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Visions are compelling and unifying. Just make sure you can really bring it to life.
1 min
What do you want your brand to stand for? The answer to this question usually leads to 2-3 attributes that differentiate your brand, resonate with your target audience and drive your brand-building programs.
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Change requires that leaders clarify purpose, articulate cultural expectations and alter incentives.
In today’s environment, patients are increasingly becoming “e-consumers” and that is a good thing. Despite its name, e-consumer is not a technical term. The concept of the “e-patient,” was coined in the 1990s by the late Tom Ferguson, M.D., an American physician who advocated for increasing the role of the patient in managing their own healthcare. E-patients, he says, are empowered, engaged, equipped and enabled. While the concept of the e-patient is limited to direct interactions with healthcare organizations, we have expanded and evolved it into the e-consumer. Read more here.
If healthcare organizations are to serve the e-consumer and engage, empower, equip and enable them, they too will need to make a shift by putting the consumer at the center of all they do.
Neither is an easy task, and both demand a change in both organization and culture for most healthcare organizations.
Our colleague Tony Fross writes about the “mind, body and soul” of digital transformation, but this model is also relevant for the consumer-centric healthcare transformation (digital or otherwise). In this Prophet model, an organization first determines what it wants its DNA to be – its purpose, its brand proposition and/or its strategic plan to win. Next, it goes to work on the “mind” (its talent, capabilities, and skills), the “body” (governance, process and tools) and the “soul” (its values, behaviors and rituals).
In interviews with over 70 healthcare executives for the book “Making the Healthcare Shift: The Transformation to Consumer-Centricity,” we found changing the organizations’ mind, body and soul to be burning issues, particularly among the CEOs that we spoke with.
Healthcare organizations may have a vision of where they want to go, but they need internal support to get there. “We didn’t develop a consumer- and patient-centric strategy for the sake of hanging it up on the wall,” says Kevin Brown, President and CEO of Piedmont Healthcare. “The patient is at the center of all that we do. We’re living and breathing it. It is how we manage, run meetings, prioritize initiatives, approve capital, hire talent.” Consumer-centric healthcare transformation must be activated at the ground level, and healthcare organizations can successfully inspire their employees in several ways; for example, demonstrate leadership role modeling, codify cultural expectations, co-create cultural expectations and make it personal.
Inspiring employees to embrace consumer-centricity requires vocal leaders, who demonstrate their commitment through actions. It is important to have leaders who are on board with pursuing consumer-centricity, as their behaviors set a precedent for the broader organization.
Much like an organization’s definition of consumer-centricity, a consumer-obsessed culture is most impactful when outlined in a tangible manner and built into the organization’s processes. By articulating the culture through behavioral expectations, organizations can help employees understand what consumer-centricity means to them and what it looks like when carried out on a day-to-day basis.
“The patient is at the center of all that we do. We’re living and breathing it. It is how we manage, run meetings, prioritize initiatives, approve capital, hire talent.”
In addition to articulating what consumer-centricity means, employees must derive personal meaning from it. That is particularly important, as employees are often the ones who interact with consumers and care for patients. Leadership can help employees find personal meaning through co-creation. After a merger, Indiana University Health (IUH) needed to integrate acquired and legacy cultures. The organization took the time to understand the needs, wants, and aspirations, both personally and professionally, of their employees to co-create a promise that was common to both its employees and members of the communities in which they lived. “Not everyone got the old promise, particularly our professional staff. With [the new one], everyone gets it. Can we show that we’re reinforcing this promise with actions and decisions? We have to do it for every patient, every interaction. That’s the next big step we’re working through,” says CEO Dennis Murphy.
There is no question that healthcare is personal. Whether undergoing treatment or taking care of a sick loved one, we all experience healthcare at a deeply individual level. Sometimes, organizations can make consumer-centricity more powerful when leaders emphasize the personal aspect. That requires leaders to find their own source of inspiration so they can constantly remind the organization who they are serving each day, why their work matters and why the experience should be among the best in any category.
The executives we interviewed described many ways to enable their employees, including creating new working environments, reimagining traditional business functions and putting purpose over process.
As healthcare evolves, the demands of employees at healthcare organizations need to evolve as well – and in some cases, change altogether. To solve that challenge, leaders are spending time with companies like Google to understand and replicate some aspects of the culture that those organizations have created to enable both digitally-minded and healthcare-minded people to thrive. If it takes bean bags and dartboards and modifying the dress code, so be it.
In an effort to better address consumers’ questions at their first touchpoint, Florida Blue revamped its customer-service function. By investing in systems that aggregate data across formerly disparate platforms, employees were now empowered with the right tools and information to answer questions, as well as offer solutions and value outside of the immediate issue at hand. The tools don’t just enable employees to do their job; instead, they enable employees to do their job in service of the consumer, which ensures both internal and external impact.
As healthcare organizations shift their mindset, they may find that their current processes are not conducive to consumer-centricity. Great processes, whether operational or strategic, should be informed by asking how the organization can deliver the best outcome for consumers. Starting with this question leads to clarity of purpose for building a consumer-centered organization. This purpose-first, process-second philosophy better enables employees to deliver on a consumer-centric strategy instead of being inhibited by legacy processes and protocols. Healthcare organizations can empower employees to drive consumer-centricity by ensuring process doesn’t get in the way of progress (or purpose).
Once employees have embraced consumer-centricity and have the tools to deliver it, they still may require an extra push to act. For some, cultural transformation requires an enormous shift in their day-to-day lives. Organizations can help by incentivizing their employees and teams personally, professionally and financially.
Mobilizing around consumer-centricity requires top-to-bottom alignment on common goals. Organizations need to establish clear metrics that reinforce consumer-centricity to the overall business strategy. If organizations value and reward only non-consumer metrics like revenue or operating efficiency, then progress on those metrics is all that will be delivered. Having consumer metrics, even ones as simple as satisfaction, is critical to showing and driving a true commitment to consumer-centricity. It changes employees’ motivations and behaviors, which are both critical components of culture.
Leaders are rethinking what they measure, moving from measures tied to satisfaction (e.g., Hospital Consumer Assessment of Healthcare Providers and System, NHS Patient Satisfaction Surveys) to measures tied to loyalty (e.g., Net Promoter Score or NPS). Relationship-oriented metrics help paint a fuller picture of the experience and will compel functions across the organization to establish ways of working that address the experience holistically.
