WP Redefining the Marketing Funnel (1)

redefining the marketing funnelIt’s all about the customer

Acxiom Corporation | 601 E. Third, Little Rock, AR 72201 | www.acxiom.comFor Acxiom’s view on privacy, visit www.acxiom.com/privacy© 2011 Acxiom Corporation. All rights reserved.

the methoDoloGIes, shaPe or releVaNce oF the FuNNel VarIes bY eXPert. theY all aGree that the streNGtheNeD role oF the coNsumer reQuIres that marKeters realIGN theIr marKetING eFForts, tools, meDIa aND messaGING arouND coNsumers aND theIr NeeDs, WaNts aND touch PoINts.

Kathy hecht, acxiom Vice President marKeting, transformatiVe content

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taBle Of cOntentSeXecutiVe Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Why the funnel WOrked . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 the Purchase funnel defined marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 marketers transformed the funnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 marketers transformed the environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 consumers transformed their Purchase Journey . . . . . . . . . . . . . . . . . . . . . . . . 2

the internet changed eVerything . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 modern technology transformed the market . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 consumers transformed their Purchase Journey . . . . . . . . . . . . . . . . . . . . . . . . 3

What eXPertS are Saying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 the research consensus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 mcKinsey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Jaffe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Jantsch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Kumar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 forrester research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 expert summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

cOncluSiOn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

acXiOm lenS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

referenceS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

CONSUMER-CENTRIC: PULL• Integrated messaging• Custom approach• More frequent influence opportunity

BRAND-CENTRIC: PUSH• Top-down• Singular approach• Less touch points

While consumers continue to go through the process of learning and eliminating their information options, the “purchase funnel” — the adapted version called the “marketing funnel” — has become less predictive and fundamentally misaligns the objectives between brands and consumers. The “push” concepts underlying the funnel are increasingly perceived as an obstruction by those it is intended to serve.

While debate continues over the shape or existence of a marketing funnel, one point persists; if, before, consumers were seeking information and options, today they filter information and seek to derive their own options. In response to this changing consumer role, successful brand and media managers will seek strategies to identify, recognize and engage a tighter audience definition in order to pull and guide those individuals on a journey to learn and eventually to experience and engage with the brand.

The funnel is a tool designed to visualize consumer behavior. It maintained a prominent position in marketing organizations and business education for more than a century.

This paper examines the funnel in light of consumer behavior shifts that have driven a new hypothesis as to:

• Whattheevolvingfunnellooksliketoday

• Achangeinstrategycontemplatedbytoday’smarketingleaders

In 1898, St. Elmo Lewis developed a cognitive model1 as a trade tool to help salesmen understand customer behavior and succeed in an evolving market. The focus was to improve the results of sales efforts. The funnel provided a visual tool for a predictable consumer behavior — a decision tree that started with many options and ended with one definitive, transaction-based choice. The funnel model assumed that people behaved in a linear manner by progressing rationally from one stage to the next and that while people needed information to make purchase decisions, gaining access to that information, cost and time were barriers to be overcome in order to get the information they wanted.

redefining the marketing funnelIt’s all about the customer

Acxiom Corporation | 601 E. Third, Little Rock, AR 72201 | www.acxiom.comfor acxiom’s view on privacy, visit www.acxiom.com/about_us/privacy/Pages/Privacy.aspx© 2011 acxiom corporation. all rights reserved.

Why the funnel WOrkedthe Purchase funnel defined marketing

Since Gutenberg invented mass printing in 1440, the subsequent 500 years produced few inflection points, spread over many years:• The first newspaper advertisement appeared in 1704• The Industrial Revolution led to mass production, home catalogs, such as Sears and Spiegel, and retail branding• By 1955, television penetrated 50% of all American households








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marketers transformed the funnelThe original model was designed for three constituencies:

1. The sales person

2. The product

3. The prospect

Marketers reshaped the funnel to shift the focus from individual consumer purchase decisions to a cognitive behavioral model to a market-response tool designed to target, measure and optimize a growing mass media market. It is as though a purchase funnel for each person within the target market is rolled up into a marketing funnel. Through this, the nomenclature changed as well.

