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The Most Valuable Time To Build Relationships With Customers: Post-Sale

Shelly Kramer

When it comes to customers, are marketers better served focusing on acquisition or retention? And what’s the proper balance of each?

Any marketer worth his or her salt knows that the most valuable customers, and your biggest source of business growth, lies with your current customers. As such, the most valuable time to build relationships with your customers is post-sale. Think about it: A current customer has already said yes. They already trust you. They trusted you enough to buy, anyway. Focusing on those customers post-sale is without question, the most important part of developing an ongoing relationship with them, and it’s not at all hard to do. Let’s explore.

The case for customer retention

When it comes to customer retention, marketers are historically short-sighted, as are their counterparts on the sales team. While acquisition has traditionally dominated retention as it relates to marketing strategy focus, in fact the statistical evidence points firmly towards a solid retention strategy as delivering the best ROI. The fact that we’re still talking about this amazes me: I remember learning this in my earliest days in marketing—in fact, it’s pretty much Marketing 101. Yet we still see sales teams chasing new customers and marketing teams equally focused on acquisition as well.

Consider the stats laid out in this infographic from Retention Science:

Retention-Science-Infographic

As you can see, existing customers are the veritable foundation upon which you should build your business. They have the potential to create more sales and make a greater contribution to profits, all at a lower cost to the business than what you will spend attracting new prospects. What’s not to like about that? And why the heck aren’t more marketers concentrating on customer retention strategies? Here are three things that might explain why:

  • It’s easier (and more exciting) for both sales teams and marketers to focus on drumming up new business.
  • A customer retention strategy takes time to produce returns and marketing departments (and sales teams) are under constant pressure to produce short-term results.
  • The return on investment for customers over the long-term is harder to measure than new customer sales and, therefore, harder to justify.

The importance of understanding your customer lifetime value (CLV)

For those who understand the value of retention (or who want to), embracing a customer lifetime value (CLV) mindset is key. CLV is a model that takes a long-term view of customers, estimating the value of future cash flows, and not just historical sales. It’s a complex subject that I’m not going to get into here in detail, but if you want to explore this more fully, I highly recommend you read Avinash Kaushik’s Guide to Calculating Customer Lifetime Value. I love his blog, and his big brain, and once you read this guide, I predict you’ll be likewise enamored. More importantly, thinking about CLV as he breaks it down will help you as you create your own customer retention strategies.

The point is that while the majority of companies see value in CLV as a concept, only a minority report that they are able to put it into action. According to an Econsultancy study more than three-quarters of companies (76 percent) considered CLV to be important, but less than half (42 percent) actually said that they were able to measure it. Worse still, just 11 percent said that they “strongly agree” that they could measure CLV, meaning that a mere one in every ten companies would appear to have fully grasped the concept.

CLV chart Graphic source: econsultancy.com

Customer retention strategies: How to build post-sale relationships

So if I’ve managed to convince you about the importance of this, please know that an effective customer retention strategy does not mean sending random email blasts to your new customers focused solely on generating interest and more sales. You need a communication strategy with this customer base that delivers ongoing value post-sale and continues to build trust and credibility. You don’t need to constantly be selling them, but you do need to be touching them on a regular basis so that you don’t become just another commodity. There are myriad things you can do, including:

  • Provide memorable customer service. That means empowering your front line staff (online or off) with real time customer information, so that questions can be answered and issues resolved without delay. You want to be proactive, rather than reactive, and build good relationships by meeting—even exceeding, where possible—customer expectations.
  • Listen and learn. Encouraging feedback from customers, both positive and negative, is a great way to understand their likes and dislikes, as well as their needs and wants. Monitoring reviews and social commentary on your brand can provide invaluable insights into what customers are looking for.
  • Everybody likes attention. Feature your customers, and their stories in your eNewsletter and/or by way of short video interviews that can live on both your website and your YouTube channel.
  • Reward loyalty. Build strong loyalty programs that reward ongoing business. Customers may like patronizing your business, but they’ll like you even more if you reward them from time to time for being a great customer. This is easy to do, and can be very cost effective, yet go a long way toward establishing strong relationships.
  • Remember that referrals are a gift. A referral from a satisfied customer is the best kind of gift—don’t take that for granted. Don’t forget to establish referral programs that reward customers for sending you business.
  • Pay attention, pay it forward. Find and follow your customers in social media channels. Share their stories, support their marketing efforts, introduce them to your other customers. Relationships are a two-way street, so remembering that, and putting that into action can go a long way toward building customer relationships that are long and mutually beneficial. Social media makes that easy.

