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Speed of change Copenhagen Successful business in the digital age
Michael Zink, Salesforce
#nordicspeed
Shared services across applications
The Customer Success Platform
2,700+ Partner Apps
Open Ecosystem
Workflow Data &
Objects Identity
Fast App Dev & Customization
Analytics Collaboration Mobile UI
Scalable Metadata Platform
Complete CRM
Trusted Multitenant Cloud
Analytics Community Marketing Service Sales Apps
World’s #1 CRM company
World’s most admired software company
World’s most innovative company
Celebrating 15 Years of Customer Success
4TH YEAR IN A ROW! 2011 • 2012 • 2013 • 2014
#1 most admired
in software
#8 best company
to work for
Klemens Hjartar, McKinsey
McKinsey Digital
Winning in Digital
Salesforce.com Nordic conference
Presentation | April 23, 2015
11
1. What is causing the digital disruption?
2. How is the disruption playing out?
3. What challenges will businesses face?
4. How to address the strategic challenges?
5. How to address the leadership challenges?
Discussion today
2
SET OF HARD TO REVERSE CHOICES YOU
MAKE IN THE FACE OF UNCERTAINTY TO
GENERATE PROFIT BY CAPTURING
CUSTOMERS AND BEATING COMPETITORS
IT’S NOT ABOUT DIGITAL STRATEGY, IT’S
ABOUT STRATEGY IN THE DIGITAL AGE
3
SUSTAINING PROFIT
4
SUSTAINING PROFIT
A. POSITIONAL ADVANTAGE
5
SUSTAINING PROFIT
A. POSITIONAL ADVANTAGE
B. PROPRIETARY ADVANTAGE
6
“THE MORE WE COMPETE, THE LESS
WE GAIN.” – Peter Thiel
7
CONTROL POINT DISRUPTION
8
WHAT‘S CAUSING THE DIGITAL DISRUPTION?THE SECOND MACHINE AGE
1.
9
1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
UBIQUITOUS CONNECTIVITY
10
TRANSPARENT ACCESS TO DATA ON A
MASSIVE SCALE
1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
11
DECREASING COST OF COMPUTER
PROCESSING POWER
1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
12
HOW THE DISRUPTION IS PLAYING OUT?
2.
13
2. HOW IS DISRUPTION PLAYING OUT?
CUSTOMER POWER IS PARAMOUNT
14
…this year more unique information will be generated than during the
PAST 5,000 YEARS
…each month,
4 million man years
is spent online
…by 2016,
200,000 HRSof video will be
STREAMED EVERY SEC
…approximately
17 BILLION
devices are connected to the internet
…a smartphone is
1,000,000x cheaper
100,000x smaller
and 10,000x more
powerful than the MIT computer
in 1965
…average 21-year-olds exchanged
250,000
10,000 HRSon a mobile phone
messages and spent
…the world's data centers consume
~1.5% OF ALL POWER
or little more than 2x the power
consumption of Sweden
2,378Number of websites worldwide in 1994
1,110,000,000
@
A NEW GENERATION EXPECTING DIGITAL BY DEFAULT…
2. HOW IS DISRUPTION PLAYING OUT?
15
"Any screen will do" In store experiences
polarising
Rise of the hyper-informed
customer
Always on
Your world in your pocket You can own the
customer experience …
not the customer
Merging digital and physical
2. HOW IS DISRUPTION PLAYING OUT?
…AND BEHAVIOUR CHANGING RAPIDLY
16
2. HOW IS DISRUPTION PLAYING OUT?
CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
17
MONEY MOVES UNEVENLY
2. HOW IS DISRUPTION PLAYING OUT?
18
NEW CAPABILITIES ARE NEEDED
2. HOW IS DISRUPTION PLAYING OUT?
19
2. HOW IS DISRUPTION PLAYING OUT?
CHANGE HAPPENS FASTER
20
CUSTOMER POWER IS PARAMOUNT
CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
MONEY MOVES UNEVENLY
NEW CAPABILITIES ARE NEEDED
CHANGE HAPPENS FASTER
ECOSYSTEMS ARE REDRAWN
2. HOW IS DISRUPTION PLAYING OUT?
21
2. HOW IS DISRUPTION PLAYING OUT?
MONEY MOVES UNEVENLY "Your margin is
my opportunity"
Jeff Bezos
22
2. HOW IS DISRUPTION PLAYING OUT?
A TRACTOR
23
WHAT CHALLENGES WILL BUSINESSES FACE?
