The CEO of the future is a “Designer-In-Chief”

Posted in Aktuellt, Leadership / Ledarskap on februari 27th, 2015 by admin

A century ago, the CEO was a fearsome whip-cracker. Fifty years ago, he was motivator dangling corporate incentives. And now, according to the 2015 Wolff Olins Leadership Report, the CEO has evolved into something new: The designer-in-chief of corporate culture, a mentoring figurehead who gets into the trenches with his employees and inspires them to create the next great innovation. How? By instilling them with the qualities that designers have: the ability to recognize problems or opportunities, propose fixes, and iterate those fixes until they’ve found the one right solution.
“I make sure I design the mission for the company,” explained Jeremy Doutte, CEO of Nigeria’s top online retailer, Jumia.

ceoDouette is just one of many CEOs saying more or less the same thing. The global brand consultancy Wolff Olins interviewed 43 CEOs from companies like AOL and the agency Huge, and surveyed 10 leadership experts on emerging trends. Wolff Olins published its results for anyone to read, but to sum it up, the firm postulates that the new CEO is almost like some sort of rebel general, inspiring small guerilla-style teams to dream up new products or experiences. They rally the troops rather than outright command them. They empower their employees to think and work like designers, observing problems or scouting trends, and developing coordinating solutions that don’t get lost to bureaucracy. In essence, they need to design a culture like Apple’s, in which everyone

From the report:
Mindset seems to sit at the heart of this new approach. If the company is to be ‘uncorporate,’ so must its leaders. Lunch is no longer for wimps, but for confident leaders wanting to share a sandwich with colleagues and get to the heart of things. Even at Coca-Cola things are changing: “I’m more eager now to hear from the people who are closest to the action” (Muhtar Kent, Coca-Cola). Although unfamiliar territory, some CEOs are finding it empowering.

It’s a mindset Wolff Olins says forces CEOs to think about “inputs over outputs.” Outputs are sales figures and other corporate-designed metrics. Inputs are less tangible pieces of corporate culture; things like creating an environment where employees feel both safe and motivated enough to fail when trying something new. And in fact, 86% of CEOs Wolff Olins spoke to were focusing their energy on driving “numerous yet agile small teams,” projects that remind us of Adobe’s Kickbox initiative, where employees are given $1,000 and carte blanche to develop and test new products. As Adobe’s Chief Strategist and Vice President of Creativity Mark Randall told us, only one in 1,000 of those projects needs to be a hit for the entire Kickbox project to pay for itself.

Wolff Olins does caution that a CEO who approaches her employees with questions rather than answers is in an inherently precarious position, but the fact of the matter is, this sort of approach may not be optional when it comes to the younger generation of worker entering the market today. Wolff Olins polled 480 twenty-somethings about their work preferences, and almost half said two key things:
1.) they’d rather work for their own company and
2.) the company where they are employed would be better if they were in charge.
Is an employee who is so self-assured ever going to respond well to top-down edicts? As Wolff Olins writes in the report, it’s a tricky tightrope to walk: “Leaders, in response, are learning to be less the visionary, less the sage, less the objective-setter, and more the shaper, the connector, the questioner. And yet at times, they also need to intervene, to insist, to control. It’s a fluid role, its shape not yet clear.”

Source:, February 2015
For more reading: Leadership Report 2015 (Wolff Olins)

Effektivisera era möten!

Posted in Aktuellt, Allmänt on februari 27th, 2015 by admin

Möten är kulturbärande i en organisation. Beteenden och vanor- goda och dåliga- befästs och återskapar kulturer. Vill du därför skapa en inkluderande arbetsplats kan du börja med mötet.

Här kommer fem tips till mötesledaren:
1. Börja med att se alla deltagarna i ögonen när de anländer. Att alla känner sig välkomna är en förutsättning för ett bra möte.
2. En traditionell möblering riskerar att befästa den hierarkiska ordningen i gruppen. Testa nåt nytt: ta bort bordet, ha ett walk-and-talk eller annat utomhusmöte .
3. Designa mötet så att även den introverte får en chans att bidra. Skicka ut information och förberedelser en vecka innan mötet, så får alla en chans att bilda en uppfattning. Under mötet, låt deltagarna diskutera i mindre grupper och inte bara i plenum.
4. Inled mötet med en energizer som slipar ner trösklar för interaktion och deltagande. Är alla “uppvärmda” och har fått säga något tidigt under mötet, är det enklare för dem att tala igen under mötet.
5. Under det större mötet, testa appen Gendertimer: Den håller koll på taltider och ger er information om hur fördelningen ser ut mellan olika grupper.

