This document discusses building sustainable customer advocacy programs. It notes that businesses that optimize for their customers outperform competitors in margins and growth. New leadership mandates require engaging customers through digital platforms as customers educate themselves online. Customer advocacy programs aim to promote and support customer interests. The document outlines developing immersive advocacy experiences tailored to different audiences to build trust, belonging and knowledge. It also discusses measuring advocacy success through various metrics and strategic relationship value. Lessons learned include empowering client-facing teams, differentiating references from advocacy, and understanding and advancing the client's agenda.

1. Heather Higgins, @heatherhiggie
Strategy & Market Development Leader, IBM
Jane Hiscock, @janehiscock
President, Farland Group
From Customer References to
Customer Advocates
Building a Sustainable Customer
Advocacy Program

2. Making the Case for Advocacy

3. “Engaging clients requires commitment from the entire
company – and a redefined organization.”
CEO, Fortune 50 Company
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4. Client Engagement and Performance
 B2B businesses that optimize for their customers,
outperform their competitors by 26% in gross margin and
85% in sales growth. (Gallup)
 Actively disengaged customers represent a 13% discount
in gross margin and sales growth. (Gallup)

5. New Leadership Mandates Required
A $500M firm will lose about $62M per year due to poor
partner relationships and $55M per year due to poor
customer relationships. (Kellogg)

6. A Change in
Business Buyers
50% of all B2B purchases will be made using a digital
platform by the end of 2015 (McKinsey)
Empowered customers are
educating themselves with peer
content available through digital
channels

7. Customer Advocacy Programs
Advocate (Ad-vo-cate), noun
1. One that pleads the cause of another
2. One that defends or maintains a cause or proposal
3. One that supports or promotes the interests of others
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8. Client Centricity
 IBM is focused on developing customer
programs that help it understand how its
clients engage today and wish to engage
in the future
 Through a series of integrated programs,
IBM has established a Customer Advocacy
methodology that empowers its
customers throughout the lifecycle
 Mutually beneficial engagement –
naturally sustainable and impactful
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9. Develop Immersive Experiences
based on Audience
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Trust
1. Service / Product quality
2. Meaningful relationships
Belonging
1. Membership in a peer group
2. Co-creation experiences and
shared passion
Knowledge
1. Access to privileged information
2. Resources that deepen
understanding, experience and
admiration for brand value.
.
C-Level Functional LOB IT Developer /
Practitioner

10. Designing Programs
for a Purpose
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Client wants to meet peers in
adjacent industries
Client loves the Patriots
Client is a guru – and wants to
be recognized publically
Client is a thought leader and
wants to drive change
Client wants to be fast tracked
within her own organization
Client is conservative and
wants to manage risk

11. Measuring Success
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1. Co-development
2. Broad partnership scope
3. Breadth of relationships
4. Improved professional eminence
5. Industry leadership
6. Depth of relationship

12. Designing Programs for “Success”
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Interaction
& ideation
Client
Relationship
Client Success
Online Communities
• Customer and thought leader
driven online communities to
advance a relevant agenda to
the customer base
Customer Eminence
• Programs to help elevate
customer’s leadership
and professional
advancement
Executive Advisory Boards
• Top strategic accounts
• Non-fiduciary board of directors
Co-creation
& partnership
Exceptional outcomes &
mutual benefits

13. How Do You Measure Success?
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Value to Marketing Value to Sales Value to the Business
 Media Ratings
 Increased leads
 Earned media
 Customer Success Stories
 Faster Sales Cycle
 Client Growth
 Increased Share of Wallet
 Reduced Attrition
 Improved Client
Satisfaction
 Higher Win Rates
 More Profitable Client
Mix
 Revenue Growth
 Margin Growth
 Market Share Growth
 New product ideas

14. Measuring Strategic
Relationship Value
 Advocacy value = the power of deep client relationships
 Outcomes inform and drive strategy, competitive
advantage, innovation
– Refined, reoriented strategies and offerings aligned to client priorities
– Insights into opportunities to innovate services and products
– New selling methods and approaches increasing sales effectiveness
– Indirect lift in opportunities and lead closure rates
– Increased footprint in key relationships
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15. Lessons Learned
 Empower the client-facing teams
 Take the time to help client-teams understand
the difference: references versus advocacy
 Embrace account plan
 Connect strategy to existing tactical programs
and sales engagement cycle
 Understand and advance client’s agenda

16. Heather Higgins
Strategy & Market Development Leader, IBM
@heatherhiggie
Jane Hiscock,
@janehiscock
President, Farland Group