WEBCAST

Webinar: Lessons on Leading Business Transformation

Knowing where to start transformations is important. So is knowing how and when to course-correct.

59 min

Culture is a key lever driving transformation and unlocking uncommon growth for organizations today.

Hear first-hand from Prophet’s Chief Transformation Officer, Paul Greenall, and Senior Strategic Advisor, Bill Margaritis, as they sit down with Tyler Durham to share how they have both successfully navigated the challenges faced during business transformations within Fortune 50 companies.

Thank you for your interest in our webinar.

If you’d like help identifying a clearer path to transformation and how to best use culture as a key lever to drive that change then please get in touch today.

For further reading, be sure to take a look at our latest global research report: Catalysts: Cultural Levers of Growth in the Digital Era – referenced in the webinar, it outlines the key fundamentals you need to prioritize now in order to drive impactful change from the inside out.

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Purpose Driven Brands are Relevant Brands

Why IKEA, DIsney and Lush resonate with consumers in the UK, because they know actions mean more than ads.

It is well reported that brands with purpose outperform their peers; often attracting and retaining the best talent, providing a real point of difference for consumers. Unilever announced strong results that support this notion with purpose-led brands in their portfolio growing 69% faster than the rest of the business and delivering 75% of the growth.

The results of our 2019 Prophet Brand Relevance Index® (BRI), which speaks to 12,200 consumers in the UK to understand the brands most indispensable to their lives, shows that many of the brands successfully soared up the rankings are the ones centered on clear, authentic purposes. Brands like Lush, Ikea and Disney have all seen their relevance with British consumers increase over the past 12 months and they were classified as purpose-driven brands in the U.K.

“It is well reported that brands with purpose outperform their peers; often attracting and retaining the best talent, providing a real point of difference for consumers.”

So, what do purpose-driven brands do to drive success? Purpose exists to differing degrees in organizations and even for those that are truly purposeful, there is an ongoing journey to maintain the conversation and engagement with consumers in order to stay responsive in an ever-changing world.

Here are three fundamentals to become a purpose driven brand:

1. Identify a purpose rooted in truth

A purpose cannot just be invented. It is not just a slogan or a campaign. A purpose-driven brand knows why it exists, and what it wants to achieve. It is at the core of what makes the brand relevant because it is in the DNA of the company. Ikea, for example, knows the importance of brand purpose and stays true to its guiding principle to ‘create a better every day for the many people.’ Even as Ikea continues to grow, its relentless focus on bringing design to the masses in a way that is authentic and transparent has manifested itself across the entire business model. This year, the brand jumped up 10 spots in our BRI, to sit comfortably at 18.

2. Articulate the ‘why’

A purpose should inspire its audience, acting as a rallying cry for its employees as well as a demonstrative signal to the outside world of the values and belief system behind the company. To drive impact, the purpose must resonate with hearts and minds.

A great example of this is Disney, which climbed to No. 14 in the Index with its simple and inspiring purpose: “make people happy.” Not only is this rooted in the organization’s DNA, but it inspires across all levels of the organisation and drives behaviours in the pursuit of constantly increasing happiness. This single unifying principle speaks to the heart. And when a purpose speaks to the heart it has the power to truly inspire change.

3. Activate with conviction

A purpose-driven brand doesn’t make empty, albeit appealing and cleverly executed, claims. It actually uses its brand purpose as a yardstick to measure what they do and how they do it. Brands that possess purpose have a clear conviction; they don’t just talk, they act too. Purpose drives relevance and perceptions, but to do so employees and customers need to know about it.

Lush has long been a proponent of cruelty-free and vegan products. And whilst much has been made of previous campaigns what constantly remains at the core of their actions is a real conviction. Lush doesn’t just talk about the environment, it acts on it. It is a big deal to put your conviction above profit but that’s precisely what the brand did on Friday 20th September when it closed its stores and website to lend its voice to the climate crisis. It is no wonder Lush powered into the top 10 this year, with British consumers scoring it highest on relevance measures such as ‘has a set of beliefs that align with my own’ and ‘lives up to its promise.’


FINAL THOUGHTS

Brands need to learn that it’s actions and not ads that make the difference. To build a relentlessly relevant brand, and perhaps move through next year’s Index, you must identify your organisation’s true brand purpose, articulate it well to employees and customers, and activate it for the world to see.

If your brand is ready to become a purpose driven in order to unlock 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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Digital Marketing Priorities in Financial Services for 2019

Our research shows that lead generation and customer experience top the list. And hiring is a major headache.

