RENEGADE THINKING from the Founder/CEO of Renegade AND the author of "The CMO’s Periodic Table: A Renegade’s Guide to Marketing."

Meet Tom Klein, CMO of MailChimp

08/23/16

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Jim Collins famous “hedgehog” concept proposed that great businesses were greater still because of their profound focus, doing one thing better in their marketplace than anyone else. Recently, a number of service companies have taken a not so obvious way to become better at their core business and that’s by operating businesses in other areas. Stay with me as I explain this emerging trend and ultimately introduce you to Tom Klein, the CMO of MailChimp.

One example of this trend comes from the digital agency Huge, which operates a coffee shop in their Atlanta office. Undoubtedly this helps them understand the challenges of brick & mortar retail and the role of digital in driving store traffic and increasing loyalty. Closer to home, Renegade acquired the popular blog Social Media Explorer to give us laboratory for testing content marketing approaches. In the two months since this acquisition, we’ve already run multiple tests that have significant increased our advisory and executional capabilities in the content space.

A far more interesting example comes from Tom Klein who in our interview below explains among other things how MailChimp is getting better at their main service, email, by operating an online store of their own. By reporting on the progress of this business with complete transparency, MailChimp also turned this store into a goldmine of interesting, empathetic and informative content for their target. Now that’s renegade thinking at its finest!

Drew: What were your top priorities when you came into your role as CMO?

Tom:  No matter what, our responsibility is to grow the business without compromising our principles. When I started working at MailChimp, one of the most fascinating things to me was the fact that it’s a B2B business that actually has a brand. MailChimp has a level of emotional appeal and emotional connection with customers that most B2B brands do not.

Drew: How is MailChimp able to stimulate an emotional connection with customers in a way that B2B brands traditionally do not?

Tom:  We’re humble, and that’s very important for our connection with our customers. In many ways, we’re communicating with people like you or your company. We appeal to a very challenging audience: people who are very skilled in design, creativity or marketing. So, we try to model our behavior after the level of creative courage that we would like to inspire in our customers. I think that’s really how we appeal to them without being “salesy,” so to speak.

Drew: How does courage permeate you or your brand activities?

Tom:  I use the word courage because confidence doesn’t seem like enough when it comes to really putting yourself out there. It describes how we need to be, because we are, in many ways, a model for our customers. As a company, we should feel free to be more human, more personal, weirder, and more original, because ultimately, differentiation is the name of the game.

Drew: It’s interesting that there’s this trend in the agency business to develop products around products. MailChimp is doing this with an in-house venture, correct?

Tom:  Yes, the store is called Freddie & Co. and the email series, which is essentially a behind-the-scene series, is called “What’s in Store?” We knew we had a very creative culture so we decided to tap into it. We had an employee who was exceptionally brilliant, had a lot to say, and was also in charge of our email newsletter, so we had her head up a new ecommerce operation – even though she had no knowledge of ecommerce. The idea was that she would chronicle all the things that went wrong in the “What’s in Store?” series – it certainly has helped us recognize some key pieces of information, like shipments aren’t always correct and the design isn’t always perfect. It’s the problem that creates the drama, which results in the understanding that we’re after.

Drew: How do you measure brand love and assess if the things that you’ve done are making a difference in nurturing this love?

Tom: We run brand health and equity studies to get a sense of how we are doing. We evaluate brand equity by looking at unaided awareness, aided awareness, and preference. Unlike other B2B brands, we also look at it on a quarterly basis because we like to understand the impact of our brand-oriented or inspirational marketing messaging. We also look at net promoter score.

Drew: Tell me a bit about your marketing.

Tom: We are a premium product, so we need to have lots of different flavors of marketing. First and foremost, we want people to get to know MailChimp, which may take form in a few different ways – sponsoring design conferences or podcasts like Serial, for example. When customers decide they want to try MailChimp and sign up for a free account, there’s a follow-up email teaching you how to use the product. Another thing that we look at is the number of new visitors that typed MailChimp.com into the browser – they’re not just searching email marketing and then finding us; they’re typing MailChimp and then coming to us as a preference.

Drew: Do you drink your own champagne? In other words, is email marketing is a big part of your own marketing. Is that true?

Tom: Absolutely. We sent 36 million marketing emails in June of this year to a wide range of subscriber lists, like “What’s in Store,” which has 170,000 subscribers alone.

Drew: If you’re doing 36 million emails in a month, clearly you have a lot of data on what’s working and what’s not. What should your customers be doing to make their email marketing operations successful?

Tom:  Testing and learning. It sounds really boring, but it’s very straightforward and valuable. In our free products, we have AB testing, and in the Pro offering, we have multivariate. I have to say, from a brand perspective, it’s very easy to set up multivariate tests and we run them within our marketing department. That being said, we also want our customers to feel liberated from a creative perspective. Often, people feel like they have to do exactly what everyone else does, but using the multivariate tool, you can test many options to find the winner. That’s probably the most straightforward thing that we would love to get our customers doing, because we know it works.

Drew: What kinds of multivariate testing does MailChimp support?

Tom: We support three styles of multivariate testing. One method, for example, allows you to take a list and divide it into a few different subsets – for a list of 10,000, you could do five different emails send them to 2,000 people. Then, you can just look at the results and learn for next time.

Drew: From your experience, are bigger brands approaching email differently?

