SlideShare a Scribd company logo
1 of 8
Download to read offline
The Sales & Marketing Forum
When the earth moves: supplier marketing in
times of transformation
Tuesday 24th January, Soho Hotel, London

What does it mean for marketers when an industry or organisation
goes through a period of profound change? Your target audience is
time poor and under pressure from every angle. But it’s also a time
of great opportunity, enabling you to position yourself as the right
partner to help them through.

As marketers, we spend a lot of time getting our target audience
and messages right. We are at the top of our game when we have
the inside track on how decisions are made, and the people that
make them. So it was enlightening to hear some frank reflections
from two technology leaders with decades of experience at the
top in retail banking and the public sector:

John Crane: long-serving CIO and consultant in retail banking

John Suffolk: UK government CIO until last year, currently Global
Cyber Security Officer, Huawei.



The ingredients for success are outlined in this summary:

   The challenges of transformation

   A glimpse behind the scenes

   Knowing IT’s place

   Inside the IT function — it’s not just about the CIO

   Who do they trust and what catches their eye?

   If CIOs were marketers (1)

   If CIOs were marketers (2)




www.themarketingpractice.com                                           1
Home / Next >




The challenges of transformation

Across both sectors, the transformational agenda is fully                             ‘There is no silver
engaged, driven by significant political and economic
pressures. The size of the old technology estate is a major                            bullet. Suppliers
obstacle to overcome and be made more of a challenge by
the fact that in many cases, modernisation efforts have
                                                                                       that cut down
been short sighted and uneven.                                                         the hyperbole
With so many different systems are in use across an organisation, the customer
experience can end up being full of baffling holdups and disjointed activities.
                                                                                       will get further.’
Meanwhile, behind closed doors, new generations of employees struggle to get to
grips with vintage user interfaces and procedures.

But making changes on this scale carries plenty of risk — not least to the personal
and professional reputation of the CIO. This sense of risk is heightened in the
public sector and retail banking, where IT failures can be costly and generate a
huge amount of negative publicity.

It’s almost impossible that any supplier could provide a silver bullet solution
— transformational change is not going to be quick, easy or simple. Suppliers
that recognise this and cut down the hyperbole will get further. Continuity and
contingency are critical too — once the contract’s won, CIOs needs to know they
can count on a stable team and resources.




www.themarketingpractice.com                                                                              2
< Previous / Home / Next >




A glimpse behind the scenes

Gaining insight into our guest speakers’ working lives was
as valuable as ever. It underlined how tough a CIO’s job
is, and how many actors can be involved in making the big
decisions. We got a picture of their time being split roughly
three ways:
   ▪▪ Managing a large, varied and ambitious team of technology specialists
   ▪▪ Meeting the demands of a myriad of internal stakeholders and
      business functions
   ▪▪ Keeping on top of a complex web of suppliers to get the best deals and
      service levels possible
We heard how there’s also been a growth in pressure from regulators — especially
in the case of the financial sector. In their workplace interactions, both were highly
business focused. Of course, they have a natural interest in new technology solutions,
but more than ever, it’s the business outcomes that interest them (and their internal
stakeholder audience) most, not the technology itself. Too much supplier messaging
still obscures these benefits with a fog of products and processes.
                                                                                         ‘Too much
                                                                                         supplier
                                                                                         messaging
                                                                                         obscures the
                                                                                         business benefits
                                                                                         with a fog of
                                                                                         product and
                                                                                         processes.’




www.themarketingpractice.com                                                                                      3
< Previous / Home / Next >




Knowing IT’s place

IT investment decisions generate plenty of internal                                        ‘In times of
competition and rivalries can surface as different business
functions push their own agenda. With the advent of cloud-                                 transformation,
and service-based solutions, many non-IT players are keen                                  don’t forget that
to build and run their own projects. This may be reinforcing
their view of IT as a business preventer — a function that                                 CIO opinion is
obstructs rather than enables business agility.
                                                                                           still respected
While it’s true that many of the C-level peer group still have a limited understanding
of technology, there is a flip side. With the advent of more complex customer and          on the board.’
internal interactions across multiple-channels, IT’s role as a critical business enabler
is higher profile than ever.

