Upload
fullsurge
View
104
Download
2
Tags:
Embed Size (px)
Citation preview
2 American Marketing Association
What You Told Me
Source: Pre-session responses from MCM workshop participants
“Our MCM is ad hoc, inconsistent and reac2ve. We don’t have a
strategy in place.”
“
“
“
“We don’t have a strong, strategic mindset about our brand or how
it’s marketed in-‐channel.”
“We don’t have a marke2ng culture here. Our execs don’t understand it, support it, or budget for it well. So our MCM suffers.”
“Our MCM is now burgeoning. We need to be coordinated and strategic.”
“I want to become a resourceful partner for all sales channels here. Our MCM is cluGered, unfocused, and incomplete at the moment.”
3 American Marketing Association
Learning Modules
We’ll toggle around during our two days together
Principles Insights Strategy Cases Reflection
4 American Marketing Association
ARCHITECTING MCM STRATEGIES (90 mins) • Case studies • Workbook exercise/reflection
BUILDING A ‘MOCK’ MCM STRATEGY (90 mins) • Background/assignment • Sub-group breakouts • Group discussion
Break (15 mins) APPLYING MCM PRINCIPLES (45 mins) • Workbook exercise/reflection • Peer review
Workshop Schedule
INTRODUCTION (15 mins) • Curriculum Review CONTEXTUAL FOUNDATION (90 mins) • Foundational principles • Aligning business, brand, channel strategy • Planning tools & frameworks
Break (15 mins) MCM STRATEGY (90 mins) • What it means • Planning tools & frameworks • Success factors & imperatives
Mor
ning
8:
30am
– 1
2:00
pm
A
ftern
oon
1:00
pm –
5:0
0pm
Day 2 Day 1
EVALUATING MCM STRATEGY/2 (90 mins) • Group review/discussion • Workbook exercise/reflection • Peer review Break (15 mins)
ORGANIZATIONAL READINESS (90 mins) • Operationalizing MCM principles • Success factors • Workbook exercises/reflection
CLOSE (30 mins) • Final thoughts/course survey
WELCOME BACK (30 mins) • Recap key learnings/Day 1
MEASURING CHANNEL IMPACT (90 mins) • Cross-channel quantification • Attribution principles • ROI tools
Break (15 mins)
EVALUATING MCM STRATEGY/1 (60 mins) • Mock strategy development • Sub-group breakouts
5 American Marketing Association
Funny, but true
In this section we will cover Strategic Development:
• Fundamentals of strategy • Aligning Business, Brand, Channel strategies • Planning Frameworks
8 American Marketing Association
Insight
“Most of us are afraid of strategy…Strategy is scary because it describes results, not actions, and that means opportunity for failure.”
Seth Godin
9 American Marketing Association
Why do we need a strategy?
" Without a strategy, we fill our time with: • What we want. • What we think the boss wants. • By reacting.
" Without a strategy, time and resources can easily be wasted on piecemeal,
extraneous activities. • “If you don’t know where you’re going . . . any road will get you there.”
- Lewis Carroll
“Are you sure you have a strategy?” Hambrick and Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
10 American Marketing Association
“Are you sure you have a strategy?” Hambrick and Frederickson, Academy of Management Executive 2001 Vol. 15 No. 4
Strategic Development Process
Strategic Analysis § Industry Analysis § Customer/marketplace trends § Customer lifestage/lifestyle needs, wants § Customer activity cycle § Environment forecast § Competitor analysis § Assessment of internal strengths, weaknesses, resources, culture
Mission § Fundamental purpose § Values § Vision
Objectives § Specific targets, short & long term
Strategy The central integrated,
externally oriented concept of how we will
achieve our objectives
Organizational Imperatives § Structure § Process § Symbols § Rewards § People § Activities § Policies
It’s not the sequence.
It’s about robustness of the
whole.
11 American Marketing Association
Five Elements of Strategy
Arenas
Staging
Differentiators
Vehicles Economic Logic
“Are you sure you have a strategy?” Hambrick and Frederickson, Academy of Management Executive 2001 Vol. 15 No. 4
12 American Marketing Association
System of Choices
Economic Logic
Arenas
Staging
Differentiators
Vehicles
Where will we be active?
How will we get there?
How will we win in the market place?
What will be our speed and sequence of moves?
How will we obtain our returns?
“Are you sure you have a strategy?” Hambrick and Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
13 American Marketing Association
Five Elements of Strategy
Arenas: Where we are active " Which product categories ?
" Which market segments ?
" Which geographic areas ?
" Which marketing channels?
" Which core technologies ?
" Which value-creating stages ?
" With how much emphasis ?
“Are you sure you have a strategy?” Hambrick and Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
1
14 American Marketing Association
Five Elements of Strategy
Vehicles: How we get there The means for attaining the needed presence in the identified arenas. " Internal development? " Joint ventures / alliances ? " Licensing / franchising ? " Acquisitions ?