Tom: I think that’s an intriguing notion. Most of our customers probably have fewer than 200 employees. I have friends who work in marketing for package food companies – these are brands that have over a billion-dollar budget – and they don’t know who their customers are. As you know, email has always been a great way to communicate directly with consumers in an economical way. If one of these companies wanted to communicate with 5 million people, we have customer lists of that size. Surprisingly, there are many large package food companies who just don’t do it. I think doing that is an important first step and next would be optimization.

Drew:  Is there a lag effect with email? I know I’m always behind but I tend to only delete or file the stuff I read or know I never need to look at?

Tom: People often look at their email as a data repository of stuff. That is to say, it’s almost always beneficial for your email to be in your customer or prospect’s inbox, because they will use it even if they don’t open it and engage with it right away.

Drew: What is state of the art when it comes to integrating social media within email campaigns?

Tom: Email is a kind of beast, from a technical perspective. We would love for your email client to function just like a regular browser window, allowing us do all sorts of magical things. Unfortunately that’s not the case, so if you’re our customer, we tend to keep your email relatively straightforward. As it relates to social itself, we have a lot of functionalities that actually let customers use their email as a social channel. For example, we have a nice integration with Facebook that lets you post your email on Facebook. Customers can also use their email subscriber list as a way to take these subscribers and generate an ad based on them.

Drew:  In your time as CMO, are there things that you wish you did better?

Tom: Probably almost everything. We’re growing and hiring so we’re really looking to improve all aspects of the company. More specifically, we have a lot of customers that are agencies, and I feel like we could do a better job supporting those types of clients. We also want to get better at engaging with our customers around the world – MailChimp is a global business, even though we’re based in Atlanta.

How BBVA Compass Banks on Purpose Branding

08/14/16

When you think of banks, or any financial institution for that matter, I doubt you are overcome with heartwarming images of improved welfare and social care.  Unless you’re among the few that have had a warm and fuzzy experience, most likely your relationship with your bank is mainly transactional — a deposit made here or statement issued there.  Interestingly, there is at least one bank out there that would like you to like them less for their transactional prowess and more for their commitment to “bringing the age of opportunity to everyone.”  

That bank is BBVA Compass and the campaign that got my attention is called “Banking on a Brighter Future,” a purpose-driven program introduced AAEAAQAAAAAAAAhcAAAAJDQwZTFhZTQyLTkzMmMtNDFmNy1iMTYyLThlOWViZGQ5ZDE1YQby their Chief Marketing and Digital Sales Officer Jennifer Dominiquini.  I’ve known Jennifer through The CMO Club for several years and was delighted when we finally had a chance to talk about purpose-branding and the organizational commitment required to make it real.  Jennifer, as you will soon see, is not one to just talk the talk.  She also walks the walk or more precisely rides the ride, having just completed a 500-mile bike trip for a charity that was also a BBVA customer.  So yes, her commitment to living bright and giving a chance for others to do the same is something you can bank on!

Note: this is a lengthy interview but I decided not to break it up into 2 posts because frankly if you are interested in how to activate effectively against your brand purpose, you’ll want to read every last word.  

Drew: Can you take me back to when you became a purpose-driven organization and the process that you went through to determine your purpose?

Jennifer: Since its founding in 1857, this company has believed its corporate purpose should be about creating a better future for people. Recently, our Chairman and our CEO realized that we needed to make it more explicit that we are a purpose-driven organization, and so last year we set out to do just that by specifically stating that our purpose is to bring the age of opportunity to everyone.

The company overall is very inclusive, and that has led us to facilitate opportunity for everyone, whether an individual, a family, a company, or a community. Said another way, we believe everyone deserves a bright future and the chance to thrive in the age of opportunity. Our goal as an organization is to help our clients stay in control of their financial journeys, and it is our responsibility to help them get to that bright future.

Drew: Was the idea of “Banking on a Brighter Future” developed in-house or did you work with an agency partner?

Jennifer: It was actually developed in-house with the support of agency partners. One of the key inspirations was our global purpose statement, which aligned perfectly with the traditional brand research we had. We were really passionate about this, so we put it into practice first by rolling it out internally and then started to incorporate it in our external messaging as well.

Drew: How did you communicate the idea of “Banking on a Brighter Future?”

Jennifer: We tried to infuse as much “bright” vocabulary into the work we were already doing internally. We also ensured that every element of our end-to-end client experience was bright. We highlighted bright moments of associates out in the field who went the extra mile to help a client. At our employee launch, our CEO and key leaders hosted a fireside chat-style forum to share the brand strategy and communicate the message hat every associate has the responsibility to bring the brand to life. We wanted all employees to understand that this was not just a new tagline but rather a way of doing business, a way of living and breathing the brand.

Drew: How did you equip employees with the resources needed to promote the brand externally?

Jennifer: First, we incorporated the word “bright” into our different methods of communication as often as we could. We also created an employee brand portal with videos and other media, showing how our executives were embracing the brand and also branding themselves. We distributed bright blue boxes containing stickers and other brand paraphernalia to each department so employees could display and promote the brand.

In order for the brand launch to be successful, it had to be something our associates believed enough they would be willing to go out and share it. So, a few months later after our internal launch, we celebrated our first annual Bank It Forward Day, a chance for our associates to bring the brand to life in the community through random acts of kindness.

Drew: Can you provide an example of how employees went out into the community, promoting Bank It Forward Day?

Jennifer: We equipped everybody with the opportunity to volunteer and do random acts of brightness in the community. Essentially, employees formed groups of 5 to 10 people, then went out and did acts of kindness in the community using their $25 gift cards provided by BBVA Compass. That was the first real opportunity for our employees to realize that when you live bright, you can actually have fun while helping out others in the community. Some of the stories were just phenomenally engaging, and we generated social media buzz and plenty of employee engagement as a result.

