When you think about brand advocates, do you assume that means people who simply love your brand? Most of us would.
But in the world of CX, brand advocates are people who physically advocate for the organisation. We shouldn’t just measure intent or likelihood to recommend but also action. This includes referrals made and people taking action on behalf of the organisation such as power-users in a forum.
I would bet that most business leaders would like more people actually out selling their business for them, and I believe this is possible.
So if the opportunity is to identify, create and nurture advocates, it’s probably fair to say that you need to understand what it takes to make one, what they look like and what they do. If you were to create a pathway to success based on advocates, you would want to map out their journey to find out where they came from, what they liked and disliked along the way and how they advocated on your organisation’s behalf.
With these three simple steps below, I believe you can put yourself in the best position to not only find and create true brand advocates, but also support and nurture them.
[Note: This is one group of steps in a wider strategy for attracting brand advocates which I will be presenting during my session at CX Tech Fest 2017 in Melbourne.]
1. Determine Clear-Cut Goals
So, tip number one, it’s good to be clear on your strategic goals related to growth and map out the stages of your sales process. Determine your stage objectives, list your KPIs and targets. As you start this process, you’ll discover that you need to talk to other people in other teams to develop objectives and what can be measured.
When developing objectives for each stage, from a CX perspective there should only be one. It may change or evolve over time, but find a way to distil this down to one objective.
When setting KPIs, remember that these aren’t goals or targets, but the individual measures that you can capture. If needed, you can group KPIs into categories eg. social media interactions. Setting targets should be mostly obvious, but if you don’t have a full suite of targets, just list your current performance metrics.
If possible, make sure that this all fits on one A4 page landscape. By cascading down from a strategic goal, and being clear on the definitions, you are ensuring alignment to your business imperatives, but and be clear on what the measure is, and set a vision for the future.
Now that you have your chart created, you can start doing the math on where you think you can get the various optimisations which can give you some guidance on how realistic it is to reach your strategic goal. One percent here, two percent there, it will start to really add up.
Use the example growth chart below as a guide to develop your own chart:
2. Map Out a Realistic Plan
The second step is to develop an action plan. For each of your targets, develop a list of key activities with responsible teams and budget allocations. Reviewing the example chart below, you’ll see that there is now a truck load of work associated with each target.
Realistically, this could be a method to either audit your campaigns, programs and projects. The other way that this process can help, is seeing how your different activities across all stages stack up against each other, in terms of budget and resource requirements with their respective outcomes.
As you can imagine, you can then task different teams with scheduling out their activities over time. Depending on how your organisation manages tasks, it can also be the foundation from which user stories can be ticketing into your agile development process.
3. Broadcast Your Plan
Finally, and potentially the most important step, is to then educate the organisation and bring people along journey. Invariably, this will mean that you will have to learn the language of your organisation and for different departments. For some organisations, a presentation about an overarching strategy could trigger territorial defences and questioning of your existence.
So what does it mean to speak the same language? Well for some organisations, the language of sales and conversion is king, in others it would be brand and consistency. Find a way to determine what the language of choice is and you’ll find that you will be in a better position to lead change and influence outcomes.
Whilst I’ve shared three key steps, this is only one group of steps in a wider strategy. I will be sharing more about developing a comprehensive strategy at CX Tech Fest in Melbourne in June 2017. I will be sharing actual examples from various sectors and new ideas which aren’t just a mashup of buzz words.
Catch Christian at CX Tech Fest, 18-20 June 2017 in Melbourne as he presents on “How to Attract and Develop Brand Advocates and Enable Growth”. In this unique presentation, Christian will demonstrate how his work has enabled brands he’s worked with to build an active army of marketers through simple yet effective methods and enhancing their existing customer touchpoints.
About the Author
Christian Bowman is General Manager CX & Innovation at Ladbrokes Australia. For the last 15 years he has been helping organisations solve the business problems of today and the dilemmas of tomorrow, using a unique mix of creative thinking, digital intelligence and business strategy.