At face value, pitching an experience program internally may sound like a no-brainer. Experience programs enable B2B brands to listen to clients, gather intelligence from employees, and attain a holistic understanding of where they fit in the marketplace. Who doesn’t want that?
Well, as any customer experience (CX) practitioner knows, it’s not that simple. Organizations are hemmed in by the very real restraints of time, budget, and resource allocation, which usually determines whether experience programs get greenlit at all.
Fortunately, there are effective ways to sell experience and listening programs to everyone from the boardroom to the front line, and we’re going to show you three of them:
- Memorable Branding
- Success Stories
- Educational Tools
This is a great technique to generate awareness of and affinity for a CX program. Practitioners can begin building the case for an experience initiative simply by giving it a catchy or memorable name, which helps the idea stick with potential stakeholders. More importantly, it will foster connections between employees, create grassroots support for the initiative, and help drive a customer-centric culture.
Additionally, practitioners can put tools like newsletters, training videos, and even employee competitions to great effect marketing their B2B program. This strategy incentivizes employees to remain engaged with the initiative no matter where they’re located, which also helps build the same sense of unity we mentioned in the preceding paragraph.
Catchy names and team exercises can help CX practitioners win employees over—executives, though, are usually a whole ‘nother kettle of fish. Make no mistake, executives love clever branding ideas, but the only way to truly sell this group on B2B experience programs is success stories. It’s even better when these stories are quantifiable; nothing garners executive sponsorship quite like provable numbers.
While on the subject of numbers, practitioners should try to integrate their experience initiative into as many corporate KPIs as possible. The reasons for that are to ensure executive involvement in all sectors of the company, foster interconnectivity between offices in different countries and cultures, and to create program champions in multiple departments who can help you sell your program again in the future.
Educational opportunities are an oft-overlooked benefit of experience programs, and pitching them is a great way to build the case for these initiatives. Indeed, practitioners should strive to build experience programs on education, which only makes sense when you consider that continuous improvement is these programs’ chief purpose!
With that in mind, practitioners should strive to fold white papers, training guides, videos, and other useful tools into the branding process. These resources should be complemented by in-house survey tools, customer templates and any other support mechanisms that employees find helpful.
Once all of these resources have been consolidated, it’s essential for practitioners to not only make them accessible, but also push employees to use and become reliant on them. Giving frontline employees access to real-time dashboards, for example, can help experience programs feel more familiar and even second-nature. This technique will cement an experience program’s integration into any organization.
Making the case for a B2B experience program can be a challenge at the best of times, but these techniques will enable those programs’ advocates to build organic support, gain the executive stamp of approval, and place continuous improvement at the very heart of the brands for whom they work.
Learn more about championing experience programs, acquiring B2B customers, and retaining their business by clicking here.