What to Expect During Your First CAB Year
Transcript of What to Expect During Your First CAB Year
What to Expect During Your First CAB Year Presented by: Samuel Johnson, VP Global Marketing
Customer Advisory Conference –Lehi, UT
October 8, 2015
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Countries
Dominica, Trinidad & Tobago, Canada, USA
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Introduction: – Samuel Johnson
Background
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Vice President, Global Marketing
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Introduction: – Ryder
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216,500
RYDER IS A FORTUNE 500 COMPANY WITH
JIM RYDER MAKES A
$35 DOWN PAYMENT ON
ONE TRUCK
1933 TODAY
35,000,000
30,600
VEHICLES
EMPLOYEES
WAREHOUSE SQ. FT.
SERVICE & MAINTENANCE LOCATIONS
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6.6 Billion ANNUAL REVENUE $$$$$$
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Ryder: Behind the scenes in daily life
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7:00 am WAKE UP 8:00 am BREAKFAST
12:00 pm LUNCH 5:00 pm
6:00 pm DINNER 8:00 pm EVENING
9:00 am AT THE OFFICE
DAY BEGINS 8:30 am
DRIVE TO WORK
DRIVE HOME
DAY ENDS
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Your First CAB: Development and implementation
Making the case for a Customer Advisory Board (CAB)
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Making the case for a CAB: Initial considerations
M I S S I O N
Bring together exclusive group of thought leaders and decision makers in
target industry
S C O P E
Provide a forum to share information and gain
consensus on key topics
O B J E C T I V E S
Discuss key opportunities and challenges; utilize
collective intelligence and experience
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CAB Development and implementation
CAB Strategy and design
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Best practices and key learnings
CAB Recruitment Meeting design and facilitation
CAB Optimization
Ongoing CAB management Improvement opportunities
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The first Ryder CAB: Our experience
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Getting buy-in was a multi-year effort
Leadership, sales and operational
owners were initially reluctant
Success required conceptual
alignment across our enterprise
Buy in for first CAB secured in 2014
Successful 2014 CAB led to the addition of a second CAB in 2015
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Initial in-person CAB annual meeting requires a minimum 5-6 month lead time for proper planning and execution
Meeting success requires lead time
Phase 1: Align and design Phase 2: Recruit members Phase 3: Launch Phase 4: Manage and optimize
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Four key task areas and their milestones
Meeting success: Key milestones
• Council design • Meeting venue • Member recruiting • Agenda
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CAB Strategy and design
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• Develop a clear, compelling CAB strategy and charter
• Establish a leadership steering committee for each CAB
• Create agenda using CAB member input • Hold ongoing reviews and planning sessions • Ensure active CEO participation
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CAB Recruitment
Clearly articulate CAB member requirements and WIFM
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• Engage sales leadership and account managers • Develop and vet target list details carefully
with sales • Leverage sales for warm intros and invitation
status checks ─ Don’t rely on sales to secure members ─ Make official invites via
phone, email and mail ─ Hold weekly check in
calls to review status
─ Never stop recruiting
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CAB Meeting and facilitation
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• Consider factors for air and ground transportation when selecting locations
• Work closely with your events team • Choose session facilitators and meeting
attendees carefully • Make onsite rehearsals mandatory
for all internal attendees • Build in breakout sessions • Allow time for R&R
and networking
Send out meeting summary recaps in 2 weeks or less — hold first follow up call within 4 - 6 weeks
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Ongoing CAB management
Dedicated support ( internal &/or Partner) is a must
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• Set and communicate calendar • Send invites to block calendar time • Have CAB members co-present updates • Include initiative team leads • Set up periodic internal progress
updates with leadership • Leverage online survey tools
for gathering member input • Re-interview internal SMEs
and members before in-person meetings
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Both CABs are already driving measurable results
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Ryder CAB Optimization: Key learnings
Revenue growth from CAB members
Leveraging of CAB members as advocates and evangelists
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Sample O&G CAB Impact
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Article link: http://fortune.com/2015/03/13/customer-advisory-boards
• Ryder is now the only carrier on the 12-member steering committee of major operators in the Permian Basin
• FORTUNE Interview for online article with member; reach of ~ 19million
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Sample F&B CAB Impact
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Inc. Webinar & Publication
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Keeping internal leaders and CAB members engaged in between meetings will be your biggest challenge
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• Choose your CAB target segments carefully • Capitalize on halo-effect of in-person meetings
quickly (secure resources for initiatives etc.) • Realize attendance for quarterly calls may
wane & consider call frequency implications • Push to make progress between meetings
Maintaining the initial momentum
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In Person… In a world focused on the cloud
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BIG impact from in-person DATA
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