Every year at this time, you hear all of the hoopla around one of Pennsylvania's most recognized residents - Punxsutawney Phil. I always end up laughing as my mind then shifts to Bill Murray's classic performance in the movie Ground hog's Day. We all know the premise: a guy gets to "re-do" the same day over and over and over again, but discovering little nuances and trying new things along the way, in order to get to the outcome he really desires (to get the girl).

In business, wouldn't it be great if we had that ability? Not to 'get the girl', but to be able to see every possible angle before we execute. Every strategy, every sales call, every marketing campaign, all fully vetted through numerous attempts of trial and error. Well, of course we can't really do that. Not exactly anyway. But, we do have some terrific  'guidance' tools at our disposal: personal experience and the collective experience of our customers.

When setting strategy, designing a marketing program or campaign, or virtually anything else, our own personal experience can be a directional guide - allowing us to move generally in the right direction. By leveraging the collective experience of others - our peers and most importantly, our customers, we can fine-tune our direction, exacting a path to success. The experience of the collective is akin to the trial and error in Ground hog's Day, only we didn't have to experience it ourselves. Customers will (in one form or another) tell us everything we need to know. We just need to provide a forum to enable us to listen.

Sometimes in business it feels like many companies are caught in the same loop - making similar mistakes over and over again. Progress and growth have slowed, and there can be a sense of frustration. Organizations that actively engage and listen to their customers (or collective) are breaking out of these never-ending loops and are thriving. What path is your company on? Start your journey by answering this question: "Are you actively listening or are you living in your own Ground hog's Day???"

• Done right, an Advisory Board is synonymous with continuous improvement and can be transformational.
• An Advisory Board implies that change is about to happen. After all, that’s why you are investing in it! You see the need for change (a new direction, increased sales, improved relationships, etc.) and realize that your customers can provide you with the guidance you need to make it happen.
• Stakeholders inherently resist change, so communicate progress early and often.
• Culture impacts an organization’s ability to change, so build a tolerance for ongoing change into your corporate strategy. 
• Change doesn’t just happen overnight. It takes time and requires a certain set of skills, so designate a change agent/architect to manage the process.    

Back in September, Gartner came out with their rather controversial CIO Advisory:  Four Recession and Growth Strategies That Make Sense for 2012.  Though forecasts for growth in 2012 are modest, Gartner recommended that clients plan ahead and “avoid consuming time preparing for growth should growth opportunities suddenly arise” and that “however long a distressed economic climate may last, growth will remain a top priority of CEOs and boards of directors.”

Many organizations may prefer to wait and see what the economy does, but that would be a big mistake. I agree with Gartner that organizations must be prepared to take action when the opportunity arises.

Plan ahead. Get started by attending Geehan Group’s upcoming B2B Executive Summit: Navigating Growth & Transformation. Designed exclusively for VP & higher executives, the B2B Summit provides an intimate setting (attendance is limited to 50 attendees) for learning from a prestigious roster of speakers, including Paul Gottsegen, CMO at Infosys, Joe Austin, SVP Customer Experience at Juniper, and Brent Ahrens, General Partner at Canaan, as well as author Jim Hauden.

• Learn how Bill Fathers, President of Savvis, helped shape the company’s international presence, increased its market share, and developed leading-edge products for the financial services, media and telecom industries.
• Discover how John Schwarz, former CEO at Business Objects, doubled the company’s revenue to more than $1.5 billion, improved profitability, and oversaw seven strategic acquisitions.
• Hear how Joe Morgan, CEO at Standard Register, is transforming his organization from a document printing company into a provider of communications technology.

Click here to learn more and to receive your personal invitation.


“Rarely do you find an approachable business environment that invigorates your social senses with intriguing conversations, collaborative exchange of inventive ideas, fascinating speakers with applicable war stories, and the urge to network well beyond the two days that the Geehan Group brought us all together. What I gained out of this B2B gathering of like minds expanded my strategic thinking, opened new opportunities about how marketing can make an impact, plus enlightened me on similar management challenges with realistic solutions and results.”