Of course, suppliers will talk to other C-level decision makers and for our guest
CIOs, that’s perfectly understandable. But suppliers should never forget that CIO
opinion is still respected on the board and they’ll probably have the power of
veto. Marketing should use these different lines of communication to build trust
and educate, not to play politics.




www.themarketingpractice.com                                                                                        4
< Previous / Home / Next >




Inside the IT function – it’s not just
about the CIO

It’s easy enough to say ‘let’s target the IT function’, but
it’s a complex organisation in its own right. All of these
different components will be dealing with other business
functions and trying to satisfy them — sometimes leading to
conflict within the IT function itself.
There will likely also be a number of trusted lieutenants, who are probably just as
important to target as the CIO. Among these different groups are:




                                         CIO


                         IT strategy, architecture, planning
                 different proposals may clash with long-term vision


                              Applications development
                     gets pulled in all directions by stakeholders


                                 Governance and risk
                 Risk averse, likely to find holes in new approaches


                              Business transformation
             often clashes with planning and architecture over priorities


                             Operations and services
             reluctant to change anything, they’re busy enough as it is!




www.themarketingpractice.com                                                                                  5
< Previous / Home / Next >




Who do they trust and what
catches their eye?

In times of transformative change there’s a lot at stake.
Our guest CIOs tend to rely on people they know and trust,
whether that means advisors within the business, peers in
other organisations or partners and suppliers. Where do
they turn for information?
Quadrant-style rankings that promote suppliers and their offerings don’t inspire
much credibility — they’re not seen as being truly unbiased and independent
Marketing thought leadership material is often ignored too — it tends to be out
of date and generic.

Independent consultancy and analyst reports can be a good way of reaching the CIO,     ‘Quality, relevant
not least because they can be rehashed and used in their own internal presentations.

Research, quality independent thought leadership and expert opinion can win their
                                                                                       independent
attention and influence their behaviour. On this front, it’s good to get a prospect
CIO involved — perhaps as part of a roundtable contribution, or even a written
                                                                                       thought
article. Perhaps some of this is down to the power of flattery. But it can also help
a CIO state the case for change and communicate with their own organisation
                                                                                       leadership works
more effectively than a standard internal communication.
                                                                                       best. Outcome
When it comes to news sources, brevity and relevance are the key qualities they
look for. A four-line condensed news feed dedicated to a specific area is more         based headlines
useful than a generic newsletter. Above all, it’s the outcome-based headlines that
grab their attention.                                                                  grab the most
                                                                                       attention.’




www.themarketingpractice.com                                                                                    6
< Previous / Home / Next >




If CIOs were marketers (1)

What would it be like if the shoe were on the other foot?
We gave our guest speakers the chance to be marketers for
15 minutes. Here’s what they said:
The vehicle for the message makes a difference. The few examples of direct mail
success come from collateral that really stands out — whether it’s a different size
and shape or it’s a device that delivers the message in a novel way.

And it has to be the right message. Remember what the CIO wants to know and
lead with the business outcome. Messaging that gets bogged down in the process
and technology is a big turn-off.

In times of transformation, the CIO doesn’t want to be a pioneer — pioneers
normally meet a sticky end. So show them case studies or the headline figures
and prove that you’re not a risk.

And if you’ve done it before, let them know that you will use that experience to
                                                                                       CIO snapshot:
make your solution quicker, easier and more cost-effective for them. It’s typical to   comments on the
hear suppliers saying that they’ll build a bespoke solution around the customer’s      public sector
needs but the CIO will probably say ‘I want the one you built for them, please’.
                                                                                       The UK is one of the most
                                                                                       outsourced public sectors in the
                                                                                       world. CIOs spend a lot of time
                                                                                       managing supplier complexity

                                                                                       Fiefdoms — high degree of internal
                                                                                       competition among sections, pet
                                                                                       projects, ideological drivers

                                                                                       Squeezed budgets and public
                                                                                       interest — heightened sensitivity
                                                                                       around value for money, impact

                                                                                       Influencers are relatively
                                                                                       easily accessible — MPs and
                                                                                       cross-party events can help you
                                                                                       start a conversation

                                                                                       Marketing and hospitality
                                                                                       requires sensitivity

