I'm three months post-lay off, and I've thought of this time as my summer sabbatical while I've explored potential new gigs - both corporate and consulting. I wanted to make the most of my time. If I had to reverse-engineer my to do list, this would be it.
Sit. Think. Heal. Don't get me wrong, the uncertainty that comes from the sudden end of a job has been be stressful. But wow, what a blessing it has been to allow my mind and body to heal from the everyday push. Hatha Yoga has been my sanctuary, and it's a habit I want to keep.
Apply agile principles to cleaning out the garage. My husband did not agree with this approach. Lesson learned: you must have buy-in from all parties for an agile program to work. Moving on...
Connect with vendors. This is one of the best things I've chosen to do with my time. When I was running a customer reference program I was slammed every minute, and didn't have the time to learn about new customer advocacy and insights technologies like SlapFive and Cognition Insights. I also had never looked in-depth at Point of Reference when I was evaluating customer reference management systems, so CEO David Sroka took the time to walk me through it. Not only was the sales pressure off so I could have more relaxed conversations with vendors I'd been curious about, but they also became great connections for me.
Try something different. I'm also a singer, songwriter and visual artist. And I can't sit still. So, I created the B Strings line of recycled guitar string jewelry and went on the local street fair circuit in addition to launching an online store. Follow me on Instagram.
Be authentic. I'm a firm believer that things work out exactly as they are supposed to. I may jump back into the world of full-time corporate employment if and when the right opportunity comes up. But for now, I'm working on consulting projects with great people who I've thoroughly enjoyed working with in the past, and I have more conversations lined up over the next few weeks. I'm right where I want to be.
cross-posted on LinkedIn
Industry watchers like Forrester Research, Gartner and SiriusDecisions continue to send a strong message for B2B marketers: Customer advocacy is a critical function.
SiriusDecisions points out that advocacy programs have grown out of traditional customer reference programs, but the role has expanded to encompass more non-reference, but non-the-less customer-focused, activities. Events, communities, social influencer engagement and advisory boards are just a few examples.
For a small, lean organization that can seem like a luxury.
Or maybe its just semantics? Whatever you call the program, let’s not lose sight of what is truly critical: Starting with a solid customer reference process as a manageable first step on which to build.
Most customer reference programs initially spring up from necessity, and as such, they can be tactical in nature. Marketing needs case studies to drive demand gen. AR needs customer references for annual analyst reports like the Gartner Magic Quadrant and Forrester Wave. Sales needs one-on-one references to close deals.
Addressing these needs and balancing them with the interest and availability of key customers without burning them out is the basic function of the customer reference process. And good customer reference managers take this one step further to really engage with their customers to understand their personal and organizational goals, so the program is beneficial for everyone.
The idea of transforming the traditional reference program into a customer advocacy program has blossomed over the past few years. This was a pervasive topic at the Summit on Customer Engagement where I spoke this past March.
From discussion in the advanced practitioner’s workshop before the conference to the organic buzz during the networking breaks, it was clear that we’re on a trajectory to up-level the strategic importance of identifying, recruiting and cultivating customers who want to share their expertise as well as their experiences with our brands.
There’s no denying that this function – whether you call it customer marketing, customer advocacy or customer reference management – has tremendous potential beyond the basic goal of recruiting and managing references. The by-product of increasing customer engagement has become the driver that supports cross sell efforts and provides valuable insights back to the organization for everything from demand gen and ABM to product marketing and strategy.
So do lean organizations need a customer advocacy program? Yes. But like everything else, it can start small.
A customer advocacy program doesn’t have to encompass an advisory board right away. It doesn’t have to include a community. It doesn’t have to have a brand or an annual event. It can start with the basics of a reference program and build from there, no matter what you call it.
The difference is attitude.
Customer-focused organizations collectively and instinctively think in terms of advocacy. Their programs will build toward the bigger picture even while starting with a basic reference program. The most crucial component is the agreement from both marketing and sales leadership to support the program and keep it moving forward.
(cross-posted to my LinkedIn profile)