Putting compensation and promotions on the line is a sure-fire way to change behavior. However, incentives alone are not enough to drive results. Instilling lasting cultural change requires that employees have a clear understanding of specific performance objectives, behaviors and actions needed to drive improvements tied to consumer-centricity.
To set a foundation for its cultural transformation, Anthem looked at its key metrics and realized that, while consumer-centric measures were in place, the organization lacked clarity around creating real change. Executive leadership endorsed NPS as its key metric and tied it to executive compensation, resulting in a focus on relationship building with consumers. “Once it affected everyone’s bonus, the demand to meet with and discuss the metric took off,” says Doug Cottings, Staff Vice President, Market Strategy & Insights at Anthem.
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FINAL THOUGHTS
While changing the mind, body and soul of an organization is difficult, there are tangible steps that organizations can take to get started. With employees who understand, embrace and live consumer-centricity, organizations can both win with and create more e-consumers.
Ready to partner with us to become a consumer-centric healthcare organization? Reach out today.
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Companies need radical flexibility, not “house of brands” hang-ups.
After several quarters of near-frenzy pace, global deal-making is starting to slow. But for those in charge of managing portfolio and architecture strategy, the recent mergers and acquisition binge is creating something of a mess.
Many of the decisions about customers, brands and marketing have been addressed too quickly as deals were coming together. And once the integration process starts, those initial plans unravel. As the financial and operations teams that finalized deals hand them off to those responsible for taking new assets to market, tangles of false assumptions and the sub-optimal use of brand assets emerge; the value creation logic of the deal never gets out of the spreadsheet. And with $1.24 trillion in deals already on the books this year, that confusion presents material risk for shareholders.
Increasingly, clients are coming to us for help figuring out the best ways to organize and manage new, post-deal asset bases. Often, they start by asking: “Should we be a house of brands? Or a branded house?”
“Should we be a house of brands? Or a branded house?”
We’re not afraid to say that’s simply the wrong question. Digitally-focused companies can’t afford to think that way. The modern approach to architecture and portfolio strategy, and the one inherently chosen by digital natives, is radical flexibility.
Older companies are coming to understand this, too, focusing on customers earlier in the M&A process, aware that integration management offices are often working with incomplete data.
In order to get this right and maximize the value of today’s deals, we believe the best post-merger decisions come down to answering three essential questions.
Our research on brand relevance offers compelling evidence that companies that are obsessed with customers significantly outperform others. It’s no surprise that the names that dominate the top of the Prophet Brand Relevance Index® are digital-first, including Apple, Amazon and Netflix. And those at the top of the list consistently outperformed the S&P 500 by 3x in revenue and 205x in profit in the last decade. These companies constantly ask themselves: Are we putting customer-use cases and environments first? All decisions are filtered through the perspective of customers and prospects.
When considering customers first—the buyers, the deciders–it’s easy to see how easily a company like Procter & Gamble and Schick might be outflanked. Direct-to-consumer brands like Dollar Shave Club and Harry’s have devoted themselves to changing and improving the razor shopping experience, rather than focusing on promotions and product features.
In post-M&A environments, brand portfolios should be built around key customer use cases, balancing the desire for efficiency with a customer-centric model that leverages the strongest brand for each use case. When J.P. Morgan & Co. and The Chase Manhattan Bank merged, they prioritized efficiency over customers and created a brand mash-up that weakened both brands. After a couple of years of brand value degradation, a new strategy that led with customer needs was founded with a powerful institutional brand, J.P. Morgan, and a powerful retail brand, Chase. This approach allows for effective targeting of clearly defined customer segments with separate brands and tailored offerings, and is paying off for JPMorgan Chase, with a five-year gain in brand value of 53%.
When M&A deals fail to generate revenue synergies, there is usually a lack of early focus on customer, marketing and branding issues. Playbooks often don’t include these steps and when they do, the discussions are qualitative and overly reliant on opinion and emotion.
The solution is in this key question: Are we deploying our assets to maximize customer use cases?
Companies can find significant incremental deal value when they integrate customer and marketing analytics in pre-close analysis and the integration management office. We studied one deal that doubled the final price of a $5 billion global asset by modeling the financial impact of future (post close) brand use cases. Another estimated market-share gains between 2 and 3% on a $60 billion deal through brand portfolio economic analysis. And on the cost side, we are helping companies lower post-merger migration costs between 15 and 40% by using cost-optimization analysis.
The best way to achieve this optimization is to constantly elevate the right offer for each person, on the right device and at the perfect time. Companies like Google, Amazon, Facebook and SAP are experts at this kind of hyper-responsiveness, with nearly-infinite capabilities for personalization, depending on the needs of each customer. They continually ask: Do we have an adaptive brand architecture? To win with today’s digitally demanding customers, companies need to maximize all the flexibility available through digital tools, making sure offers are as adaptive and individualized as possible.
Amazon remains a perfect example. Rather than being a monolithic Amazon or a fragmented collection of sub-brands, the brand adapts to its audience, use case or environment. Do you listen to a book at 9 p.m. each night? If so, it’s likely Amazon will push an Audible brand message just before. Recently ordered paper towels? Alexa will check-in to see if you need a refill. Context is king in our world, and successful companies will deliver an adaptive architecture that ensures maximum relevance.
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FINAL THOUGHTS
Older companies don’t have to cede their future to those that came of age as digital natives. Moving forward, all companies–and all brands–can benefit from a modern portfolio and architecture strategy. And while all companies acknowledge that the future is digital, we’re convinced that those that win are those that also understand that the digital’s primary power is in better serving customers.
For more information on capturing greater value in the M&A, please contact us today.
VIDEO
Watch as our employees pour their heart, soul and sweat into pro-bono efforts.
2 min
On Prophet for Nonprofit day, Propheteers put their regular work responsibilities on pause and shift their energies toward volunteering or helping local charities solve a brand, business or marketing challenge.
To date we’ve helped over 140 nonprofits around the globe grow better; as a result, the charities we serve are better equipped to deliver on their missions to make the world a safer, healthier and happier place. These are the highlights from our teams, who helped nonprofits “do good across the globe” on Prophet for Nonprofit Day 2019.
Prophet for Nonprofit is now Prophet Impact! Learn more about the program!
