1. Evolving To Strategic Customer Intelligence Dave Frankland, VP & Research Director @dfrankland DMA Strategic Summit October 1, 2011

7. Beware those that would predict and prognosticate!

8. Agenda

9. Macro trends facing marketers

10. 1 Post-recession Austerity.

11. 2 Spend is shifting.

12. 3 Experience is king.

13. 4 Technology is core.

14. 5 Mobile.

15. 6 The Splinternet.

16. 7 Data explosion.

17. 8 Empowered consumers.

18. We have entered the “Age of the customer” June 2011 “Competitive Strategy In The Age Of The Customer”

19. Customer obsession Focusing strategy, energy, and budget on: Processes that enhance knowledge of and engagement with customers And prioritize these over maintaining traditional competitive barriers

20. The role of Customer intelligence

21. What is Customer Intelligence? The management and analysis of customer data from all sources, used to drive marketing performance and business strategy.

22. A rose by any other name would smell as sweet CRM Customer-centric marketing Database marketing Customer analytics Direct marketing Consumer insights Customer experience Customer knowledge Relationship marketing Left brain marketing 1:1 marketing Data driven marketing

23. The Customer Intelligence Cycle

24. Multiple stumbling blocks keep firms from turning data into insight Organizational silos Measurement skills Technology gaps Data disparity Splinternet

25. As a result…

26. Current decision support models miss the mark

28. Strategic Intelligence Marketing Intelligence Functional Intelligence Few firms operate at a strategic level of intelligence 12% 34% 54%

29. Customer intelligence in action

30. Fan Relationship Marketing FRM’s mission: To know fans well enough — at any point in time or place — to serve them better. And, to drive direct and indirect revenue.

31. ESPN began by centralizing customer data Marketing Touch Points Registrations Transactions Customer Database Click Stream Activity Market trends Segmentation Research Output Service Encounters

32. At first glance, fans look very similar

33. ESPN turns data into intelligence Created a Fan Value Model Ranks ESPN fans from high to low based on value they deliver to ESPN.com Included variables such as time spent on ESPN.com and premium product revenue.

35. ESPN turns data into intelligence Created a Fan Value Model Ranks ESPN fans from high to low based on value they deliver to ESPN.com Included variables such as time spent on ESPN.com and premium product revenue. Uncovered a classic 80/20 Marketing today focuses on maximizing fan value – e.g. by migrating fans to higher value deciles.

36. ESPN uses Intelligence to adapt and evolve Product strategists prioritize new product development based on appeal to high value fans. Interactive marketing and sales teams created ESPN Select to allow advertisers to target based on fan knowledge - turning marketing into a revenue center. The customer experience team leveraged knowledge of cross product penetration in its website redesign.

37. Insights & Innovation Insights & Innovation charter: Develop and seed analytically driven innovation at Farmers.

38. Evangelizing Customer Lifetime Value I&I team is focused on developing and evangelizing a Customer Lifetime Value (CLTV) approach to customers. Predicting CLTV based on: Value of present relationships. Expected stickiness of relationships. Expectation of future business.

39. Farmers turns data into Intelligence The top 5% drive 90-93% of profits! Top 5% of customers deliver 25x revenue than the bottom 5% Customer Lifetime Value Segments

40. Farmers uses Intelligence to adapt and evolve Marketers test creative copy on high value customers. The sales team can understand why certain storefronts deliver higher quality customers. And, the differences between top performing and less successful agents. Customer experience teams understand the incremental impact of a superior claims experience on CLTV .

42. Fresh Direct turns data into Intelligence 140 customer surveys per year. Satisfaction surveys, testing promotions, advertising, product, honing in on problem areas. Customer database tracks every customer order. Average order is 30+ SKUs and $120. Operations data. Orders per truck, out of stock items, damages, late deliveries, complaints.

43. Fresh Direct uses Intelligence to adapt and evolve CEO uses Intelligence to drive the business every day.

44. Fresh Direct uses Intelligence to adapt and evolve Verbatim comments in surveys drive decisions. Reducing packaging.

45. Fresh Direct side effect “Really, you have no idea how irritating it is to get one package of crackers in a huge box “I just received my order and was really disturbed by the fact that one large box contained only one ½ gallon of milk, and another small box only contained a bag of rice.

46. Fresh Direct adapted its supply chain

47. Fresh Direct uses Intelligence to adapt and evolve Verbatim comments in surveys drive decisions. Reducing packaging. Product ratings.

49. Fresh Direct uses Intelligence to adapt and evolve Marketers leverage verbatim comments in surveys drive decisions. Reducing packaging. Product ratings. Changing how people shop. Customer history increases average order size.

50. Evolving your CI maturity

51. October 2009 “The Intelligent Approach To Customer Intelligence” Create a customer intelligence command center

52. Play the role of the customer strategist Source: April 29, 2011, “Preparing For The Intelligent Enterprise: A Blueprint For Customer Intelligence Professionals”

53. Put the customer at the center of technology decisions April 2009 “Campaign Management Needs A Reboot”

54. Evolve your culture to win in the age of the customer To drive success, CI must be: Relevant Collaborative Customer obsessed Timely Ubiquitous

55. Thank you Dave Frankland Twitter: @dfrankland http://blogs.forrester.com/dave_frankland www.forrester.com