It’s clear that emerging Fintech and Insuretech entrants are shaking up financial services. Across the board – from large to small-scale companies – we’re observing an accelerated need for more digitally fluent marketing organizations to tackle new challenges in an evolving market.

To understand the challenges and priorities impacting the insurance and banking industries today, we turned to Prophet’s digital analyst group Altimeter surveyed 68 global financial services executives as part of their industry-wide 2019 State of Digital Marketing report that spoke to over 500 executives in North America, Europe and China.

“Altimeter surveyed 68 global financial services executives as part of their industry-wide 2019 State of Digital Marketing report.”

The report surfaced three primary digital marketing insights specific to where financial services executives are betting their marketing investments to address business challenges:

  1. Lead generation and customer experience are the
    top digital marketing priorities.
  2. Scaling marketing innovation, the right talent and proving impact
    are the greatest challenges.
  3. Data analysis, marketing automation and UX design are the
    most sought after skills.

Let’s dive into the results.

1. Lead generation and customer experience are the top digital marketing priorities.

Lead generation and customer experience came out on top (see Figure 1) – ranked higher than brand awareness and brand health – a top priority across other industries.

To measure digital marketing success, financial services companies are placing greater emphasis on customer loyalty/customer lifetime value (CLTV) – even before direct revenue (see Figure 2).

We see these forces working within financial services companies that are investing more to acquire customers through digital demand-building activities. Specifically, with the increases in the promotion of banking, investment and insurance products going more digitally direct-to-consumer. We also see loyalty as a rising metric to diagnose and resolve potential attrition challenges before being confronted.

2. Scaling marketing innovation, the right talent and proving impact are the greatest challenges.

Financial services marketing organizations are navigating several challenges with their focus on lead generation and CX development, particularly around scaling, hiring and proving business impact (see Figure 3).

In addition, we learn that compared to other industries, financial services companies are experiencing a much greater challenge in seeing a return on investment for their marketing technology spend with 32 percent saying that it took a long time before they saw any return. Consequently, it is now considered to be their top Martech challenge.

3. Data analysis, marketing automation and UX design are the most sought-after skills.

Financial services companies are now focused on building capabilities in data analysis, marketing automation, and user experience design (see Figure 4) to enable the scaling of marketing innovation across the full enterprise and ultimately to prove business impact.

Financial services companies as a consequence are finding the need for capabilities to apply digital marketing in new ways previously not considered.

These evolving digital marketing priorities are making way for the future


FINAL THOUGHTS

What’s clear from the findings of Altimeter’s 2019 State of Digital Marketing report is that as financial services companies place greater emphasis on driving customer acquisition and shaping customer experiences, marketing must bring in new capabilities formally nascent within the organization, invest in the right marketing technology, and prove business impact on a small – yet scalable – way.

At Prophet, we help our clients drive uncommon growth through transformation. We work with leaders across the insurance and banking categories to understand where to play and how to win to unlock the full potential of the brand and customer relationships. Learn more with our guide to digital marketing excellence here or get in touch today. 

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Smart Places: The Digital Transformation of Location

Hear about what’s working, with insights from early adopters, device makers, industry groups and vendors.

The growing adoption of Internet of Things (IoT) consumer electronics — such as smart thermostats and digital assistants — has paved the way for brands to use connected devices in their physical spaces too. The same sophisticated technology that powers “smart home” devices is slowly finding its way into stores, hospitals, and other public spaces, creating “smart places.”

For this report, we outline how location-based brands can take the battle offline by investing in technology-rich locations that raise the bar for Customer Experience (CX).

We also examine the barriers brands will face, balancing the value of enhanced consumer insights, customer experience, and operational efficiencies against heightened risks around consumer privacy.

Key Findings:

  • Detailed use cases distilled from research into hundreds of different ‘smart place’ devices
  • Interviews with early adopters, device makers, industry groups, and vendors who focus on CX management in physical locations
  • Recommendations for incorporating these technologies into your business strategy, and the challenges therein

Download the report below.

Download Smart Places: The Digital Transformation of Location

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Thank you for your interest in Altimeter’s research!

REPORT

The 2017 State of Digital Transformation

Change agents still face challenges in transformation efforts, led by a lack of digital talent and expertise.

Are Companies Investing in Digital Strategies?