Källa:, 27 februari 2015
Läs om Möteskulturdagen 2015 här

Five mind-blowing lessons from the most popular TED talks of all time

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on februari 26th, 2015 by admin

What does it take to be happy? How do you motivate the people who work for you to do their best? How do you know what is and isn’t real in the world around you?

You may think you know the answers to all these questions, but watching the 20 most popular TED talks of all time will likely change your mind. With speakers like Bill Gates and Sting to choose from, some of the highest standards anywhere, and a proven method for mining the best and most insightful information any speaker can share, by the time a talk is published on the TED website, it’s always worth watching and almost always brilliant.

Just how great does a talk have to be to shine in that high-level group? Take a look at these examples and you’ll know. They are not only entertaining and thought provoking, but will likely make you rethink many of your assumptions. Here are just a few beliefs that these talks may unsettle:
ted 1
1. Getting what we want will make us happy.
Not by a long shot. After explaining how making his younger sister think she was a unicorn kept her from feeling pain after a fall, psychologist Shawn Achor explains how the external facts of our lives account for very little of our actual happiness. And Harvard psychologist Dan Gilbert shows us how we can be happy even when everything goes wrong.

2. The best leaders create great incentives.
You might think that figuring out how to give employees the rewards and accomplishments they’re looking for would be the best way to create an effective organization. In fact, leadership expert Simon Sinek and the legendary Tony Robbins each explain in different ways that answering the question “Why?” is infinitely more powerful.

3. Some people are more creative than others.
And you need those people on your team, right? It turns out that employees’ creativity has everything to do with how you motivate them–and the traditional forms of motivation are dead wrong, according to career analyst Dan Pink. Not only that, Eat, Pray, Love author Elizabeth Gilbert makes the case that, rather than a few people “being” geniuses, all of us “have” genius within us.

4. Power equals strength.
Actually, the happiest, most joyful, and most fulfilled people are those who are willing to let their worst weaknesses show, argues social researcher Brené Brown. Not only that, but power is largely a matter of your own perception. And–surprisingly–you can change that perception simply by altering the ways you sit, stand, and move, explains social psychologist Amy Cuddy.

5. The world is as we see it.
Or maybe not. Underwear model Cameron Russell does a quick change onstage and reveals a lot about how the images we see in magazines and in the media bear little or no resemblance to the humans being photographed. “Brain magician” Keith Barry shows us how easily we can manipulate our own perceptions. And in an incredibly moving talk, brain scientist Jill Bolte Taylor experiences a stroke and gets to find out firsthand how the right side of our brains perceives the world.

Source:, February 2015

Winning customers with digital tools

Posted in Aktuellt, Customer care / Kundvård, Strategy implementation / Strategiimplementering on februari 25th, 2015 by admin

Brand success in an era of Digital Darwinism

Companies adept at using digital tools along the consumer decision journey are gaining a sizable lead over competitors.

The Internet has become an indispensable tool for marketers, yet there are still gaps in understanding its role in shaping how consumers choose among brands. With the help of a powerful data set, we have been studying the relationship between the level of digitization across the consumer’s decision journey and the likelihood that a consumer will select a brand after consideringdigital 2 and evaluating its qualities. We compiled data on 1,000 brands across a wide range of product categories, covering 20,000 consumer journeys and 100,000 touchpoints along them.

The research paints a vivid picture of the factors involved in a consumer’s purchase choice (also known as brand conversion). Overall, the landscape exhibits what we and others call Digital Darwinism:
•Competition among brands is steadily increasing as branding channels and messages proliferate.
•As consumers become more digitally empowered, brand messages lose their impact, and the likelihood of conversion, on average, decreases.
•The brands most likely to convert digitally jaded consumers into purchasers offer the strongest array of digital experiences. These successful players seem to be pulling away from less robust digital brands and gaining further momentum as they build up positive word of mouth on social media.

The state of digital play
Digitization is steadily becoming the main pathway for consumer journeys. The number of digital touchpoints is increasing by 20 percent annually as more offline consumers shift to digital tools and younger, digitally oriented consumers enter the ranks of buyers. Many are using digital tools comprehensively. Among our sample of those who do use them, 39 percent did so in the initial consideration of a brand (“experimenters”). An additional 42 percent use digital tools for both consideration and the more intensive evaluation stages of their journeys (“engaged and informed”). A further 20 percent use digital tools end to end—that is, they complete their purchases online (“fully digital”).

Some notable variations among industries lie across this spectrum of journeys. In the software, airline-booking, and utilities industries, consumers are more likely to be fully digital. Autos, insurance, and food have similar numbers of digital consumers in the consideration and evaluation stages, but fewer who purchase digitally. Telecommunications, banking, and appliances have relatively strong numbers of consumers considering and evaluating products and services digitally but more modest numbers making digital purchases.