Drew: Can you give a few examples of some of these “acts of brightness?”

Jennifer: We saw one person pay off a debt for a family whose son was in the hospital. We also met a woman who had a couple of flat tires on her car but had to leave it to feed her baby at home. When she came back, she saw the note on the car that said, “It’s BBVA Compass. Come on over, we’d love to help and we have a surprise for you.” A few associates combined their gift cards to buy the woman four new tires for her car.

I personally had the honor of surprising a shopper in a grocery store who was about to spend her last $20 of the week. I think the tipping point in the brand roll out was when employees started to have fun. They realized this is not just a marketing strategy exercise, this is a way of living.

Drew: Do you have a sense of what percentage of employees participated? Did you have a goal?

Jennifer: This was one of our most successful volunteer outreaches ever. We started at 12% the first time, and now we’re up to 30%. This time, the updated program – now called 100 Days of Brightness – extends beyond a single day to give employees the flexibility to choose any day over the course of 100 days.We were really impressed the first time because we really didn’t know what would happen but 98% percent of the people who participated said they would absolutely do it again.

Drew: What was the reception of the Bank it Forward initiative” among senior BBVA Compass executives?

Jennifer: Our executives have been extremely supportive of this because, as a company, they all understand that we can’t just talk about our purpose, we have to go out and fulfill it. For example, the Head of Business Development is an avid runner, so he ran around a park on Father’s Day and surprised other park runners with gift cards. He also visited one of our charitable partners along his route to surprise them with more gift cards.

Our COO, who is very much supporter of animals, visited an animal shelter to deliver much-needed supplies for the shelter. And our CEO pursued his passion for helping children by bringing a cool treat to kids at the Community Family Center in Houston. In addition to some new sports equipment and art supplies, he also served snow cones to nearly 200 students and staff on a hot July afternoon.

Drew: So have you changed or adjusted your hiring practices to emphasize brightness among candidates?

Jennifer: People are definitely looking to bring in others with a like-minded, positive energy. We aim to on-board people who share our purpose-driven methodology and look for ways to empower people to act brightly across our employee base.

Drew: How did you go about making employees feel comfortable to bank at BBVA?

Jennifer: As our CEO said, if we are going to talk about brightening the lives of others, we also need to do a good job of brightening the lives of our teammates. We emphasize our employee banking perks and make sure people take advantage of the benefits of being loyal to your employer. We’ve done a lot of employee banking drives to encourage people to sign up, and those events provide the perfect opportunity to remind employees why they should bank where they work. It’s more than just a reminder that each account benefits the company. It’s a reminder that, when you bank the brand, it’s easier to successfully live the brand and share it with others.

That said, we need to make sure it is easy and rewarding for those associates to bank with us, – for both clients and employees alike.

Drew: So we spent most of our time on internal activation, is there anything that you would like to highlight from an external standpoint?

Jennifer: Absolutely. We knew we had hit a home run internally, so we wanted to make sure our external push was equally successful. We created an online portal for our video content, and because we are official bank of the NBA, we were able to launch Bright Futures externally in a robust way.

Our brand ambassadors tell their own personal stories to bring to life the ten Bright Futures principles. For example, Becky Hammon, the first female coach in the NBA, talked about the hurdles she faced on the road to becoming an all-star player and the first female All Star coach. Instead of telling the athletes’ stories from the sports angle, these videos really captured the human angle.

Drew: What is the reason behind the sports focus of Bright Futures?

Jennifer: We started with sports because that’s where many of our sponsorship lie (we are the official bank of the NBA and the Houston Dynamo and Dash call the BBVA Compass stadium their home) but as I said, we intend to expand it to a lot of different walks of life. Ultimately we will feature musicians and artists, technology, entrepreneurship and other areas.

We’ve also incorporated the Brighter Future mantra into nearly all our external marketing. From a social media perspective, we engage our audience with our #LiveBright and #BrightFutures hashtags. The two work well together because we’re saying if you want to help others have a bright future, then you have to live bright along the way.

Drew: It’s fascinating to hear you talk about how you shifted from product-first to story first, which must have sparked a good amount of doubt and discomfort internally. What made you confident that this risk was worth taking?

Jennifer: Well, we still do free-checking and rate-based advertising for our deposit products, and we still promote our loan products. But we’ve tried to layer acquisition marketing, digital marketing, and branded advertising with messaging that’s consistent with the brand, using the video and the storytelling piece. The brand, the content, and the storytelling have enabled us to improve our consideration scores with consumers, to bring new clients to the bank and to engage our existing ones.

Drew: We’ve heard about the successes of the Bright Future initiative but I’m guessing there have been some mistakes along the way? Can you tell about some of the challenges you have encountered?

Jennifer: I would say that there have been definitely some creative executions that didn’t work as well in the beginning. Creative development for us was an iterative process, and we learned what resonated and what didn’t as we experimented and iterated based on learning. The good news with digital is that it’s easy to do a lot of testing, but part of our initial challenge was aligning the right creative with the right media and doing so in a nimble and flexible way. I don’t think it was a failure, but more of a learning process and a recognition that some efforts don’t produce immediate results.

Drew: You’re the Chief of Marketing and Digital Sales Officer. Do those two often conflict?

Jennifer: Not really. Digital has been a major focus to drive sales through all of our channels, along with improving the branch experience and engaging our clients. In fact, all of the key marketers in other countries in the BBVA portfolio also have this title. I’m lucky that I don’t just own marketing, but I actually have online account origination and analytics which allows me to see much more of the end-to-end experience.