How to not be a commodity: Educate them about your other offerings

Once you’ve got the relationship-building part under control and in process, know that you do need to continue to touch and educate your customers about the other things you do and sell and how you might serve them. As an example, we once had a customer who sold aluminum bleachers to schools and community centers. When I asked about what happened after the sale, our client said that the last contact with a customer was a “your product has shipped” email notification, and that was that.

What they weren’t taking into consideration is that their clients largely found them online, and once the sale was over, they risked being forgotten by customers who might not remember where they purchased. Those same customers, however, might also need things like gym flooring, soccer goals, basketball goals and nets, or pool equipment. But they weren’t staying in touch in any way at all with those customers after their initial purchase, nor were they making any effort to let those customers know other ways they could be of service, thus making those other sales largely impossible. We changed that, and guess what? They sold more stuff as a result.

Whatever tools and tactics you use to develop a retention strategy, it should be built around one clear goal: Building a post-sale relationship with every single customer is the key to business growth and profitability. Court new customers for sure, but don’t ever lose sight of how valuable your existing customer base is. And make sure your marketing efforts are designed to keep those existing customers top-of-mind.

What loyalty and retention strategies do you employ for your business or for your clients? What do you have to add to the list above? I’d love to hear what’s working for you and any lessons you’ve learned along the way.

 

This article was originally seen on The MarketingScope.

The post The Most Valuable Time to Build Relationships With Customers: Post-Sale appeared first on Millennial CEO.

Photo Credit: Polycart via Compfight cc

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Shaping Consumer Buying Habits In A Post-Choice World

Shady Ghattas

Have you noticed how stressed-out many marketing professionals have become over the past few years?

Or, if you’re a marketer who’s been in the game for a while, have you reflected on how much more hectic and challenging your job has become since social media forced you to drink through the data firehose?

The explosion of Internet media has introduced more customer touch points than marketers can possibly keep up with. When TV, magazines, billboards, and the like were the only ways to be seen by consumers, it was manageable. Today, not a chance. CEOs are pushing CMOs harder and harder to prove the ROI of their marketing investments—something most marketers still struggle with.

At its core, the role of the marketer has always been about choice/rejection. Choose our brand, reject the competitor. Marketers target the “moments of truth” to achieve this. In the digital world, there are many more moments of truth to manage. Think of all the interactions on social media and how brands need to get defensive really quickly in some situations. In the past, marketers had a good idea of when those moments were, and they were largely in control during those moments.

While most marketers continue to grapple with these new realities of today, let’s look at how you’ll need to do marketing to be successful 5 to 10 years from now—and how you can start laying the foundations today so you don’t get caught unprepared again.

The next wave of marketing—which has already begun in some areas—will be based on automation. Automation will create a new paradigm for marketers, one where choice/rejection is removed from the equation. The digital age expanded the number of touch points for choice/rejection, whereas the automation age has the potential to eliminate them. The question becomes: “What is the role of the marketer if there is no opportunity to influence?”

Think for a second about Amazon Dash, a device that enables you to purchase products by simply pressing a button. Think about that smart fridge that might be in your kitchen a few years from now, ordering a new carton of milk for you when it recognizes that you’re running low. Imagine that each virtually mindless, purely habitual purchase you make is no longer even that – the possibility of you breaking the mold and choosing something new has gone from 1% to 0.1%. To marketers, that is a world of difference. Unilever is one company that seems to understand this thread, given its $1B acquisition of Dollar Shave Club.

