Marketing automation and customer experience : best and next practices in the Consumer Industries

1. Marketing automation
and customer experiences :
best and next practices
in the Consumer Industries
Alexandre Losson : Managing Director CRM EMEA – Business & Decision
Jean-Michel Franco : Solution Director – Business & Decision
Loïc Lecomte : CRM IT Project Director - Auchan

2. Business & Decision is a
Global Consulting and System Integrator
2010 revenue : 237 M€
a Multi-Specialist2800 Employees 19 countries
BI
PM
CRMEIM
E-bus
2
Unique expertise recognized globally by independant industry analysts
• Business Intelligence & EPM “BI World-Wide Magic Quadrant”. Gartner
• Customer Relationship Mgt & MDM “CRM European Magic Quadrant”. Gartner
• E-Business “Where To Find Help For Interactive Design Projects In Europe, 2011”. Forrester

3. CRM @ Business & Decision
• 3 Suisses
• Club des Créateurs
de Beauté
• Damart
• Danone
• Davigel
• Auchan
• Caisse d'Epargne
• Carrefour
• Cdiscount
• Club des Créateurs
de Beautés
• Crédit Agricole
• Editions Francis
Lefebvre
• Equipe.fr
• Groupama
• Groupe Moniteur
2010
Revenue 50.1M€
Our track record with Neolane
Our experiences in the consumer industries
Our activity by regions
North
America
14%
Benelux
9%
Switzer-
land 6%
Other
EMEA 11%
UK 5%
France
55%
• Groupe Lucien Barrière
• MEDIATIS
• MMA
• Mornay Services
• PSA
• Samsung
• Sephora
• SNCF Voyages
• Société Générale
• Thalys
• Ventesprivées.com
• Piscines Desjoyaux
• ETAM
• Seb
• Sephora
• Yoplait
• Yves Rocher

4. Our approach for Customer Experience Management
EIM
MDM
ECM
Dématérialisation
……
……
……
……
Marketing
Lead Management
Sales
Service Fullfiment
Performance Mgt
Packaged
software
ALERTER
Search engine
Real Time
Marketing
Augmented reality
Social CRM
M. Commerce
Lead Management
Mobile CRM
Social CRM
Search marketing
Mobile devices
Cross channel
Self-service
BPM
Feed back
management
EIM
MDM
Data Quality
Rules Engine
Digital asset
repositories
CRM processes
based on a long-
lasting foundation
A relational
model with
customer paths that
take all channels
into consideration
The use of IT
innovations to
improve sales
experience and
efficiency
Leverage robust
and shared
repositories
( customer, pro-
duct, sites…)

5. Focused on transactions
and business process
Aiming at enterprise
efficiency, revenue growth,
cost cutting…
Time is now for convergence
Focused on interactions
and conversations
Aiming at customer
experiences, satisfaction,
loyalty and advocacy

6. 6
Customer experience
Productivity
Balancing Customer Experience With Marketing
Productivity : the Gartner marketing map

7. Leveraging social CRM to drive customer centric
journeys across the customer live cycle
Source : Fabio Cipriani

8. Enterprise social networks : how to align with your
CRM initiatives ?
Target
Internal focus Inside-out Outside in
Ad hoc
Linked
With processes
Process
driven,
Functional
scope

9. Example of Engagement scenario : from an « unknown » follower …
to a qualified contact … to a promoter
Business Benefits
Development of customer loyalty
through value added services
Recency and frequency of contacts
Real time monitoring of the voice of the
customer, ability to react very facts to
complaints or crisis
Boosting of sales transformation rate
through recommendation and viral
marketing
Extended customer 360° view
Event :
Your brand is quoted in
a social network
Feedback
and incentive
to dialog
3 days
Incentive to join
the private
community -> get
Opt In
Your
community.com
Customer data consolidation
in the CRM system
Engagement
scenarios for
recency and
frequency
Satisfaction
survey
Comments on
web site
YourOnLineCatalog.com

10. Return to a wave of innovation at the root?
Marketing
Need to
reconsider
legacy
processes and
information
technologies
Technologies
•Ubiquitous
•Context sensitive
•Elastic
•Pay per use (Opex vs Capex)
•Exogens
People
•Self service
•Personnalization
•Social
•Emotions and expérience
• Always on (connected)
Business
•Agile
•Transparent
•Exception base
•Real time
Information
•Over-abundant
•The engine, rather than the
fuel
•Transparency and surveillance
•Gouvernance rather than
management