The Zombie Effect - Using Actionable Insight to Combat Brain-Dead Views of the Customer
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Do you have zombies lurking in your customer segmentation model? Find out what they are, what dangers they pose and what you can do about them. Presenting at the Corporate Executive Board (CEB) 2014 Sales & Marketing Summit, Glen Drummond explores this Zombie Effect, the state of customer segmentation (with new research from Quarry), and how John Deere redefined their approach to customer insight.
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The Zombie Effect - Using Actionable Insight to Combat Brain-Dead Views of the Customer
- 1. FIGHTING THE ZOMBIE EFFECT USING ACTIONABLE INSIGHT TO COMBAT BRAIN-DEAD VIEWS OF TGLHEEN DCRUUSMTMOONMDE, CRHIEF INNOVATION OFFICER @QUARRY @GDRUMMOND #CEBSUMMIT
- 2. POLL QUESTION #1 HOW SATISFIED ARE YOU WITH YOUR @QUARRY @GDRUMMOND #CEBSUMMIT
- 3. OUR STARTING POINT CUSTOMER EXPERIENCE @QUARRY @GDRUMMOND #CEBSUMMIT
- 4. OUR STARTING POINT CUSTOMER EXPERIENCE TARGETING STRATEGY @QUARRY @GDRUMMOND #CEBSUMMIT
- 5. OUR STARTING POINT CUSTOMER EXPERIENCE TARGETING STRATEGY SEGMENTATION MODEL @QUARRY @GDRUMMOND #CEBSUMMIT
- 6. YOUR CUSTOMER EXPERIENCE INITIATIVES MIGHT BE IN DANGER
- 7. WHAT YOU’LL LEARN • What is a zombie segment? • What danger does it pose? • Is the problem widespread? • What can you do about it? @QUARRY @GDRUMMOND #CEBSUMMIT
- 8. WHAT DO THESE BRANDS HAVE IN COMMON? @QUARRY @GDRUMMOND #CEBSUMMIT
- 9. DISRUPTION
- 10. THINK ABOUT THE CUSTOM ER EXPERIE NCE @QUARRY @GDRUMMOND #CEBSUMMIT
- 11. THINK ABOUT THE CUSTOM ER @QUARRY @GDRUMMOND #CEBSUMMIT
- 12. THINK ABOUT THE CUSTOM ER FLEXIBLY @QUARRY @GDRUMMOND #CEBSUMMIT
- 13. WHAT COULD POSSIBLY GO WRONG?
- 14. THOUGHT EXPERIMENT PICTU RE @QUARRY @GDRUMMOND #CEBSUMMIT A VIKIN G
- 15. WOULD YOU TRUST THE CARE OF THESE KITTENS TO YOUR VIKING? @QUARRY @GDRUMMOND #CEBSUMMIT
- 16. HOW’S MY DRIVING? @QUARRY @GDRUMMOND #CEBSUMMIT
- 17. “THE PROTOT YPE SOME EXAMPLES ARE MORE EXEMPLARY EFFECT” @QUARRY @GDRUMMOND #CEBSUMMIT
- 18. “THE PROTOTYPE EFFECT” AFFECTS OUR SENSE OF PROBABILITY @QUARRY @GDRUMMOND #CEBSUMMIT
- 19. THE ZOMBIE EFFECT @QUARRY @GDRUMMOND #CEBSUMMIT
- 20. “REALITY HAS CHANGED, BUT THE THEORY OF THE PETER DRUCKER BUSINESS HAS NOT CHANGED WITH IT.”
- 21. ZOMBIE SEGMENTS • Cognitive prototypes for “Customers” • Strategically brain dead • Still shuffling around • Want your brain @QUARRY @GDRUMMOND #CEBSUMMIT
- 22. EPIDEMIC? @QUARRY @GDRUMMOND #CEBSUMMIT
- 23. THE STATE OF SEGMENTATION $100MM to $10BB in sales Sales, marketing and product development execs B2C and B2B companies SAMP LE: @QUARRY @GDRUMMOND #CEBSUMMIT
- 24. THE STATE OF SEGMENTATION 1 IN 5 (18%) don’t have a segmentation model $100MM to $10BB in sales Sales, marketing and product development execs B2C and B2B companies SAMP LE: @QUARRY @GDRUMMOND #CEBSUMMIT
- 25. THE STATE OF SEGMENTATION Of those that have one, nearly 3 IN (704%) say their segmentation model is not noticeably different from their competitors’ 1 IN 5 (18%) don’t have a segmentation model $100MM to $10BB in sales Sales, marketing and product development execs B2C and B2B companies SAMP LE: @QUARRY @GDRUMMOND #CEBSUMMIT
- 26. THE STATE OF SEGMENTATION Of those that have one, nearly 3 IN (704%) say their segmentation model is not noticeably different from their competitors’ 1 IN 5 (18%) don’t have a segmentation model $100MM to $10BB in sales Sales, marketing and product development execs B2C and B2B companies SAMP LE: Almost 1 IN (157%) let statistical modeling determine their segmentation model @QUARRY @GDRUMMOND #CEBSUMMIT
- 27. THE STATE OF SEGMENTATION Of those that have one, nearly 3 IN (704%) say their segmentation model is not noticeably different from their competitors’ 1 IN 5 (18%) don’t have a segmentation model $100MM to $10BB in sales Sales, marketing and product development execs B2C and B2B companies SAMP LE: Almost 1 IN (157%) let statistical modeling determine their segmentation model Just 1 IN (1100%) use a single, common segmentation model across their organization @QUARRY @GDRUMMOND #CEBSUMMIT
- 28. POLL QUESTION #2 WHAT PERCENTAGE OF RESPONDENTS DO YOU THINK WERE SATISFIED WITH THEIR @QUARRY @GDRUMMOND #CEBSUMMIT SEGMENTATION
- 29. POLL QUESTION #2 OF 60 % RESPONDENTS WERE SATISFIED WITH THEIR SEGMENTATION @QUARRY @GDRUMMOND #CEBSUMMIT MODEL.