In a world emerging from largely undifferentiated offerings and limited advertising capabilities to one with a thriving commercial industry, this model served as the basis for marketing analysis and optimization for more than a century. It served as a guide that provided structure and science to the marketing equation. It transformed how companies developed and monitored their marketing programs by enabling marketers to:

• Segmentaudiences

• Focusresourcesonthevariousstagesofthepurchase journey

• Calculateandevaluatesuccess

PURCHASE FUNNEL MARKETING FUNNEL

EARLY YEARS:PRE-WWII

BROADCAST YEARS:BABY BOOM - 2000

FEWERTRIGGERS

FEWERINPUTS

PRODUCTPROLIFERATION

TELEVISION

marketers transformed the environmentWhile the adaptation of the marketing funnel survived immense changes throughout the 20th century, ongoing innovations have substantively changed consumers’relationshipswiththeirbrands.

Frompost-warincreasesindisposableincomeandpopulation to numerous mass media innovations, consumers were exposed to an increasing pace of advertising impressions. In a world of limited access to information, brands could “push” their offerings into the consideration set through increased reach and frequency and sponsored content, such as the popular Lucky Strike Hit Parade radio and TV shows of the 1940s and 50s. The era of mass advertising exploded with new formats.CableTV’sintroductioninthe1970sincreasedthe growing lineup of available channels.

Bytheearly1980s,recognizingcorporations’opportunities to place new brands into consideration, the non-brand and generic label movement began to gain significant traction. By 1993, Marlboro reacted by announcing a 20 percent price reduction as a move to stem consumer adoption of these price-based competitors. Stock markets punished the market value of top brands as conventional thinking declared that brand valuations decreased in response to consumers’perceptionsthattopbrandswere less differentiated.

consumers transformed their Purchase JourneyConsumers, faced with persistent friction in their attempt to gain access to information, developed resistance to marketing messages but had few proactive outlets to vet their purchase decisions. Responding to this, advocacy groups gave consumers a platform. Fraughtwithaburgeoningandincreasingdemandforfacts, television reports on consumer issues succeeded whilepublicationslikeConsumerReportsandtheUK’sConsumers’Associationfilledalargeandgrowingvoidinconsumers’thirstfortruthfulinformationabouttheproducts and services they were buying.








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modern technology transformed the marketThe Internet provided consumers, faced with a proliferation of brands to consider and an increasing drumbeat of advertising messages, with instant and inexpensive access to information as well as a means to communicate. More than a new advertising channel, it was the perfect technology for consumers, at the perfect time.

Access to the Internet spawned global, game-changing firms such as Google, Yahoo2 and Amazon,3 who boldly described their commitment to empower discovery and consumer-centricity within their corporate mission statements.

By 2009, consumers created nearly 500 billion online messages regarding commercial products and services.4 This accounts for 20 percent of the approximately 2.5 trillion display ad volume of all advertising messages in the U.S. Now, the consumer truly possesses an authoritative voice.

consumers transformed their Purchase JourneyWhile consumers continue to go through a process of learning and eliminating options, their objective has changed to a position of filtering information rather than seeking it. This transformation has been enabled by the ability to access, block and skip information found through the Internet. While smart mobile phones have made the Internet portable and accessible to anyone, social media is also redefining the notion of how companies can create new customer connections. These innovations have helped render the “push” concepts underlying the marketing funnel as less predictive and a cause of the fundamental misalignment of objectives between brands and consumers.

Since consumers now carry the Internet in the palms of their hands and have been bombarded with a billboard culture, this “over-messaging” saturation has resulted in a dichotomy — over-connection and simultaneous isolation.

More than ever:

•Consumersneed selection guidance

•Brandsneedthetools to guide and provide this clarity

The marketing funnel, designed for the behavior and technology of a different era, had its place in consumerism for a century. Now, it needs to make room for an updated model that can benefit all the various touch points where consumers seek information, browse and shop.

In 2010, Steven Noble of Forresterpublished“Time to Bury the Marketing Funnel,” stating that “in the funnel, the customer moves linearly from awareness to loyalty,” an obsolete process. The message originator now has more power, with individuals creating a perceived validity gradient, from manufacturer to spouse, from co-workertoFacebookfriend,shepherdingtheoftensubconscious decision process.

the internet changed eVerything

(Data Source: ISC. www.isc.org/solutions/survey/history)

800

700

600

500

400

300

200

100

0

YEAR

INTE

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ET

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ions

81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09

WORLD INTERNET HOSTS: 1981–2009








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http://www.forrester.com/rb/Research/time_to_bury_marketing_funnel/q/id/57495/t/2

Marketing experts from multiple disciplines and backgrounds realize that the business-to-consumer relationship has changed. There are multiple dimensions occurring with the dramatic increase in complexity—fromamarketer’spointofview(POV),and choices from both the consumer and marketing POV.Inresponse,marketingleadershavebeguntoaddress the push to pull evolution.

