place to work
2. Win customer loyalty
3. Generate persistent top line growth

Meyer believes wholeheartedly that “Hospitality is a sustainable competitive advantage. While others try to copy your products, no one can replicate the hospitality experience you create for your stakeholders.”

I couldn’t agree more. You know hospitality when you feel it, or as officially defined by it’s “the quality or disposition of receiving and treating guests and strangers in a warm, friendly, generous way.” Hospitality is actually more valuable than ever in our rushed, device-first and attention-deficit overloaded world. And yet, I find it missing in many brand experiences.

Perhaps, you, too, experienced this lack of hospitality over the past holiday shopping season: Brand ambassadors who often didn’t make meaningful eye contact, brusquely said “not a problem” when there was indeed a problem you needed for them to solve, and a goodbye after a transaction without a “thank you.” Why do businesses spend lots of capital on ad campaigns and new product introductions only to slip up on these basics—the real, face-to-face human interaction?

When I do experience genuine hospitality from companies, the repercussions are long and lasting and bring a smile to my face. This is likely to happen when I fly on Southwest Airlines or grab a quick lunch at Chipotle or Chick-fil-A. These brand ambassadors exude enthusiasm, seem to truly love what they are doing and make a conscious connection to engage with their customers, to treat them as friends and in doing so, validate the reasons the customers choose to spend their time and money with these companies.

Earlier this month I checked into The Ritz-Carlton for an annual girlfriend getaway. The brand lived up to its reputation for luxurious elegance, but what impressed me most was their lived value of “being ladies and gentlemen who serve ladies and gentlemen.”

My conversations with the various Ritz-Carlton team members I encountered—whether with parking attendants, concierges, front desk clerks, wait staff or spa personnel—were gratifying. They were genuinely concerned about all aspects of my stay and welcomed me like a good friend you were looking forward to getting to know better on this visit.

I like thinking about the verbs that drive hospitality—welcome and empathize—and just how they can be leveraged to a brand’s competitive advantage. I spoke with The Ritz-Carlton’s Human Resources Manager Greg Croff about this exact topic.

“Here at The Ritz-Carlton, we are all about memory-making. We want all our interactions to be positively memorable experiences. And, it all starts with our hiring process. We look for people who care about building relationships, who are naturally empathetic and easy to talk with, who make eye contact and who truly believe it is ‘their pleasure’ to take care of our guests. We welcome our new hires in a way we want them to welcome our guests. Constant hospitality is our DNA. We reinforce this each and every day with our Daily Lineup where at the start of each shift the team gathers for 15 minutes to focus on one aspect of our Gold Standard. We share WOW! stories of how team members reinforce our service mystique. We learn from each of our ladies and gentlemen about raising the bar and creating memories.”

Just how well does your brand mind its Ps and Qs? “Please,” “thank you,” “my pleasure” … simple words and phrases that may or may not bookend a customer’s experience with your brand. Why not conduct a hospitality audit with your leadership and see if this is one area of competitive advantage your brand can improve upon this year?