This article contains some tips and strategies for running effective CABs.
A Customer Advisory Board (CAB) is a representative group of customers that meets periodically to offer advice on the product and company direction. These meetings are a great way to validate that your product direction is in sync with your customers' technology and business plans. Key customers can look at your plans and provide valuable feedback about your strategy. This article contains some tips and strategies for running effective CABs.
Customer councils are usually held twice a year, although some companies run them more frequently. Some companies have two separate advisory groups that attend alternate meetings.
Ideally the customer council meetings should be held either at your company facility or at a nearby hotel so that as many employees can attend as is appropriate. Some customer councils meet in field offices for maximum regional participation. An annual user group meeting is an ideal forum for holding smaller advisory councils since the customers are already there.
Three or four vendor employees, led by product management, facilitate the meeting. Development leads and product architects are also involved; they'll be amazed at how real people perceive the products. Sales people usually want to be on-hand if their customers are invited. A short visit by the company president or General Manager is a great way to kick off the meeting.
Be careful of making commitments in a customer advisory meeting. This is an input session, not a decision-making body. And you probably don't want to continue to hold additional meetings if you haven't delivered on the designs revealed in past meetings. The basic research rule applies: Don't research something that you're not willing to change.
Invite six to eight customer representatives. Many will want to send two people, often a technology advisor as well as a business representative of the customer.
Customers should be selected to participate in the CAB based on their ability to represent a specific market segment. We should avoid the loud-but-big customer--the ones usually suggested by sales people. However, large customers are always important to your company and may be invited purely for improving customer relations with them.
Ideally, each customer should be a bellwether for the industry they represent. Avoid inviting competing customers within the same segment so that competitors are not in the same council meeting. Competitors may be leery of discussing their challenges in front of one another.
Invitations should go out well in advance, a couple months if possible, to allow customers to schedule the meeting appropriately.
Good advisory customers will pay their own expenses to come to your corporate office. They know that steering the product future will result in a better solution for them in the long run. You don't have to motivate them with expensive gifts either; the better product is all the incentive they need. However, a standard giveaway, such as a company logo-ed pen or golf shirt, is appreciated. You should plan on supplying meals for your customers during their stay and have one event or dinner with the group.
Customers are surprisingly eager to attend customer councils. If they use your product often, they want to be taken seriously and they want their product suggestions to be heard. Having regular customer council meetings is a great way to:
Validate ideas for new products and features
Find major flaws in your current product design
Discover how customers are actually using your product
Determine the killer features of your current product
Uncover additional competitive information. After all, your customers evaluated your product next to someone else's.
Learn about future technologies your customers are evaluating and how this will impact your product's future
Listen for differences between what you hear from potential buyers on a sales call and what you hear in this meeting of customers. Remember that you are dealing with customers, not prospects. They have already bought and are indoctrinated into your way of thinking. They will be telling you about product usage, information critical to development but often not relevant to sales or marketing communications.
Pragmatic Marketing, Inc. has continuously delivered thought leadership in technology product management and marketing since it was founded in 1993. Today, we provide training and present at industry events around the world, conduct the industry’s largest annual survey and produce respected publications that are read by more than 100,000 product management and marketing professionals. Our thought-leadership portfolio includes the Pragmatic Marketing Framework, eBooks, blogs, webinars, podcasts, newsletters, The Pragmatic Marketer magazine and the bestseller “Tuned In.”
To learn more about our courses and join the growing international community of more than 85,000 product management and marketing professionals trained by Pragmatic Marketing, please click here.