“Are you sure you have a strategy?” Hambrick and Frederickson, Academy of Management Executive 2001 Vol. 15 No. 4
2
15 American Marketing Association
Five Elements of Strategy
Differentiators: How we win The reasons that customers will choose us. " Image ? " Customization ? " Price ? " Styling ? " Product reliability ? " Anything else ?
“Are you sure you have a strategy?” Hambrick and Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
3
16 American Marketing Association
Five Elements of Strategy
Staging: What will be our speed & sequence of moves? " Driven by availability of resources, urgency, need for credibility and
need for early wins " Speed of expansion ? " Sequence of initiatives ?
“Are you sure you have a strategy?” Hambrick and Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
4
17 American Marketing Association
Five Elements of Strategy
Economic Logic: How we obtain our returns How profits will be generated. " What generates cash ? " What decides your margins ? " What generates market share growth ? " How fast do sales turn into cash ? " What numbers / ratios tell us we’re successful ? " What are our underlying core capabilities ? " Lowest costs through scale advantages ? " Lowest costs through scope and replication advantages ? " Premium prices due to unmatchable service ? " Premium prices due to proprietary features ?
“Are you sure you have a strategy?” Hambrick and Frederickson, Academy of Management Executive 2001 Vol. 15 No. 4
5
18 American Marketing Association
Strategic Evaluation
§ Does your strategy exploit your key resources & capabilities? With your particular mix of resources, does this strategy give you a good head start on competitors? Can you pursue this strategy more economically than competitors?
§ Will your envisioned differentiation be sustainable? Will competitors have difficulty matching you? If not, does your strategy explicitly include a relentless regimen of innovation & opportunity creation?
§ Are the elements of your strategy internally consistent? Have you made choices of arenas, vehicles, differentiators, staging, and economic logic? Do they all fit and mutually reinforce each other?
§ Is your strategy implementable? Will your key constituencies allow you to pursue this strategy? Can your organization make it through the transition? Are you & your management team able & willing to lead the changes?
§ Do you have enough resources to pursue this strategy? Do you have the money, managerial time & talent, & other capabilities to do all you envision? Are you sure you’re not spreading your resources too thinly?
19 American Marketing Association
Aligning Strategy: Building Blocks
CONTEXT CUSTOMERS
COLLABORATORS
COMPANY COMPETITORS
20 American Marketing Association
CUSTOMERS . . . that customers want . . .
COLLABORATORS . . . and who wants to help us do it?
COMPETITORS . . . better than others . . .
COMPANY . . . that we can do . . .
CONTEXT What things are possible . . .
What business
are we in?
Aligning Strategy: Building Blocks
21 American Marketing Association
CUSTOMERS . . . that customers want . . .
COLLABORATORS . . . and who wants to help
us do it?
COMPETITORS . . . better than others . . .
COMPANY . . . that we can do . . .
What business are we in?
How do we capture share?
Identify TARGET MARKET
CONTEXT What things are possible . . .
POSITION to DIFFERENTIATE
from others
Aligning Strategy: Building Blocks
Design CHANNEL
MARKETING Strategy
22 American Marketing Association
Strategic Alignment: Waterfall
" What? • Market Opportunity
" Who? • Segmentation/Targeting
" Why? • Brand Positioning
" Where? • Customer Journey
" Which? • Channel Architecture
" How? • Content/Experience
Source: CMO.com, 2012 survey
26 American Marketing Association
Our Vulnerabilities
Tablestakes
Our Points of Parity
• • • •
Customer Wants & Needs
• • • • • • •
Our Competitive Disadvantages
• • • • • • •
Customer Needs
Our Company Strengths
Competitor Strengths
Our Competitive Advantages
• • • • • • •
Adapted from : Urbany, Joel E. and James H. Davis (2010), Grow by Focusing on What Matters: Strategy in 3-Circles
Identifying Our Market Opportunity
27 American Marketing Association
Our Vulnerabilities
Tablestakes
Our Points of Parity
• Range of cardiovascular equipment
• Convenient Hours
Customer Wants & Needs
• Affordable • Make friends/
socialize • Family
activities • Member of
community
Our Competitive Disadvantages
• Newer facilities • Cleaner • More locations • Singles friendly • Special features • Unique features
(spa, etc.)
Customer Needs
Our Company Strengths
Competitor Strengths
Our Competitive Advantages
• Family focused • On-site child care • Affordable • Activities for all
ages • Range of fitness
programs • Family swim
pool • Unique offerings
(swim lessons, etc.)