The effects of Digital Darwinism
The challenges for brand-marketing executives will probably increase as consumers opt for more complete digital interactions. We found that the likelihood of brand conversion is lower for fully digital consumers than for experimenters. Specifically, when experimenters become aware of a brand, their conversion rate reaches about 40 percent. The conversion rate for fully digital consumers, by contrast, is only 25 percent.

digital 1More actively digital consumers are prone to abandon a brand midstream for a number of reasons. They are more likely to have joined Facebook, Twitter, or product-evaluation platforms for conversations about the qualities of products or services. The greater number of touchpoints before purchase increases the odds a consumer will encounter a deal breaker along the digital highway. What’s more, companies have less control over more digitally seasoned consumers, who initiate their prepurchase interactions independently. And since the level and influence of advertising in the social-media space have yet to reach the levels common in offline channels, brand messages are less likely to influence decisions.

Our research indicated, however, that some companies have managed to navigate this competitive turbulence successfully. To understand the differentiating factors for that success, we rated brands across four digital skills: the ability to create brand awareness among an unusually high share of digitally savvy consumers, to serve customers digitally during the purchase processes, to generate an online customer experience deemed at least as good as the offline one, and to track the digital comments of customers about their experience and to use those comments to improve it. We added the scores across these dimensions, compiling a digitization index that represents the weight of satisfactory touchpoints leading to a purchase across decision journeys.

When we then correlated these index scores with brand conversion for individual journeys, we found striking differences between the top and bottom 10 percent of companies as measured by their digital capabilities. Across all sectors, those in the upper echelon converted awareness to sales at a rate 2.5 times greater than those at the lower level (exhibit).

We also learned that for some industries—software, consumer electronics, electric appliances, and detergents—higher brand-digitization scores resulted in a disproportionate increase in brand-sales conversion. (A one-percentage-point increase in a digitization score led to a more than 1.5 percent increase in conversion.) This elasticity has stark implications for competition, suggesting that the most savvy digital brands are consolidating their positions within their sectors—and diminishing the chances that laggards will catch up.

A related finding is that more thoroughly digitized brands also benefit from higher levels of positive word of mouth. In this case, the elasticity we measured by regression ranged from 0.7 to 1.4; 1.1 was the average increase in word-of-mouth benefits for a one-percentage-point increase in the level of digitization. The implication is that successful digitization creates additional momentum as winning companies benefit from free “earned” media, generated by recommendations and positive comments on social media.

The right DNA for an evolving environment

Darwin understood that it’s not necessarily the strongest or most intelligent species that survive, but rather those best responsive to change. As companies seek to adapt, they should consider the following:

Are you tracking emerging digital models?
Even in traditional sectors, companies are adopting new digital models, and that should be a wake-up call for incumbents. In the telecom sector in the Benelux countries and France, for instance, two purely digital companies have emerged: Mobile Vikings and Free. Both enjoy very strong brand conversion—70 and 80 percent, respectively, versus industry averages of 52 percent in the Benelux countries and 44 percent in France. These companies accomplish this feat by delivering high levels of customer service, participating meaningfully in digital communities, and digital 3attaining high levels of brand recognition. Free launched its mobile service without a significant marketing budget, using only websites, blogs, and social media, while creating very high levels of positive buzz. Both Mobile Vikings and Free have created digital-channel environments where customers routinely help each other.

In the media industry, the Financial Times and the New York Times have successfully used digital interactions to create awareness of their digital products and to fashion attractive digital offerings. These newspapers have been able to increase their digital-subscription revenues significantly in the face of declining print circulation and advertising revenues.

Are social-feedback loops working against you?
Polarization between digitally savvy companies and the rest of the pack is already taking hold as feedback loops pile up benefits for companies early to adapt. Social-media recommendations that nudge customers to increase their purchases are becoming a potent competitive asset. Positive consumer digital experiences also increase a brand’s “stickiness,” thus raising the likelihood of repeat purchases.

Are your digital channels the most effective ones?
While digitization, overall, is a no-regrets play, some channels resonate more in certain industries. When we compared two retail brands, we found that social media converted consideration into purchases twice as effectively as other digital channels did. For two Italian banks we studied, online searches were found to be five times more effective than other digital channels in converting consumers. The key is to know your customer, figure out the correct digital channel, and use these insights while building your ecosystem.