This paper examines five relevant proposed models in the forefront of the marketing community. Here are summaries of their conclusions.

mcKinseyMcKinsey’stake is that while the funnel had a purpose andidentifiedthestrengthofthebrand,intoday’sworld, it fails to capture all the touch points and key buying factors resulting from the explosion of product choices and digital channels. Contrary to the funnel metaphor, the number of brands under consideration during the active-evaluation phase may expand, rather than narrow, as consumers seek information and shop a category. Given these market force changes, McKinsey advocates aligning marketing spend with the consumer decisionjourneybyfocusingonthecustomer’sneeds.

mcKinsey advocates aligning marketing spend with the consumer decision journey (i.e., focus on the customer need). their perspective is that the funnel concept fails because it doesn’t capture all of the touch points and key buying factors resulting from the explosion of product choices and digital channels. highlights:

• Brandsmustfindnewwaystogetintotheinitialconsiderationset; mass media “push” methods must adapt to the empowered consumer and their “pull” needs.

• Wordofmouth,onceaone-to-oneconcept,isnow one-to-many.

• Contrarytothefunnelconcept,thenumberofbrandsunderconsideration may actually increase during the evaluation phase as consumers actively seek information during this shopping phase.

What eXPertS are Sayingthe research consensus

MOMENT OFPURCHASE

INITIAL-CONSIDERATION

SET

1The consumer considersan initial set of brands,based on brand perceptionsand exposure to recenttouch points.

2Consumers add or subtractbrands as they evaluate whatthey want.

3Ultimately, the consumerselects a brand at themoment of purchase.

4After purchasing a product or service,the consumer builds expectationsbased on experience to inform the next decision journey.

POSTPURCHASE EXPERIENCEONGOING EXPOSURE

LOYALTY LOOP

ACTIVE EVALUATIONINFORMATION GATHERING, SHOPPING

TRIGGER

THE CONSUMER DECISION JOURNEY

“Gone are the days when brands could effectively broadcast one-way messages to an audience with no expectation — or means — of a response. The most beloved brands today engage in conversations with people that can feel personal, even private.”

— Chloe Gottlieb, BusinessWeek.com 2/3/10








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http://www.mckinsey.com/Client_Service/Marketing_and_sales/Latest_thinking/CDJ/Winning_the_consumer_decision_journey.aspx

Joseph JaffeInJosephJaffe’sbook “Flip the Funnel: How to Use Existing Customers to Gain New Ones,” his critique of the funnel lies in the premise that it has always been an acquisitionfunnelandthatit’safunneloffutilitywhen it is an end unto itself. Where the funnel presumed that people behave linearly, moving sequentially through stages, Jaffe opines that while times have changed, consumer buying behaviors are more complex and that people perhaps never have been predictable, linear or rational.

Hefurthercriticizesthefunnelbecauseitdoesn’tanswer the questions “what happens after a customerbuysyourproduct(acquisition)?Howdotheycontinuetohavearelationshipwiththebrand?”Jaffe proposes that marketers flip the funnel to “ADIA,” which he reinforces with the following, more optimized outcomes:

• Acknowledgement — The new model bridges the gap between what happens when we convince someone to buy something from us and what happens next.

• Dialogue — This inversion stresses lots of connection points, reflective of the many conversations in which consumers already partake on a daily basis.

• Incentives—Focusonexistingclienteleviarewards and their own word of mouth, which may lead to repeat purchases.

• Activation — Raises awareness of communities and activates the collective consciousness and potential of the wise, influential and credible voices.

© Duct Tape Marketing – all rights reserved.

John JantschJantsch’spiece, “The Easiest Way to Explain the Marketing Process,”critiquesthefunnel’sfocusonthechase,while he advocates that the real payoff lies with leveragingtoday’smultichannel,one-to-manycommunication behavior in order to turn every single lead into a brand advocate.

He defines marketing as “getting someone who has a need to know, like and trust you” with the ultimate objective to “try, buy, repeat and refer.” Implementing this approach is how Jantsch suggests a brand can get the entire logical path to move someone from initial awareness to becoming an advocate.