• Camp Eberhart
Adapted from : Urbany, Joel E. and James H. Davis (2010), Grow by Focusing on What Matters: Strategy in 3-Circles
Identifying Market Opportunity: YMCA
28 American Marketing Association
Our Vulnerabilities
Tablestakes
Our Points of Parity
• Selection satisfies requirements
• Time/cost efficient • Geographic
proximity
Customer Wants & Needs
• Minimize effort • Easy in/out • Find what I
needed • Good quality • Convenient
location • Not
overwhelmed
Our Competitive Disadvantages
• Inventory breadth/depth
• Lower prices • Easy returns
Customer Needs
Our Company Strengths
Competitor Strengths
Our Competitive Advantages
• Knowledgeable assistance
• Friendly/approachable
• Feel valued, empowered (not overwhelmed)
Identifying Market Opportunity: ACE
31 American Marketing Association
Brand v. Product/Service
" Products/Services • Have functional value • Can be copied by competitors • Can become outdated
Brands • Have functional and emotional value • Are unique and proprietary • Are timeless • Exist in customers’ minds
$1 $4
32 American Marketing Association
A Jingle
A Spokesperson
A Symbol An Ad A Logo
A Slogan A Name
Brand is not:
33 American Marketing Association
" A promise.
" A company’s most strategic asset.
" The reflection of a customer’s entire experience with a company.
" Built and protected by entire organization, not just the marketing department.
Brand is:
34 American Marketing Association
Source: Interbrand, Brand Values 2011
Powerful brands create Economic Value
• 1% increase in customer satisfaction leads to a 3% increase in market cap.
• 2% increase in customer loyalty leads to a 10% cost reduction.
• 5% increase in customer retention increases customer lifetime value by 25%.
• 5% increase in customer loyalty can result in up to a 95% increase in profitability.
• 50% of customers will pay 20–25% more for brands they are loyal to. Sources: Brandkey, Bain and Mainspring, Marketing News
35 American Marketing Association
Brand as Business Core
R&D Executive Team
& Business Units
Information Technology
Business
Strategy Marketing &
Sales
Operations & Finance
Brand Strategy
36 American Marketing Association
Brand Strategy
Brand Strategy Brand Strategy
Business Strategy
Products/Services
Rational Dimensions Physical Attributes
Emotional Dimensions Subjective Associations
37 American Marketing Association
Brand Strategy
Brand Strategy Brand Strategy
Business Strategy
Products/Services
Rational Dimensions Physical Attributes
Emotional Dimensions Subjective Associations
38 American Marketing Association
Brand Strength
Strong Brands • Make clear, meaningful promises. • Built with compelling (rational and
emotional) equities. • High relevance in customer lives. • Consistently delivers. • Instills confidence. • Clearly differentiated on key
dimensions. • High loyalty.
Weak Brands • Make vague promises. • Built with general (and low emotional
commitment) equities. • Low relevance in customer lives. • Inconsistent. • Creates doubt. • Undifferentiated. • Low loyalty (rely on pricing/
promotional incentives).
39 American Marketing Association
Strong Brands
• P&L
• Functional attributes
• Building volume
• Commodity price war
• Selling
• Expense mindset
Focus: Inside > Out
• Customer
• Daily life context/moments
• Building loyalty
• Price realization
• Consuming
• Investment mindset
Outside > In
FROM TO
Brand as Strategic North Star • Drives long term competitive advantage • Needs to be owned by top management • Requires systemic thinking/branding tools
Brand as Tactical Tool • Drives short term results only • Owned by MarCom
41 American Marketing Association
Enduring Customer Advantage
Extended Identity
Core Identity
Brand Essence
Brand Positioning
Brand Customer Relationship
Integrated Channel Toupoints (Context and Content)
Brand Strategy System: Multi-Dimensional
Brand Power
Brand Equity: the set of brand associations in the minds/hearts of customers.
Brand Power: how levels of brand equity link to distinctive functional attributes and emotional benefits.
Brand Customer Relationship: role the brand plays in the customer’s life.
Brand Equity
Brand Positioning: aspect of brand equity that is actively communicated to target audience.
Integrated Channel Touchpoints: activities that engage customers where they are with relevant content.
42 American Marketing Association
Perform at Your Peak
Gatorade Brand Equity
Brand as Person
Athletic
Brand as Symbol
Brand as Organization Leadership through innovation
Credible Brand-customer relationship: The Expert
Peak performance • Innovative hydration for athletes • Provides Endurance • “Born in the Lab, Proven on the Field”
Fight to win: • “Is it in you” • Don’t quit, perseverance • “Go Fierce, or Go Home”
Emotion: • The thrill of triumphing • The satisfaction of not quitting
Extended Identity
Core Identity
Brand Essence
Brand as Product
Determined
Tough
44 American Marketing Association
Brand Power: Transfers Up
Functional Attributes
Functional Benefits
Brand-Consumer
Relationship
Emotional Benefits
Self-Expressive
Benefit
Features
Rational Advantages
Human Needs
Emotional Advantages
Self Actualized
give me…
Which meet…
and allows me…
so I am…
Frame of Reference
45 American Marketing Association
Brand Power: Gatorade
Functional Attributes
Functional Benefits
Brand-Consumer
Relationship
Emotional Benefits
Self-Expressive
Benefit
Electrolytes
Hydration
Acts as my coach
Perform at my peak
A winner
give me…
which…
and allows me to…
so I am…
Performance
46 American Marketing Association
Brand Relationship
§ Advisor
§ Buddy
§ Enabler
§ Friend
§ Fun companion
§ Mentor
§ Mother
Companies Brand-Customer Relationship
48 American Marketing Association
Positioning for Advantage
Positioning refers to the essence that is overtly communicated to stakeholders. It represents the
total of what a person or group of people think and know about the company and its brands.