The digital revolution cuts two ways for companies as customers with a wider range of options become more difficult to reel in. However, brands that have moved swiftly to master digital channels—gaining a deep understanding of customer preferences, crafting digital experiences, and improving offerings via social feedback—are establishing a competitive advantage that may be difficult to beat.

Source:, February 2015
By:Jacques Bughin

Apparna som gör din telefon långsam …

Posted in Aktuellt, Allmänt, Digitalisering / Internet on februari 24th, 2015 by admin

Fem appar står för upp till två tredjedelar av trafiken i de mobila nätverken. De du ska skylla på när din mobil laggar är framför allt Facebook, Youtube och Instagram.

appsEricsson släpper sin Mobility Report två gånger om året och inför mobilmässan i Barcelona nästa vecka har nätverksjätten gjort en specialversion. Mobiltrafiken i tre länder, USA, Sydkorea och Spanien har undersökts och resultatet visar att det i varje land finns fem bredbandsslukande appar. Facebook toppar överallt och Youtube finns på alla tre listorna, men sedan skiljer det sig lite mellan länderna. Instagram är stora i USA och Spanien, Sydkorea har två lokala appar bland topp-fem och där liksom i Spanien finns Androids webbläsare med bland storförbrukarna.

De här storförbrukande apparna ses inte med blida ögon av alla operatörer. För att kunderna ska vara nöjda krävs ständiga utbyggnader av näten medan bolagen bakom apparna tar hem vinsterna. Det pågår diskussioner om hur den saken ska förändras.

Rapporten visar också att det tillkom 800 miljoner abonnemang för smarta mobiler förra året, vilket lyfte totalsiffran till 2,7 miljarder i hela världen.

Källa:, 24 februari 2015
Av: Björn Ewenfeldt/TT

Kommer 30-50% av försäljningen att ske automatiskt redan år 2016?

Posted in Aktuellt, Allmänt, Digitalisering / Internet, Försäljning / Sales on februari 23rd, 2015 by admin

Datorer ersätter manuellt arbete i allt större grad. Stiftelsen för strategisk forskning har tagit fram en lista över jobben som kan försvinna inom 20 år. Så ser det ut i medie- och kommunikationsbranschen.

Att medie- och kommunikationskartan ritas om har knappast undgått någon. I takt med att allt digitaliseras finns också goda möjligheter att ersätta mänskliga anställda med datorer som gör jobbet mer effektivt – och dessutom till en billigare penning.

Stiftelsen för strategisk forskning har släppt en rapport där de har gått igenom en rad yrkeskategorier och hur stor sannolikheten är att de ersätts inom 20 år. dator

De konstaterar att just kommunikationsbranschen är ett område där stora förändringar sker just nu.
“Flest jobb väntas automatiseras inom yrkesgruppen försäljare, detaljhandel, demonstratörer. Ett exempel på det är att Google ersatte traditionell personalintensiv försäljning av medieannonsering med ett automatiserat auktionsförfarande för annonsförsäljning” skriver de i rapporten.

De konstaterar också att stora medieaktörer som Schibsted och Bonnier nu bygger upp egna system för automatiserad handel av annonsutrymme, vilket på sikt antas få effekten att många säljarjobb försvinner.
“Enligt branschkällor väntas 30-50 procent av annonsförsäljningen ske automatiskt redan 2016. Nettoeffekten av detta teknikskifte blir således att det blir betydligt färre jobb, och att många av de kvarvarande jobben består av databearbetning och datateknik”.

Högst upp på listan över jobben som antas ersättas av datorer ligger fotomodeller – vilka är ett vanligt inslag i reklam. Men eftersom det inte berör särskilt många i jämförelse med andra yrkesgrupper blir det en mindre påverkan på samhället, enligt Stiftelsen för strategisk forskning.

Sannolikheten att branschjobben tas över av datorer inom 20 år:

Fotomodeller: 98 procent
Försäljare: 94,4 procent
Agenter och förmedlare: 81,7 procent
Grafiker m.fl: 74,5 procent
Säljare, inköpare m.fl: 71,2 procent
Marknadsförare: 46,2 procent

Källa:, 22 februari 2016
Av: Fredrik Thambert (

Ledarskapsguru! Jo, man tackar!

Posted in Aktuellt, Allmänt on februari 22nd, 2015 by admin

SAS Magazine

“Hur kan jag förväntas öka tempot ytterligare”?

Posted in Aktuellt, Allmänt on februari 20th, 2015 by admin

Enligt vår kartläggning under hösten säger drygt 70% av svenska chefer att man skall öka sin produktion (leverans, servicegrad eller motsvarande) med samma eller mindre personalstyrka under de kommande tre åren!