                                                                                       Failures make the news — and
                                                                                       can have political and national
                                                                                       security repercussions. We need
                                                                                       to see that you’ve done it before
                                                                                       and it’s going to work



www.themarketingpractice.com                                                                                               7
< Previous / Home




If CIOs were marketers (2)

Maybe the CIO shouldn’t be your first target anyway. Why
not talk to some of the specialists in their team? They’re
probably trusted by the CIO and the chances are your
proposition will be more relevant and interesting to them
anyway. And while it’s important to keep IT in the loop,
you should make a big effort to communicate the benefits
to the relevant business functions in the organisation.
Sales and Marketing should take relationship nurture seriously. All too often, an
opportunity is written off after one short meeting. Now may not be the right time,
but remember that existing supplier relationships can always go stale.                  CIO snapshot:
Keep chipping away and work hard for the new business, so that you have the best        comments on
chance to offer an exciting alternative when an opening appears. After all, CIOs will   retail banking
only buy from people they can trust. Short-term targets don’t make much sense.
                                                                                        Emphasis on conserving the
Finally, in the sales meeting, never ask ‘what keeps them awake at night’. It still     customer base and up-selling
happens far too much. Be upfront about your solution’s benefits and make sure           within it
your sales force has the material and preparation they need to give clear examples
of how it can be applied to the target business.                                        Banks want to be able to roll out
                                                                                        a new service quickly and easily
                                                                                        — IT trying to enable agility

                                                                                        Pursuing a transformational
                                                                                        agenda — joining up different
                                                                                        systems and channels

                                                                                        Trying to provide a seamless
                                                                                        experience for customers across
                                                                                        multiple channels

                                                                                        Security issues make change
                                                                                        difficult — IT seen as the business
                                                                                        prevention department

                                                                                        24/7 lights on is critical — failure
                                                                                        of banking systems is costly and
    For further information, or to arrange a 121 best practice                          high profile
    workshop, please contact Gemma Davies on                                            Cost reduction, streamlined
    01235 833233 or gdavies@themarketingpractice.com.                                   processes and automation is a
                                                                                        priority across business functions

                                                                                        Regulatory pressure from FSA has
                                                                                        increased greatly



www.themarketingpractice.com                                                                                                 8

More Related Content

More from The Marketing Practice

B2B Marketing Awards Winner - Intelligent Operations Programme by Genpact
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactB2B Marketing Awards Winner - Intelligent Operations Programme by Genpact
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactThe Marketing Practice
 
Case Study - Lumia Business Transformation
Case Study - Lumia Business TransformationCase Study - Lumia Business Transformation
Case Study - Lumia Business TransformationThe Marketing Practice
 
B2B Marketing Awards Winner - Lead Generation Factory by Atos
B2B Marketing Awards Winner - Lead Generation Factory by AtosB2B Marketing Awards Winner - Lead Generation Factory by Atos
B2B Marketing Awards Winner - Lead Generation Factory by AtosThe Marketing Practice
 
Creating an experience worth raving about
Creating an experience worth raving aboutCreating an experience worth raving about
Creating an experience worth raving aboutThe Marketing Practice
 
Sales and Marketing Forum: Social Selling, 26th June
Sales and Marketing Forum: Social Selling, 26th June Sales and Marketing Forum: Social Selling, 26th June
Sales and Marketing Forum: Social Selling, 26th June The Marketing Practice
 
O2 Eloqua Marketing Automation implementation
O2 Eloqua Marketing Automation implementationO2 Eloqua Marketing Automation implementation
O2 Eloqua Marketing Automation implementationThe Marketing Practice
 
TMP Foundation summer party in aid of Naomi House
TMP Foundation summer party in aid of Naomi House TMP Foundation summer party in aid of Naomi House
TMP Foundation summer party in aid of Naomi House The Marketing Practice
 
Marketing into France: B2B marketing country factsheet
Marketing into France: B2B marketing country factsheetMarketing into France: B2B marketing country factsheet
Marketing into France: B2B marketing country factsheetThe Marketing Practice
 
Marketing into Germany: B2B marketing country factsheet
Marketing into Germany: B2B marketing country factsheetMarketing into Germany: B2B marketing country factsheet
Marketing into Germany: B2B marketing country factsheetThe Marketing Practice
 