Drew: I know you’re heavily focused on digital but how much of your role is centered on traditional marketing?

Jennifer: In the old days, marketing was very much “put the product over the fence and tell the clients what they need to know.” Historically, digital and traditional marketing have been separated. But having these two areas together is fundamental because I have the flexibility to allocate resources between digital and traditional efforts. We recognize that it can’t all just be about digital. There are many times when more traditional marketing like direct mail or newspaper ads make the most sense; in other cases, we know that branded content on YouTube will be more widely watched that television. Having ownership of both sides lets us leverage the best channel for each initiative. All in all, it’s been a very interesting time to be a marketer and the fact that I have both of these sides is wonderful.

Drew: Now, you have to tell us about your 500 mile bike ride. What a great example of how you are living the brand purpose. 

Jennifer: Well, it was the experience of a lifetime seeing our client, David Baldwin, literally ride from coast to coast. The trip really encapsulated living bright: everybody was happy, helping each other, and teaching each other. It was very powerful to know that we were doing something for a good cause, and that we were able to put ourselves literally our client’s shoes. The Pursuit ride raised $12.5 million for the Center, a private, not-for-profit organization caring for adults with intellectual and development disabilities, while raising awareness for adults with disabilities nationwide. Baldwin rode 3500 miles, and BBVA Compass was proud to be the ride’s presenting sponsor. The event aligned perfectly with our belief that that everyone deserves a bright future. I could not be more proud of riding alongside David and team. As the Chief Marketing Officer, it is my responsibility and honor to not only shape the brand but believe in it and live it, too.

Why IBM is Hiring Hollywood Storytellers

07/26/16

New Maria WinansIt’s no secret that I’m a big proponent of storytelling as a relatively fresh way to approach marketing strategy and execution. Not only did it earn its own chapter in my book The CMO’s Periodic Table, I’ve featured other champions of storytelling like CMO’s Douwe Bergsma (Georgia Pacific) and Darren Marshall (Steinway & Sons) on this blog. In my heart of hearts, I keep hoping that having a story framework rather than a brand-centric messaging framework will reflect and capitalize on the changing dynamic between what a brand wants to say about itself and what a consumer actually says about a brand.

As you might expect, CMOs don’t all share the same perspective on storytelling. Douwe Bergsma sees it as something entirely new and even hired a storytelling agency to craft the story framework for brands like Brawny before getting his other agencies involved.  Darren Marshall believes in the importance of telling a compelling story in his communications but didn’t see the need to change his strategic approach.  So now, allow me to introduce Maria Winans, CMO of IBM Commerce to this on-going discussion.  Maria is a big believer in the power of storytelling and has hired professionals from Hollywood to support these efforts.  To understand why, read on.  

Drew: As you look to do more storytelling at IBM, has this changed your approach to staffing your marketing team?

Maria: Absolutely. As we look at our staffing needs for today and tomorrow, we are focused on three primary skills sets, digital, portfolio and the ability to engage an audience via storytelling. For the first area, we are hiring the best talent we can find to quickly create new ways of engaging with our audiences in the most personalized ways possible. The second area is more product / category specific in terms of finding talent with deep knowledge of e-commerce and marketing automation. And the third is all about content creation and storytelling in a manner that entertains and informs audiences.

Drew: Interesting. So let’s talk more about the skill sets of the storytellers.

Maria: Sure. These people are not traditional tech-centric IBMers. Their expertise is completely different in that they can create truly engaging content or they know how to lead the creative storytelling process. These folks will help IBM engage specifics audiences in a very different manner than we’ve done before. And working with the rest of our marketing team, the storytellers will help us translate some of our broader themes down to a very compelling and ideally, personalized conversation.

Drew: How else are you bringing the idea of storytelling into IBM?

Maria: One way is by collaborating with organizations like TED. The TED organization is among the best at storytelling and they helped us orchestrate a conversation about innovation last year in a completely new way for us. Presentations were limited to seven minutes, which forced us to make every word count and propel the story forward. We really learned a lot from that.

Drew: So why not outsource your storytelling? 

Maria: Frankly, that’s exactly what we did for a long time but it comes at a price. Not the cost of development, but the absence of expertise that comes with knowing how to create stories. Bringing this skill in house uncovering talent and skills in very different places. For example, I’ve recently hired individuals that were doing scriptwriting in Hollywood for film. Their ability to write scripts and plot out storyboards is essential to the kinds of communications we want to create moving forward.

Drew: How does all of the new product or divisional storytelling you’re doing fit into the bigger stories IBM is telling on a corporate advertising level?

Maria: One of the things that we’re looking to do is have content that tracks with the entire customer journey. While the corporate ads are great at positioning all of IBM we need to be more specific with our product and divisional stories, whether we’re talking lead generation or product research or demos. All of this content needs to be compelling enough and personalized enough to drive an action – an action that we can track, score and keep moving forward with other content.

Drew: Let’s dive into this more. Can a big story like Watson get translated into demand generation and lead nurturing for a specific ecommerce product?

Maria: Yes. IBM is telling big stories about the art of the possible by demonstrating Watson’s amazing cognitive learning capabilities. My challenge is to take that big emotion-rich story and appeal to a merchandiser or a supply chain manager with very specific challenges. I need to be able to show them how they can work with IBM in a way that pertains directly to their job and move them along from prospect to customer. It comes down to storytelling on a level that resonates with the target and helping them see cognitive as a competitive advantage for their businesses and an opportunity to excel for them personally.