_MG_9087b“Hur kan detta vara möjligt” säger många chefer till mig. “Vi har skruvat till organisationen mer än någonsin under de senaste två åren och mer asketisk än så här går det inte att få den”!

Den dialog jag har med mina uppdragsgivare bygger på ett antal nyckelfaktorer:
1. Det finns ett värde i att veta att man inte är ensam om att ha dessa mål / förväntningar vilande över sig!
2. Det handlar mer än någonsin tidigare om att få sin organisation att “gå i takt” än mer effektivt än tidigare. Allt för att verkligen säkerställa att man får ut det maximala ur sin organisation, både kort- och långsiktigt!
3. För att lyckas krävs att målbilden, nyckelfrågor för framgång, ett ökat kundfokus och inte minst betydelsen av en allt snabbare organisation verkligen är välförankrat internt.

Ta gärna en direktkontakt med mig om Du vill fördjupa en diskussion kring hur Du kan få ut maximalt ur Din organisation eller om Du är intresserad av att prata om mitt föreläsningsupplägg med fokus på betydelsen av mod och snabbhet för framgång i dagens näringsliv.

Do you really understand how your business customers buy?

Posted in Aktuellt, Försäljning / Sales, Strategy implementation / Strategiimplementering on februari 19th, 2015 by admin

B2B purchasing decisions increasingly trace complex journeys, challenging the long-standing practices of many sales organizations.

The CEO of a major supplier to the telecom industry was frustrated. An initiative to increase sales volumes and shift the company’s product mix to higher-value components was stalling, and not for lack of effort. With support from a marketing campaign that emphasized a slew of new product features, frontline sales managers had stepped up calls to their purchasing contacts at OEM customers. Yet they reported that buyers weren’t buying. Impediments appeared to include tough new requirements from chief purchasing officers, negative chatter on social media about postsales support, and skeptical questions on a product-rating site about an offering’s fully loaded costs.

custom 2Welcome to the new dynamics of B2B sales. Decision-making authority for purchases is slipping away from individuals in familiar roles—often those with whom B2B sales teams have long-standing relationships. Just as the digital revolution has transformed once-predictable consumer purchasing paths into a more circular pattern of touch points, so too business-to-business selling has become less linear as customers research, evaluate, select, and share experiences about products. More people within (and, thanks to digital engagement, even outside) the organization are playing pivotal roles in sizing up offerings, so the path to closing sales has become more complicated.

The best response is to embrace the new environment. Sellers who are ready to meet customers at different points on their journeys will exploit digital tools more fully, allocate sales and marketing resources more successfully, and stimulate collaboration between these two functions, thereby helping to win over reluctant buyers. Our experience with upward of 100 B2B sales organizations suggests that while the change required is significant, so are the benefits: an up to 20 percent increase in customer leads, 10 percent growth in first-time customers, and a speedup of as much as 20 percent in the time that elapses between qualifying a lead and closing a deal.

The consumerization of business buying
Marketers have long drawn a bright line between consumer shoppers and business purchasers. Consumers, after all, care deeply about brands and are more readily influenced by advertising, media messages, special deals, and coupons. In addition, they often turn to friends and family for advice on what they are buying, are susceptible to impulse shopping, and can switch from one brand to the next with little cost.

Business purchasers, by contrast, do a lot of research, look carefully at specifications, follow a formal buying or procurement process, can experience high switching costs, and usually worry most about functionality.

Yet an explosion of communication vehicles and interaction channels has ratcheted up the expectations of business purchasers. Many more influencers and decision makers are now involved in the purchasing process, and business buyers too have been shaped by their consumer shopping experience. As a result, their behavior has become more consumer-like. There is no longer such a thing as a simple cold call: customers expect a sales rep to be extremely knowledgeable about their business and perhaps even their own individual profile—at least if the purchaser is a millennial who has grown up sharing his or her life online. In other respects, as well, the purchasing process is becoming more fluid.

More social. Business customers are exposed to the same dynamics of peer-to-peer networks and opinions that influence individual consumers. The equivalent of Facebook’s “like” button also applies to B2B sales. Many of the one-to-one relationships with key decision makers that sales executives historically relied on to close sales are shifting to one-to-many relationships. Moreover, the actions of important influencers (including senior executives) in the purchasing process are often less visible to suppliers. Customers may be “liking” or “not liking” a prospective offer long before the sales rep has even presented it. For example, an expert blogger with a wide following among, say, electrical engineers can shift perceptions of which supplier has the best next-generation networking equipment. Or a speaker at a trade show—her message amplified by her listeners through digital channels—may have an outsized impact on a CEO’s perceptions of market trends and their implications for different B2B suppliers.

