B2B marketers appear confident with leading customer experience initiatives, yet measuring ROI off the back of their efforts isn’t part of the plan.
A survey of 150 professionals at B2B groups from digital transformation outfit Squiz reveals that 73% do not have clear goals and KPIs in place for measuring efforts related to the improvement of customer experience. That’s despite virtually the same proportion (74%) believing themselves to be responsible for such tasks.
The results come at a time when brands are looking to better serve individuals, as opposed to audiences on the whole, with 83% of the group citing a customer-centric approach as “very important” to their organisation.
Unfortunately over two-fifths of marketers (41%) also thought further work is required to become more customer centric.
So, why the struggle?
Challenges and barriers
A number of factors might be preventing the marketers from developing a customer-centric approach.
Although technology can help improve customer experiences and journeys, the survey showed that only 35% of B2B marketers invest in marketing technology in advance of a requirement. Little investment combined with lack of measurement could be at the root of the problem, along with a general lack of pro-activity from those concerned.
Another challenge relates to available funds. Almost half of B2B marketers (47%) struggle to acquire budget for initiatives to improve the customer experience, while a further 14% have difficulty gaining c-level support.
Yet with so few marketers measuring a return on their efforts, justifying new costs may be tough.
Whose job is it?
Confusion over who owns the customer experience also appears to have a negative impact. Although 74% of marketers think it’s their responsibility, only 46% of the surveyed think other people within their organisations would agree.
This would suggest a general lack of awareness over who really should lead customer experience initiatives at a time when their importance is rising.
Indeed, comments from Stephen Morgan, co-founder of study author Squiz, presented the belief that marketers were finding it hard to put their plans into practice over confusion relating to who really is responsible for promoting a customer-centric approach.
He recommended the CMO (chief marketing officer) become the “go-to person” for any customer-facing team, whilst refuting the suggestion that businesses must employ specialists – like chief customer officers – to lead certain initiatives.