Drew: How does big data fit into all of this?

Maria: Great question. We marketers have so much data. The key is to be able to use that data to drive personalization and deliver the best possible experience. Obviously, this is easier said than done. It’s important to recognize that data is a means to end and not an end in itself. Data informs the story, how we talk to you, what we share and when we share it. If we know you react to certain words or images, then we’ll be sure to zoom in on those in our stories. Ultimately, our goal is really to make an emotional connection and we think we can do that better by being personal without of course, being creepy.

Drew: So how hard is all of this?

Maria: It’s hard but we’re making a lot of progress. We’re getting better at not forcing a discussion about product too early in the process. Before we introduce a solution, we want to make sure we really understand a particular prospect’s challenge. Some of this we can infer through the data, which makes it a lot easier to start a fruitful conversation. And some of this is understanding narrative, bringing the prospect along through a series of nurturing activities related to their past behavior. Ultimately, this really is another means of being customer centric – we are trying very hard not to waste a prospect’s time by delivering superfluous information.

 

How SAP Ariba’s CMO Made Procurement Awesome

07/19/16

alicia_tillmanWhen SAP acquired Ariba a few years back, newly appointed CMO Alicia Tillman was faced with the challenge of rebranding the company to include the qualities of both SAP and Ariba. Next, she had to consider how to best communicate SAP Ariba’s new brand identity to customers. It’s no surprise that social media, one of today’s most effective tools of communication, was instrumental in the rebranding initiative. Alicia and her team applied creativity and simplicity to their social content to better inform customers of the intersection between SAP and Ariba. I had the pleasure of speaking with Alicia and hearing more about how her marketing team used social to build brand image, and whether or not she considered SAP Ariba a social enterprise.

Drew: Tell me a bit about your job at SAP Ariba.

Alicia: I’m the chief marketing officer for SAP Ariba, which is the largest B2B network in the world, and part of the Business Networks and Applications group within SAP. Think of us as the Facebook or eBay for business. Essentially, what we’ve created is a dynamic, digital marketplace where buyers and suppliers can find each other, making it easy to buy and sell business goods and services within companies of all sizes. I oversee all of marketing for the business, which includes brand awareness, pipeline generation and acceleration, events, digital and social strategies and field marketing.

Drew: I know Ariba has undergone some major changes in the last few years. One of those being your introduction to the company as CMO. Can you speak to those changes?

Alicia: Ariba was founded in 1996 and was really the first B2B marketplace. Initially, the company focused on automating the procurement function through online catalogs and auctions. Today, it is the largest, most global business network and touches every aspect of commerce. About four years ago, the company was acquired by SAP. That is, as you point out, a lot of change. But the company’s brand really hadn’t evolved to reflect it and it was one of the first things I focused on when I joined the company. My first priority was to assemble a ‘brand voice’ team that represented each functional area of the business so I could hear about the key aspects of our brand that made us great and brought differentiated value to our customers.

Drew: How has your team used social media to facilitate the rebranding of Ariba?

Alicia: With the rebranding of SAP Ariba I sought to make things easily understood – our look and feel, our messaging, our brand promise and the way in which we interact with customers. Social is an ideal way to facilitate this because it forces you to be simple, but it also allows you to be highly creative and to engage with your customers on totally new levels.

Let me give you an example. Earlier this year, our CEO met with one of our customers who had just launched an SAP Ariba project inside her company. She was wearing a shirt that said “Procurement is awesome,” and our CEO loved this slogan. We launched a social campaign around it – #MakeProcurementAwesome – because procurement is digital. SAP Ariba is fueling this and it’s a powerful and witty way to draw attention to our new brand identity without being forceful. It has served as a rally cry for our employees and our customers who are ultimately striving to achieve the same goals.

Drew: Have you been able to extend this idea?

Alicia: It has spread quickly because it is simple and speaks to the heart of so many of our customers. We launched it during our marquee buyer event this year and the response was so overwhelming, we actually had t-shirts printed that we could give away on the last day. And many of our customers immediately put them on and posted pictures on Facebook, Instagram, and Twitter. It’s a clear example of community and the power of social. When you use it the right way, a way that really appeals to people’s emotions, you can change perceptions and drive a brand story.

Drew: How do you judge success on a program like this?

Alicia: Simply put, by the dialogue it creates. We have seen so many customers run off with it on their own and create conversations in various forums. Customers are using the hashtag to shift the perception of procurement from a back office task to a strategic initiative. It has created excitement among our customers about our solutions and what we can do for them.

Drew: Your challenge was not only to innovate, but also apply this innovation to thinking about procurement. From a social standpoint, is it on your agenda to be a social business? Does Ariba use social as an enterprise and are you focusing heavily on social listening?

Alicia: Absolutely. We live in a world where there are officially more connected devices than people. so every enterprise has to be social. There are various listening posts in the social environment that we use to stay on top of what our customers are saying. But beyond this, we’ve built social technology into our solutions and business network that allows our customers to immediately share feedback with us. We’ve created a community called Ariba Exchange, for instance. Thousands of customers use it to share information and best practices that help them drive adoption of our solutions, and do their jobs better.

Drew: Can you provide an example of how you were able to use your closed customer network to make product changes or enhancements?

Alicia: Ideas can come from anywhere. And many of the best ideas come from the powerful community that we have built in the Ariba Network, in which over two million companies are part of. We recently launched Ariba Community Voting, a program that allows our customers to tell us what features they value most. Voting is done right from the solutions they use every day by clicking a “like” button. We compile this information and use it to prioritize our investments and drive future enhancements.