Greg Jorgenson, SVP Marketing, VeriSign

Have you ever experienced a “moment of fame” when everything you need for your business to succeed comes together perfectly?   It doesn’t happen often, but when it does, it’s “golden!” 
What if you were able to take those “moments of fame” and make them a consistent practice within your organization?  Customer Engagement Programs provide the opportunity to do just that.

Recently, my client experienced one of those moments.  After conducting an Advisory Council meeting with the decision makers of his most strategic customers, he gained invaluable insight into the market, learning what his customers need, and what they are looking for from his organization.

As a member of the executive team, he walked into a strategic planning meeting with the CEO and his peers, armed with information no one else had—even better, it was validated by his most strategic customers:

• Sunset a core product in mid-term development – a savings of $8 dollars in future development, marketing, sales, and service, not to mention resources that can be devoted to high impact products.
• Eliminate a new solution from the product roadmap – a total savings of $3 dollars, six months in development and valuable resources.
• Get positioned to make an acquisition – of an innovative services company.

Gaining insight from your top customers provides a tremendous amount of confidence to participate in your organization’s planning process.  Sharing this information among the leadership team was a “moment of fame” for my client.  His CEO responded, “I’m so impressed by your knowledge this early in our planning process.  You are months ahead of your peers.”

When it comes to internal planning make no mistake—you are competing with your peers for resources and dollars to make the best decisions for the organization.  As you prepare for 2012, part of your plan should include gaining market insight at a decision maker level with your most strategic customers. 

In Sean Geehan’s book, The B2B Executive Playbook, he explains in detail how the market can provide insight, and help validate the following four areas (see diagram below):

• Your “Exploit Solutions” – those areas that align to your business model and for which you have a core competency – in other words, what you do well.
• Where you should “Evolve” – the market is telling you they want something that is in your core competency, but it is not part of your business model today. 
• What you should “Acquire” – the market is telling you they want something that would fit into your business model, but you don’t have a core competency for it.  This is an opportunity to gain additional insight for potential companies to acquire.
• Areas to “Evaluate” – this is something that is part of your business model and it is a core competency, but the market is not willing or interested in buying it.  This is an area you should look to eliminate or sunset the solution or product.

Validate Your Plan with Your Most Important Customers

My client learned that the best way to capture the areas outlined above was through his Advisory Council.  The value of a well-managed Advisory Council is that they can help you capture strategy, marketing, sales, service, product, and merger/acquisition information all at the same time.   

At their inaugural Council meeting, members were presented three specific initiatives for feedback.  The first was a legacy product they had for years—a “me too” in the market. The second was a new product they were getting pressure from sales to develop.  And finally, the third was to look at potential acquisition targets that would fit their business model, but for which they did not currently have a core competency.

The result of the feedback is what my client shared with his leadership team outlined in the beginning of this article.  And it saved his company over $10 million … all from listening to his customers.

Make 2012 a great year by seizing your Golden Opportunity.  Engage the decision makers of your most strategic customers to gain valuable market insight to help drive your strategic planning.

For those who already have a customer advisory board and are critically assessing content and its mutual benefit for your company and board members, agenda-planning is a critical component.  What priority issues loom?  What strategic insight can you capitalize on most with these select executives from your top accounts?

An effective agenda usually contains three to five successfully prioritized areas for discussion that are relevant to your company and your customers.  Make certain the topics address business goals or competitive advantage.  Consider:

• Discussing topics to be addressed at upcoming corporate Board meetings for broader understanding.
• Evaluating product planning ideas before committing deeper resources.
• Obtaining candid input about their perspectives of competitors to perfect that strategy.
• Learning about their major challenges and obstacles for overall strategic purposes.
• Walking through relevant market trends and brainstorming how your company can leapfrog with solutions.

It bears repeating:  These vital customers care about your organization’s success because they have a vested interest in it.  They get involved and give of their time because they want to offer strategic insight. 

BE A STAR.  Invest smartly.  Wisely use precious resources.  Make your board a strategic initiative.