3.
24
Rethinking your
overarching strategy
in light of industry
fundamentals, trade-
offs, and sources of
advantage altered by
digital disruption
Designing and
implementing
operational
digital initiatives,
e.g., big data
enabled supply
chain, mobile/
online stores, etc.
60%+ of CXOs don’t have
a digital strategy or it
does not link to the
broader corporate strategy
60%+ of CXOs are
directly engaged in digital
business initiatives
Digital
Transformation
Strategy in
digital age
How to win
3. WHAT CHALLENGES WILL BUSINESSES FACE?
25
IT and the business don’t talk
Leadership are not digital natives
Resource re-allocation is tough
Legacy ways can seem like immovable barriers
You don’t have the talent you need
3. WHAT CHALLENGES WILL BUSINESSES FACE?
26
The leadership
challenge
Embody the habit of
successful digital
executives
The strategic
challenge
Uncover the magic, be
focused on where the real
business value are, and be
granular with what you go after
The technology
challenge
Set up your organization
and capabilities to enable
fast changes
3. WHAT CHALLENGES WILL BUSINESSES FACE?
27
HOW TO ADDRESS THE STRATEGIC CHALLENGES?
4.
28
CONTROL POINT DISRUPTION
4. HOW TO ADDRESS THE STRATEGIC CHALLENGES?
Product/service dev
Marketing & sales
Operations
IT
Finance & MIS
Risk mgmt
HR & org
Connectivity with
customers,
colleagues,
suppliers and other
stakeholders 1
Digital reputation
management
Virtual co-making
Real-time supply chain
Social network risk
analysis
‘Golden source’ MIS
On-demand processing
power
Social network recruiting
Decision-
making based
on ‘big data’ and
advanced
analytics2
Next product to buy
Personalised product
and service offerings
Dynamic workflow
Real-time automated
decision making
Real-time financials
Dynamic hardware
provisioning
Predictive resource
management
Automation of
manual activity,
replacing labour
with technology3
Mobile channel
Virtual product testing
Straight-through
processing
Automated testing
Paperless MIS
Sensor-driven
maintenance scheduling
Self-service training
Behavioral pricing
Digitally augmented
products
Crowd-sourced support
Cloud computing
Crowd-funding
Risk socialization
Virtual workforce
Innovation of
products,
business models
and operating
models4
29
CONTROL POINT DISRUPTION
4. HOW TO ADDRESS THE STRATEGIC CHALLENGES?
Product/service dev
Marketing & sales
Operations
IT
Finance & MIS
Risk mgmt
HR & org
Connectivity with
customers,
colleagues,
suppliers and other
stakeholders 1
Digital reputation
management
Virtual co-making
Real-time supply chain
Social network risk
analysis
‘Golden source’ MIS
On-demand processing
power
Social network recruiting
Decision-
making based
on ‘big data’ and
advanced
analytics2
Next product to buy
Personalised product
and service offerings
Dynamic workflow
Real-time automated
decision making
Real-time financials
Dynamic hardware
provisioning
Predictive resource
management
Automation of
manual activity,
replacing labour
with technology3
Mobile channel
Virtual product testing
Straight-through
processing
Automated testing
Paperless MIS
Sensor-driven
maintenance scheduling
Self-service training
Behavioral pricing
Digitally augmented
products
Crowd-sourced support
Cloud computing
Crowd-funding
Risk socialization
Virtual workforce
Innovation of
products,
business models
and operating
models4UNDERSTANDING THE
OPPORTUNITIES AND YOUR
CHOSEN PLAYS AS YOUR
BUSINESS GETS RE-IMAGINED
30
4. WHAT DOES THIS MEAN FOR OUR APPROACH TO STRATEGY?
