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September 2006 Archives

Customer-Reference Release Form Needed

Posted by Bill Lee on September 25, 2006 at 04:59 PM

"I am looking to see if anyone can supply a generic template release form that a start-up could use for their customer reference program. The generic form could be used as a standard release for the customer to participate in a case study/success story program. They have a very limited legal budget and hope that they won't be forced to reinvent the wheel. Thanks for any help or insights the collective group can provide."


Marisa Brown
The TDA Group
marisa@tdagroup.com
650.948.3140 x104

To respond to this request, please comment below.

Needed: Beta Testers for Boulder Logic's Integration with

Posted by Bill Lee on September 25, 2006 at 04:56 PM

Boulder Logic has created an integration between Salesforce.com and our hosted application for customer reference management. We are looking for 4-5 individuals using SFDC for their CRM that would be willing provide some feedback on our integration points. It is very easy and will take about an hour. And you'll be paid $50 for your time.

To respond to this request, please reply to Beth Mastre at beta@boulderlogic.com

Needed: Best Practices on Interdepartmental Cooperation to Acquire References

Posted by Bill Lee on September 25, 2006 at 04:53 PM

The customer reference group at SAS is analyzing how to work better with other internal departments (sales, consulting, marketing, etc) to more effectively identify and develop customer reference opportunities. Our ultimate goal is to decrease the time it takes to surface an appropriate
reference deliverable at different stages of the customer's lifecycle.

We would like information about best practices associated with interfacing between customer reference groups, sales, marketing & consulting to identify reference opportunities throughout the customer lifecycle (pre-sales, new customer, implementation, long term customer relationships).

Any documentation including white papers, process graphics or informal feedback would be welcome!

Christine Carmichael, SAS

To respond to this request, please comment below.

How Do You Leverage a Good Success Story?

Posted by Bill Lee on September 25, 2006 at 04:46 PM

“Hi Everyone: Curious to see if anyone out there can share any best practices with working with internal stakeholders on the corporate side when filling references and developing reference strategies. We currently encounter a lot of "silo" projects and wondering if anyone can share ideas as to how to best leverage a good story for multiple opportunities and agendas.”

Debbie Ng, Cognos

To respond to this request, please comment below.

Metrics for Impressing the Toughest Executive

Posted by Bill Lee on September 13, 2006 at 09:13 AM

Today we're having our 3d – and final -- teleconference in our Summer Teleconference Series. We’re talking about “Metrics for Impressing the Toughest Executive.”

OUR PANEL
. . . who have graciously agreed to continue monitoring this post and responding to your questions for the next week, bring a lot of experience:

Gayle McClary, Senior Director, Global Customer References, Oracle Corporation --
the world's largest enterprise software company. Gayle has been at Oracle for 7 1/2 years holding various positions all focused on demonstrating to customers the value of Oracle
Solutions. For the past 2 years she has held leadership positions on the Global Customer Marketing and References team. This global team recruits and secures customers for Oracle Tier 1 events, press, media and analyst activities, sets the global reference standards and policies and manages the global references system. One key part of Gayle's role is to help establish and track reference metrics.

Barbara Krasner, Director of Customer Advocacy Marketing at Lucent Technologies.
Barbara launched Lucent’s Client Reference Program in 2004 within the services business and within five months was asked to take the program Lucent-wide—with no additional resources! Her career began with the pre-split AT&T in Market Research, where she formed an in-house creative agency and doubled B2B direct marketing response rates. When AT&T split into three companies in 1996, she was the brand strategist behind the Lucent brand. She joined Lucent’s services business in 1998 and led teams in marketing communications, strategy and market research.

And I’m delighted that Barb and Gayle are founding members of the Special Interest Group on Metrics (SIG) we’ve formed. This group will be composed of a few experienced, bright reference professionals who will:
- meet regularly
- research this issue by exchanging ideas and bringing in outside resources
- develop true best practices
- present findings at future events or in reports or other media as appropriate and useful to the community
-

DREAM SCENARIO

OK, let's get started. Where do we set the bar on metrics for a reference program?

How about this? Your program has a few, powerful metrics that accomplish several things.

- They’re easily understood, even self-explanatory.

- They’re not onerous to track: your systems make collection of data and crunching of numbers relatively easy – or at least, doable!

- Senior executives agree that your metrics provide a fair measure of the value of your program. When the numbers are good, their pleased – and yes, impressed. When you need and deserve more budget, the numbers provide a compelling basis for getting it.

- While simple and few in number, your metrics aren’t “one size fits all.” They take into account the special needs of important constituent groups, such as sales and marketing. They provide compelling evidence – again, without a lot of explanation -- of how you’re doing in meeting the needs of these other constituent groups.

- And, through various communications tools, you’ve kept people aware of the importance of your metrics and how they relate to overall company performance.

HOW DO WE GET THERE?

The theme of the discussion was that there are no real magic bullets for measuring the effectiveness of a reference program – not in the real world. But there are a lot of things you can do to measure your program meaningfully, in a way that gets executives’ respect, attention and even budgets!

Here are some of my main takeaways.

Make yourself accountable. Barb started Lucent's reference program by proposing ongoing, long-term targets, presenting those to senior executives, getting their feedback and adjusting accordingly. That got their support off the bat. And resulted in creation of a Customer Reference Council that includes heavy hitters including her boss, a VP, the CMO, and presidents of various regions. They meet twice yearly, get engaged in what the program is doing, push back at times, and support it.

Keep it simple. Gayle outlined the areas that her program focuses its measurements on: effective reference recruiting, effective fulfillment and taking care of references. Her team asks, Are we recruiting the right references at the right time to meet the needs of our global sales and marketing campaigns? And they parse this question by looking at key milestones in the customer life cycle. Two key indicators for the Oracle reference program: How many new customers become references? Did they choose Oracle over a competitor? Lucent uses an indicator called the Customer Advocacy Index to measure how many customers become references. The goal: 100%.

Impact on sales. This is huge, because it relates to impact on revenues, obviously. Everyone knows it's difficult to say exactly what impact a particular reference had at a particular point of the sales cycle. But some indicators do provide insights that senior executives find useful, such as measuring the total contract value of proposals in which references were requested and used, as well as looking at the value of such deals that closed. Surveying sales people is tricky -- what sales person wants to give someone else credit for the deal she closed? Barb uses a creative variation: recognize sales people who support the reference program. "We get sales people to reference us," she noted. And that gets them to support the program. Contrary to their mercenary reputations, sales people need love too:) A ripe area for discussion is to parse this further by tracking how references are requested and used at different points in the sales cycle.

Don't forget other constituencies. A sales campaign often has much different reference needs than a marketing campaign, for instance. Part of the art of managing a reference program is to a) recognize that they have different needs and therefore you'll use different fulfillment metrics, while b) working to get the different groups to harmonize their needs where it makes sense. You don't want Sales, for example, pushing for references that use dated, non-strategic products or services.

The above just scratches the surface. If you'd like a recording of the full teleconference, drop me a note (bill@customerreferenceforum.com) -- there's a small charge.