In the new report, “The 2017 State of Digital Transformation,” we surveyed more than 500 executives and digital strategists to understand the current challenges and opportunities they are facing as they undergo a digital transformation.

This is the third annual report on the topic from Altimeter principal analyst Brian Solis. This year builds on his 2016 research and reveals how, why, and to what extent businesses are investing in digital strategies, initiatives and operational models. The good news is a growing number of businesses are investing in innovation strategies to uncover new growth opportunities. The bad news is most companies surveyed are ignoring the pervasive changes happening to connected consumers’ buying behaviors.

Key Findings

  • While businesses cite “evolving customer behaviors and preferences” as the top driver of digital transformation, fewer than half invest in understanding digital customers.
  • Some executives are beginning to own digital transformation efforts, and the Chief Information Officer (CIO) is most often at the helm (28%). As all companies increasingly become “technology companies,” the roles of the CIO and IT department are more important than ever — but true success in digital transformation is an enterprise-wide, cross-functional endeavor.
  • Companies and their change agents still face big challenges in the pursuit of digital transformation, including a lack of digital talent and expertise (31.4%), the perception that digital transformation is a cost center and not an investment (31%), and general culture issues (31%).
  • While companies are making attempts to modernize employees’ skillsets for a digital economy with new training programs (62%), only about half are investing in new digital talent. The employee experience is a crucial, yet often overlooked element of a successful digital transformation.

Undergoing a Digital Transformation? Get a Digital Maturity Assessment

To help companies navigate the digital transformation journey, Altimeter and Prophet have developed a diagnostic that assesses a company’s digital maturity. The tool provides an objective look at the current digital state vs. ideal future state while identifying major perceived gaps and opportunities that can be pursued as part of the digital transformation journey. Contact us today to learn more.

Download the full report below.

Download The 2017 State of Digital Transformation

*Fill in all required fields

Thank you for your interest in Prophet’s research!

REPORT

The 2016 State of Digital Transformation

About 40% of leaders say market share has already increased, and 37% say employee morale is rising.

What’s Driving Digital Transformation Across Organizations?

Building on his 2014 research of digital transformation, principal analyst Brian Solis studied how companies are changing, and the challenges and opportunities they face while undergoing a digital transformation. Based on insights and data from more than 500 digital strategists and executives, the report found that companies are still facing significant challenges to operating in a digital economy.

The report, “The 2016 State of Digital Transformation,” shares the latest facts and figures on the top drivers, challenges and best practices of companies that are undergoing a digital transformation.

Key Findings

In our research, we identified key insights and trends impacting companies going through a digital transformation.

  • Customer Experience (CX) remains the top driver of digital transformation but IT and marketing still influence technology investments
  • 55% of those responsible for digital transformation cite “evolving customer behaviors and preferences” as the primary catalyst for change. Yet, the number one challenge facing executives (71%) is understanding behavior or impact of the new customer
  • Only half (54%) of survey respondents have completely mapped out the customer journey. This means that many companies are changing without true customer-centricity
    41% of leaders surveyed said they’ve witnessed an increase in market share due to digital transformation efforts, and 37% cite a positive impact on employee morale
  • The CMO vs. CIO: Digital transformation is largely led by the CMO (34%) not the CIO/CTO (19%)
  • Innovation tops digital transformation initiatives at companies today. 81% said it was at the top of their agenda, 46% stated their company has launched a formal “innovation center.” Right behind innovation was modernizing IT infrastructure (80%) and improving operational agility (79%)

Undergoing a digital transformation? Contact us for a digital maturity assessment.

To help companies navigate the digital transformation journey, Altimeter and Prophet have developed a diagnostic that assesses a company’s digital maturity. The tool provides an objective look at the current digital state vs. ideal future state while identifying major perceived gaps and opportunities that can be pursued as part of the digital transformation journey. Contact us today to learn more.

Download the full report below.

Download The 2016 State of Digital Transformation

*Fill in all required fields

Thank you for your interest in Altimeter’s research!

REPORT

The 2014 State of Digital Transformation

What strategists need to know about the change journey, based on insight from peers and market leaders.

How Companies Are Investing in the Digital Customer Experience

Digital transformation isn’t a trend owned by a particular role, nor a discipline that belongs to one department alone. It is, however, a significant movement where daring business leaders venture into tomorrow’s markets, today.

In 2013, Altimeter researched how businesses explore digital transformation. One finding revealed that while the word “digital” is part of “digital transformation,” the essence of digital transformation comes down to people and how their digital behaviors differ from that of the traditional customers before them. It’s also more than that.