FRAME | DIAGNOSE | FORECAST
SEARCH | CHOOSE | COMMIT | EVOLVE
New questions
at each stage
▪ Are we being attacked or disrupted? Should we disrupt ourselves?
▪ If software is eating the world, how will it eat our business?
▪ How is our value chain transforming?
▪ Which players from outside our industry could now enter?
▪ What will my workforce look like in 5 years’ time as automation and
machine learning play out?
31
HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
5.
32
A SET UNREASONABLE ASPIRATIONS
32
What does this mean? What does this not mean?
▪ Board level digital "owner"
▪ Stretching and coherent
digital vision
▪ Value-oriented targets
(i.e., Digital P&L)
▪ Adding "digital" to existing
responsibilities
▪ Uncoordinated digital initiatives
▪ Digital interaction targets
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
33
B CHALLENGE EVERYTHING
33
What does this mean? What does this not mean?
▪ Challenge the status-quo
▪ Go your own way
▪ Involve regulators in
change
▪ Accept historic norms
▪ Follow others
▪ Put your head in the sand
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
34
C OBSESS ABOUT CUSTOMERS
34
What does this mean? What does this not mean?
▪ Learn from every inter-
action with the customer
▪ Relentless iteration of
customer experience
▪ Infrequent aggregation of
customer insights
▪ Ad-hoc patching of customer
processes
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
35
D FOLLOW THE MONEY
35
What does this mean? What does this not mean?
▪ Zero-base tech budget
aligned with value at stake
▪ Invest in digital across the
value chain
▪ Scale success quickly
▪ Incremental spend in line with
last year’s budget allocation
▪ Focus digital effort only on
customer facing functions
▪ Pilots never rolled out
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
36
E BE QUICK AND DATA DRIVEN
36
What does this mean? What does this not mean?
▪ Continuous proposition
iteration
▪ Live beta
▪ Golden source of truth
▪ 12 month release cycles
▪ Quarterly investment boards
▪ Multiple customer records
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
37
F ACQUIRE CAPABILITIES
37
What does this mean? What does this not mean?
▪ Buy scarce talent en-masse
▪ Move into adjacent markets
▪ Hire for skills, not industry
experience
▪ Add resources one-by-one
▪ Random buying spree
▪ Recycling talent from industry
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
38
G RING FENCE TALENT
38
What does this mean? What does this not mean?
▪ Protect digital talent from
business-as-usual
▪ Digital talent management
▪ Embed digital in existing
businesses
▪ Retrofit existing HR model
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
39
Set unreasonable aspirationsA
Challenge everythingB
Be obsessed with the customerC
Follow the moneyD
Be quick and data drivenE
Acquire new capabilitiesF
Ring fence and cultivate digital talentG
5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
40
Digital changes value chains and
enables new business models
DO DIFFERENT THINGSDigital changes the traditional way
of doing business
DO THINGS DIFFERENTLY
41
AS FINAL WORDS:
“LOOK UP AND LOOK OUT
DOCTOR HEAL THYSELF”
Agility and business transformation Anders Mittag, VP, Head of Sales PostNord Denmark
In 2014 PostNord delivered…
5.9 billion
letters and other shipments
110 million parcels
2.5 billion kilos of goods
…to the Nordic region’s 25 million residents and 2 million businesses.