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VIDEO
Aetna’s CMO explains why he wants patients to be more engaged, and how consumer-centricity can help.
3 min
Prophet spoke with leading healthcare transformer and contributor to the book “Making the Healthcare Shift: The Transformation to Consumer-Centricity“, David Edelman, chief marketing officer at Aetna to understand how he is leading change at his organization to drive deeper engagement with consumers while delivering better business outcomes.
As the industry sits on the edge of disruption, healthcare organizations need to transform to stay relevant. A new book by Prophet’s Scott Davis and Jeff Gourdji, “Making the Healthcare Shift: The Transformation to Consumer Centricity” shares real examples of how healthcare leaders are driving this transformation in their organizations.
Healthcare organizations now have both the motive and means to empower, engage, equip and enable consumers. While healthcare organizations have recognized the need to change, they have struggled to get started and sustain the effort. Based on conversations with leading healthcare organizations such as Mayo Clinic, Intermountain Healthcare, Geisinger, Anthem, Aetna, Pfizer, Novartis and more, the book identifies five required shifts organizations can make to better compete in this evolving landscape.
Through case studies and practical examples, Making the Healthcare Shift provides healthcare leaders across the healthcare ecosystem with a playbook to make their organizations more consumer-centric.
Watch Andrew Dreyfus, President and CEO of Blue Cross BlueShield of Massachusetts discuss how the healthcare industry is becoming more consumer-centric and how organizations need to be thinking about transformation.
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From driving demand to enabling sales, new tech solutions make buying easier for business customers.
We’re now several decades into the digital age and yet transformation is still profoundly changing how we work. Until recently, the most disruptive elements have been those that empower consumers, giving rise to entirely new brands and industries like Airbnb, Uber and Spotify. B2B sales organizations–and most B2B sellers–have been several steps removed from the biggest changes. Certainly, B2B companies have deployed digital technologies to enhance business performance. But, in B2B industries such as medical devices, insurance, agriculture and business software, disruption has been less evident.
That’s changing fast, as smart B2B companies race to rethink their selling strategies. Access to data, information and channel alternatives has arrived in B2B and it’s changing the selling landscape. Intermediaries– hospitals, farm cooperatives and brokers, for example–no longer have a monopoly on data. The ability to collect customer data, store it centrally via the cloud and migrate it with orchestration across platforms is quickly breaking down legacy system silos. Data aggregators are emerging, providing a more complete view of the customer. For the first time, end-to-end customer data is a reality in B2B.
The impact of these relatively new changes is transformational. The most evolved B2B companies are reinventing the way they sell and finding ways to increase growth dramatically. But many B2B companies are still struggling to find the best path to modernize selling to accelerate growth.
At Prophet, we see the impact of digital in B2B selling in five selling shifts:
We’re working with clients to tap into each of these shifts more effectively, leveraging these future-proofing strategies to achieve uncommon growth:
This is the shift where many B2B companies have already made substantial progress by using digital tools and data to enable sellers to become more effective. Sales enablement tools, including Salesforce, Oracle and SAP are so well embedded that they are expected to be a $5 billion market within three years[1]. These platforms, networks and apps help individual salespeople achieve more and help sales teams work more effectively.
In the past few years, these platforms have shifted from customer relationship management to helping customer teams more fully engage the entire customer decision-making team. The advantages are immediate: Better equipped and coordinated salespeople accomplish more. They increase revenues, strengthen customer relationships and stay with companies longer.
Companies are shifting more of selling’s routine chores to digital functions because studies of sales time utilization indicate two-thirds of a typical sales person’s day is spent on non-selling tasks[2]. Outsourcing frees-up sellers to focus on what they do best: building and expanding human relationships.
Many early efforts included more precise targeting, better sales resource planning and automating routine order-taking functions. More advanced B2B companies are also successfully making it easy to order spare parts or accessories online and handling problem resolution with advanced AI bots and call centers. These new tools make freeing up the sales persons’ time to develop relationships while increasing team efficiency and effectiveness through improved resource deployment.
The combination of new, more targeted vehicles such as LinkedIn advertising to reach B2B decision-makers with compelling content like video and virtual reality has opened up a shift called account-based marketing (ABM).
ABM is more personalized and tailored to the needs and criteria of individual decision-makers than traditional push email and digital advertising campaigns. It is also an integrated effort that coordinates the use of salesperson interaction and digital engagement for maximum impact and efficiency. The digital components also extend engagement into an anytime, anywhere experience through the 24/7 advantages of online and mobile vehicles.
“While the full impact of digital transformation on the sales process is still evolving, it’s clear that the classical model–where marketing and communications generated interest while the sales team closed the deal and expanded relationships–is dead.”
Oceans of data flooding the B2B value chain are shifting what sellers sell as well as how they sell. As suppliers gain greater access to data about their customers–and their customers’ customers–they have expanded the playing field for moving from selling products and services to providing data-driven solutions.
Infused with analytics and insights, solution-sellers can more readily mix the elements of the customer value proposition including pricing, value realization, value-added services, experiences and core offer innovation to suit the customers’ particular needs. In a data-driven world, they are better able to extend solutions into partnerships with other providers and make them interoperable with the customers’ systems and the ecosystem of the industry. These strategic decisions are also blurring the lines between sales, R&D, marketing and operations and demanding better leadership and teaming behaviors from sales team members and other functions.
This may be one of the most exciting and rapidly evolving areas of B2B selling, particularly in intermediated businesses. The explosion of data and a rapidly expanding set of vehicles to reach B2B decision-makers among the customers’ customer is making it possible to create direct relationships with them. These channel and content alternatives are enabling established sellers to generate demand in three principal ways:
All five of these B2B selling shifts spark the need to rethink the organization, redefine the roles of sales, marketing, e-commerce, data analysis and customer research and build new, often agile ways, for these teams to work together. It also requires rethinking the digital stack of how platforms and data work together in a way that can support the shifts and adapt to future changes.
Generally, we see a blurring of the roles of sales and marketing as digital investments that were previously the domain of communication-oriented marketers are redeployed to accelerate selling momentum. While the full impact of digital transformation on the sales process is still evolving, it’s clear that the classical model–where marketing and communications generated interest while the sales team closed the deal and expanded relationships–is dead.