Direct mail targeting: best practice guide
Direct mail targeting: best practice guideDirect mail targeting: best practice guide
Direct mail targeting: best practice guideThe Marketing Practice
 

More from The Marketing Practice (20)

ABM best practice guide
ABM best practice guideABM best practice guide
ABM best practice guide
 
The Marketing Practice: 2015 Overview
The Marketing Practice: 2015 OverviewThe Marketing Practice: 2015 Overview
The Marketing Practice: 2015 Overview
 
B2B Marketing Awards Winner - Intelligent Operations Programme by Genpact
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactB2B Marketing Awards Winner - Intelligent Operations Programme by Genpact
B2B Marketing Awards Winner - Intelligent Operations Programme by Genpact
 
Case Study - Lumia Business Transformation
Case Study - Lumia Business TransformationCase Study - Lumia Business Transformation
Case Study - Lumia Business Transformation
 
B2B Marketing Awards Winner - Lead Generation Factory by Atos
B2B Marketing Awards Winner - Lead Generation Factory by AtosB2B Marketing Awards Winner - Lead Generation Factory by Atos
B2B Marketing Awards Winner - Lead Generation Factory by Atos
 
B2B Marketing Awards Submissions 2015
B2B Marketing Awards Submissions 2015B2B Marketing Awards Submissions 2015
B2B Marketing Awards Submissions 2015
 
The ROI of content marketing
The ROI of content marketingThe ROI of content marketing
The ROI of content marketing
 
Only those who attempt the absurd
Only those who attempt the absurdOnly those who attempt the absurd
Only those who attempt the absurd
 
Creating an experience worth raving about
Creating an experience worth raving aboutCreating an experience worth raving about
Creating an experience worth raving about
 
Case Study: O2 LGDF
Case Study: O2 LGDF Case Study: O2 LGDF
Case Study: O2 LGDF
 
Case study: #LumiaBizTrial
Case study: #LumiaBizTrialCase study: #LumiaBizTrial
Case study: #LumiaBizTrial
 
Sales and Marketing Forum: Social Selling, 26th June
Sales and Marketing Forum: Social Selling, 26th June Sales and Marketing Forum: Social Selling, 26th June
Sales and Marketing Forum: Social Selling, 26th June
 
The real stats behind B2B marketing
The real stats behind B2B marketingThe real stats behind B2B marketing
The real stats behind B2B marketing
 
Introducing the Operations Director
Introducing the Operations DirectorIntroducing the Operations Director
Introducing the Operations Director
 
Introducing the Development Director
Introducing the Development Director Introducing the Development Director
Introducing the Development Director
 
O2 Eloqua Marketing Automation implementation
O2 Eloqua Marketing Automation implementationO2 Eloqua Marketing Automation implementation
O2 Eloqua Marketing Automation implementation
 
TMP Foundation summer party in aid of Naomi House
TMP Foundation summer party in aid of Naomi House TMP Foundation summer party in aid of Naomi House
TMP Foundation summer party in aid of Naomi House
 
Marketing into France: B2B marketing country factsheet
Marketing into France: B2B marketing country factsheetMarketing into France: B2B marketing country factsheet
Marketing into France: B2B marketing country factsheet
 
Marketing into Germany: B2B marketing country factsheet
Marketing into Germany: B2B marketing country factsheetMarketing into Germany: B2B marketing country factsheet
Marketing into Germany: B2B marketing country factsheet
 
Direct mail targeting: best practice guide
Direct mail targeting: best practice guideDirect mail targeting: best practice guide
Direct mail targeting: best practice guide
 

Recently uploaded

HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 

Recently uploaded (20)

HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 

Marketing to the CIO in times of transformation

  • 1. The Sales & Marketing Forum When the earth moves: supplier marketing in times of transformation Tuesday 24th January, Soho Hotel, London What does it mean for marketers when an industry or organisation goes through a period of profound change? Your target audience is time poor and under pressure from every angle. But it’s also a time of great opportunity, enabling you to position yourself as the right partner to help them through. As marketers, we spend a lot of time getting our target audience and messages right. We are at the top of our game when we have the inside track on how decisions are made, and the people that make them. So it was enlightening to hear some frank reflections from two technology leaders with decades of experience at the top in retail banking and the public sector: John Crane: long-serving CIO and consultant in retail banking John Suffolk: UK government CIO until last year, currently Global Cyber Security Officer, Huawei. The ingredients for success are outlined in this summary: The challenges of transformation A glimpse behind the scenes Knowing IT’s place Inside the IT function — it’s not just about the CIO Who do they trust and what catches their eye? If CIOs were marketers (1) If CIOs were marketers (2) www.themarketingpractice.com 1
  • 2. Home / Next > The challenges of transformation Across both sectors, the transformational agenda is fully ‘There is no silver engaged, driven by significant political and economic pressures. The size of the old technology estate is a major bullet. Suppliers obstacle to overcome and be made more of a challenge by the fact that in many cases, modernisation efforts have that cut down been short sighted and uneven. the hyperbole With so many different systems are in use across an organisation, the customer experience can end up being full of baffling holdups and disjointed activities. will get further.’ Meanwhile, behind closed doors, new generations of employees struggle to get to grips with vintage user interfaces and procedures. But making changes on this scale carries plenty of risk — not least to the personal and professional reputation of the CIO. This sense of risk is heightened in the public sector and retail banking, where IT failures can be costly and generate a huge amount of negative publicity. It’s almost impossible that any supplier could provide a silver bullet solution — transformational change is not going to be quick, easy or simple. Suppliers that recognise this and cut down the hyperbole will get further. Continuity and contingency are critical too — once the contract’s won, CIOs needs to know they can count on a stable team and resources. www.themarketingpractice.com 2
  • 3. < Previous / Home / Next > A glimpse behind the scenes Gaining insight into our guest speakers’ working lives was as valuable as ever. It underlined how tough a CIO’s job is, and how many actors can be involved in making the big decisions. We got a picture of their time being split roughly three ways: ▪▪ Managing a large, varied and ambitious team of technology specialists ▪▪ Meeting the demands of a myriad of internal stakeholders and business functions ▪▪ Keeping on top of a complex web of suppliers to get the best deals and service levels possible We heard how there’s also been a growth in pressure from regulators — especially in the case of the financial sector. In their workplace interactions, both were highly business focused. Of course, they have a natural interest in new technology solutions, but more than ever, it’s the business outcomes that interest them (and their internal stakeholder audience) most, not the technology itself. Too much supplier messaging still obscures these benefits with a fog of products and processes. ‘Too much supplier messaging obscures the business benefits with a fog of product and processes.’ www.themarketingpractice.com 3
  • 4. < Previous / Home / Next > Knowing IT’s place IT investment decisions generate plenty of internal ‘In times of competition and rivalries can surface as different business functions push their own agenda. With the advent of cloud- transformation, and service-based solutions, many non-IT players are keen don’t forget that to build and run their own projects. This may be reinforcing their view of IT as a business preventer — a function that CIO opinion is obstructs rather than enables business agility. still respected While it’s true that many of the C-level peer group still have a limited understanding of technology, there is a flip side. With the advent of more complex customer and on the board.’ internal interactions across multiple-channels, IT’s role as a critical business enabler is higher profile than ever. Of course, suppliers will talk to other C-level decision makers and for our guest CIOs, that’s perfectly understandable. But suppliers should never forget that CIO opinion is still respected on the board and they’ll probably have the power of veto. Marketing should use these different lines of communication to build trust and educate, not to play politics. www.themarketingpractice.com 4
  • 5. < Previous / Home / Next > Inside the IT function – it’s not just about the CIO It’s easy enough to say ‘let’s target the IT function’, but it’s a complex organisation in its own right. All of these different components will be dealing with other business functions and trying to satisfy them — sometimes leading to conflict within the IT function itself. There will likely also be a number of trusted lieutenants, who are probably just as important to target as the CIO. Among these different groups are: CIO IT strategy, architecture, planning different proposals may clash with long-term vision Applications development gets pulled in all directions by stakeholders Governance and risk Risk averse, likely to find holes in new approaches Business transformation often clashes with planning and architecture over priorities Operations and services reluctant to change anything, they’re busy enough as it is! www.themarketingpractice.com 5