- 30. YIKES! WE’VE GOT ZOMBIE
- 33. HOW JOHN DEERE FOUGHT THE ZOMBIE EFFECT (MYS AND DA YOU KNOWL INSI CAN INNOVA TERY TA EDGE GHT TION TOO) @QUARRY @GDRUMMOND #CEBSUMMIT
- 34. DEFINE THE PROBLEM FOR RESEARCH MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION @GDRUMMOND #CEBSUMMIT
- 35. GO ONSITE TO GET INSIGHT @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION
- 36. PAY ATTENTION TO UNARTICULATED CUSTOMER NEEDS Motivation 1 Motivation 2 @GDRUMMOND #CEBSUMMIT Motivations in conflict MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION
- 37. INTEGRATE QUALITATIVE AND QUANTITATIVE RESEARCH WITHOUT WITH @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION
- 38. BUILD A SINGLE, ACTIONABLE CUSTOMER FRAMEWORK @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION Source: John Deere
- 39. STRUCTURE BEHAVIORAL AND DEMOGRAPHIC DATA AROUND ATTITUDINAL DIFFERENCES @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION ATTITUDINAL DEMOGRAPHIC BEHAVIORAL
- 40. DEVELOP EMPATHY WITH PERSONAS @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION
- 41. USE THE MODEL TO STRUCTURE AND INTEGRATE OTHER DATA @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION
- 42. DRIVE ACTIONABILITY WITH TOOLS @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION Product-segment interlock tool Purchase path maps (by persona) Persona baseball cards Segment classification tool Segment actionability matrix Source: John Deere
- 43. BUILD AN INTEGRATED CUSTOMER EXPERIENCE ACROSS TOUCHPOINTS @GDRUMMOND #CEBSUMMIT MYS TER Y DA TA KNOWL EDGE INSI GHT INNOVA TION
- 44. BRING CUSTOMER EXPERIENC E TO LIFE
- 45. POLL QUESTION #3 HOW SATISFIED ARE YOU WITH YOUR @QUARRY @GDRUMMOND #CEBSUMMIT
- 46. ARM YOUR SQUEARRLY.FCOM/ ZgdruOmmoMnd@BquaIrrEy.coSm @QUARRY @GDRUMMOND #CEBSUMMIT
Notes de l'éditeur
- They are all brands that once enjoyed stunning success. In many cases they invented whole categories and led their industries for a time. In every case, they have suffered a precipitous loss in market power, and shareholder value. In several cases, the have had what Geoffrey Moore is now describing as their “Kodak moments”
- Disruption is the spirit of our times.
- Putting the preceding slides together, here’s what we can say: The Zombie Effect is killing business potential across North America. Organizations are building segmentation models in their own minds without letting the data (qual and quant) drive the model. Multiple models across many organizations lead to disconnects between product design and dev, marketing, sales, and customer service. Most organizations do not have a segmentation that is highly differentiated from the competition – that’s a problem for creating a differentiated brand position. Segmentation is a critical leverage point in competitive advantage and the majority of organizations are not using a segmentation that gives them that advantage – the opportunity to drive greater relevance and resonance with customers is significant.
- So, if you’re one of the organizations that may be threatened by zombies, what can you do about it? The good news is there is a way to combat brain-dead views of the customer and avoid the apocalypse. In the slides that follow, I’d like to take you through a purpose-built process that allows organizations to develop strategically actionable insight, get their organization aligned around that insight and get to a place where they’re ready to capture further growth. And, as I unpack that process, I’ll share what a view into how John Deere used this process to combat the zombie effect in its halls.
- Frame the research problem. Understand the business context. Learn about the intended uses of the insight in existing processes and decision-making.
- Bring together the qualitative findings, statistical data and executive and stakeholder guidance. Structure a proprietary and strategically-relevant view on the differences between customers that make a difference. Develop customized framework that can interlace multiple views to support all functions.
- Bring together the qualitative findings, statistical data and executive and stakeholder guidance. Structure a proprietary and strategically-relevant view on the differences between customers that make a difference. Develop customized framework that can interlace multiple views to support all functions.
- Bring together the qualitative findings, statistical data and executive and stakeholder guidance. Structure a proprietary and strategically-relevant view on the differences between customers that make a difference. Develop customized framework that can interlace multiple views to support all functions.
- Bring together the qualitative findings, statistical data and executive and stakeholder guidance. Structure a proprietary and strategically-relevant view on the differences between customers that make a difference. Develop customized framework that can interlace multiple views to support all functions.
- Bring together the qualitative findings, statistical data and executive and stakeholder guidance. Structure a proprietary and strategically-relevant view on the differences between customers that make a difference. Develop customized framework that can interlace multiple views to support all functions.