The leading communications and logistics company in the Nordic region
1,053
1,250
1,830
1,208
5,341 distribution points
Innovation
Salesforce CRM January 2014
Number of users 670
Extra add on’s
Marketo
Actimizer
All over smooth business implementation due to high user friendly interface and good project management
Implementation
To allow our people to connect with our customers in a new way
Sell more to our Nordic customers, across countries and business units
Further enhance our customer satisfaction and brand consistency
Our vision
Strategic
Benchmark across organization
Customer insight i.e. Account plans
Management decisions
Platform for Challenger Selling
Tactic
Dashboard i.e. Total New Money
Corrective actions in due time
Operational
Real time data, i.e. Whitespace
Agility on a daily basis
Salesforce gives us insight
Collaboration
Sales performance
Performance Dashboards Transparent view across the organization
Increased sell / cross sell
Identify Nordic Accounts and serve them accordingly
Cross border best practice sharing and collaboration
Nordic single way og working
Manage Nordic customer
Ability to create shared service organization and support
Will be an enabler and support the ambition to be the Nordic partner
Benefits of a common solution
Rolf Hall & Lars Göransson, Salesforce
Sales Service
Marketing
Community Apps
Analytics
Analytics for the rest of us
Analytics Cloud
Powered by the Wave Platform
Analytics Cloud: Analytics for the Rest of Us
Mobile
insight on any device
Everyone
gets answers faster than ever
Platform
for any data, any app
Extend the Platform
Self Service Collaboration Exploration Analytic Apps Search Based Any Data Governance & Trust
Grow sales faster
Sales Cloud
Sales Service
Marketing
Community Apps
Analytics
Hard to Grow Sales if Sales Process is Broken
Manual
Processes
Hard to find information and experts
Time wasted on emails and approvals
Limited coaching and feedback
No lead routing or opportunity management
Lack of pipeline visibility
Poor data quality
Slow Sales
Cycles
Missed
Target
No Mobile
Access
Hard to access information on-the-go
No way to access all your critical apps in one place
Hard to manage your day from anywhere
Sales Cloud: World’s #1 Sales App
Sell
Smarter
Sell
Faster
Sell from
Anywhere
Transform the customer experience with Service on Salesforce
Service Cloud
Sales Service
Marketing
Community Apps
Analytics
Unhappy
Customers
Difficult to Service Your Customers Everywhere
No context
Not personalized
Inaccurate answers
Poor Customer
Experiences
Siloed service channels
Multiple knowledge bases
No support for social
Inconsistent Service Across
Channels
92% Companies reported decline in
Customer Satisfaction
Multiple service screens
No single knowledge source
Not connected to back-office
Low Agent
Productivity
54% Agents must use multiple sources to
answer inquiries
86% Customers stop doing business
after one negative interaction
Service Platform for Customer Success Transform the customer experience with Service on Salesforce
Personalized
Service
Smarter
Support
Innovate
Faster
Connect 1:1 with every
customer, anywhere
Empower agents and
managers with the right
tools and intelligence
Build and scale at the
speed of your customers
Marketing Cloud
Sales Service
Marketing
Community Apps
Four Questions
Do you know who your
customers are?
Where are they
in their journey?
Are you engaging
and moving them
along the journey?
Are you measuring
the impact on your
business goals?
Marketing Cloud The Platform for 1:1 Customer Journeys
Build a single view of the customer
Plan and optimize the customer journey
Deliver personalized content across every channel and device
Measure the impact on your business
Journeys Contacts Content Channels Analytics Apps
Martha Bennett, Forrester
Making Your Data Speak Martha Bennett, Principal Analyst
April 2015
© 2015 Forrester Research, Inc. Reproduction Prohibited 33
© 2015 Forrester Research, Inc. Reproduction Prohibited 34
Guess which car service continues to be widely used?
