Annuity Acceleration Initiative: Single View of the Customer Drives Automated Proactive Data-Driven Demand Generation
The Cisco APJC Services marketing team had a clear goal -- ignite and enable indirect sales channels to build sustainable relationships with the most difficult to reach customers: small companies in the commercial segment.
Cisco Services has tens of thousands of small customers, and little to no contact with them. Services are sold to them through thousands of distributors and partners. The sheer volume of contacts and contracts creates an ocean of data. In Asia Pacific, complexity is magnified across multiple countries, continents and languages.
We needed better visibility of our small customer issues. While our data shows that they are the fastest growing segment for services, a vast number of opportunities were falling through the cracks. Products shipped without services, contracts expired without renewal, upsells and cross-sells of value-added services were not initiated or closed. Customers were exposed to business risk and high costs of downtime when their services contracts expired. Many were unaware of these risks. Money was left on the table where Cisco and our partners were not making the sale. Opportunities were missed if they did not receive proper focus.
In order to achieve the above we needed to reduce the complexity and lower the cost of sales in this huge multi-layered sales motion. To achieve this, Cisco developed the Annuity Acceleration Initiative, a well-orchestrated ecosystem of programs to improve customer engagements, motivate channel partners and enhance internal processes.
This automated data-driven approach to demand generation is centred on a single in-depth view of every customer, mapped to an automated Customer Journey.
We achieve this by aggregating vast amounts of data and applying descriptive, diagnostic, and predictive analytics understand their behaviours and target appropriate services to their needs. We use these results to generate leads and automated touch points for distributors and partners, and motivate and reward them for achieving customer-centric goals. We also apply pipeline analytics to identify which sales groups are having trouble, and offer training and support to help develop their skills in customer-centric sales.
Now we are able to deliver higher value to smaller customers and partners. Regardless of their size, they are all important and receive customized care to help them realize successful business outcomes.
We are realizing big business results with our small customers: in 3 months we have grown our relationship with over 30,000 end customers, and have grown our services revenue with them 30% year-over-year. As we deepen our relationships, this increases customer lifetime value for years to come.