More real-time. Flows of digital information have further democratized business procurement. Our research indicates nearly 50 percent of all B2B purchases will be made on digital platforms by the end of 2015, and expenditures for B2B digital advertising are expected to double by 2018. Empowered purchasers increasingly demand real-time digital interactions supported by tools such as product configurators and price calculators. And they are doing all this while texting, e-mailing, and talking regularly with on-the-ground sales teams, distributors, behind-the-scenes inside sales groups, customer-service call centers, and technical reps. Our research shows that, on average, a B2B customer will regularly use six different interaction channels throughout the decision journey, and almost 65 percent will come away from it frustrated by inconsistent experiences.

More modular. The game also is changing for closing deals with requests for proposals (RFPs). At one company, operations executives were looking to improve process efficiencies and assure better after-sales service. To increase their options, they overrode the purchasing department by requiring six rather than three bids for a product. They also demanded modular RFPs, so cross-functional teams could examine an offer’s details, such as service and financing. With so many gateways of influence, our research not surprisingly shows, two-thirds of B2B deals are lost before a formal RFP process even begins.

Beyond the sales funnel
These dynamics are undermining the traditional sales approach of pushing products to customers along a linear funnel comprising lead generation, lead qualification, proposal, negotiation, and close. In that world, funnel metrics kept track of what the sales force was up to and tallied daily win rates. The problem is that many of today’s customers no longer buy this way. Nor does the tracking approach shed much light on what drives purchases or cements loyalty.

The proliferation of decision influencers—along with the growing amount of data about them and their behavior—reverses the funnel logic. It’s now possible to follow the lead of customers rather than force them to follow the sales organization. Armed with state-of-the-art information, suppliers often find new buying patterns that defy well-trod linear paths.

Although challenging, this world of 24/7 multichannel customer experiences creates additional opportunities to influence purchases. More complex interactions reflect strands of customer behavior—previously hidden—that companies can evaluate using big data and analytics. Those proprietary insights, in turn, can form the basis of much more targeted sales actions.

Three priorities for reshaping the sales organization

B2B companies across industries are moving toward journey-based sales strategies. We’ve seen success among organizations as varied as industrial-equipment manufacturers, software firms, professional-services firms, telecom providers, and basic-materials companies. Three actions are decisive:
•charting decision journeys by customer segment and drilling down on customer expectations and needs at each stage of the journey
•tackling the difficult process of reallocating sales and marketing resources to the activities most likely to influence decisions
•changing organizational structures to ramp up collaboration between marketing and sales

As B2B executives in marketing and sales organizations push ahead with these moves, they will also need to reach across the enterprise and sharpen the customer focus in every business unit and function.

1. Map journeys and influencers by customer segment
Charting decision journeys by customer segment requires soliciting input from multiple sources and understanding the industry context. For example, in sectors with a handful of big customers (like mining, shipping, or the public sector), there’s no substitute for actually meeting them to analyze how they really make decisions (as opposed to how they say they make them). Large companies with thousands of customers may need data-driven market research (by mining social media, for example) to gain deeper insights. These findings can be paired with knowledge gleaned internally from sales, logistics, product marketing, and other functions to develop a hypothesis on how different variables—such as price, delivery times, or product features—affect purchase decisions. In this way, many suppliers have identified previously submerged customer segments.

Disciplined mapping often turns up counterintuitive insights. For example, one industrial company found that its most profitable customers were the “no frills, no hassle, lowest price” buyers who just wanted to fly through their journeys quickly, with minimal fuss and interaction. Once marketers and analysts have similarly drilled down on understanding segment preferences, they can chart a course of action, as one energy company did.

This company had long given customers three or four standard offers of pricing and service. Sales reps typically delivered or mailed brochures and other materials and followed up to qualifycustom 1 leads. Only after deregulation, when new entrants began siphoning off customers, did the company realize it needed a new approach. Senior executives therefore asked marketing to lead a research initiative combining direct interviews with data on energy use from customer billings. It turned up three clusters of customers, each with different sets of influencers:
•The companies in one segment, typically large ones in energy-intensive industries, like chemicals, were “high touch, high value.” They wanted a supplier that could not only handle complex RFPs covering contingencies for downtime but also provide advice on optimizing energy use. Interviews showed that manufacturing—not purchasing—executives were the key influencers. Marketing and sales subsequently worked together to redesign the company’s RFPs to include a library of contracts it could readily customize. In addition, they assigned executive sponsors to work with manufacturing managers on-site when problems arose. The company also increased the skills of sales agents, so they could act as advisers on energy usage, sometimes in concert with technical specialists.
•Another cluster of customers had specific goals for their emissions footprints and wanted regular consumption data and benchmark comparisons. By setting up programs to meet such requirements, the supplier increased these customers’ loyalty.
•The third segment consisted of mom-and-pop businesses, such as dry cleaners and convenience stores. These price-sensitive customers were most likely to jump ship. Interviews showed that they sought to make apples-to-apples comparisons of standard offers for rates and billing-cycle options. The decision maker was typically the business owner, who was more concerned with price than after-sales service quality. In response, the energy company built a web-based rate-comparison tool to assure these customers that they were getting the best deal.