John Jantsch — “The Easiest Way to Explain the Marketing Process” Jantsch states that the funnel is exclusively focused on the chase, while the real payoff is in developing brand advocates. in this concept, he sees the purchase journey as circular, rather than linear, and the objectives to:

• Evolvecustomer“Know/Like/Trust”to“Try/Buy/Repeat/Refer”

• Shiftemphasisfrom“InitialAwareness”to“Advocacy”

jAnTSCh:IT’SALLABouT… rePetItIoN

jAffE:IT’SALLABouT… acQuIsItIoNs

Acquisition

Retention

New Acquisition

Figure 16.2 Closing the Loop: From Acquisition to Retention to the New AcquisitionSource: © Joseph Jaffe.

A I D D I AAA

FLIP THE FUNNEL








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http://www.flipthefunnelnow.com/

http://www.ducttapemarketing.com/blog/2009/09/28/the-easiest-way-to-explain-the-marketing-process/

V KumarUnlike his peers, V Kumar, a professor at the Georgia State University School of Business, mostly avoids critiques of the funnel when addressing the implications of traditional mass marketing communication. His focus is on the concept of “Consumer Lifetime Value,” a tactical and scientific approach that segments customers based on their value to the company. He showcases that the traditional mass strategy has given way to segmented, niche-driven and customized marketing of tailored offerings that suit the tastes and needs of individuals.

The proliferation of new products and services, explosion of media channels and growing fragmentation of customer segments have resulted in a declining effectiveness of traditional media and the emergence of new communication channels. Kumar suggests that marketers need to take all of these factors into account. His approach is methodical and quantitative,remindingbrandsthatit’snotaboutasingle buy, but rather a lifetime of them.

forrester researchIn2010,ForresterResearchSeniorAnalystStevenNoblewrote the provocatively titled “Time to Bury the Marketing Funnel.” As previously mentioned, in it he states that “in the funnel, the customer moves linearly from awareness to loyalty,” an obsolete process. The message originator now has more power, with individuals creating a perceived validity gradient, from manufacturer tospouse,fromco-workertoFacebookfriend,shepherding the often subconscious decision process.

In this widely discussed article, Noble declares that the funnel is finished. Like Jaffe, he agrees that consumer behavior is less funnel-like than originally thought and that two critical components — loyalty and word of mouth — are not represented. The model neglects customer lifetime value and profit and simplifies important aspects of marketing.

Like his contemporaries, Noble visualizes circular consumer behavior and proposes “The Customer Lifecycle” model. This model involves the whole brand experience and describes an ongoing relationship withthecustomerthatdoesn’tend.Itharnessesmultiple marketing roles when identifying and understanding their target audience in order to get them to engage with the brand.

CUSTOMER FACTORS:Heterogeneity of

customer preferencesfor media and

channels

FIRM FACTORS:Proliferation of new

product/serviceofferings by firms.

ENVIRONMENTALFACTORS:

Proliferation of mediaand channels

TECHNOLOCIGALFACTORS:

Emergence of newchannels and

decreased storage costs

CUSTOMER LIFETIME

VALUE-BASEDAPPROACH TO MARKETING

COMMUNICATIONS ANDMULTICHANNEL

SHOPPING

Opulents Icons

Misers Go-Getters

CUSTOMERLIFETIME

VALUE (CLV),IN DOLLARS

MARGINAL EFFECT OF MARKETINGCOMMUNICATIONS

High

Low

HighLow

KumAR:IT’SALLABouT… coNsumer lIFetIme Value








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http://www.forrester.com/rb/Research/time_to_bury_marketing_funnel/q/id/57495/t/2

Steven noble, forrester — “It’s Time to Bury the Marketing Funnel

forrester focuses on the funnel’s inability to enunciate loyalty and word of mouth or customer lifetime value and profit.Theyadvocatea“CustomerLifecycle”model,acircularmethodology that describes the customer at the center, and the brand experience and the relationship as ongoing. highlights:

• Discover—Thecustomermustdiscoverabrandandthisinitial trigger then leads to a new or repeat purchase

• Explore—Thecustomerexploresyourbrandandyourcompetitors’ brands

• Buy—Thecustomerexperiencesinthisphaseincludeproductavailability,inventorylook-upandcheck-out/transaction satisfaction

• Engage—Thecustomermustbeengagedafterthepurchase in order to stay loyal and to continue the cycle

expert summaryMethodologies and shapes or existence of a funnel vary by expert; however, agreement as to the strength of the consumer and the need for marketers to realign their marketing efforts, tools, media and messaging is persistent. Itisabouttheconsumersandtheirneeds,wantsandtouchpoints.Furtherpoints:

