Brand Central Station

Many of my business partners wonder where I come up with terms like “communications chain” – but my B2B clients understand the concept. You see, the general concept is that the process of moving a person from “prospect” to “loyal customer” is a lot like moving raw materials and finished goods through the supply chain.

In our model, each step along the way results in a behavioral change that makes the individual more pre-disposed to our sales pitch. In general, the every individual goes through the same continuum. They start out in ignorance, become aware, get educated, are motivated and then the behavior is reinforced.

This continuum is handy in understanding the basic concept, but the “communications chain” planning process we use breaks it down even further. Each critical decision made by a person as he or she makes the journey from prospect to brand “believer” can be described by a unique (and measurable) action.

One of the most critical links in that chain is the conversion process from qualified lead/prospect to first-time customer. John M. Coe’s white paper is a concise outline of the “steps within the step”. Coe, the president of Database Marketing Associates, helps identify the various communications obstacles that often become present in the B2B marketing process.

Why is this important for marketers – either agencies or in-house people to understand?

Because this is the point where sales and marketing first mix. And if you don’t get it right here, you’ll find it difficult to retain customers and build your market share on the inside (ref. share-of-customer strategies) where it can make a real difference to your bottom line.

Take some time and understand the lead conversion process in your company and draw your own “communications chain” based on your research. You’ll find, most likely, that your company has several chains (sometimes multiple chains per sales person or target market).

In your conversations with sales people, customers, suppliers and customer service people, you’ll probably come to the same realization we often do – that many of the chains can be combined. For us, this serves as the foundation for a communications plan that works toward developing more efficient and effective marketing programs down the road.

Understanding how sales and marketing mix to turn top-line prospects into top-line customers also forces both departments to find ways to communicate and work together. It’s remarkable, really, how often these two functions don’t communicate – and yet both departments are responsible for setting customer expectations.

The additional internal and external discussions will help point out other weak links in your communications chain. Production shortfalls which limit your company’s ability to perform (meet customer expectations) can be, in many cases, worked around through directed communications efforts. At the very least your company can keep customers informed of product delays, service problems or other issues.

In fact, each link in the communications chain can be strengthened through well-crafted communications. But first you have to define and organize your chain.

It’s time well spent and should serve as your first step on that most elusive of marketing grails: measurable return on marketing investment.

But, more on that later.

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