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In order to perfect agile marketing principles in a large set up, some guidelines have been suggested. First of all, the right place or project needs to be indentified to implement agile principles. The project must by very nature be complex. A business consulting expert who has worked with these methods for years needs to be involved in this.Business analytics must be tracked to gauge the effectiveness during the progress. Third parties must not be involved much. The team must be located at one place as agile is difficult to implement with remote employees. Also the team must have cross-functional abilities. Crucially, the project must be one for which an executive sponsor can readily be sourced. Both the  top-down and bottom-up approaches need to be ignored in favour of a more hybrid approach as typically agile starts working from small setups. The structure is one around which the agile implementation teams need to work on. They must not get the impression, that agile involved reworking the structure.

Source: http://www.forbes.com/sites/patrickspenner/2016/07/21/how-to-tackle-agile-marketing-in-a-large-enterprise/#466ad4116517

There are several organizations that spend disproportionate amount of time in acquiring new customers rather than servicing those already in existence. This results in loss of customers as some of them are highly demanding and will run off to the competitor if the servicing there is superior. This sort of attitude by the company is due to several possible reasons. Firstly, some of them are complacent enough to believe in their own publicity imagining that customers will be retained anyway, such is the high quality of service. In other cases, the industry trends are such that a high churn rate is considered natural. New business generation is reported to shareholders, analysts and management while no such study exists for the churn. The business analysis of lost customers’ impact is often not reviewed thoroughly by several organizations. Crucially, some firms link their marketers’ salaries with new customer acquisition not with retention. All these trends are harmful for the health of any business and needs to be rectified with urgency.

Source: http://customerthink.com/the-preoccupation-with-pre-customers/

Brand visibility is usually considered a marker for its success, but such thinking harks back to a time when options for customers were limited. A lot of companies even today, in order to be more visible and have more mentions online, beef up their digital marketing efforts primarily through social media. All this however, is no guarantee of actual success in terms of the bottom line. A lot of marketers are going so crazy about numbers that they are ignoring those metrics which really matter. A clear example of this is Spotify which is very popular, known to all but is hardly generating any real cash as its operating expenses are far greater. In the tech industry, the gap between actual brand value and its perception can be particularly skewed. This is best reflected in Microsoft’s takeover of LinkedIn which was valued at a price much higher than the actual returns projected.

Source: http://www.brandingstrategyinsider.com/2016/07/10737.html#.V5Wwq9J95dg

Customer servicing and support has to form a key ingredient of corporate strategy. Good service eventually drives business value. When the customer support is good, experience are created between the brand and the people. Thus support agents rather than sales staff develop long term relationships with customers. New customer acquisition is far costlier than retention. A loyal customer in turn can eventually prove to be a brand advocate driving more traffic alongside. Features such as agent ratings also improve customer engagement with the firm. Such feedback collected over time forms the raw material for business analysis to be conducted. This helps the firm predict changes in customer tastes and act before competitors steal a march.

Source: http://www.business2community.com/brandviews/teamsupport/customer-support-part-complete-business-strategy-01606822#xLQftxBM2VqKoEDJ.97

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