Drew: What kind of goals would you set for your organization in terms of social and becoming a social enterprise?

Alicia: Social has become the leading manner in which we market today. If I think back to a little less than 10 years ago, social was becoming something that was actively debated within companies. Now, the question is how do you now evolve your marketing budget to effectively have a presence and utilize it in the manner that is beneficial to your business. With the demographic changes of the incoming workforce, social is increasingly becoming the best method of communication – to influence and support buying decisions. We use our platforms to transact, to buy, and to gain influence.

Drew: For marketers, what do you think will be the biggest challenges in this move to social?

Alicia: I think the biggest challenge for marketers today is really about how you best define a digital strategy by measuring what it has the ability to influence. There has to be an understanding that digital is a business driver, it sets the experience a user has with your organization from the moment they begin their search to find a partner who can meet their needs. Think about everything from the experience of your website, to how you use social platforms to extend your story to how that translates into marketing collateral and events. PR, advertising and sponsorships all need to connect to form this experience – digital and traditional are no longer two different strategies – they are both interconnected and there needs to be a single strategy for your business that connects them.

Q+A w Stephanie Anderson, CMO, Time Warner Cable Business Class

07/4/16

Stephanie-Anderson_TWC-Official-150x150As you all know, I never pass up an opportunity to sit down with a marketer and hear which practices worked and which didn’t work for their company. I mean, what better way to learn more about this ever-changing industry than to listen to leaders in the field share their insight, the lessons they’ve learned, and the strategies they stand by. Through these conversations, I’m able to add value to my company and our clients.

On the blog today is former CMO of Time Warner Cable Business Class Stephanie Anderson, a friend of mine, president of The CMO Club New York chapter and a veteran of TheDrewBlog. I spoke to Stephanie in 2012 when she first joined TWCBC, and although much has changed since then, her stance that “knowing your customers and prospects will never go out of style,” still holds true. I’m sure Stephanie would agree that this way of thinking is largely responsible for the success of her team at TWCBC. It was interesting to talk to Stephanie as she wrapped up her time at Time Warner Cable, and to partake in a much different conversation than the one we had in four year ago. Now, we’re talking customer communities, loyalty programs, content marketing,  and the way television has strengthened digital.

Drew: You’ve been in the job about 4 years now. Can you provide an overview of your overall approach to marketing at Time Warner Cable Business Class?

Stephanie: When I arrived at Time Warner Cable, we were many businesses and we were marketing at a very local level- which I believe in- but we were missing an overarching message and communications methodology.. The goal of my team was to find the place where localism mattered, and then compliment that with a consistent campaign across the country. We had to find the best breed of each of those local areas and then pull it up to one common message.

Drew:  How did you decide that the consistent campaign was going to focus on your customers and get to a point where you thought that would be effective?

Stephanie: It started with a focus on what we called an “outside-in approach.”  This meant we could never lose sight of our customers and our competitors. If we weren’t doing that, then we’d be missing the boat.  By always thinking about our clients we knew we had a chance of developing programs the competition would fear.  From there it was an easy step to testimonials, telling customer stories online and on television , which ended up being great for all parties.

Drew:  How did you find the customers to feature?

Stephanie: We initially identified a few companies largely because they were loyal customers of ours. They also had interesting stories to tell and were hugely popular in social media, which demonstrated a lot of energy and engagement.  So we focused on finding those kinds of customers, and then telling their stories on television, print, and digital.

Drew: Did this have an impact on their business?

Stephanie: One of the companies we actually became quite close with is Beekman 1802. They have an online service that they we’re really trying to grow with a very unique product base. Once we put them on TV, their popularity grew significantly. We even did a follow up story with them, which was thrilling for both parties.

Drew: Did your approach to finding customers for the campaign evolve?

Stephanie: Yes.  We’ve been using an online resource we created for customers called PerkZone to help us find more great stories, and then turn those into testimonials.  In this case, the customers nominate themselves by submitting their stories.  The response has been amazing and these small business success stories are truly inspiring.  When we do our long form testimonials, the story “inside the story” is always amazing.

Drew: What’s the story behind PerkZone?

Stephanie: One of our partner agencies is Renegade and they helped us create this retention strategy and loyalty program for small businesses called PerkZone. Accessed through our “MyAccount” portal, which customers use to pay their bills and manage their account, PerkZone has two areas, “Deals and Discounts” and “Ideas and Community.”  In the first area, small business can find discounts from national brands as well as post deals for their local customers.  It is in the other area that we were able to source hundreds of stories, a few of which were featured in our TV campaign.

Drew: Wow, so you could go from the online portal to become a star on TV?

Stephanie:  Yes, like the Voice or something; it still happens. The best talent sometimes comes right to you.

Drew: Has Perk Zone had a material measurable impact on loyalty as far as you can tell?

Stephanie: Absolutely. Like many companies, we’re very focused on Net Promoter Score (NPS) and we’ve seen a really strong correlation between any digital engagement and customer satisfaction.  Customers who use our MyAccount portal are significantly more likely to recommend us than those that don’t.  The numbers get even better with PerkZone users.  My gut told me that this was the right thing to do, and it was nice to see that the data proved me right.  We’re continually trying to think of ways to engage with the customer, and we know we need to continue to invest in these areas.

Drew:  Let’s zoom back to the big picture.  How has all of this customer-centric marketing paid off?