And while we realize that B2B selling in many companies may never be fully automated, it’s essential to acknowledge how much digital can do to make it more efficient, not just more effective. Research consistently shows that the top 20 percent of a sales team is truly productive, while the bottom half often has a neutral or even negative impact on revenue growth. Hiring and training humans gets more expensive all the time, while the cost of using digital tools to find, target, serve and support customers in routine areas is plummeting.
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[1] Jim Lundy, Lead Analyst, Aragon Research, 2017 “Aragon expects the worldwide sales engagement platform market to grow from U.S. $1.57 billion in 2017 to $5.59 billion by 2023.”
[2] Salesforce.com, Top Productivity Trends, Salesforce Blog, 2019
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FINAL THOUGHTS
We don’t expect many B2B companies to be able to modernize selling without bumps and hiccups. The key to tackling these bumps is to think through the shifts and build momentum while in parallel developing and enhancing the organization’s capabilities to handle these shifts.
Our marketing and sales consulting practice helps B2B companies around the world overcome disruption and identify paths to achieving uncommon growth. Contact us to learn how we can help you.
REPORT
In China’s ecosystem, transformations are changing as we enter the ‘second half’ of the digital revolution.
Now in its fifth year, Altimeter‘s annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
Our global study revealed insightful differences between businesses operating in China, and those in the rest of the world, on how they think of and approach digital transformations.
In the past few years, the tech giants BAT (Baidu, Alibaba, Tencent), JD and some of our most recent tech unicorns including Didi Chuxing, ByteDance (TikTok and Toutiao), RED and Meituan Dianping among others, have led the first wave of digital transformation. Now, we are entering the ‘second half’ of the digital revolution, where more traditional businesses are transforming themselves to become more digitally-led to compete and thrive.
Download the full report below.
Thank you for your interest in Prophet’s research!
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Cigna, Starbucks and JP Morgan all offer lessons on discovering what customers really want.
Companies seeking to accelerate growth by improving their value proposition may be stopping short by solely focusing on identifying the total addressable market (TAM). While identifying attractive market spaces is the right first step, a market-led growth approach alone is insufficient. It can lead to false assumptions that make a business vulnerable. Successful value propositions require a deep exploration of target customer needs, not just market size, to inform how to unlock growth.
To see the limitations of using only a market-led growth approach, recall in 2008 when Starbucks announced the closure of 600 US stores. At the time, Starbucks was confronted with the challenge of continuing to drive same-store sales while rapidly expanding its footprint. The brand created new offers around wi-fi services, music and an expanding menu of food and drinks while opening stores at a rapid pace.
However, Starbucks’ customers were starting to seek out other coffee chains. Companies like McDonald’s and Dunkin Donuts were improving their value propositions around coffee to regain forfeited shares. In the process, Starbucks diverted investments in delivering a great coffee experience in favor of investing in near market adjacencies with little success.
“Successful value propositions require a deep exploration of target customer needs, not just market size, to inform how to unlock growth.”
This led Starbucks to deliberately rethink its value proposition and develop a focused set of customer-led growth moves to turn around the business. And where did Howard Schultz start? With the customer. Starbucks launched a series of new moves including the introduction of a Pike Place blend, delivering whole bean coffee to stores and purchasing new machines designed for better coffee brewing. Starbucks later continued with one of the most engaging loyalty programs in retail to continue to drive same-store sales. They have continued to evolve their value proposition in countries against customer needs, with frappuccino beverages ranging from red bean green tea in China to dulce de leche in Argentina. Starbucks has even created uniqueness in its more than 30,000 stores around the world.
Sharpening one’s value proposition against target customer needs and supporting it with market-shaping moves can become an essential motivator on “why buy from us”. But it’s not just retailers who seek out developing strong customer-led, value propositions. We see categories like health insurance and financial services driving massive transformations in their market-facing propositions and investing greatly to understand customer needs.
Take the health insurance challenge of continued cost pressure, rising cost burdens, and trying to create engagement and value beyond the policy. To combat this, global health services company Cigna has made significant investments to truly understand its customers, recently completing a three-year study of 200,000 consumers on health incentives. The company has been on a journey to strengthen its value proposition with a focus on integrated capabilities and connected, personalized solutions that advance whole-person health.
Cigna started this proposition development through a thoughtful augmentation of value-added services for employers and employees built around customer needs. Cigna services support a range of issues employers care about for employees such as life assistance, financial wellness, health advocacy, wellness and travel. The company is taking these services to the next step piloting Cigna Health Today™, an Amazon Alexa voice skill aimed at proactive health engagement.
In 2018, Cigna distributed more than $255 million in cost savings back to customers for completing 2.5 million health goals. Further, in December 2018 Cigna announced a $67 billion acquisition of Express Scripts Holding as a move to strengthen the company’s position as a one-stop-shop for health needs. Core to Cigna’s value proposition is finding a more complete way to engage and support customers beyond just insurance.
In financial services, a lot of focus has been placed to thwart off emerging FinTech and BigTech (e.g., Alibaba, Apple, Amazon) and winning with the next generation of affluent millennial consumers. JP Morgan Chase shocked audiences during a time of industry-wide increased operational cost pressure by offering 100K point consumer signup bonuses on its new millennial-focused Sapphire Reserve card. The card hit its annual acquisition goal in two weeks and Chase even ran out of the signature metal cards.
JP Morgan estimated quarterly losses at the end of 2016 at over $300 million. This did not come absent of a strategy than invested heavily on deeply understanding millennial consumer financial services and spending needs down to the “plunk” factor of dropping the metal card. JP Morgan Chase was seeking to build one of the strongest value propositions behind Sapphire and extend the offer well beyond credit cards.
JP Morgan Chase, CEO Jamie Dimon shared that despite acquisition costs expensed over 12 months, the benefits would come over several years. Fast-forward just over 2 years since the launch and the results are impressive. The average Sapphire Reserve cardholder income is ~$180K and the average sales volume of $39K, a true “top of wallet” card. What’s more impressive is that 96% of cardholders actively use their cards and annual renewal rates are >90%. The company does 2X the industry average in merchant processing volume over $1.2 trillion and has raised its credit card Net Promoter Score with customers 18 points since 2012. JP Morgan Chase hasn’t stopped there, the company continues to find meaningful ways to deliver customer value (new “moves”). Evolving its Premier Platinum checking accounts to launch Sapphire Banking, with new perks like no ATM, foreign exchange, or wire transfer fees. Sapphire Banking also includes free online stock and ETF trades along with access to special experiences. Sapphire is giving valued customers an ever-widening list of perks and services to keep people locked into the ecosystem.