A unique position establishes a sustainable
customer advantage AND a corporate focus. .
49 American Marketing Association
Positioning Opportunities
" Define a target that is based on rich, emotional insights rather than pure demographics.
" Move beyond industry and category terminology to select a frame of reference that captures the full range of consumer choice.
" Communicate brand benefit(s) in a way that is relevant and engaging to stakeholders.
" Move away from reasons to believe that are technical or less relevant to customers and find support points that are believable and compelling.
" Think about how channel strategy can reinforce/dimensionalize brand positioning.
50 American Marketing Association
A positioning is: A positioning is NOT:
• A vision or mission statement.
• A business strategy.
• An advertising slogan or tag line.
• A description of a product or service offering.
• A defined and differentiated perceptual space relevant to key stakeholders.
• A compelling description of the strategic intent, personality and competencies of the organization/product/service.
• A unifying, overarching idea that drives all execution (e.g., messaging, channel tactics, customer service).
What is a Positioning Statement?
51 American Marketing Association
Positioning Best Practices
Brand Positions should be: • Meaningful and compelling to target audience. • Emotionally grounded. • Relevant in the context of customers’ daily lives. • Able to deliver against promise. • Differentiated. • Consistent and clear. • Actionable in market/channel.
52 American Marketing Association
Positioning Statement
To <target audience>, [BRAND] is the <frame of reference> that
<core promise> because <reasons to believe>.
The primary group with which the brand wants to communicate.
The relevant set of substitutable products.
The primary relevant and compelling benefit delivered
by the brand to its target audience.
The proof or reasons to believe the brand delivers the benefit to the target.
53 American Marketing Association
How powerful is this Positioning Statement?
For children ages 6-12, Lego is the toy that offers them the greatest degree of flexibility because Lego is the most trusted
toy brand.
Comments Comments
Comments Comments
54 American Marketing Association
Lego Positioning Statement: Reimagined
For children with imagination, Lego is the recreational activity that offers them the power to create endless play experiences limited only by their own imagination because Lego provides a full range of building components that can be used to assemble
infinite combinations.
is held together by a common insight – that they have imagination.
is broad enough to capture products (or even services) beyond just toys that could be used to stimulate the imagination.
is insight based benefit, not feature based. It’s not
that the products offer flexibility, it’s that they create experiences.
is aligned with the core promise and is relevant to consumers.
56 American Marketing Association
Segmentation and Profiling
" Understanding the customer(s)
• What are the discrete segments?
• How do they move through category decision process?
• Who do they listen to?
• Where do they get their information?
• What are their channel interaction patterns?
• What do you want them to think, feel, believe?
• What evidence are you going to give them for their rational beliefs?
• What do they need to know about for their emotional beliefs?
57 American Marketing Association
Current Customers
Competitor Customers (Prospects)
Category Non-Users Lapsed Customers
Segment Priority
Size & Volume Potential
Decision Criteria or Motivators
Usage Behavior
Decision Process
Barriers/Concerns
Information Sources & Influences
Brand Importance
Channel preferences
Satisfaction requirements
Customer Targeting Matrix
Note: Adjust cells to suit category and brand
60 American Marketing Association
Old Model
" Channel strategies used to be relatively simple. • Messaging occurred through traditional, 1-way communication channels (e.g., TV/print/
radio/OOH advertising, in-store collateral, events). • Products distributed through brick & mortar/catalog channels.
" Prospects engaged and moved through funnel in predictable, linear stages. • People generally started at the same point (i.e., similar level of knowledge) and
methodically guided through process. • Company controlled brand, message, conversation, buying process
61 American Marketing Association
Today’s On-Demand Culture
" Consumers are increasingly empowered and demanding • People no longer passively accept/trust information provided by marketers. • People no longer let brand owners, retailers, communication channels dictate agenda.
" Marketing now more complex due to (customer) ‘accommodation’ mandate. • Technology changing customer access, purchase process, success factors
62 American Marketing Association
Internal Stakeholders
Earned Content
Owned Content
Paid Content
Channel Transactions
Direct Sales
CRM
Customer Service
Multichannel Marketing Strategy
Ecosystem of Accommodation
Communications
Selling
Customer Support
63 American Marketing Association
Era of Customer Accommodation: Success Factors
" Calibrate comprehensive channel mechanisms based on customer interaction preferences/patterns. • Communications (content, lead generation/qualification).
• Sales (transactional access, fulfillment) • Support (pre-/ post-purchase service).
" Understand customers and their journey to design idealized purchase process and usage experience. • Defines how/when/where to “touch” customers for optimal access, relevance, impact.