Consider as well the experience of a large manufacturer of technology equipment. Realizing that the company was losing share in highly competitive markets, it began scrutinizing what was happening in different customer segments and found stark differences among them. At large customers, cost-conscious teams caring little for the technical specifications of products and typically led by a finance chief were the key influencers. They paid special attention to how RFPs spelled out the total cost of ownership, particularly maintenance expenditures. By contrast, smaller operators, often owned and managed by technology experts, were active and engaged researchers on the company’s products and coming innovations.

In response, the manufacturer revamped its RFPs for large companies to expand the number of financing options. It overhauled its website materials to highlight cost efficiency and built a sophisticated price calculator with what-if scenarios to help finance executives justify their purchases with the CEO. Meanwhile, the company invited business-owner purchasers to beta-test new versions of its products and to attend events where they could preview its thinking about the direction of technologies and mingle with R&D executives.

2. Reallocate sales and marketing resources
When companies map customer journeys in the ways just described, they often turn up evidence of how traditional sales practices misallocate resources. But as our colleagues have described elsewhere, shifting spending to align it with new realities often meets with stiff internal resistance, requiring cultural changes that transcend the sales organization.

Beyond the golf outing. After mapping five customer segments, one industrial OEM found that nearly 70 percent of its marketing dollars and sales efforts across them were not directed at what mattered most to customers. For example, the company had invested heavily in customized demonstrations to roll out next-generation equipment. The demos were available to all customers, but only those in two of the segments—product enthusiasts and R&D innovators—really cared about participating in them. The rest, comprising over half of the customer base, were happy to visit a plant only occasionally, receive information remotely, or wait their turn for a technical specialist to visit with a standard demo kit.

Similarly, to encourage repurchases at the end of product cycles, each sales rep had the same per-user travel and entertainment budget. Yet many buyers didn’t enjoy or get much value from the golf outings historically lavished on the company’s largest customers—however hard that was for most of its sales teams to accept.

In a major rethink, the company began focusing its efforts more sharply on the activities that the most profitable segments liked best. The point wasn’t so much to cut the budget as to make it work better in these segments, and in ways that would step up customer engagement across decision journeys.

Another example involved a large, struggling materials company that reconsidered the sales approach for one of its big vertical segments: government. After tracking decision journeys, it found that the public-works executives targeted most often could rarely make spending decisions on their own. Instead they relied heavily on local distributors for advice on product costs, innovations, and warranties. Armed with this insight, the materials company worked to strengthen relationships with these independent dealers and pulled back on its largest marketing expense—trade shows geared to government buyers. The on-site distributor demos developed with the funds saved proved an effective way to get products into consideration for final purchase.

Changing the culture. For many of the B2B companies we know, the biggest hurdle to reallocating budgets isn’t identifying the new opportunities; it’s having the courage to test them. Seasoned executives and sales leaders often struggle to accept the reality that long-standing “truths” about how to best serve customers no longer apply. Shifting mind-sets to focus on maximizing influence and then rallying stakeholders around new directions can often take more time and energy than mapping new journeys. One company addressed this problem by holding debates among its marketing and sales teams to discuss findings from its decision-journey research. It then called in functional leaders from the finance, customer-service, supply-chain, and technology organizations to help bring objective rigor to discussions about what a new allocation of resources would mean for its performance and strategy. The exercise might have looked like a time sink when viewed from the outside, yet it proved crucial in creating the collective will to take the risk of trying new ways of serving customers.

3. Forge a partnership between marketing and sales at each stage of the customer decision journey
Moving from a sales-forward funnel to a customer-back journey requires the marketing and sales organizations to think more like their customers. We often see marketing units do customer research without seeking frontline input. Sales organizations often say that they understand the importance of better data but complain that proliferating information isn’t helping them navigate the situations they face on the ground.