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FINAL THOUGHTS
What can we learn from Starbucks, Cigna, and JP Morgan Chase? That true value proposition development is a customer-led effort (not just a market-led one) and requires focused, deliberate, multi-stage investments in moves to deliver growth.
Ask the following questions to assess if your organization is headed in the right direction to strengthen its value proposition with customers:
Learn how Prophet is strategically helping evolved enterprises across the globe transform their marketing and sales for uncommon growth.
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As these once-disruptive brands hit speed bumps, sharper omnichannel thinking can recapture growth.
As successful early-stage founders and investors would agree, building with a product-market fit focus is one of the top priorities in launching a company (perhaps second only to raising capital to enable the prior). Once a company has reached organic growth and reach with a product-market mindset, the priorities need to quickly shift towards strategic growth and scale.
As the digital marketplace continues to become further saturated and competition has become too numerous to name, we are helping digital-native brands focus on a few strategic objectives to help them reach uncommon growth.
The digital marketplace is now an unbelievably crowded space packed with digital natives as well as droves of large consumer product brands investing in direct-to-consumer initiatives. (According to a recent Salesforce study, “despite all the criticism CPG companies receive in regard to their retail and commerce strategies, at least 99% say they’re investing in direct-to-consumer strategies.”) With such a competitive marketplace all vying for much of the same customers, the value of a meaningful brand is higher than ever.
For many digital natives, growth curves flatten quickly before they can truly build an enduringly valuable brand position. But for those that have a relevant story to tell with their brands (Dollar Shave Club, Everlane, Airbnb), strategic growth comes in the form of growth-stage capital, acquisition exits and IPOs. For traditional CPG companies and the financial market, effectiveness and success in brand building and amplification have become a clear differentiating growth indicator for targeting digital-native brands for inorganic growth.
Customer acquisition is VERY difficult at the growth stage for most organizations. It takes additional capital and sophisticated growth techniques for digital-native start-ups to achieve scale without burning through profits. The question we most often hear from our growth-stage, digital-native clients is, “Now that we have figured out our initial entry market, how do we grow with new, unidentified targets and geographies?”
The first step is in taking a comprehensive look at the market landscape and executing market and customer segmentation mapped to the company’s value proposition. The strategy will be followed with a cohesive roadmap with savvy demand gen and acquisition techniques. However, this poses a chicken/egg dilemma. Many will say that they need strategic capital in order to reach these new customers. But it is very difficult to raise that capital unless you have a strategic plan in place. We’ve found that completing an expeditious, yet effective, customer targeting strategy provides investors a plan they can buy off on, which forms the basis for an immediate plan of action once the capital comes through.
Digital native brands are rich in data. However, we often find the abundance of data untapped and under-utilized in driving strategies and operational execution. Sophistication comes from not solely basing strategies on historical data, but driving current data into actionable insights that drive the execution of the product and user experience (most often through machine learning).
“Despite all the criticism CPG companies receive in regard to their retail and commerce strategies, at least 99% say they’re investing in direct-to-consumer strategies.”
Customer expectations are driving companies to think about next-gen data strategies. It’s not just about the tools and technology used to access and manage data; It’s the deeply human insights to understand and implement behavioral data-driven retention and acquisition strategies. Journeying through the landmines of data value exchange, ethics in AI and overall customer data privacy become even higher stakes with global expansion.
With the rising cost of digital customer acquisition, many successful growth-stage digital-native brands are finding growth in brand awareness and customer acquisition with offerings in a physical retail experience (Warby Parker, Casper). However, going physical without considering the customer journey with a brand will often come up short.
It is critical to have a customer-centric approach in understanding and meeting the customer’s journey with the brand toggling in the metaverse of both digital and physical.
Perhaps the market assessment tells you that an unserved market will require a different brand identity or positioning. Too many razor options for facial-hair growing men? Grooming products and supplies? Razors for women? Will the master brand be sufficient or stretched too thin? Should there be a sub-brand to capture additional opportunities among adjacent consumer segments?
Prophet vice-chairman and master brand guru, David Aaker, writes about innovating with new brand subcategories in his book coming in 2020 titled, “Achieving Uncommon Growth in the Digital Age: Own Game-Changing Market Niches.” In it, he’ll discuss how game-changing market niches create growth, how digital drives and enables new market niches to win, and how to find, evaluate, manage and build barriers around these game-changing market niches.
In reaching out to new targets and markets, it’s easy to lose sight of the early-stage magic that created traction with customers and employees in the first place. Accelerating the speed and scale of growth without alienating the core consumer group takes extra care and caution in brand management disciplines.
The often unforeseen challenge in strategic growth is in paving the way for organizational growth – keeping the best talent, training existing talent for skills required for the next generation of growth, and luring new talent to fill resource gaps and needs. With a competitive market, it’s more than free food perks at this stage. Start-up culture is part of the secret sauce – so how do you grow without losing sight of the most important ingredient of success – employee culture?
Due to the nature of the start-up hustle, most digital-native companies have not prioritized professional development support and are not the best positioned at cultivating talent. Where speed to market is a constant drumbeat, work-life balance and communication are often weak. And as the fight for talent increases, companies need to rethink team growth. Another clear differentiating growth indicator is how companies are leveraging employee/team optimization to help with growth.
FINAL THOUGHTS
In the post-digital-revolution age where businesses are pervasively disrupted – entry barriers to earning the “first pots of gold” are ever low, while driving toward the second, third pots of gold, and achieving enduring growth is extremely challenging. Moving from organic growth focused purely on a mind-blowingly-great product or service to making strategic choices based on an understanding of their unique brand, customer and employee culture is a necessary path to achieve 2.0 and 3.0.
If your digital native brand is ready to determine its path to uncommon growth, let’s set up a time to discuss. Our team of strategic consultants is ready to help you chart the course.
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Our research finds that in China, change efforts are more likely to be customer-focused and led by CEOs.
