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Managing Customer Advisory Board Programs
How Do Companies Structure, Manage, and Profit from Their B2B Customer Advisory Boards?
November 21, 2007
By:
Patricia Seybold
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Executive Summary:
Do you have a Customer Advisory Board program? If so, how well is it managed and run? Is your CAB program considered a necessary evil—as a perq for loyal customers and a duty for top executives? Or, do you harness the wisdom and advice of your most loyal customers to keep you on the right track and to help bathe your organization in customer issues and customers’ priorities? This report is a summary of current practices in managing B2B Customer Advisory Boards. It’s the synthesis of my learnings from a two-day CAB Exchange that was held in October 2007. The participants included 60 practitioners—the people who run the CAB programs for dozens of businesses. The role of CABs is changing from relationship-building to strategy-building. CABs used to exist primarily to brief the executives of your most strategic accounts on your firm’s road map and product strategy. In today’s CABs, insightful customers give you their road maps and roll up their sleeves to help you craft your strategy.
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