When you no longer go into the store to select your brand of laundry detergent, how does a competing brand tempt you to choose their product instead? If a brand can no longer tempt you with an attractive promotion, superior product placement, better pricing or product (the traditional 4Ps of marketing), how does a marketer get you to switch to their brand?

The answer is the marketer can no longer be about just marketing. The marketer needs to become an expert on the entire customer experience.

The complete customer experience is in part about how the front office and the back office work together. If you press the Dash order button but your order never arrives or arrives late, that’s not a positive experience. If you order but your billing is out of whack, that’s not a positive experience either. The entire shopping experience, from ordering to receiving, must link together perfectly. Automation will provide an opportunity for brands that can offer a better overall experience to win in the market. Brands that get the automation piece right, integrate their front and back office, and offer that amazing customer experience will see their margins rise and the risk of losing customers fall significantly.

Ivey Business School marketing professor Niraj Dawar explains, “Spending billions to remind consumers to buy your brand will seem inordinately wasteful. Instead, advertising dollars will be redeployed to building relationships, challenging incumbents, increasing rates of consumption, and influencing algorithm designers and owners. Brand loyalty will be redefined, forcing marketers to differentiate much more clearly between mere repurchase and actual loyalty. Marketers of incumbent brands will need to ask whether the algorithm is “loyal” or the consumer is. For challengers, the critical question will be what they need to do to compel consumers to change the algorithm’s default settings.”

The companies that succeed in the digital age will not just get the customer experience right, they’ll also understand that it’s about the power of connecting the business and the brand at every node. With this comes an opportunity for emerging players to steal market share, but also an opportunity for incumbents to keep a firm grip on theirs.

Join SAP Hybris at The Gathering, an exclusive union of the world’s bravest brands, in Banff on February 22-24. You can also register for the online-only SAP Hybris LIVE: Digital Summit happening on March 8.

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Shady Ghattas

About Shady Ghattas

Shady Ghattas is Customer Solution Director of SAP Hybris Canada (SAP). He is a digital transformation leader with a focus on customer experience from marketing to commerce.

SMBs: Seize The Moment! In Marketing, Timing Is Everything

Bernard Chung

What’s the dominant trend in marketing right now? Personalization. It’s the ability to identify customers and prospects, and capture enriched information on each individual to develop a deeper profile.

I believe there’s another major evolution right around the corner, which I call “marketing in the moment.” And no marketer can afford not to seize the opportunity.

From building the brand to building a relationship

To elaborate on this concept, let’s think about the evolution of marketing. Not long ago, companies were able to rely on the strength of their brand and on marketing to the masses. Marketers devoted most of their effort to building the brand. Consumers recognized “Coke,” for instance, and bought it.

Then Coca-Cola recognized that not everyone wanted a traditional Coke; some preferred caffeine-free, others wanted low-calorie and sugarless. Marketers began to differentiate their buyers, segmenting the different target audiences, tweaking the product offerings and the message and the advertising channel.

Today, marketers have refined this approach to the point of individualized interactions – because they can. Digital technology offers enormous power to capture and analyze behavioral data for deep insight into each customer’s intents and motivations.

The next wave: knowing when to engage

The idea of marketing in the moment is to deliver exactly the right message to a single individual – at exactly the right time. That’s not a green light to bombard the consumer at every moment, but instead to identify the right moment to have a discussion.

For example, if I call my bank to complain about an overdraft fee or report a lost ATM card, the representative would be ill-advised to pitch a product while I’m in that negative frame of mind. The rep doubtless has a few data points about me, and knows that I am currently considering remortgaging my house. But the context is wrong for trying to engage me in a discussion about refinancing.