• Determines channel choice, prioritization, and investment.
" Enroll and equip the organization to succeed in a multichannel universe. • Marketing Department leads multichannel development process.
• Enterprise-wide delivery across touchpoints (i.e., areas beyond control of Marketing Department).
64 American Marketing Association
Communications: New Landscape
" Customers control conversation about companies, brands, products. • Blogs, posts from peers exert significant influence (across all life stages, most industries).
" Marketers now need to prioritize 3 distinct types of information channels to accommodate customers
65 American Marketing Association
Communications: New Landscape
" Digital Technology has granted customers unprecedented access to information, products, transactional utility.
66 American Marketing Association
Mobile as Emerging Powerhouse
" Mobile channel in particular is soaring: some marketers now think mobile ‘first’ (i.e., lead channel)
Source: Nielsen Mobile Insights 2012
67 American Marketing Association
Poster Child: Online, Offline, On-the-Go
" Walgreens embraces multichannel philosophy. • Paid and earned media presence. • Owned mobile content (text alerts, coupons, smart phone apps). • Web support (live pharmacist chats, e-commerce). • In-store service (drive-thru, wellness clinics). • Integrated data & mining drives personalized messaging/offers, contact frequency, ROI.
Walgreens Powers Multi-Touch Strategy
Walgreen’s drive in http://
www.flickr.com/photos/ambernectar/4042608385
“… it’s imperative that customers can conveniently access Walgreens
in any form, when and where they want to.” -- David Lonczak Walgreens VP
69 American Marketing Association
Funny, but true
Now we will cover:
• Multichannel Marketing Challenges • Strategic Success Factors & Frameworks • Multichannel Case Examples
70 American Marketing Association
Multichannel Marketing Challenges " Obsolete mindset & practices: stop viewing channels as silo’d vehicles.
• Think about it as customers do: a set of related engagements that deliver cumulative value. Orchestrate end-to-end delivery of desired customer experience.
• Success increasingly dependent on channels outside of Marketing control (inside and outside their organizations). Enroll all partners in delivery of strategy.
74 American Marketing Association
Enroll the Organization
" Set specific goals. • With any marketing effort, before embarking write down what it is exactly you are trying to
accomplish (generate awareness, leads, revenue?), along with target numbers not just for the overall plan, but for each channel that you plan on using.
" Bridge operational silos. • You might not be the owner of all the channels that will be going into your cross-channel
marketing plan. So coordinate with each team leader so everyone knows which part they have to play. Also, determine how credit will be given to each team if the campaign proves successful.
" Get executive buy-in. • Building an integrated marketing plan requires a decent amount of work and patience
before seeing results, so make sure anyone that has a say in the matter is aware of your plan, the opportunities and risks involved, and gives you the thumbs-up to move forward.
75 American Marketing Association
" What info/support do stakeholders need within each channel? Across channels? " How do they seek it out? When? What format? " Which conditions/parameters? What frequency?
Info Hierarchy by Channel
Engage Customers through Relevant Channel Content
76 American Marketing Association
Use 360 Views to inform Accommodation Marketing
" Develop information infrastructure. • Technology now enables us to collect, process, and mine more customer data faster than
ever before from online and offline channels for multidimensional view of customers. – Capture transactions, complimentary 3rd party data, digital activity, customer feedback loops. – Standardize file structures/formats. – Embrace multichannel analytics.
• Mine at increasingly granular levels to inform channel strategy that delivers the desired customer experience. – Micro-targeting, personalized contact/relevant content/targeted offers (i.e., go beyond pushing out
mass communications). • Distribute customer information/insights across the organization to deliver seamless
customer experience and boost performance. – Share customer requirements within and across multiple channels.
77 American Marketing Association
" Track what’s critical to customers engagement/satisfaction that enables multidimensional views/response.
" Track what’s critical to business success, integrated from discrete sources. " Select cohesive, multichannel analytics/ tech solutions to aggregate diverse
formats/file structures to inform cross-channel/full funnel attribution models. " Harvest insights to inform next practices (micro-segmentation, channel weighting).
Use Multichannel Measurement & Analytics
78 American Marketing Association
Multichannel best practices
Source: Forrester Research, Inc.
Selling • Build Web applications that bridge the channels. • Enable reserving or buying online with pickup in
store. • Offer consistent pricing and promotions.
Service • Offer service choice. • Provide an extended inventory network.
Marketing
Metrics and measurement • Provide incentives for channel cooperation. • Treat the Web as more than just another store. • Assign clear executive leadership.
Organization and culture • Create metrics on cross-channel growth and satisfaction.
• Use loyalty programs to track customers across channels.
• Use surveys to gather additional insight.