›Cheaper
›More convenient
›Better service
“Uber-isation of all industries…”
© 2015 Forrester Research, Inc. Reproduction Prohibited 35
This is the world we live in …
© 2015 Forrester Research, Inc. Reproduction Prohibited 36
65% 55%
40% 30%
35%
45%
60%
70%
… and failure to embrace it is not an option
New companies in the
Fortune 1000 Top 20
Source for chart on left: Built to Change: How to Achieve Sustained Organizational Effectiveness, 2006 *estimated
1973-1983 1983-1993 1993-2003 2003-2013*
Less than 15% of
companies in the
original 1955 Fortune
500 list exist today
© 2015 Forrester Research, Inc. Reproduction Prohibited 37
Good To Great characteristics: not enough (bankrupt 2009)
(home mortgage scandal)
(improvements in past two years, but transformation from
mail-based business remains work in progress)
(absorbed by P&G)
(received $25B from TARP)
(performed adequately)
(performed adequately) (performed adequately)
(only one in list to outperform)
December 2014: Investing in the portfolio of those 11 great companies covered in 2001 would result in
underperforming the S&P 500.
© 2015 Forrester Research, Inc. Reproduction Prohibited 38
Focus & market dominance: not enough
(absorbed by DHL)
(underperforming — missed mobile market)
(net income fell 72% before company was taken
private in 2013)
(underperforming despite repeated turn-
around initiatives)
© 2015 Forrester Research, Inc. Reproduction Prohibited 39
What do these firms have in common?
© 2015 Forrester Research, Inc. Reproduction Prohibited 40
Disrupt, adapt, reinvent – or be disrupted
© 2015 Forrester Research, Inc. Reproduction Prohibited 41
Digital dysfunction at executive level
Source: Forrester/Russell Reynolds 2014 Digital Business Survey
93%
• Believe that digital technologies will disrupt their business over the next 12 months
74% • Claim the company has a “digital” strategy
33% • Think it’s the right “digital” strategy
15% • Believe they have the right people and skills to execute the strategy
© 2015 Forrester Research, Inc. Reproduction Prohibited 42
Photo © Martha Bennett
What are your customers really buying ?
… to selling film
From selling memories ….
© 2015 Forrester Research, Inc. Reproduction Prohibited 43
What do these companies sell?
44 © 2015 Forrester Research, Inc. Reproduction Prohibited
Key trend: selling an outcome Used to sell:
› Aero engines
› Air conditioning units
› Lifts/Elevators
› Cars
› Agricultural machinery
› Medical testing devices
› Health insurance
› Toothbrush
Now sell, or may in future:
› Units of propulsion
› The right temperature
› Moving people/goods up/down
› Ability to get from A to B
› Optimum yields
› Number of tests
› Wellness program
› Healthy mouth and teeth
© 2015 Forrester Research, Inc. Reproduction Prohibited 45
© 2015 Forrester Research, Inc. Reproduction Prohibited
Turn Data Into Business Insights
More Deeper For Everyone
© 2015 Forrester Research, Inc. Reproduction Prohibited 47
Results need to be pertinent & trustworthy
© 2015 Forrester Research, Inc. Reproduction Prohibited 48
Business outcome
Data sources
Deeper insights
More data
For everyone
What business
value do we want?
Who needs what
insights for this?
What analysis
tools do we need?
How can we
manage all the
data needed?
What data
do we have?
How can
we process that
data?
What can
we learn from this
data?
How
do we deliver
those insights?
What business value
can we create?
What data sources
do we need?
There’s no single right way to get there B
ott
om
-up
te
ch
no
log
y-d
rive
n T
op
-dow
n b
usin
ess-d
riven
© 2015 Forrester Research, Inc. Reproduction Prohibited
Making your data speak: 3 Cs to success Culture
• Data treated as an
asset
• Data-driven
• Data shared
across silos
Capabilities • Advanced data
management,
delivery and
analysis
Competency • Technology skills
• Analytical skills
• New approach to
data governance
• Agile processes
Data at
its most
eloquent
© 2015 Forrester Research, Inc. Reproduction Prohibited 51
Focus on getting the basics right 1. Always start with a question that’s
linked to a business objective or
known issue
2. Create an environment that
supports collaboration, agility and
short time to value
3. Having made your data speak, be
prepared to do what’s needed
Abdul Dezkam, Ecco
#nordicspeed
Embracing the new age of digital Abdul Dezkam Global CRM Manager ECCO Sko A/S
ECCO SKO A/S
Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees today.