At advanced companies, marketing and sales are both involved in deciding on the right ways to attack touch points. Those techniques might include search-engine optimization to help build customer awareness, white-glove treatment that makes the RFP process more customer friendly, or loyalty programs that automatically replenish supplies and track customer satisfaction. Better collaboration can have the following advantages:
• Clearer priorities. One medical-device company developed an iPad app powered by its marketing research. When sales reps enter updates, the app reorganizes companies by customer segment and indicates specific items to cross-sell, pricing parameters, and service options.
• Quick wins. At a B2B seller, evidence from marketing analytics showed that leads for small and midsize companies were converted into product sales at higher rates when telephone calls or direct mail preceded e-mail interactions. The customer-relationship-management system was subsequently adjusted to provide such reminders.
• Improved response times. Seeing signs of aggressive new competition in one product area, and fearing a new round of discounting, a global industrial company’s sales team alerted its marketing colleagues. They quickly dug into customer data and identified purchasers that often bundled multiple products with their orders and were therefore most likely to demand discounts. Working with finance and supply-chain colleagues, marketing and sales devised new ways to improve ease of ordering and fulfillment speed—faster credit checks, for example, and automated reminders for customers whose inventories were estimated to be low—which delivered extra value for this segment. Such moves allowed the company to sidestep a possible price war.

The ground is shifting in B2B buying behavior as customer-directed journeys replace the traditional funnel. This is new and promising territory for organizations that embrace data, reallocate budgets, and do the hard work of bringing more collaboration to sales and marketing. Knowing what really makes customers tick may be the cure for the slow growth many suppliers have experienced during the tepid global economic recovery.

Source:, 19 February 2015
By: Oskar Lingqvist, Candace Lun Plotkin, and Jennifer Stanley
About the authors: Oskar Lingqvist is a principal in McKinsey’s Stockholm office; Candace Lun Plotkin is a master expert in the Boston office, where Jennifer Stanley is an associate principal.

Så styr du vad som dyker upp om dig på Google

Posted in Aktuellt, Allmänt, Digitalisering / Internet on februari 17th, 2015 by admin

Om du söker jobb är sannolik­heten stor att potentiella arbetsgivare googlar ditt namn. Därför är det bra att ta kontroll över vad som dyker upp i sökresultatet. Nätexperterna Jackie Kothbauer och Michael Wahlgren ger sina bästa tips på hur du gör.

Jackie Kothbauer som till vardags föreläser om sociala medier och Michael Wahlgren som är vd på sökmotorkonsultenGoogle B Pineberry har båda skrivit böcker som handlar om hur man kan putsa sin nätprofil och göra sig mer sökbar på Google.
– Du måste i princip vara nät­smart för att få ett jobb, säger Jackie Kothbauer.

Hennes tips till den som vill visa sig från sin bästa sida för arbetsgivare på nätet är att skapa en Linkedinprofil och lägga mycket tid på den.
– Google gillar text och hatar ­video. Satsa därför på en sida med mycket text. Kolla dessutom upp vilka ord som används i din bransch och skriv in dem i texten så att du blir sökbar. Om du i dag jobbar som exempelvis handläggare men drömmer att jobba som projektledare är det bra att skriva till det ordet i din profil, säger hon.

Men orkar arbetsgivare läsa en ­jättelång text på ett cv?
– Eftersom de själva söker upp dig är det en annan sak än om du skickar in en ansökan. De kan tänka sig att läsa Google Amer men för att de ska få en snabb överblick över vem du är rekommenderar jag att du skriver en kort sammanfattning om dig själv som inledning. Den sammanfattningen kan du också använda i andra sociala medier så som Facebook och Twitter.

Många oroar sig för att arbets­givaren ska hitta partybilder vid en googling. Den som vill undvika det får helt enkelt kontakta de sajter som har lagt upp bilderna och be att de tas bort. På Facebook går det att ta bort tagen till sitt namn på bilderna. Men Jackie Kothbauer tycker inte att partybilder är någon större fara.
– Vi är mycket mer öppna på ­nätet i dag jämfört med tidigare och att det kommer upp en bild på dig med en öl i handen är inte kontroversiellt. Däremot är det värre om du uttrycker åsikter som inte stämmer överens med företagets värdegrund på sociala medier eller om du gillar sidor som exempelvis har med sex och våld att göra på Facebook. Tänk på att allt sånt syns.

Michael Wahlgren tycker också att det är viktigt att jobba med Linked­inprofilen.
– För att göra den sökbar ska man se till att använda sitt eget namn i url:en (webbadressen). Ett annat tips är att skapa en egen hemsida med sitt namn som domän, där kan man lägga upp bilder man känner sig nöjd med och tagga dem med sitt namn. För att hamna högt upp i Googles sökresultat är det bra att ha många externa länkar som leder till sidan.

Källa:, februari 2015
Av: Caroline Englund (