In our initial report on the topic, Digital Transformation: Why and How Companies Are Investing in New Business Models to Lead Digital Customer Experiences, we set out to determine how digital transformation unified disparate digital efforts under a common vision. In the process, we uncovered a more human story. We followed up our initial research with a 2014 survey, aimed at digital strategists, to further understand the state of digital transformation.

This report shares its results and is designed to complement Altimeter’s annual State of Social Business report. Combined, this research helps strategists drive social business evolution and digital transformation based on insight from peers and market leaders.

Download the full report below.

Download The 2016 State of Digital Transformation

*Fill in all required fields

Thank you for your interest in Altimeter’s research!

REPORT

Social Media Employee Advocacy

Employees like sharing work stories. Social efforts support employer branding and increase worker engagement.

Tapping into the power of an engaged
social workforce

The use of employees to advocate on behalf of their brand is nothing new, but a combination of market forces and growing comfort with social business has created a tipping point for the growth of formalized Employee Advocacy programs. In Ed Terpening’s latest report, he surveyed brand leaders, employees and consumers to understand employee advocacy. His research uncovered motivations for companies investing in employee advocacy programs; what motivates employees to share information about their workplace; and what employee-driven content resonates most with customers.

Key Findings

  • 90% of brands surveyed are already pursuing or have plans to pursue some form of employee advocacy
  • Consumer response to employee posts often outperform traditional digital advertising results
  • 21% of consumers report “liking” employee posts – a far higher engagement rate than the average social ad
  • Employee advocacy drives employee engagement. When employees are asked how they felt after sharing work-related content, the leading response was “I feel more connected and enthusiastic about the company I work for”
  • Employee advocacy supports employment branding. When asked which employee-shared content consumers found most relevant, recruiting rose to the top
  • Interestingly, European consumers are less likely to be interested in a connection’s posts about work and European employees are less likely to share work-related content.
  • Europeans have a stronger preference for keeping work and home life separate: 44% of Europeans cited this as a reason for not sharing work-related content, compared to only 23% of North American

Download the full report below.

Download Social Media Employee Advocacy

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Thank you for your interest in Altimeter’s research!

REPORT

The Key Elements For Building a Content Strategy

Our framework forces brands to think only of the customer, and which single archetype best serves them.

By focusing more on the executional arms of content development and content marketing instead of a holistic content strategy, organizations can end up producing large volumes of content without a clear purpose or sense of direction. In addition, the different departments that deploy content can end up producing material with differing (and often competing) objectives. With limited resources and digital real estate for engaging customers, it’s crucial that the entire organization work off a single, coherent content strategy that explicitly states who the brand’s customer is, what is the major need or problem they have, and how the brand will fulfill that need using content.

Through our research, we found that companies with successful content strategies had clarity around what they wanted the content to do for their customers and strong criteria for what they would and wouldn’t publish. Our methodology for narrowing this focus for companies to choose one of five major content strategy archetypes:

  • Content as Presence
  • Content as a Window
  • Content as Currency
  • Content as Community
  • Content as Support

Key Findings

This report helps companies decide which archetype is best suited to help them deliver on a customer’s need while also meeting a business goal. It then walks through the sequence of steps that build upon this archetype to create a formalized strategy that minimizes content waste, aligns multiple teams around a common vision and helps them deliver on a unified customer experience.

Download the full report below.

Download The 2016 State of Digital Transformation

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Thank you for your interest in Altimeter’s research!

REPORT

The Six Stages of Digital Transformation

Focusing on digital customer experience, this blueprint details the six steps toward digital maturity.

The Race Against Digital Darwinism

In our research, we learned that digital transformation is a movement progressing without a universal map to guide businesses through proven and productive passages. This leaves organizations pursuing change from a known, safe approach that correlates with “business as usual” practices. Operating within the confines of traditional paradigms without purpose or vision eventually challenges the direction, capacity, and agility for thriving in a digital economy.

After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components and processes that form a strong foundation for change. We have organized these elements into six distinct stages:

  • Business as Usual
  • Present and Active
  • Formalized
  • Strategic
  • Converged
  • Innovative and Adaptive

Collectively, these phases serve as a digital maturity blueprint to guide purposeful and advantageous digital transformation. Our research of digital transformation is centered on the digital customer experience (DCX) and thus reflects one of many paths toward change. We found that DCX was an important catalyst in driving the evolution of business, in addition to technology and other market factors.