Buy

Discover

Engage

Explore

Source: Forrester Research, Inc.

foRRESTER:IT’SALLABouT… eNGaGemeNt

eXPert mcKINseY Forrester jaFFe jaNtch Kumar

it’s about ... aligning engagement acquisition repetition consumer marketing LifetimeValue with the consumer decision Journey

PurchasING behaVIor PrIor to 1990s Post.com techNoloGY

Linear Circular

one-wayconversation: Two-wayconversation:manufacturers—>Consumers manufacturers<—>Consumers

Brand-centric,pushmodel Consumer-centric,pullmodel

increased buyer triggers explosion of buyer triggers

expanded, targeted reach further expanded, more targeted reach








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acXiOm lenSthe capability model

cOncluSiOnAs the funnel evolved from a personal sales model to a mass advertising and marketing model, it became the means to saturate impressions and proliferate brands everywhere. But now, the role of the consumer has changed 180 degrees.She’smoreinformed,hasmorechoicesandwithanInternet-poweredmegaphone,she’stheboss.Wherethemarketingfunnel’smassbroadcastpushmodelfocusedonreachandfrequency,brandsmustadoptmoreofapull model that is designed to narrowcast to select audiences and provide them with relevant communications they canconsumeattheirowntimeandplace.Today’sconsumerssimplytuneouttop-downmass-audiencemediaandmarketing messages. Successful brands will seek to identify, recognize and engage select target audiences. They will also augment their understanding of their audiences with aggregation of data and attitudinal insights on a multidimensional basis and seek to gather this insight through third parties. This insight is necessary to “pull” them along in their lifecycle with the brand. Ultimately, the most successful brands will continue to expand and nurture their customer relationships with a constant ebb and flow understanding of their lifestyles and behaviors with technology that grows more intelligent and optimizes outcomes with each customer interaction.

Acxiom agrees with the experts that the funnel is ripe for reinvention. We have seen our best clients adopt a new capability model for driving customer engagement in the connected world. Marketing organizations that redirect 15-30 percent of advertising and marketing spend while adopting a gradual approach can maximize value at each stage of the customer lifecycle. Their ultimate goal is what Acxiom calls a “moment of truth,” the actual point in timewhenaconsumerengageswiththebrand.(Forexpanded definitions of this and related concepts, read the Acxiom white paper “The Moment of Truth.”)

BroadcastingTransitionsintonarrowcastingThe digital age has supersized the number of audience segments that brands can target. Where the funnel pushed advertising out to many, Acxiom recommends that brands reach their desired audience and that audience only, across all media channels. Brands will leverage their consumer insights with those of their partners in a privacy-assured manner, empowering marketers to focus on their more profitable relationships while reducing investment in less profitable ones.

multidimensional insight filters out false signalsWhere the funnel pushed out the same message toamassaudience,itdidn’tallowforacustomapproach. If a consumer wants a certain size, color, flavor, team or language and their favorite brand won’tprovideit,they’llinstantlyfindanotherthatwill. Reliance on traditional mass advertising is wasteful, can harm the brand or cause customers to defect. Marketing leaders understand that multidimensionalinsightspansconsumers’onlineand offline activity and attitudes across media, channelsandtime.InAcxiom’sexperience,therearenine subcategories of multidimensional insight that

progressive marketers focus on in order to filter out the false signals of unlikely customers so they can focus on pulling their target audience toward that moment oftruth.(Read“The Moment of Truth” to delve into these subcategories at www.acxiom.com/mot.)

marketing central nervous systemPlacing the customer at the center of the marketing effort requires a single view of the customer across marketingandITsystems,butit’saconstantchallenge.To achieve this, we recommend designing a system that not only sends and receives signals about customer behavior but can automatically recalibrate based on what they do. Through gradual testing and measurement, it will evolve to intelligently respond with automated decision technology that can make recommendations tocustomersinordertooptimizeoutcomes.(Tounderstand this concept and to learn how to implement a marketing central nervous system, read the white paper “Data is the New Black: Re-evaluating Direct Marketing Assets in the New, Digitally Connected World” at www.acxiom.com/mcns.)