82 American Marketing Association
Walgreen on iPad
Use Channel Touchpoints Strategically
Align what they do best with customer needs
84 American Marketing Association
Ensure unity across customer segments PR
E-AC
TIVA
TIO
N Regulatory
communi-cations
CARES letter
Connections newsletter
Hard-copy bill
state-ment
Bill message
Product/Svc campaign
Active Idle screen daily
perks
My Account registration
mailer
Bill inserts
Radio TV PR/ Inv Rel
OOH Print
Calling all communities
GRO
Exterior Store
Banner
Interior Store
Banner
Store discovery
bar
Phone detailing
Community Board
Battery swap van
POS tech support
30 day exchange
Visit store RWC
POS bill pay
Video smart-phone wall
Inbound CS general/
activation calls
Store device
workshop
Ongoing Legacy Only Legend= Ongoing Legacy
& Rewards Ongoing
Rewards Only Singular Touch
Point (both)
Welcome call
Self-serve CS IVR
Self-serve CS/CRR IVR
IVR xfer to CS, FS, Prepaid, Lifeline, CR, CRR, Tech Support 7th day
bill credit or
rewards SMS
1st Bill call
60th day SMS
Mail-in rebate (MIR)
YouTube
New Smart phone SMS
Online customer purchase
Online Videos
My Account emails
Website
Surprise & delight
Sponsor-ship
events Moments to believe in
Website demo on modem display
VOC
Action response
team
B2B - SMB
Owner comm.
Store collateral
B2B Large Owner comm.
Referral Program
CLCP Cust Eng surveys
Migration campaign
calls
B2B SMB annl plan
B2B Large bi-annl plan
Migration campaign mail
In-contract campaign
Store POS device/access. purchase
materials
Out-of contract campaign
Eqpt eligible trigger campaign
B2B Welcome Packet
B2B associates
CLCP
Out-of contract campaign
IVR xfer to CS, FS, Prepaid, Lifeline, CR, CRR, Tech Support
POS tech support
Customer Crew
<30 day welcome
kit DM
Store buck slips
VIP bonus
NDC touches
CCS emails
Rewards feedback emailbox
My Account emails (acct statements, bday etc.)
Webchat support
Telesales
Call store RWC
SMS pt statement
(unregistered)
Direct fulfillment box/content
Pdt vendor commun-
ications (ie. Zed)
Page 3
When%Looking%Holis.cally%Across%All%Customer%Touch%Points,%%We%Deliver%�A%Lot%of%Stuff�%to%Our%Customers!
92 American Marketing Association
Cross-channel shopping
Sample Elements
0%
10%
20%
30%
40%
50%
60%
70%
80%
Gen Yers Gen Xers Younger Boomers
Older Boomers Seniors
Have you ever researched a product online and then purchased it (actually paid for it in an offline store?”
Male Female
Source: Forrester’
93 American Marketing Association
Cross-Channel Case Example
" USAA (Fortune 100) provides financial services to military families throughout their lives. • From weddings and first homes to college funds and retirement.
" USAA Customers interact with multiple channels throughout their planning, purchase, and
usage process. • Customers seek out info from offline and online sources. • Customers start application online and finish it over the phone. • Customers check account balance online while waiting in the call center.
" Studying user flows identified sequence of events that led to positive or negative sentiment across channels. • “Our customers were already multichannel, but we viewed them as isolated interactions.
The key was understanding the differences between good and bad cross-channel experiences.” - Allen Crane / Executive Director / Research & Analytics
94 American Marketing Association
Cross-Channel Analytics
" Cross-tabulating data to inform cross-channel marketing strategy. • Customer satisfaction, demographic attributes, purchase history, and web and phone logs. • Identified opportunities for highly targeted engagement (based on customer’s life stage,
behavior patterns, and channel preferences).
96 American Marketing Association
Channel strategy dictated by customers (not corporation)
" Insight comes from asking right questions in right ways • What offline and online activities do they participate in when engaged in our category? • What channels does our audience prefer for information? Sales? Post-sales support? • Do they seek advice? Do they look for customer reviews? Do they want to talk to
someone? " Voice of Customer (VOC) research uncovers needs, triggers, barriers, and
accelerants. • Emotions. • Thoughts. • Behaviors. • Time. • Place.
97 American Marketing Association
Customer Definition
Channel Mapping
Moments of Truth
Experience Design
Experience Monitor
Strategic Questions
Analytic Approach
Deliverables
“Who are our best customers/prospects?”
“What is their current channel experience?”
“How can I make their channel experiences exceptional?”
“Are we delivering the desired experience?”
“What channels most impact success?”
Customer Interviews Intercept Studies Ethnography Analytical Research Social Mining
Touchpoint Dashboard Experience Dashboard Channel ROI
Customer Segmentation Customer Targeting Customer Personas
Channel Priority Ranker Channel Investment
Purchase Process Day In The Life Journey Map
Experiential Plan Cost Benefit Analysis Touchpoint Guidelines Operational Requirements
Segmentation Analysis Prospect Analysis Customer Lifetime Value Situation Review
Experience Mapping Concept definition Operation/business process review
Customer Interviews Importance Ranking Financial Impact Projection
Channel Weighting Channel Tracking Customer Feedback
Using Voice of Customer to inform Channel Strategy
Understanding which channel combinations work best with key segments at distinct stages
98 American Marketing Association
Main Sections of Questionnaire
Markentreiber für die Markenwerthebel 4
Respondent demographics 1
Currently use our products? Decision making criteria and purchase process behaviors? Etc.