Delivering instant response

The emerging model of customer engagement is known as “empathy marketing,” where the objective shifts to becoming empathetic to the individual. A key aspect of being empathetic is timing. There are moments in everyone’s life when they are open to influence and value information that meets their needs in that instant. And those needs change very fast.

To return to my banking example: I can do a Google search for information about refinancing, and very quickly identify a few companies I might do business with. Within seconds, my smartphone will buzz with a response from one or more of those sources with interest rates and terms.

If that information arrives the next day, it’s too late. Consumers today expect immediate gratification. They expect it not only for major financial decisions like this, but in their everyday activities: where to grab a pizza, get cash at an ATM, buy a Mother’s Day card, catch a screening of the latest 3D movie.

The three essential pillars for marketing in the moment

How is it possible to meet these expectations? Putting it simply, there are three fundamental pillars.

First is the ability to collect and analyze huge amounts of data and convert it to actionable insight. Since consumers use multiple channels to engage with organizations, the second pillar is to maintain a strong, consistent presence in all key marketing and commerce channels for a seamless customer journey from one channel to the other. This involves building a consolidated view of the customer across all relevant touchpoints to discover the customer’s real-time intent, and what information that person needs to move forward in the journey. The third pillar is the ability to work collaboratively within your organization to effectively manage and qualify leads, measure results, and make midcourse adjustments to your strategy on the fly.

Digital solutions designed for SMBs

Enabling this approach is what we call a digital core, which combines transactions and analytics on a single platform. Instead of relying on multiple applications for different processes, a single platform centralizes your customer data—CRM, financial information, and so on—and brings in external sources as well. Everything is connected: internally, marketing campaigns, sales data, and customer payment info, for example; and externally, the web, social media, and the Internet of Things. Powerful tools allow you to analyze and visualize enormous amounts of data to gain the type of insights I’ve described here.

While this approach may appear out of reach for small and midsize businesses, there are in fact digital solutions available – and economically accessible – that allow you to seize the marketing moment. And advisors are at the ready to support you with evaluation, implementation, industry-specific functionality, and ongoing services.

For more information, please visit the SAP S/4HANA Partner Packages site here.

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Bernard Chung

About Bernard Chung

Bernard Chung is Head of Audience Marketing for Marketing Line of Business at SAP Hybris.

3 Ways Robots Will Co-Evolve with Humans

Christopher Koch

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About Christopher Koch

Christopher Koch is the Editorial Director of the SAP Center for Business Insight. He is an experienced publishing professional, researcher, editor, and writer in business, technology, and B2B marketing. Share your thoughts with Chris on Twitter @Ckochster.

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Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

About Andre Smith

An Internet, Marketing and E-Commerce specialist with several years of experience in the industry. He has watched as the world of online business has grown and adapted to new technologies, and he has made it his mission to help keep businesses informed and up to date.

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awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

About Neil Patrick

Neil Patrick is director of the GRC Center of Excellence in EMEA for SAP.

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awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Ioana Sima

About Ioana Sima

Ioana Sima is an architecture student at Ion Mincu University of Architecture, CMO of DigitalWebProperties, coffee lover, and avid gamer. Despite my academic background, I decided to pursue a career in digital marketing. Why? Because it's thrilling, fascinating, and unpredictable. My goal is to contribute to the creation of something truly meaningful & to grow professionally. Follow me on Twitter if you enjoy gaming, dank memes, and digital marketing.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Bruce McCuaig

About Bruce McCuaig

Bruce McCuaig is director - Product Marketing at SAP GRC solutions. He is responsible for development and execution of the product marketing strategy for SAP Risk Management, SAP Audit Management and SAP solutions for three lines of defense. Bruce has extensive experience in industry as a finance professional, as a chief risk officer, and as a chief audit executive. He has written and spoken extensively on GRC topics and has worked with clients around the world implementing GRC solutions and technology.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

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awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

About Richard Howells

Richard Howells is a Vice President at SAP responsible for the positioning, messaging, AR , PR and go-to market activities for the SAP Supply Chain solutions.

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awareness