Stephanie: TWCBC been very successful from a B2B standpoint having had 18 quarters of consecutive quarter-to-quarter growth!  That’s remarkable considering TWCBC not a small business–it has over $3 billion in revenue and it gets harder to grow when you’re big. The company is not only acquiring customers, it’s also keeping customers, and some of these tactics that TWCBC has been talking about like establishing this community and getting to know its businesses better has actually helped our results considerably.

Drew: Pundits have been saying, “TV is dead” for years yet here we are in mid-2016 talking about how well TV has worked for your B2B brand?

Stephanie: First, we’re TV people and TV is still very much part of our culture. But more importantly, TV does really work.  It does exactly what it’s supposed to do. It guides the inquiring person to your website, or wherever you want and helps get them engaged in the process. That is what it’s meant to do, just like a print ad or something else. Some of these traditional tactics get people motivated to go see more or engage with you, and that’s what we’re trying to do.

Drew:  So TV gets the conversation started and then they go online. How are you making the two work together?

Stephanie: We have a great vendor partner that we use in the digital space that can make real time adjustments based on how much traffic TV is driving online. It’s amazingly sophisticated.  Making sure that our offline and online tactics are coordinated has really profited us.  It’s one thing to be coordinated with campaigns; it’s another thing to be coordinated on the delivery side, making sure that people are going where you want them to go. It saves both parties time.

Drew: I’ve heard you talk about a fifth P beyond Product, Price, Promotion and Place. Can you elaborate on it?

Stephanie: Everyone knows about the 4 Ps, and they are very important in marketing, and I think they fulfill most of everything that’s going on out there. I contend that there is this 5th P that is Proof. This probably comes from my long history of being in sales at different levels in technology. Notoriously, there was always this moment in the demonstration when the tables turned and the customer says, “okay I get it,” or “okay I’ll take it.”  That was the moment we provided the Proof, when we helped people really see how others were using the technology.

Drew: Let’s shift gears here.  TV and digital were not your only tactics.  You also got into content marketing, right?

Stephanie:  Absolutely.  Working with our partner RSL Media, we actually created a publication called Solve that goes to our 160,000 customers and prospects in the mid-market space.  It’s both a 24-page printed magazine and an e-zine, with content that’s relevant to that mid-market space. With highly topical and informative stories, we’re able to keep the conversation going by delivering really useful information that just happens to from Time Warner Cable Business Services. The response has been great – we’ve had customers actually call us to make sure they’re subscribers and to get other employees on the list.

Drew: Why not just create a digital version of Solve? Why go to the expense of printing it?

Stephanie:  Some of it stems from years back when I needed to accumulate a book of testimonials for our sales force and also links back to my early point about Proof.  Sales people need to be able to demonstrate proof of what you’ve done for other companies.  Solve is great for that since many of the stories feature customers.  It gives the sales person something physical that can help start a conversation.  It’s really hard to do that with a digital-only version.  Also, our customers felt more important being featured in a well-produced magazine.  It was prestigious enough that customers started asking how they could be featured!  In this case, the medium was also the message.

Drew: What would you say was the biggest lesson you have learned that you would pass along to future marketers in your industry, or any industry?

Stephanie: I think going back to the customer or competitor focus, and keeping your eyes set on the external. Whether that be your competitors, or your brand or your prospects that are so important. It’s so easy in marketing to get distracted by the stuff or the creative, or the results. Sometimes you need to step back and think wait a minute, who am I trying to talk to? And if I were them, would I listen, or if I were the competition, would I be afraid of what they’re saying?  Those are the things that we are committed to because they work. If you keep that forefront on your mind, you will be successful.

Q&A with Evan Greene, CMO of The Recording Academy

06/26/16

Evan Greene_Recording Academy

The Grammys have brought us some of the best moments in television, and the most spectacular performances in music. From Michael Jackson’s moonwalk across the stage in ’88 to the Elton John and Eminem duet in ’01, and most recently Lady Gaga’s tribute to David Bowie, the Grammys have been the place for historical moments in music. And if you’re like me, you brim with excitement before the show, and are unable to stop rehashing the night’s best moments for days after. One night a year, the telecast captivates people around the world and easily dominates the conversation on social. However, is the show on your mind for other 364 days? Well, I spoke with Evan Greene, a friend of mine and CMO of the Recording Academy, to hear how his team approaches the challenge of marketing a show that airs one night per year. Key words here: social, social, and more social.

Drew: What does your marketing purview include?

Evan: I can tell you that anything that touches the Grammy brand ultimately runs through the marketing area, whether it’s marketing and brand strategy, PR, social media, digital content and yes, partner strategy. We represent the biggest brand in music, and for other brands, there is value in aligning with us. We partnered with other brands to utilize the impact and the marketing reach of brands that are complementary to our own. Also, we are a 501(C) 6, a not-for-profit trade organization, and this affects our marketing strategy.

Drew: How does it affect your marketing partnerships, specifically?

Evan: We put together marketing partnerships so that we can leverage the impact of the Grammys, which is unparalleled in terms of credibility and prestige. On the flipside, the value that partners bring to the table opens up other marketing channels. Now, because of the prestige of our brand, there is a value associated which means there still needs to be an economic model in place.

Drew: Was there partner integration for Lady Gaga’s performance? Did Intel do the projection?

Evan: Yes. This was the first time when we partnered with a company to actually help us enhance the performance. If you notice, there was no Intel visibility or attribution on the telecast because we wanted it to be subtle. We focused on making the performance memorable, something that people would be talking about for a long time. At the end of the day, Intel received a tremendous amount of credit and earned media.

