Internal complexities and lost customer opportunities

I know many marketing professionals recognize and talk about their company’s internal complexities, but how many manage complexities in order to avoid downstream impact on customer experiences.  I recently had an online experience that reminded of how “letting internal complexities get in the way” can impact opportunities.

Manage your internal complexities for better marketing. ryancampbell.me
Manage your internal complexities for better marketing. ryancampbell.me

I was looking for some basic product information about social listening platforms so I was visiting provider web sites.  On one particular site, the main landing page had exactly what I wanted but also made a bold request.  The site asked me for 8 fields of customer information to watch their product video.  I am a huge advocate and believer in data collection and marketing automation.  However, are 8 fields of my information a “fair exchange of value” for their most basic product information, a product video?  I immediately abandoned my site visit for two reasons:

1.  It created a very distasteful user experience; an imbalance in exchange of value.

2.  The product resides in one of the most hotly contested and commoditized spaces.  My alternatives were abundant.

Given my reaction (an instant bounce from the site) I suspect this approach is causing the provider to lose prospects like a labrador retriever shedding fur on a sweltering summer day.  While I don’t have the definitive cause for their choices, I began visualizing the internal complexities that cause such experiences.  Picture the project contributors within this company arguing between data collection and response results.  Think of how the product team or key decision makers believe in their product so strongly that they are blind to competition realities.

If you can manage and hide your company’s internal complexities, you will deploy better customer experiences.   Here is a short list of “internal complexities” to check for, and gauge the degree in which you manage them:

  • Too many owners/contributors

  • Key decision makers not in tune with markets

  • Cultural legacies

  • Procedural barriers to action

  • “Ours is the best” product attitudes

  • Legacy systems and restrictions

  • Dysfunction and silos between groups

  • Rushed schedules, for the wrong reasons

  • Inaccurate goals and objectives (like performance metrics, goals and objectives need to be based on accurate, realistic data)

  • Executing transformation poorly

So don’t let your internal complexities cloud your intuitive marketing judgement.  Be the smart leader that identifies when internal complexities have gotten in the way of good marketing and potential business.

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