Digital transformation is one of the most closely followed topics in the world today. And in China’s distinct and fast evolving landscape, digital transformation is even more important. In the past few years, the tech giants BAT (Baidu, Alibaba, Tencent), JD and some of our most recent tech unicorns including Didi Chuxing, ByteDance (TikTok and Toutiao), RED and Meituan Dianping among others, have led the first wave of digital transformation. Now, we are entering the ‘second half’ of the digital revolution, where more traditional businesses are transforming themselves to become more digitally-led to compete and thrive.
Prophet’s digital research arm, Altimeter, recently published The 2018-2019 State of Digital Transformation report, aiming to capture the shifts and trends that are shaping modern digital transformation, globally and in China. We surveyed 554 digital strategists, C-suite and other executive-level leaders from organizations with at least 1,000 employees, across three geographies: North America (US and Canada), Europe (UK, France and Germany) and China. Our global study revealed insightful differences between businesses operating in China, and those in the rest of the world, on how they think of and approach digital transformations.
Altimeter identified ‘The Six Stages of Digital Transformation’ to help companies understand where they are — and where they need to be — on the road to digital transformation
In this article, we will discuss some of our observations and findings as well as implications on how to drive digital transformation and unlock uncommon growth in China.
Our study demonstrates that almost all companies around the world, and even more so in China, are undergoing some sort of digital transformation. Digital transformation is no longer an option but a crucial component in any business growth strategy. In China, 89% of the companies interviewed are undertaking cross-disciplinary and enterprise-wide digital transformation, higher than the rest of the world.
Q: Is your organization undergoing a formal digital transformation effort in 2018?
In the past, it’s oftentimes the CIO/CTO that leads digital transformation initiatives. Nowadays, they are increasingly led from the top. 42% of the companies in China said that their steering committee for digital transformation is led directly by the CEO, which is significantly higher than what we found in other countries (29% in rest of the word).
Q: Which role or group does the steering committee primarily report to?
When we asked which departments are prioritized in their digital transformation efforts, Chinese companies compared to the rest of the world are far more focused on digital transformation in the space of marketing and customer experience (83% of digital transformation in China touch customer experience, 58% marketing, 75% e-commerce, compared to 32%, 40%, 23% respectively). China is also applying and directing digital transformation towards product and innovation, far ahead of the rest of the world.
However, Chinese companies seem to be putting less emphasis on its digital transformation behind internal efforts such as HR, employee and legal.
Q: You mentioned that your role directly supports the digital transformation of a specific business unit. Which business unit(s) do you support?
This orientation of digital transformation toward external factors over internal efforts is closely linked to China’s highly competitive digital ecosystem and dynamic market landscape. To serve rapidly changing consumers and respond to a fast-moving and innovative environment, businesses in China use digital to stay competitive. Every industry has to keep up and evolve – retail only exists as “new retail,” finance is simply fintech and manufacturing is all about IoT, robotics and AI-powered solutions.
For companies in China, digital transformation is all about ‘playing offense’ and driving a competitive edge. Digital transformation helps identify growth opportunities (62% in China versus 48% in rest of the word), it helps understand consumer behaviors and preferences (50% versus 45%) and it helps respond to increased competition (45% versus 40%).
On average, global firms tend to use digital transformation as a means to drive operational efficiencies, whereas China tends to focus its digital effort to drive customer demand and experiences.
Q: What are the key drivers of digital transformation within your organization?
The drive for growth is clearly reflected in Chinese companies’ long-term priorities of digital transformation as well. When deep diving into the areas of focus for their transformation, one can clearly see how CX and customer data strategy dominate the agenda. While 62% of the firms in China are investing in IT and technology to better manage data, a third of companies in China are still finding their way to design new and improved customer experiences, to integrate better and make e-commerce more intuitive, to improve the agility of their operations.
It is worth noting that organization and internal transformation is relatively low in terms of priorities for many Chinese companies, compared to CX and other growth-centric efforts.
“For companies in China, digital transformation is all about ‘playing offense’ and driving a competitive edge.”
Q: Each of the following describes different types of digital transformation initiatives. Please indicate which initiatives are most important to your long-term digital transformation efforts. (Data shown above is from China respondents only)
As high as 74% of the Chinese companies interviewed are in the process of (28%) or have completed (46%) mapping out the customer journey.
BAT or the like of Didi have raised consumers’ expectations. Any consumers interacting with a brand and business expect fluidity, just in time, total personalization, and complete integration cross touch points and interactions.
Q: Which of the following best describes your company’s efforts around the customer journey/experience?
As companies in China evaluate whether to increase investments in digital, they expressed concerns about the lack of data and ROI. In fact, 61% of companies in China expressed concerns over the lack of data and ROI, while only 34% shared concerns with budgeting. While external factors clearly motivate companies in China to transform digitally, they are less worried about internal facing ones compared to the rest of the world.
In other countries, a lack of clear vision (18%) and company culture (23%) pose major challenges for companies. Whereas in China, these numbers are substantially lower, at only 11% and 6% respectively. This again signals the confidence and determination of businesses in China to drive forward digital transformation despite internal obstacles. The top-down cultural norm in China and the fact that many employees are digital native and fluent as consumers, provide businesses a competitive advantage, being more intentional and more rapidly willing and ready to transform.
We believe, in order for businesses to win with digital transformation, they must adopt four necessary shifts in mindset and way of working:
Technology is a means, not an end. Investing heavily in IT or data systems is undoubtedly important. However, without deep understanding of your target audience, you are just doing digital for the sake of digital. Businesses must leverage digital approaches and strategies in a smart way to identify, understand and serve their customers in a more agile and profound way.
Digital transformation is instrumental to the future of any company, and how business will operate. CEOs must play a pivotal role in driving the transformation agenda forward. The CEO must clarify the strategic roadmap, drive cross-disciplinary collaboration, coordinate resources, and encourage trial and error across the organization, to experiment, learn, to codify and ultimately scale up.
The growth of a business and brand is deeply rooted in its internal capabilities and the company culture. This is especially true in the digital age where a company’s organization, people and culture need to be more agile and adaptable. However wonderful the digital infrastructure or system is, the capability of the team (the mind), the mindsets (the soul), the new operating model (the body), anchored on a clear purpose (the bigger Why, the firm’s DNA), are what matter in delivering truly effective, winning digital transformation.