  • 6. < Previous / Home / Next > Who do they trust and what catches their eye? In times of transformative change there’s a lot at stake. Our guest CIOs tend to rely on people they know and trust, whether that means advisors within the business, peers in other organisations or partners and suppliers. Where do they turn for information? Quadrant-style rankings that promote suppliers and their offerings don’t inspire much credibility — they’re not seen as being truly unbiased and independent Marketing thought leadership material is often ignored too — it tends to be out of date and generic. Independent consultancy and analyst reports can be a good way of reaching the CIO, ‘Quality, relevant not least because they can be rehashed and used in their own internal presentations. Research, quality independent thought leadership and expert opinion can win their independent attention and influence their behaviour. On this front, it’s good to get a prospect CIO involved — perhaps as part of a roundtable contribution, or even a written thought article. Perhaps some of this is down to the power of flattery. But it can also help a CIO state the case for change and communicate with their own organisation leadership works more effectively than a standard internal communication. best. Outcome When it comes to news sources, brevity and relevance are the key qualities they look for. A four-line condensed news feed dedicated to a specific area is more based headlines useful than a generic newsletter. Above all, it’s the outcome-based headlines that grab their attention. grab the most attention.’ www.themarketingpractice.com 6
  • 7. < Previous / Home / Next > If CIOs were marketers (1) What would it be like if the shoe were on the other foot? We gave our guest speakers the chance to be marketers for 15 minutes. Here’s what they said: The vehicle for the message makes a difference. The few examples of direct mail success come from collateral that really stands out — whether it’s a different size and shape or it’s a device that delivers the message in a novel way. And it has to be the right message. Remember what the CIO wants to know and lead with the business outcome. Messaging that gets bogged down in the process and technology is a big turn-off. In times of transformation, the CIO doesn’t want to be a pioneer — pioneers normally meet a sticky end. So show them case studies or the headline figures and prove that you’re not a risk. And if you’ve done it before, let them know that you will use that experience to CIO snapshot: make your solution quicker, easier and more cost-effective for them. It’s typical to comments on the hear suppliers saying that they’ll build a bespoke solution around the customer’s public sector needs but the CIO will probably say ‘I want the one you built for them, please’. The UK is one of the most outsourced public sectors in the world. CIOs spend a lot of time managing supplier complexity Fiefdoms — high degree of internal competition among sections, pet projects, ideological drivers Squeezed budgets and public interest — heightened sensitivity around value for money, impact Influencers are relatively easily accessible — MPs and cross-party events can help you start a conversation Marketing and hospitality requires sensitivity Failures make the news — and can have political and national security repercussions. We need to see that you’ve done it before and it’s going to work www.themarketingpractice.com 7
  • 8. < Previous / Home If CIOs were marketers (2) Maybe the CIO shouldn’t be your first target anyway. Why not talk to some of the specialists in their team? They’re probably trusted by the CIO and the chances are your proposition will be more relevant and interesting to them anyway. And while it’s important to keep IT in the loop, you should make a big effort to communicate the benefits to the relevant business functions in the organisation. Sales and Marketing should take relationship nurture seriously. All too often, an opportunity is written off after one short meeting. Now may not be the right time, but remember that existing supplier relationships can always go stale. CIO snapshot: Keep chipping away and work hard for the new business, so that you have the best comments on chance to offer an exciting alternative when an opening appears. After all, CIOs will retail banking only buy from people they can trust. Short-term targets don’t make much sense. Emphasis on conserving the Finally, in the sales meeting, never ask ‘what keeps them awake at night’. It still customer base and up-selling happens far too much. Be upfront about your solution’s benefits and make sure within it your sales force has the material and preparation they need to give clear examples of how it can be applied to the target business. Banks want to be able to roll out a new service quickly and easily — IT trying to enable agility Pursuing a transformational agenda — joining up different systems and channels Trying to provide a seamless experience for customers across multiple channels Security issues make change difficult — IT seen as the business prevention department 24/7 lights on is critical — failure of banking systems is costly and For further information, or to arrange a 121 best practice high profile workshop, please contact Gemma Davies on Cost reduction, streamlined 01235 833233 or gdavies@themarketingpractice.com. processes and automation is a priority across business functions Regulatory pressure from FSA has increased greatly www.themarketingpractice.com 8