Personalized and coordinated engagementThis final concept focuses on the actual moment of truth, when consumers engage with brands. While the funnel adapted at a more leisurely pace for 100 years, the digital age requires the ability to adjust to dynamic business change in near real-time. Proper audience selection is only part of the answer. Coordination across products and relationships is essential. Confirming or adjusting insight about customers promotes a continuous learning cycle. Listening can be implicit, by observing customer behavior, or explicit, by creating a preference center where customers directly share their communication choices.








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Strategy & analyticS • 8White PaPerWhite PaPer








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referenceS• Amazon.com.FAQs,CorporateRelations.

• AmericanBenchmarkPressAdvisoryBoard,The Icons of the American Marketplace: Consumer Brand Excellence. AmericanBenchmarkPress.TheCrownPublishingGroup,divisionofRandomHouse,NewYork.2007.

• Ante,SpencerE.“Amazon: Turning Consumer Opinions into Gold.” BusinessWeek.com.October15,2009.

• AOL.com.AboutAOL:Overview.

• Apple.com.Investor.

• Bounds,Gwendolyn.“The Rise of Holiday Me-tailers: Technology Fuels Hyper-Customized Vanity Purchases; Boyfriend on a Yoga Mat.” WSJ.com. December 8, 2010.

• Court,David;Elzinga,Dave;Mulder,Susan;andVetvikOle,Jørgen.“The Consumer Decision Journey.” McKinsey & Company. 2009.

• eBay.com.WhoWeAre.

• Facebook.com.About.

• Google.com.CorporateInformation.

• Gottlieb,Chloe.“How Brands Use Your Data.” BusinessWeek.com.February3,2010.

• Haven,Brian.“Marketing’s New Key Metric: Engagement.”Forrester.August8,2007.

• Jaffe,Joseph.Flip the Funnel. John Wiley & Sons, Inc. Hoboken, New Jersey. 2010.

• Jantsch,John.“The Easiest Way to Explain the Marketing Process.” DuctTapeMarketing.com. September 28, 2009.

• Kemp,MaryBeth.“Marketing Mandate: Connect the Dots.”Forrester.December14,2009.

• Kiley,David.TheAutoBeat.“Google Says the Old Sales Funnel Theory Is Dead for Car Marketers.” BusinessWeek.com.September20,2007.

• Kotler,Philip.“Analyzing Business Markets and Business Buying Behavior.” Marketing Management. Northwestern University. 2000.

• Kumar,V.“A Customer Lifetime Value-Based Approach to Marketing in the Multichannel, Multimedia Retailing Environment.”DirectMarketingEducationalFoundation,Inc.ElsevierInc.2010.

• Noble,Steven.“It’s Time to Bury the Marketing Funnel.”StevenNoble’sBlog.Forrester.October28,2010.

• Provenmodels.com

• Rooney,Ben,“Facebook VP Tells U.K. V.C.s – The Future Is Social.” WSJ.com. January 18, 2011.

• Temkin,BruceD.“Mapping the Customer Journey.”Forrester.February5,2010.

• Temkin,BruceD.“The Customer Experience Journey.”Forrester.September17,2008.

• Ward,Melissa.“Nuts & Bolts – Book Club: Retention Is the New Acquisition.” TargetMarketingMag.com. March 2010.

• Yahoo.com.History,Overview.

1 Source: www.provenmodels.com2 PeritsOverviewpage,“Founded in 1994 by Stanford PhD candidates David Filo and Jerry Yang as a way for them to keep track of

their personal interests on the Internet, Yahoo! has grown into a company that helps people uncover the best of the Web, more easily discover what they are looking for, and perhaps find something they didn’t expect.”

3 Additionally, per its Investor Relations page, Amazon positions itself as follows: “We seek to be Earth’s most customer-centric company…”

4 ForresterResearch,UsingPaidandEarnedMediaTogether,August2010

© 2011 acxiom corporation. all rights reserved. acxiom is a registered trademark of acxiom corporation. all other trademarks and service marks mentioned herein are property of their respective owners.

AC-0630-115/11

About AcxiomAcxiom is a marketing services and technology firm focused on customer and audience engagement. It serves 8,800 customers in 40 countries

around the world. Acxiom is the #1 agency in the U.S. (Advertising Age), the #3 innovative user of technology in business services and consulting

category (InformationWeek 500), and #1 in client satisfaction (leading market research firm).

acXiOm cOrPOratiOn601 E. Third, Little Rock, AR 72201 www.acxiom.com

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WP Redefining the Marketing Funnel (1)