Our Shoes, bags and leather goods are sold in 88 countries at 3000+ ECCO stores and shop-in-shops, and at 14.000+ sales points around the world. +20.000.000 pairs of shoes sold in 2014.
ECCO owns and operates the entire shoemaking process – “from Cow to Shoe”.
Each pair of ECCO shoes are touched by 210 pairs of hands before reaching to the customer.
More than 350.000.000 pairs of ECCO shoes have walked the streets since 1963.
Fast facts
ECCO SKO A/S
CHALLENGES Meeting the customer
The speed of change - how customers engage with brands
• Drifting across multiple touch points – offline and online
• Changing opinions fast – we all live in Tinder universe (competitor is one swipe away)
• Demanding high (1:1) relevancy - factors: time, space, service, quality, personalized experience etc.
• Expecting seamless omni/multi-channel experience
The empowered customers
CUSTOMER DEMANDS
IS CUSTOMER LOYALTY IMPORTANT?
“A 5% increase in customer retention can generate 25% - 125%
increase in business profits” (1)
“Repeat customers
spend 33% more
than new customers” (2)
“Companies that prioritize
The customer experience generate
50% higher profits than their competitors” (3)
“89% marketing bosses predicted that customer
experience would be their primary basis for
competitive differentiation by 2017” (4)
YOUR BEST CUSTOMER IS POTENTIALLY YOUR COMPETITOR’S BEST CUSTOMER
AMBITIONS
Customer
insights 1:1 personalized
marketing
Customer
loyalty
Satisfy
loyal customers
Get even more
loyal customers
Categorize in tiers
adv. algorithm
REWARD YOU ARE
AWESOME!!
Badge the best Re-purchase =
+business results
Customer
Journey
Exclusive offers
enhanced
service
Building 1:1 personalized customer journeys
CHALLENGES
Requires large and
dedicated DM
organization
Lack of insight
utilization and
segmentation
Lack of
automated
processes
Lack of
relevant
content
SOLUTIONS Embracing your data
(Re)use Rich Content from your websites, connect and structure your Customer Data and define your business rules and customer journeys in your Marketing Automation Platform to create personal and meaningful dialogues which triggers customers interest and is relevant to their personal preferences and ultimately drive them to a point of sale.
DO WHAT IS POSSIBLE TODAY
Requires large and
dedicated DM
organization
Lack of insight
utilization and
segmentation
Lack of
automated
processes
Lack of
relevant
content
ARCHITECTURAL CONCEPT
Marketing Automation, Retention Strategy and Customer Journeys
(Engine)
Customer Data and Rich Content
(Fuel)
Strong and relevant journey driving customer to point of sales
(Business)
CONNECT YOUR DATA
According to your customer data and purchase behavior you know it is now the right time to re-engage and ultimately drive the customer to a point of sale.
1. DEFINE GOAL
2. DEFINE AUDIENCE
3. DEFINE CONTENT
1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.)
2. DEFINE GOALS (customer journeys, KPI’s, track/performance and optimization etc.)
3. DEFINE AUDIENCES (customer segmentation, customer data, business rules etc.)
4. DEFINE CONTENT (rich content, API - content repository, dynamic content, business rules etc.)
SUMMERIZE
GOING FORWARD
• Predictive marketing
• From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos)
• SCV to better connect online and offline of a customer journey
• Utilizing “unknown individuals” (from sessions to identification)
• Scoring the valued steps of a customer within journeys
CONTINOUSLY PREPARING THE ORGANIZATION
GOING FORWARD
Embracing the new age of digital Abdul Dezkam Global CRM Manager ECCO Sko A/S
ECCO SKO A/S
Global family owned company founded in 1963 in Bredebro, Denmark. 19.500+ employees today.