Although digital transformation requires significant investment, the outcome will be extremely beneficial if successful. Instead of worrying about the cost, identify clear objectives and benchmarks to continuously measure ROI and impact on revenue growth and profitability, while adjusting investment accordingly. After all, digital transformation is not a ‘whether or not’ question, it is a must have, must do.
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FINAL THOUGHTS
Successful digital transformation means shifting focus from technology to customers and moving resources towards internal organization, employees, culture and measurement. As China’s digital ecosystem becomes increasingly sophisticated, on top of investing in consumer facing digital initiatives, companies must adopt the mindset to look inward—to their own organization, culture and work style—to find sustainable growth in an era of disruption.
Where does your company stand in digital transformation compared to other companies around the world? Click here to download the global report for more insights.
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Marketing leaders need clear ambitions for change–and concrete moves for each ambition.
That’s a choice all CMOs face today in responding to the multitude of changes rocking the marketing landscape. If CMOs let change put them on the defensive, marketing’s role at their companies (and their job tenure) may shrink. But if they get in front of change, the role that marketing plays at the company can become more strategic than ever, with the CMO’s role on the c-suite team more critical.
The average CMO tenure remains short, just 44 months. In many cases careers are brief because CMOs struggle to master a confluence of changes:
This presents CMO’s with a pivotal question, every Monday morning. Is that marketing leadership hill that I’m climbing a mountain that I’m going to stand atop? Or is it a volcano that’s going to erupt?
The answer depends in large part on the existence and quality of the CMO’s transformation agenda. It also depends on CMO success in linking their marketing transformation agenda to the company’s overall transformation plan.
“Once developed, refined and socialized, the agenda serves as a guiding light that CMOs use to inspire their workforce and company leadership to invest in new impact.”
What is a CMO transformation agenda? Very simply, it’s a CMO’s game plan for how a marketing organization undergoing transformation can better serve a company that’s undergoing transformation. Every good agenda includes three elements:
Once developed, refined and socialized, the agenda serves as a guiding light that CMOs use to inspire their workforce and company leadership to invest in new impact. Five steps will help CMO’s to effectively develop their agenda.
The marketing transformation leadership team should be large enough to look at the business and its marketing function from multiple angles, but small enough to keep discussions confidential and minimize politics so that free-thinking ideas can be generated. A team that can be counted on one hand is optimal.
If resources are available, it helps to supplement the effort with an outside advisor in touch with marketing transformation trends across multiple industries to stimulate creative thinking. A good advisor will also provide a helpful sounding board and help synthesize team inputs and outputs into effective communication documents.
The agenda needs to address the underlying forces that are compelling marketing to undergo a transformation. A CMO and team should identify those forces to craft a vision that is on-target for impact.
Start by studying the company’s current corporate strategy and business plans, and compare them to their 3-5-year-old versions. How are the roles of marketing and go-to-market channels changing? Is there leadership talk today of even more change over the horizon? If so what are the implications? Repeat this thought process BU by BU, region-by-region, customer type by customer type, always looking for major patterns (vs. niche instances) of how marketing needs to show up differently.
Key questions to answer in this exercise include:
Keep bringing these questions back to the implications for marketing:
Beyond taking inspiration from the company’s business requirements, explore changes occurring in the world of marketing, not only in your industry but in other industries that may prove insightful. This exploration will help identify opportunities for marketing to add value in ways that company strategists and peer executives don’t yet know about.
What are key trends in marketing? Our next blog post is devoted to that topic – we’ll share a handful of marketing trend themes that we’ve observed, each one in its own right a combination of 3 to 4 trends.
As you review external marketing trends, ask yourself:
We find the brainstorming process is best served by starting first with ambitions, then moves, and finally vision. That’s because most teams don’t have a clear vision in mind when the process starts. The vision will be more powerful as a “golden thread” expression of what the ambitions have in common rather than a “beacon” that serves as a guiding light throughout for the ambitions.
What does a CMO transformation/change agenda look like? Here’s a hypothetical example inspired by several CMOs who have gone through this process:
Note that the vision statement addresses the “why”, the ambition statements address the “what” and the move statements address the “how.” It’s at the move level that a management team can sequence investment, focus management attention, and harness organizational energy to bring ambitions and vision to life over time.
When a strong draft of the transformation agenda exists, socialize it with the CEO and other key executives in private. Once their feedback has been incorporated, it’s time to socialize the agenda with the senior management team together.
If possible, strengthen support by presenting an up-leveled version of the agenda to the company’s board of directors. If the CEO arranges for such a presentation, it’s a good sign that the CEO views the CMO’s agenda as a core part of corporate transformation.
After getting buy-in from company leadership, share the plan with the extended marketing leadership team. More times than not, transformation agendas will involve top-down shifts that can be unsettling – a shift in resourcing, a change in skillsets, a re-organization – so become a relentless source of inspiration and encouragement around the agenda to top marketing talent. With leadership, a transformation agenda can mobilize and unite that talent.
Execution of the change agenda will take several years (vs. months). The team will go farther faster if the CMO builds a strong foundation for change prior to implementing. Depending on the situation this might include steps such as:
Every CMO transformation agenda we’ve seen has a few key elements in common. The most frequent ambitions that we have seen adopted include:
Digital marketing is the greatest zone of disruption and innovation in marketing. Unsurprisingly, digital marketing excellence is the most frequently mentioned transformation ambition. Goals might include expanding the number of business use cases that digital marketing empowers (e.g. adding cross-sell and up-sell marketing to new customer acquisition), improving specific capabilities (e.g. real-time personalization) or marketing through new engagement channels (e.g. a conversational commerce platform). Identifying key initiatives on each of these three dimensions is the first step for driving digital marketing transformation.
Thanks to digital touchpoints, customers generate exponentially more data than they ever have before. Data about location, segmentation, digital journey stage, browsing behavior, preference indicators, physical factors, distribution channels, and purchase triggers are all critical for companies to use in their best-move rules. Yet most companies still struggle with capturing, storing, and acting on this data. Will the CMO Transformation Agenda convincingly offer to step up and take responsibility for 360° customer journey data? If not, new executive roles such as chief digital officer or chief customer officer will emerge, narrowing marketing’s role.
