MARKETING & SALES

 

What we do?

We develop and align marketing and sales strategies with predominant business objectives, ensuring that marketing investments are reinforcing the brand position and build loyal customers.

Digital world and technology gave consumers unprecedented power; they are taking advantage of technology to evaluate before purchase (products and services) and keeping evaluating after purchase, putting a constant pressure….

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… on products performance and brands superior experience.

In short traditional marketing and sales model is in a turning point facing the following challenges:

    • ONLINE WORLD. Based on their online research consumers are taking buying decision before they even contact a vendor.
    • PORTFOLIO OF PRODUCTS AND SERVICES. Portfolio expansion reaches that point where sales representatives cannot understand and credibly sell it.

…..Yet what we do concretly?

Considering ONLINE business impact we help companies to set their strategic direction,  to clarify the role of marketing and sales within their organization in order to design an organizational structure that best supports these functions and accumulate from the potential offered by increased digital world.

In this regard we help companies to:

  • Determine the role of marketing and sales within organization and after evaluate how best to link it with other areas of the business.
  • Customer needs and behavior analysis to define the target customer or the area of distinct advantage over competitors to inform business decisions and investment allocation.
  • Involving the organization -from finance to operations – to engage their customers across proliferating media and interactive channels within the rapid time cycles digital media demands.
  • Design and structure marketing function to support the strategic objectives of the business as a whole, identifying and either repurposing or discarding less essential activities.
  • Building performing capabilities:
    • Automation of processes and focus on enabling simple, useful, and increasingly engaging consumers experiences.
    • Proactive personalization using information about a customer (past interactions or external sources) to instantaneously customize the experience.
    • Contextual interaction uses knowledge about where a customer is in a journey to deliver them to the next set of interactions.
    • Experience innovation extends the interaction to new sources of value, such as new services, for both the customer and the brand. The best companies design journeys that enable open-ended testing to allow for constant prototyping of new services or features. This may include, for example, an airline’s app that has the ability to integrate with a taxi service so that travelers can book cars to pick them up when they arrive at their destination.

In a very complex context (loose of control over brand messages (new media channels and social networks), brands overlapping and the extension of brand experience after purchase), we take the uncertainty out of the branding process and help clients create great brands:

  • Developing marketing strategies incorporating only those benefits and experiences that make brands relevant, distinctive, and credible to customers in order to generate a UNIQUE consumer experience with the brand.
  • Optimizing brand portfolios and architectures.As marketers launch many new brands and sub-brands to address their customers’ fragmented needs, we help define the roles and relationships of brand assets within a portfolio and consolidate brands to reduce complexity, overlap, and costs—all within coherent brand architecture.
  • Delivering the brand promise at all touch-points. The brand promise must be delivered at all places of contact with the customer, both online and off to deliver a consistent brand experience to customers.
  • Tracking and sustaining impact. We help clients develop the metrics they need to understand where they started from (relative

BRANDING

 

The customer experience itself is becoming the defining source of competitive advantage!

Brands today not only react to customers as they make purchasing decisions but also actively shape those “customer experiences”.

To accommodate these changes in purchasing behavior,…

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marketers and sellers must fundamentally reorient upstream. They can no longer rely on simple sales collateral or traditional lead generation method..

First impressions have always mattered, but now they involve building out a relevant and deep digital footprint to reach a potential customer early in the buying process, staying on his short list, and engaging the customer with the right experts in the right channel to close a deal.

To create a UNIQUE customer experience, companies need to push the boundaries and adopt next-generation digital thinking and practices.

With so many players in the mix the danger is that an incumbent may work hard but end up with a “me too” customer experience that does not set it apart. Instead, a UNIQUE experience that delights customers and earns their loyalty can increase likelihood to renew or to buy another product.

How to deliver a UNIQUE customer experience?

    • Distinctive customer experience need to develo deep empathy with customers and embracing new techniques for intimately understanding customer experience. Develop a clear vision of the entire customer ecosystem, understanding relevant interactions that extend beyond the core journey the company controls
    • UNIQUE customer-experience design involves crafting each interaction customers have with a company along the path that runs from the minute they consider a purchase through their entire relationship with the product or service. Good visuals improve an experience but to design a compelling customer journey, companies must enlist everyone who has an impact on any part of a customer’s journey, not just people with the word “design” in their title—in particular, operational and IT groups should be involved.
    • Rethink the customer experience Improving current customer experience can lead to incremental cost reductions and quality enhancements. True reinvention requires taking a hard look at journeys from the customer’s perspective to find the pivotal insight around which a new journey should revolve. The focus is addressing customer needs, not improving a process.
    • Rewrite the rules The best companies focus on the underlying purpose of the rules, engaging regulators and lawyers to show how technological advances can make things better for customers while improving risk outcomes. “Things have always been done that way for a reason”—when in fact that isn’t the case.
    • Responsive and adaptive customer experience requires the entire organization to be agile. Making that change begins with putting in place new governance standards and ways of working. Product managers responsible for developing new offerings need the authority to make decisions quickly and to hold staff from functional groups accountable.
    • A product is never done. It’s impossible to know in advance how customer will embrace an experience. It’s better to launch sooner with fewer features and a simpler interface and learn what works, based on real customer input. This approach requires not just ensuring speed in delivering a product but also putting in place an infrastructure—customer-satisfaction metrics, live and A/B testing capabilities, product development, and empowered managers—to act quickly on feedback and iterate the experience.
    • From guidance of leaders to working together spontaneously Companies need to push their people to move beyond traditional functional roles and work together to reinvent customer journeys by creating temporary project teams or task forces. But responding to a customer issue or improving a journey requires a culture improvements can come from having motivated, empowered frontline employees driven by clear purpose.