Our Shoes, bags and leather goods are sold in 88 countries at 3000+ ECCO stores and shop-in-shops, and at 14.000+ sales points around the world. +20.000.000 pairs of shoes sold in 2014.
ECCO owns and operates the entire shoemaking process – “from Cow to Shoe”.
Each pair of ECCO shoes are touched by 210 pairs of hands before reaching to the customer.
More than 350.000.000 pairs of ECCO shoes have walked the streets since 1963.
Fast facts
ECCO SKO A/S
CHALLENGES Meeting the customer
The speed of change - how customers engage with brands
• Drifting across multiple touch points – offline and online
• Changing opinions fast – we all live in Tinder universe (competitor is one swipe away)
• Demanding high (1:1) relevancy - factors: time, space, service, quality, personalized experience etc.
• Expecting seamless omni/multi-channel experience
The empowered customers
CUSTOMER DEMANDS
IS CUSTOMER LOYALTY IMPORTANT?
“A 5% increase in customer retention can generate 25% - 125%
increase in business profits” (1)
“Repeat customers
spend 33% more
than new customers” (2)
“Companies that prioritize
The customer experience generate
50% higher profits than their competitors” (3)
“89% marketing bosses predicted that customer
experience would be their primary basis for
competitive differentiation by 2017” (4)
YOUR BEST CUSTOMER IS POTENTIALLY YOUR COMPETITOR’S BEST CUSTOMER
AMBITIONS
Customer
insights 1:1 personalized
marketing
Customer
loyalty
Satisfy
loyal customers
Get even more
loyal customers
Categorize in tiers
adv. algorithm
REWARD YOU ARE
AWESOME!!
Badge the best Re-purchase =
+business results
Customer
Journey
Exclusive offers
enhanced
service
Building 1:1 personalized customer journeys
CHALLENGES
Requires large and
dedicated DM
organization
Lack of insight
utilization and
segmentation
Lack of
automated
processes
Lack of
relevant
content
SOLUTIONS Embracing your data
(Re)use Rich Content from your websites/other platforms and connect it to your structured Customer Data. Define your business rules and customer journeys in your Marketing Automation Platform to create personal and meaningful dialogues which triggers customers interest and is relevant to their personal preferences and ultimately drive them to a point of sale.
DO WHAT IS POSSIBLE TODAY
Requires large and
dedicated DM
organization
Lack of insight
utilization and
segmentation
Lack of
automated
processes
Lack of
relevant
content
ARCHITECTURAL CONCEPT
Marketing Automation, Retention Strategy and Customer Journeys
(Engine)
Customer Data and Rich Content
(Fuel)
Strong and relevant journey driving customer to point of sales
(Business)
CONNECT YOUR DATA
According to your customer data and purchase behavior you know it is now the right time to re-engage and ultimately drive the customer to a point of sale.
1. DEFINE GOAL
2. DEFINE AUDIENCE
3. DEFINE CONTENT
1. DEFINE RETENTION STRATEGY (customer data, lifecycle, business rules etc.)
2. DEFINE GOALS (customer journeys, KPI’s, track/performance and optimization etc.)
3. DEFINE AUDIENCES (customer segmentation, customer data, business rules etc.)
4. DEFINE CONTENT (rich content, API - content repository, dynamic content, business rules etc.)
SUMMERIZE
GOING FORWARD
• Predictive marketing
• From CRM, CMS, SOCIAL, ECOM to Customer Experience Management (breaking silos)
• SCV to better connect online and offline of a customer journey
• Utilizing “unknown individuals” (from sessions to identification)
• Scoring the valued steps of a customer within journeys
CONTINOUSLY PREPARING THE ORGANIZATION
GOING FORWARD
Liselotte Lyngsø, Future Navigator
#nordicspeed
Thank you