The founder and CEO of crmmetrix explains how to find, listen to and learn from the customers that matter.
Let's discuss some highlights about the importance of involving influential consumers in your day-to-day marketing practice.
Leverage your key customer voices
Best selling authors Keller and Berry say it all in their book "The Influentials: One American in Ten Tells the Other Nine How to Vote, Where to Eat, and What to Buy." Like Rodgers' original work, my own research confirms that some consumers are more influential than others, and often dictate what others do. However, my research has also shown that consumers are not all created equal in terms of leading in a similar way across all product categories.
An initial study conducted in 2002 and confirmed in 2005 (crmmetrix opinion leaders research, 2002, 2005) shows that on average about 15 percent of American consumers are opinion leaders in up to four product categories; the average American consumer is an opinion leader in 2.5 product categories and 40 percent of American consumers do not lead any of the 27 product categories we explored in this work. I am sure you can relate to these findings. For example, in my own case, I am a motorbike fan and not at all interested in cars. I am probably a good influencer for the motor industry but not for the automotive category, although the categories may be closely related.
The implication for marketers is that rather than defining a broad influential consumer, they should look at finding, learning from and leveraging their own opinion leaders. Marketers could even decide to push the envelope further and classify category opinion leaders in terms of their level engagement with your brand using the Net Promoter Score (NPS) for example. You then have a simple and yet very effective segmentation of customers (evangelists, promoters, passive influentials, passive consumers, detractors and influential detractors) that you can leverage specifically for learning and growth.
So, let's say you've found your key customer voices, generally, at your brand's natural points of contacts such as the brand website. (See my previous article for more information on where to find them). Now the key becomes to involve them appropriately. Learn from your extreme customers, for example, and understand what triggers both positive and negative WOM. To this end, listen both to what they say and the words they use to talk about your brand and products, and have them frame your messages. Again, show them that you care by seeding trials before the product or campaign becomes available to the masses-- they will naturally spread the word for you and push their peers to pay attention, try your product and even become evangelists.
We know this works. Some brands were born and developed this way-- think about Skype or FireFox, for example. Some more traditional and mature brands are now being rejuvenated or even reengineered by their customers themselves. Lego is an example. Lego put co-creation at the very center of brand development. It not only drives innovation but also spreads word of mouth. For an example, check out www.lugnet.com.
Lugnet is the global community of Lego enthusiasts that unites Lego fans worldwide through discussion groups, web pages and services. Lugnet is an independent site by fans, for fans. It is neither owned nor operated by the Lego company, but the site offers more than 500 links to other community or personal Lego sites.
I am pretty sure that once my son, Benjamin, a true Lego fan, will read this he will find a place to further engage with fans and the brand. By the way, he is already a promoter as he provides recommendations to his cousins (slightly younger) and helps his friends discover the brand further; he asks his mom to buy Lego to bring to the birthday parties he is invited to. But Lego should really listen to him because he is also a PlayMobile fan, and I am sure my soon-to-be six-year-old boy could enlighten brand managers about his experience with the brands.
Is it time to find ways to connect with him and listen? I think so and I am sure it will pay. Why? Because, listening and caring always does.
Laurent Flores is founder and CEO of crmmetrix, the customer-listening company that builds relationships and drives innovation. Read full bio.