Role of Channels 3
Which channels are used by the target audience? How do these touchpoints satisfy needs and deliver on our brand promise?
2
Where are they in the funnel? What are their perceptions of our brand and competitors?
Prioritization of Channels 4
Which channel experiences drive purchase decisions and conversion along the funnel? Which ones influence/support?
5
Effectiveness of Channel Strategy (as Eco-system) 6
How effective is our channel system in delivering brand strategy?
Voice of Customer: Quantitative Research
Current behavior and knowledge
How do consumers evaluate performance of each touchpoint relative to expectations? Competitors?
Evaluation of individual Touchpoints
ILLUSTRATIVE EXAMPLE
99 American Marketing Association
Voice of Customer: Qualitative Research
" Documenting: Day in the Life. • Personal Journals. • Ethnographic Interviews. • Shop-Alongs.
100 American Marketing Association
Customer Personas
" Personas enable you to relate to your audience as a human being. • 1-2 page representative profile (for each segment) based on research. • Fictional narrative about the person’s life (things that make them unique, memorable). • Brief outline of daily routine, including specific details, likes, dislikes. • Name, age, photo, and personal information (emotional wants, needs). • Summary of work, including time in job, info-seeking habits, favorite resources,
professional goals. • Living & work environments (including key relationships, frustrations).
101 American Marketing Association
Jesse Butts PART-TIME STUDENT AGE: 29 SEX: MALE LOCATION: LISLE, IL OCCUPATION: ANALYST Jesse is a 29 year old marketing analyst working at a major corporation in the suburbs. For the past 3 years he has been taking on a more active roll in the organization: managing projects, working with agency partners and doing some basic campaign analysis. He’s looking to stay with his current organization and quickly advance. HR recommends that Jesse can demonstrate his commitment to the organization by pursuing a Masters Degree. The organization will even pay for some of the degree if he keeps his grades up and commits to staying with the organization for 2 years after his degree is complete. GOALS Advance his career Make more money Gain new marketable skills Get ahead of his boss ONLINE ACTIVITIES Jesse is an active member on Facebook. He updates his status almost daily . A fair amount of his updates now come from his mobile phone. Jesse also reads a mix of marketing trade publications online to keep up and show his managers he’s interested in Marketing. He also is follows the local sports teams. OFFLINE ACTIVITIES Jesse is involved in the Chicago Sport and Social Club. He comes to the city on Thursday to play volleyball with some friends. He often stays late for a drink after work and takes the train home. KEY PAIN POINTS /FRUSTRATIONS Time commitment, Jesse is young, unmarried and likes to enjoy his weekends. Acceptance, fear of rejection Primary Motivators by Priority: 1. Career advancement or change 2. Specific skill improvement tied to career advancement 3. Perception that “Master’s is new Bachelor’s” 4. Time is Now 5. Validation from external world
102 American Marketing Association
Lizzy Ullman FULL-TIME STUDENT AGE:39 SEX: FEMALE LOCATION: CHICAGO, IL OCCUPATION: UNEMPLOYED Lizzy was recently let go from her job at a Chicago based company that specialized in supply chain and logistic management services and process improvement. Her most recent role in the organization was Senior Project Manager. She has been with the organization for 16 years. She is married with 2 kids and currently lives in Ravenswood. She has a degree in communications from Northern Illinois University. GOALS Gain new marketable skills Get back in the game Earn a comparable salary to her previous job Wants to get a degree and quick ONLINE ACTIVITIES Lizzy does not spend much time online. If she is online, she’s checking personal email and catching up with her girlfriends …or doing some impulse shopping. On Amazon.com. She admits that she needs to pay more attention to the space, but does not know where to start. OFFLINE ACTIVITIES Lizzy currently enjoys spending time with her family. She generally has at least 1 weekend activity planned with them. KEY PAIN POINTS /FRUSTRATIONS Concerned about time with kids Concerned about expenses Primary Motivators by Priority: 1. Specific skill improvement tied to career advancement 2. Perception that “Master’s is new Bachelor’s” 3. Career advancement or change 4. Time is Now
105 American Marketing Association
Customer Journey Maps as Inspiration for Channel Strategy
" What’s a customer experience map? • Graphical representation of the customer engagement from beginning, middle and end.
– Includes tangible interactions, triggers and touchpoints, as well as intangible motivations, frustrations and meanings.
