Rebranding a company sounds like an exciting project to most marketers. A rebrand promises a fresh new look, maybe a new logo, perhaps even a new company name. But, rebrands are also expensive, and risk alienating or confusing current customers. In short, when they go wrong, rebrands can be career-enders.
So when to rebrand or not to rebrand? And if you decide to pull the trigger, what do you need to watch out for? Read on…
We first fielded a survey on the business impact of COVID-19 on March 18-20. The same week that San Francisco issued a shelter-in-place order.
What do customers just not get about your brand? Well-designed brand research can reveal how customers’ misperceptions are affecting your bottom-line. Read more
A new study on coronavirus business disruption shows that while every industry has been gravely impacted, some, like tech, are faring better than others.
Cascade Insights’ survey reveals how the crisis is affecting business operations across company sizes, sectors, and job roles. (Hint: no business type, size, or function is immune.)
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How well do you know Singapore? That probably depends on how much time you’ve spent there. If you only spent a day in Singapore, you likely remember great things about it. You saw a few of the must-sees, sampled a highly-recommended restaurant, and enjoyed the frisson of excitement generated by being somewhere new. Maybe you got stuck in traffic or found the city’s layout confusing. Still, if I asked you to tell me about Singapore, I would probably get a highlights reel. The rosy lens of hindsight often blots out negative experiences.
But what if you lived in Singapore for work for three months and I asked you to email me every day? I’d get much more nuanced insight into the highs and lows of Singaporean expat life. I could ask about the experience of grocery shopping and what the biggest challenges are as you integrate into your new office. You could even send me some of your Slack conversations with your new coworkers. I could understand your experience as it unfolds and witness the intensity of your emotions along the way.
We see similar patterns in market research. An annoying login issue, needing to find a workaround for a clumsy UX, or challenging integration between two products might not get the full dramatic explanation from customers if you don’t ask about it until weeks later. Even if it significantly impacted customer experience at the time, they may not remember how annoyed they were when asked to recall how they felt after the fact.
Have you ever wondered about your customers’ unfiltered opinions about a product or service? What if you could read a daily diary of a user’s experience as they learn to use your cloud service? That’s the type of access and insight B2B longitudinal research can achieve.
A solid B2B marketing strategy requires differentiators that actually stand out. This seems obvious. But unfortunately, in B2B tech, great differentiators are hard to come by.
The industry standard for B2B buyer personas is wanting. I frequently see buyer personas built by other vendors that read more like a dating profile than an exceptional piece of analysis and insight.
In these poorly amalgamated personas, significant time is spent on demographic details and personality traits of a buyer when other topics are far more critical.
You believe in the company you’re marketing, and so do your product and leadership colleagues. But, often because everyone believes in the business, companies end up with a hero complex. This leads to dangerous territory: a go-to-market (GTM) strategy that’s missing the customer perspective.
Whether you’re entering a crowded space or offering a bold new product, you need customer input to understand where the opportunities are (and where they aren’t) when crafting your GTM strategy.
How much guesswork is involved in your B2B market segmentation strategy? Are you building products for an imaginary buyer? In the B2B tech sector, this happens more often than you would think.
B2B is a complex and challenging field, but most of all, it is fascinating. Join Sean Campbell, CEO of Cascade Insights, as he shares over 20 years of experience in the B2B market.