Digital enables marketing to create or enhance 1:1 relationships with customers in a way that used to be the sole domain of the sales force or channel partners. Thanks to new digital relationships, marketing can extend its role to help drive growth through monetization techniques never used at scale before. This use of marketing’s competencies for new growth can take several forms:
Despite the common patterns above, every CMO’s agenda is unique, reflecting the fact that no two companies and marketing departments are alike. There are dozens of potential ambitions to adopt – here are 20 to help jumpstart your reflection.
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FINAL THOUGHTS
Tactically there might be an optimal time of year to carry out the work of agenda-setting: 3-4 months before annual planning and budgeting begin. That enables the CMO and marketing leadership team to head into planning season with a new strategic imperative, a transformation game plan, and a linked funding request.
Strategically, any CMO who hasn’t yet developed a transformation agenda is running late and should start now. Change in the market won’t wait; neither should the leader of marketing.
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Our research shows that brands should prioritize changes that focus on growth, agility and holistic perspectives.
Historically, product and price were the go-to levers for financial services leaders looking to drive growth, however, the importance placed on experience innovation today means it is now the most critical area of investment. Strategic and thoughtful experience design addresses the evolving expectations of digital-first customers, the increasing complexity of channels and business models and the growing reserves of untapped data across financial services relationships.
The industry is already taking notice. As uncovered in Altimeter’s State of Digital Transformation report, two-thirds of financial services organizations say ensuring a more consistent experience across touchpoints is a top internal priority, compared to just over half across other industries. But less than half of financial services organizations have taken the crucial step of mapping the end-to-end customer journey.
Designing effective experiences requires following a deliberate process that balances external and internal considerations, and creative analytical approaches. Over the course of working with hundreds of financial services clients around the world, we’ve found that the companies who best capture opportunities in experience innovation exemplify five key principles:
Let’s dive deeper into what these principles look like in action:
In the past, financial services companies might have designed customer experiences from the inside out, building a profitable experience first and then finding a market for it. But experiences today must start with the needs of the people for whom they are designed – whether mass affluent consumers, high-net-worth individuals, captive agents, branch employees or independent advisors.
Established financial services firms can learn from newer players who have adopted a human-centric mindset to design for latent needs. Ellvest, for example, is an investment company that recognized most providers cater to a definitively male audience and saw an opportunity to build a brand designed for female investors’ unmet needs such as clearer access to female advisors, and a broader range of investment strategies. Ellvest has designed experiences that directly address these challenges, from providing tailored recommendations based on gender-specific salary curves to including larger retirement targets for longer female life expectancies. Taking a human-first approach has positioned Ellvest to capitalize on significant economic opportunity, given that women are expected to hold $72 trillion of private wealth by 2020.
While better catering to customer needs and behaviors, experience investments must drive business growth. In financial services especially, legacy business models can hinder brands from moving quickly enough to capitalize on growth opportunities to get access to new revenue sources and untapped customer data.
One way in which incumbent brands can better shift to market dynamics and customer needs is through strategic partnerships or purchases to get access to new platforms and technology, rather than building entirely in-house.
AXA recently partnered with insurtech company, Slice, to offer on-demand cyber insurance to small businesses – specifically, taking a policy normally sold with a $5-$10 million limit, and bringing it down to $250,000 to $3 million. The platform, powered by Slice, allows small business customers to purchase comprehensive coverage in a matter of minutes, submit the first notice of loss through claims bots and offers insightful data to help SMBs understand their cyber risk exposure. Customers also see an individualized dashboard with an overall cyber risk assessment and scores along with benchmark scores of their industry peers across each risk category. By partnering with an emerging player, AXA was able to bring the first-in-kind product to market in just three short months – delivering unique value to a new customer base while growing the business and tapping into new data.
Experiences must be designed as much for the people and operators responsible for delivering them – employees, agents, call center reps, front-end developers or data scientists — as for the end-user, keeping feasibility of implementation and management top-of-mind.
When Prophet redesigned the treasury management experience for a large US bank, we took operators’ considerations into account throughout – understanding the business context, technical constraints and needs of the users responsible for serving the target clients. Through key use cases for both operators and clients, we designed and delivered a reimagined digital treasury management experience that followed an ideal journey with a responsive and mobile-first interface.
While considering the needs of internal operators, financial services companies must also ensure organizational silos don’t lead to fractured ownership of experiences. Ultimately, financial services customers don’t care about organizational complexity; they just want solutions that consistently meet their needs across channels and touchpoints. Part of addressing internal challenges well means taking a holistic perspective to experience design.
The largest legacy banks in the US recognized this opportunity when they partnered to create Zelle, a peer-to-peer payments platform that integrates directly into existing banking apps. Eliminating the need to leave the secure environment of users’ personal banking apps, Zelle enables seamless money transfer through a single, trusted experience. Beyond successfully collaborating across internal groups—analytics, IT, marketing, and more — to bring this to market, these brands managed to break down competitive siloes to create greater value for the end-user.
“Ultimately, financial services customers don’t care about organizational complexity; they just want solutions.”
The result? Last year alone, users moved $119 billion through Zelle – nearly double the $62 billion moved through Venmo, which requires users to connect their bank account with the external app. And the holistic nature of the experience only continues to improve, with the number of participating regional banks increasing by over a third in early 2019.
Perhaps the most obvious difference between legacy financial services companies and their younger, fast-growing competitors is the rate at which they can move and adjust. Yet even the largest financial services firms can design experiences adaptable to rapidly evolving customer expectations and market conditions.
For example, Chase invested in new tools and processes to move with greater agility when launching experiences. The strategy included adopting an open API store and micro-services in its digital development, capitalizing on the rich data of its 47 million digital customers and implementing Scrum work processes. Chase’s agile design process led to the complete overhaul of its online and mobile experience in just 18 months.
Designing for agility should not be confused with the “move fast, break things” mantra of many Silicon Valley digital disruptors. In legacy financial services businesses, breaking things is not an option. Chase’s agile transformation has only improved its operating efficiencies, achieving a 99% straight-through processes rate on more than $5 trillion daily wholesale payments and lowering the cost per check deposits by 94% through digital transactions.
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FINAL THOUGHTS
As legacy financial services brands continue to focus on building experiences that allow them to challenge and surpass their disruptive competitors, these five principles can serve as north-star guides.
If you’d like to learn more about how experience-led innovation can drive growth in your business, please contact us today.
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