By Mark J Evans
Marketing Communications professionals should develop a vision for enterprise marketing communications before rushing into inviting Customer Communications Management Suppliers to demonstrate how their products could help your company.
A new vision has to be developed because marketing communications professionals now have a completely new way of working.
Gone are the days where a companies direct mail and transactional mail need to be separated and handled by different company functions or different suppliers. Gone are the days where large project teams have to be formed to make simple changes to documents. Gone are the days where the task of making a change to corporate positioning are a huge and expensive task and gone are the days of fragmented customer messaging due to disparate customer communications processes.
Companies have always tried to derive a corporate vision for customer communications, a grand plan and a grand scheme to give the markets it serves clarity of brand understanding, but the issue of complexity has always been a barrier to this plan.
Now, the opportunity that unified Customer Communications Management offers is one of fulfillment of vision, of an ability to execute and of an ability to drive business advantage.
It is because of this opportunity to execute that the marketing communications professional should focus on a new vision first and not a rehash of the old version made easier. The scope is now broader.
Now, it is possible to communicate across a diverse set of channels with ease, to deliver coherent meaningful messages into differing market segments but to retain an appeal in each of those segments. It is about the opportunity to interact, to learn and to deliver value, a value that is meaningful to each customer as an individual.
The vision should come back to marketing basics. Segment the market, identify a product, service or overall company appeal and learn to drive value in those communications. It means that a company can drive its brand values in a fashion that is adaptive to changing market conditions.
In doing this, we don't just communicate differently, we create a new kind of company, a company that is adaptive, that is continuously learning, that delivers its key objectives in a measurable, proven fashion.
Marketing communications professionals have new power in their hands. A way to reach the market that was previously impossible. It is only in very recent years that this has become possible. It means that a product does not have to be marketed with common brand values across different segments. Companies can continue to focus upon core segments but can become much more adaptive to emerging segments, segments in which it would previously have been a very difficult, length and costly environment to compete.
We call this marketing agility, the ability to take reasoned, measured analysis and quickly deliver a response to that analysis, to test the credibility of the analysis and to improve on the next iteration, bringing market segments into focus not on the basis of a hunch or, just a historical analysis (this is important still) but on live events, events to which the changing response can materialise faster than ever before.
This is in our view, a new paradigm for marketers and one whose impacts much be considered carefully before jumping straight into the focus of technology and process decisions - this can come once the vision for the agile marketing communications organisation has been established.
Avoid what you used to do but just a little better, take hold of this new agility, embrace it and define it. This is how Customer Communications Management can be utilised to deliver marketing excellence.
Marketing Communications professionals should develop a vision for enterprise marketing communications before rushing into inviting Customer Communications Management Suppliers to demonstrate how their products could help your company.
A new vision has to be developed because marketing communications professionals now have a completely new way of working.
Gone are the days where a companies direct mail and transactional mail need to be separated and handled by different company functions or different suppliers. Gone are the days where large project teams have to be formed to make simple changes to documents. Gone are the days where the task of making a change to corporate positioning are a huge and expensive task and gone are the days of fragmented customer messaging due to disparate customer communications processes.
Companies have always tried to derive a corporate vision for customer communications, a grand plan and a grand scheme to give the markets it serves clarity of brand understanding, but the issue of complexity has always been a barrier to this plan.
Now, the opportunity that unified Customer Communications Management offers is one of fulfillment of vision, of an ability to execute and of an ability to drive business advantage.
It is because of this opportunity to execute that the marketing communications professional should focus on a new vision first and not a rehash of the old version made easier. The scope is now broader.
Now, it is possible to communicate across a diverse set of channels with ease, to deliver coherent meaningful messages into differing market segments but to retain an appeal in each of those segments. It is about the opportunity to interact, to learn and to deliver value, a value that is meaningful to each customer as an individual.
The vision should come back to marketing basics. Segment the market, identify a product, service or overall company appeal and learn to drive value in those communications. It means that a company can drive its brand values in a fashion that is adaptive to changing market conditions.
In doing this, we don't just communicate differently, we create a new kind of company, a company that is adaptive, that is continuously learning, that delivers its key objectives in a measurable, proven fashion.
Marketing communications professionals have new power in their hands. A way to reach the market that was previously impossible. It is only in very recent years that this has become possible. It means that a product does not have to be marketed with common brand values across different segments. Companies can continue to focus upon core segments but can become much more adaptive to emerging segments, segments in which it would previously have been a very difficult, length and costly environment to compete.
We call this marketing agility, the ability to take reasoned, measured analysis and quickly deliver a response to that analysis, to test the credibility of the analysis and to improve on the next iteration, bringing market segments into focus not on the basis of a hunch or, just a historical analysis (this is important still) but on live events, events to which the changing response can materialise faster than ever before.
This is in our view, a new paradigm for marketers and one whose impacts much be considered carefully before jumping straight into the focus of technology and process decisions - this can come once the vision for the agile marketing communications organisation has been established.
Avoid what you used to do but just a little better, take hold of this new agility, embrace it and define it. This is how Customer Communications Management can be utilised to deliver marketing excellence.
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