– 6 Dimensions: Time/duration, Interactivity, Intensity, Breadth/consistency, Sensoral/cognitive triggers, Siginificance/meaning
– 3 Components: What customers Think, Do, Use
" Typical elements: • Customer actions, usually broken into chronological phases of some kind • Goals and needs at each step in the process • Moments of truth, or areas of particular importance in the overall customer experience • Pain points, gaps and disconnects in service • Brand impact, satisfaction, and emotional responses • Business touchpoints and process, including roles, systems and departments • Existing services and opportunities for improvement • Other descriptive and contextual elements may also appear, such as quotes and photos.
106 American Marketing Association
Customer Journey Maps: How to Begin
" The first step: identifying the most important touch points and how they are perceived by your most important customers or prospects. Plot every point at which key customers interact with you. • These can begin with your customer’s exposure to an advertisement or other marketing
material. • They continue through every conversation with an employee in a store, online or via
phone, and their experience with your product or service. • They even extend into the return/refund process and the customer’s recommending, or
criticizing, your product or service to others.
" Use research outputs and shared team knowledge to plot journey. • The point of the initial mapping exercise is generating team conversation.
" Evaluate interactions systemically • Identifies alignment gaps, synergy opportunities
116 American Marketing Association
Customer Journey Analysis: Assessing Pain
• Price • Phone Design • Lack of features • Availability of models • Delayed delivery
• Product brochures • Durability of device • Complicated MMI • Hotline Pricing • Keypad usability • Stand by / Talk time • Data exchange rate • Compatibility of
accessories
• Repair time • Quality • Availability of service • Price • Responsiveness • Goodwill service • Consistency of
service information & coordination
• Loyalty purchases not rewarded
• Compatibility to older accessories
• Price of new accessories
• Not meeting technical expectations
• Data transmission to new device
Purchase Usage Service Replacement
Dev
ice
In
dust
ry
Issu
es
Eve
ryda
y Li
ves
• Limited transparency of operator contracts
• Insufficient advice from sales personnel
• Radiation
• Network quality • Poor call-center
quality
• Switching costs of loosing phone number
• Finding things to do with spare time • Comparing prices during shopping
• Finding time to spend with your child / friends • Getting stuck in the traffic/ having to wait in line/ being late for job
• Grocery shopping for essentials
• Network quality • Hearing in the theater • Fees for content
download • Compatibility of
network technology
117 American Marketing Association
Channel Wheels
" Channel breakdowns. • Identifies touch point issues.
" Channel breakthroughs. • Inspires touch point solutions.
118 American Marketing Association
Build a Cross-functional, Customer-experience Channel team
" Include representatives from all the key channels: Internet, print, advertising and retail.The team should also represent marketing, merchandising, customer service and fulfillment operations.
" Each person needs to understand at least one level of the customer experience, and be willing to explore other opportunities without boundaries.
" Assign the team the task of creating a unique experience for customers. Beyond merely selling a product or service, what else can you do to entice customers not only to purchase, but to come back for the next purchase, and the next, and the next?
" Reconvene periodically (two to three times a year) and revisit the efforts. What's working? What isn't? What other ideas can you incorporate?
" Each group owns their portion of the advocacy wheel.
119 American Marketing Association
BEFORE
AFTER
DURING
Need Recognition
Search
Shopping
Evaluation Moment of Purchase
Usage
Customer Service
Identifying Channel Breakdowns
119
Turning Touchpoint Issues into Opportunities
120 American Marketing Association
BEFORE
AFTER
DURING
First exposure, subsequent interactions. Submission of quote/price info
Final presentation, signs contract
Delivery, installation, testing, training, usage
Cyclic payments, proactive maintenance, malfunction & response
Need Recognition
Search
Engagement
Evaluation Moment of Purchase
Usage
Customer Service
Identifying Channel Breakdowns: B2B Example
Turning Touchpoints to Brand Breakthroughs
“I will look into….”
Searches web, Calls contact center or channel partner, seeks input from others
Studies proposal, seeks input form others
124 American Marketing Association
Multichannel Success Factors
" Framework #10: Channel Architecture
125 American Marketing Association
Channel Architecture
" Multi-channel strategy involves each channel playing a specific role in a coordinated, unified system. • Customer value is defined and delivered within and across channels. • While customers operate within a world containing multiple interaction points, they expect
a cohesive and seamless cross-channel experience. • Align channel objectives with segment needs to set engagement strategy. • Develop strategies that use the right channels to engage the right audience in the right
way at the right time. – What channels are our segments using to research? Purchase? Resolve issues?
• Channels don’t operate independently: they often assist each other. – Customers ‘mix and match’ channels on their path to purchase, usage, support. – Interplay patterns vary by customer segment, industry, brand.
127 American Marketing Association
Prioritizing Brand Experience
Brand Strategy Positioning, Identity
Customer Experience Strategy Satisfaction, Perceptual Take-aways
Channel 1 Channel 2 Channel 3 Etc.
Objectives and Requirements
Objectives and Requirements
Objectives and Requirements
Objectives and Requirements
Needs and Drivers
Needs and Drivers
Needs and Drivers
Segment 1
Segment 2
Etc.
Offerings Product(s) Service(s) Content Support