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Turning CusTomer Pain
 
inTo
Competitive Gain
Sponsored by:
© 2009 Copyright CMO Council. All Rights Reserved.
 
Turning CusTomer Pain
 
inTo
Competitive Gain
02 /
© 2009 Copyright CMO Council. All Rights Reserved.
ConTenTs
030712004071
IntroductIonKey FIndIngsdetaIled FIndIngs (avaIlable In Full report)demographIcsexecutIve InsIghts (avaIlable In Full report)cmo councIl and sponsor proFIles
T  t f  xctv ht fxctv f cp c syb, shp, at, spw, Cc, s, stw Ht , w th cpt v vc  vpt by vt
www.cmocouncil.org.
 
Turning CusTomer Pain
 
inTo
Competitive Gain
03 /
© 2009 Copyright CMO Council. All Rights Reserved.
inTroduCTion
It’s time or the voice o the customer to become an integral part o marketing strategyand a more measurable orce in driving brand experience and business growth. Teopportunity or CMOS has never been greater to assume a more valued, customer-centric role in their organizations -- to leverage continuous customer listening, eedback,analytics, personalization and response to drive marketing perormance and competitiveadvantage.Companies that develop highly tuned disciplines and processes or quickly identiyingcustomer issues and opportunities can limit deections and increase customer loyaltyand value. Tose who integrate real-time listening and analysis across their extendedenterprises, including channel partners, can be more adaptive, responsive and engagedwith their markets. Tose who eectively leverage the web and online environmentsor learning and active customer advocacy can multiply the power o go-to-marketcommunications and limit exposure to negative word o mouth in an age when customer voice is more powerul and magnied by the Internet.Current economic indicators point to a vital need or business revitalization throughbetter customer analytics and engagement. Most marketers and corporations are nowlooking to reduce costs in order to improve the bottom line. While they do, it will beimportant to remember the avorable economics o keeping and growing customers versus nding new ones. Automation will be on the table, and building better, morerapid customer eedback and response must be built into those plans.Te CMO Council has witnessed and promoted an evolution in our understanding o customer experience and its place in the marketing spectrum. For example, in early2008, in a report entitled Protability rom Customer Anity, we advocated a newmeasure o marketing perormance, called customer anity, which looked beyond oldbrand metrics to support marketing in its critical role o building customer-centricorganizations.Research in B2B technology markets associated with the customer anity studyhighlighted the critical need or marketers to reorganize around the customer. Studyndings showed that brand awareness, by itsel, was a poor determinant o a customer’sinclination or strategic, trusted and sustained vendor relationships. Customers told usthey were not so interested in brand promotion, but were looking or truly customer-centric organizations that embraced co-innovation and a high caliber o service andsupport. It also demonstrated a major disconnect between marketers, who by and largebelieved they were operating highly customer-centric organizations, and customers, whobegged to dier. In addition, the study showed that in B2B markets, purchasing decisionswere ar more infuenced by peer networks, i.e., other customers, than by any othersources o inormation or reerral.
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