Drew: And with that comes months of hard work and constant communication between Intel and the Grammys.

Evan: Yes, there was a lot of heavy lifting and coordination. We put something together that had never been done before. There were things that happened on the Grammy stage from a technology standpoint that have never been put on television. It really was the next generation of Grammy moments, right before our eyes.

Drew: Every year, you challenge your agency to do some new things. Let’s talk about the new things that you did this year in terms of marketing and social.

Evan: This year we started thinking about the inspirational power of music and the intersection between music and sports. Sports came in because it was SuperBowl 50 and it ran on CBS, eight days prior to the Grammy Awards, which created an extraordinary opportunity to bring the two together. We engaged our agency of record, Chiat/Day, which in my opinion is one of the best shops on the planet.

Drew: How was the concept further developed?

Evan: We started from the standpoint of how do we celebrate sports and music. How do we align the best in music with the best in sports, globally? What came out of that was a powerful tagline, called “Witness Greatness.” We looked at the music that inspires the athletes who in turn inspire the world. “Witness Greatness” really is about the inspirational power of music, and we could apply that in a number of ways.

Drew: So you were able to move beyond just the “Witness Greatness” tagline?

Evan: Yes, it was not only the theme and tagline, but also the visual representation and how we applied it. We then applied the theme to social and made sure that any visual we associated with represented greatness. We made sure to elevate that conversation whenever and wherever possible.

Drew: How did your team focus on the witness portion of “Witness Greatness”?

Evan: We have a companion stream, sort of a shoulder programming experience called “Grammy Live.” It shows different angles and elements, not necessarily the telecast itself, but it shows backstage etc. This year, we inserted a camera inside the base of the Grammy statute so that we could actually witness greatness in a different way-from the position in the POV of the statue itself. We got some great footage and content that had never been captured before. 

Drew: After the Grammy team fully adopts the theme, I’m guessing the next step is for the media to pick it up?

Evan: Yes, and was amazing when the media starts quoting our taglines, and when other members of our social ecosystem started organically using the “Witness Greatness” hashtag. When I think about all the touch points, from those doing social to the persons pitching media stories, to our marketing partners, there is a consistent look and feel across the board.

Drew: Any favorite projects from the “Witness Greatness” theme?

Evan: There were a couple of components that I found particularly exciting. If you go on our YouTube page, youtube.com/thegrammys, there is a video that we did with Kendrick Lamar in his hometown of Compton. We went on the street, and asked people to sing a couple of lines from his song Alright, which has become sort of an anthem over the past year. We created a video of all of these individuals singing particular lines of the song, and at the end, it culminated with an impromptu performance and the tagline was “Greatness Comes From Everywhere.” This served as a drive to the Grammys. 

Drew: I know the Grammys has worked with user-generated content in the past. Can you give an example of how you used UGC in past seasons?

Evan: Several years ago, we had a campaign called “We’re All Fans,” and it underscored the idea that what makes an artist great are the fans. With that in mind, we invited fans to upload videos of themselves and become part of the campaign. That was probably the most organic example that we had. People actually got to see themselves as part of the national Grammy campaigns, creating mosaics of Lady Gaga and other global superstar artists.

Drew: How was UGC executed for this Grammy season?

Evan: The idea really drives the execution. This year, our campaign was about creating the conversation, engaging with fans and having them share what about their favorite artists represents ‘Greatness.’ So in terms of UGC, we didn’t invite video submissions this time around, but we focused on having respectful dialog with our fans and followers about inspiration and greatness.

Drew: The reviews have been very successful on social. Obviously, you’re at the center of the social media conversation during the show, but you’re still very present months after it aired. How is that even possible?

Evan: I think we’ve been very successful and I am happy with the work of our social team and everybody involved in that effort. I think we can get better, I really do. The core reason for this year-round success is respecting fans and speaking with trust and authenticity.

Drew: What are some of the mistakes you are seeing other organizations make with their social media?

Evan: When communication seems gratuitous, and it is focused purely on making a sale or driving behavior, consumers see right through that. We simply want to be a credible part of the music conversation. When you look at the brands that resonate and break through, it’s the ones that earn your trust. If you speak with authenticity, and you respect your audience, then that becomes the cornerstone of trust. Trust is how you build a long-term relationship.

Drew: Being a nonprofit, how do you allocate the money brought in from the Grammys?

Evan: The money that we make doesn’t go to pay dividends, meet a quota or achieve net profit goals. It’s filtered right back into the music industry so we can create more in-school music programs and empower the next generation of music makers. We give back in a variety of different ways to enhance and srengthen the industry platform that the Recording Academy sits on.

Drew: One of the other things that you’ve done over the years is expand the Grammys from Grammy night to Grammy week. I feel like this was Grammy month. Where are you right now in terms of the scale of the Grammys?

Evan: I think we’ve made a considerable amount of progress over the years, but we still have a ways to go. What has struck me is that we’ve built this massive brand with a tremendous amount of impact by virtue of a single television event held for three-and-a-half hours, one night per year. The marketing opportunity that creates is enormous. If we take a proactive brand management approach, how impactful and powerful a brand could we be if we continue to extend throughout the year?

Drew: What a challenge! How do you rate progress? 

Evan: I think we have expanded the impact of the Grammy as a brand, beyond simply one night per year. I do not believe that we are anywhere close to being there yet where people started thinking about the Grammys as a relevant brand they need to interact with in June, July, and August. But like I said, we’re making progress and there are a number of exciting things on the horizon.

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