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Do your personas need a recession update?
Personas are a mainstay in the toolbox for today’s B2B marketer. Personas should reflect who your customer is. And who they are in the second half of 2020 is not who they were in 2019.
Read MoreSix dimensions to assess Market Opportunity
Profiling the market on these six dimensions will provide a more complete picture of the market and help you avoid overestimating a market size or its appetite for a new solution. The data sources available for this type of assessment include internal knowledge and expertise, secondary research, analyst firms, and primary research.
Read MoreHow much of the B2B buyer journey is completed before buyers talk to vendors?
Recent work in a variety of B2B sectors leads us to question the premise that much of the customer journey is completed before prospects reach out to vendors. Our research indicates three product dimensions influence when B2B buyers engage with vendors in the buying process: Product differentiation, business criticality, and complexity.
Read MoreBlueprint for cost-effective competitive intelligence
A cost-effective approach is to gather individual pieces of data from a disparate range of publicly available sources, connect the dots, and build an overall profile of the competitor. You can find information about competitors in financial databases, directories, social media, industry associations, competitor websites, job postings, press releases, publicly available contracts, trade journals, analyst reports, and online reviews. Thoughtful analysis of these sources produces competitive insight that, while not perfect, is typically enough to guide decisions about which competitors to pay attention to, and which to ignore.
Read MoreHow to write an RFP for your next market research project
When organizations use custom market research services for the first-time or only sporadically, a common question is how to structure the RFP. RFPs can be the proverbial double-edged sword. Done well, the market research RFP is a valuable tool for both the client and their prospective market research partners. Done poorly, it becomes a barrier to effective discussion, and can result in proposals that meet the RFP specs but don’t actually solve the business need.
Read MoreIs NPS a useful indicator of a target acquisition’s value?
A recent Wall Street Journal article called attention to the “cultlike” following that NPS has garnered among CEOs in recent years. Their analysis found that in earnings calls by S&P 500 companies, “NPS” or “net promoter” were cited 150 times by 50 different companies. The article goes on to question whether companies have put too much emphasis on the one number system that is Net Promoter.
Read MoreInsights and Strategies for the Next Recession
Economists have sounded the alarm about an impending slow down or recession for almost a year. The corona virus may be the event that makes those predictions a reality. What can B2B marketing teams do to help their companies survive and thrive in challenging times such as these?
Read MoreSix reasons customers churn in B2B markets
When B2B vendors see an uptick in churn, stakeholders generate multiple, sometimes conflicting, hypotheses about the causes: It’s because of a recent price increase. New competitors entered the market. Competitors offer a service or functionality that we don’t. Customers don’t recognize the value the company provides. While it is important to take fast action to stop the bleeding, you don’t want to invest time and resources in a perceived problem only to see little change in customer attrition.
Read MoreLook beyond product for drivers of B2B satisfaction and value
Customer experience, by definition, incorporates all aspects of a company’s offering and cuts across organizational boundaries. Yet, B2B vendors continue to focus on the product as the main driver of customer satisfaction and value. Research by Isurus and other leading consultants shows how a more inclusive analysis of customer experience reveals more accurate and actionable results.
Read MoreMake better strategic investment decisions: Reduce decision bias in M&A due diligence
PE firms and corporate investors compete intensely for investments to expand their portfolio or augment their existing solutions. In the due diligence process, decision makers face the dual pressures of accuracy in a high-stakes decision, and the need to work very quickly. Unfortunately, the time-pressure of makes these decisions vulnerable to the cognitive biases.
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