Download The 2016 State of Digital Transformation

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Thank you for your interest in Altimeter’s research!

VIDEO

Aaker on Subcategory Competition

Why be one of many in a crowded category, when you can create one you can have all to yourself?

2 min

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6 Actions to Build an Insurance Service Strategy that Drives Growth

Our research finds that consumers expect more, and want products combined with services.

Over the past several years insurance companies have faced increased product commoditization due to ubiquitous online presence, more sophisticated aggregators and the increased availability of insurance products. They are faced with the challenge of driving growth while managing their risk profiles to be less capital-intensive. In a market with heightened expectations for digital experiences – which the COVID-19 pandemic raised even more – the likes of Oscar, Lemonade and other new DTC market entrants are raising consumer expectations, spurring companies to develop more experience-led strategies to drive engagement and value. Then there’s other players like American Express and Chase making their play.

Where should insurers look to drive growth?

Against this backdrop, Life, Health and P&C insurers are turning to new services to drive growth and engagement. Services create more compelling and differentiated solutions that focus on customer needs, going above and beyond basic insurance coverages. This enables insurers to identify new streams of less capital-intensive revenue and increase demand for existing products – especially in a category that has historically struggled to drive engagement at moments outside of the core product moments (e.g., purchase, premium payment and claim).

Based on our extensive experience and research within the industry, integrating a services strategy also translates into impactful business outcomes for insurers globally – from initial purchase intent to long-term customer retention. The results speak for themselves:

  1. Customers were twice as interested in an insurance product when sold with relevant services (Source: Prophet Insurer Research)
  2. The presence of services impacts broker interest with three-quarters of brokers stating that services are critical to their choice of provider when recommending to clients (Source: Prophet Insurer Research)
  3. Insurers who offer three or more services on top of the core product see NPS increases between 20-40 points.

When it comes to services, who is doing it well?

Insurers are already recognizing the value services can bring both to their customers and their business. However, as many insurers do not have exclusive relationships with services providers, avoiding services replication across the industry is key. Insurers are therefore partnering and acquiring across the services ecosystem to uniquely deliver new customer value.

P&C providers are already seeing strong integration of services into their offers given their ability to utilize customer tracking and connected devices, not only providing product discounts but also additional services on-top. For example, Progressive Insurance has partnered with TrueMotion to launch Snapshot, a service that monitors and measures driver data through either their smartphones or a plug-in device. This enables customers to understand their driving habits and generate personal discounts. Progressive is continuing to explore expansions to the program and invest in partnerships to combat distracted driving.

“Integrating a services strategy also translates into impactful business outcomes for insurers globally – from initial purchase intent to long-term customer retention.”

Health and Life are also now capitalizing upon the opportunity to integrate services into their portfolios by exploring the way they can utilize health tracking to adjust premiums through improved health. From a global standpoint, Vitality is one example of a brand that has developed a personalized customer health and wellness tracking and support platform. In the U.S. specifically, John Hancock has partnered with Vitality to provide discounts and tailored recommendations to their customers based on their health tracking. While in Asia, AIA has made a focused push to expand the solutions they offer to customer across the region.

Health insurers also are exploring the role of partnerships with preventative health start-ups to help customers manage chronic illnesses. For example, Cigna has partnered with Omada Health to offer customers a personalized preventative health solution to mitigate risk against diabetes, heart disease and stroke.

Six actions for insurers to create impact and drive growth through services

We believe there are six actions insurers take to develop a winning services strategy:

  1. Understand what customers want. What is the foundational understanding of customer wants and needs to guide services development?
  2. Identify the business opportunity. What role could and should services play for your business and what business objectives should your services strategy inform (i.e., acquisition, incremental revenue, retention, efficiency)?
  3. Prioritize unique and relevant services. What are the set of unique services most relevant to your customer base that you will prioritize developing?
  4. Drive engagement. Where and when within the journey do customers become aware of services and how do we improve interest for them?
  5. Improve the experience of access and use. What is the right experience behind driving easier services access and use to deliver greater customer value?
  6. Identify the right internal owners. Who within the organization is responsible for funding, building and managing our services strategy?

FINAL THOUGHTS

Insurers are falling short on delivering value to customers. A well-defined services strategy can nurture customer relationships and earn loyalty to fuel growth.

If you’d like to learn more about the role of services and how we have helped leading insurance companies execute experience-led strategies that drive impact and engagement, get in touch.

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