Customer centricity marketing masterclass in Lisbon

1. Customer centric marke/ng

2. Which is the biggest reason for customers leaving you ? Inﬂuenced by friends Turned away by indiﬀerence A;racted by compe//on

3. Indifference is everywhere •  The bank -‐ > only when they want something from me •  The u/lity -‐> only when terms change •  The insurance -‐> only when trying to up/ cross-‐sell me, but no alert on policy renewals •  The airlines -‐> useless offers every week •  The hotels -‐> even more useless offers weekly

4. Ask yourself; how many posi<ve interac<ons does it take to change a nega<ve percep<on or indiﬀerence? How many nega/ve interac/ons to reverse the percep/on?

5. Measure the customer experience and refer individual feedback to your database -‐  Ask ques/ons -‐  Store sa/sfac/on score on individual customer -‐  Use in segmenta/on Top Tip

6. Dialogue and a lots of interac?vity

7. Connect, Tweet, talk, share – in as many channels as you care Michael Leander > www.michaelleander.me > TwiAer: @michaelleander My secret email > michael@leander.me Twi;er hashtag: #MCCM

8. Tomorrow’s marke?ng execu?ve is challenged. Seriously challenged. Crucial to business. Yet incapable of mee?ng expecta?ons. There is too much to manage and not enough of anything to do it well.

9. How big is the challenge? 5 4 1 In years, 50% of customers leave In years, 50% of employees leave In year, 50% of investors leave Source: The Loyalty Eﬀect, Frederick Reichheld CUSTOMER BRAND LOYALTY INTERNAL BRAND LOYALTY INVESTOR BRAND LOYALTY

10. Meet Good ‘ol AIDA A = AAen<on (Awareness) I = Interest D = Desire A = Ac<on

11. Meet the new AIDA A = AAen<on (Awareness) I = Interest D = Desire E = Engagement A = Ac<on Engage me Shares & comments

12. Meet the new AIDA A = AAen<on (Awareness) I = Interest D = Desire E = Engagement A = Ac<on Shares & comments Eyeballs Engage $ Engage Nurture Re-‐ ac<vate

13. Keeping anyone’s aAen<on is super diﬃcult. You need to “nudge” consistently. And some?mes push hard.

14. Ques/on is how do you remain interes/ng to the customer? -‐  Frequency -‐  Relevancy -‐  Value add Days since last purchase People forget easily Level of interest declines rapidly. With no communica<on even more and quicker

15. @shivsingh hAp://goingsocialnow.com The purpose of a business is to create a customer who creates customers

16. Make it simple for customers to do what they want to do, “wherever”, whenever SAS SUCKS Member for 19 years Wife, au pair & 3 children Transac/on volume in excess of € 250.000 Average 8 ﬂights pr. month with Star Alliance Super connected Strong voice in social space Last ﬂight 10 days ago Life/me: Another 25 years

17. Food for thought about the customer experience 23 •  70% of the customers buying decision are based on how they feel they are being treated •  69% of the customers say, that emo/ons count for more than half of the total buying experience •  A good customer experience is told to 8 people •  A bad customer experience is told to 22 people •  It takes 10 good experiences to make up for one bad

18. Retain Customers Target Marke/ng Increase Spend & Frequency Build Brand Loyalty Build Customer Rela/onship Diﬀeren/ate vs. Compe//on Acquire New Customers Gain Customer Insight Increase Revenue

19. The (customer) experience maUers Buzz words don’t

20. Mission isn’t to embrace omnichannel at all cost, but to enforce a greater emphasis on customer centricity – and – ﬁnd ways to op<mize marke<ng spend

21. Model for content, customiza/on and personaliza/on planning

22. Can your visitors FURDIC ? – Find – Understand – Relate – Do – Interact – Complete (transac<on)

23. Can your audience FURDIC ? – Find > what are they looking for and why? – Understand > what do they need to understand ? – Relate > what might they relate to? – Do > what would they like to do? – Interact > how and when would they like to interact with us? – Complete (transac<on) > what would they want to complete, or how would they like to transact?

24. 25% omnichannel can work too

25. The considera<on is Where are you customers and what do they use each channel for? Where do you need to be? Will each channel provide the ROI you require? Which channels are merely serving as support to other channels?

26. What is your percep?on about your current aUribu?on? Channel % spend Rate eﬀec/veness 1 = low 5 = max Solo or part of cross-‐channel? Email marke<ng Online adver<sing Oﬄine adver<sing Direct mail / printed catalogues Social media

27. What is your percep?on about your current aUribu?on? Channel % spend Rate eﬀec/ve ness 1 = low 5 = max Solo or part of cross-‐ channel? % of customers who prefer this channel? Sell, Educate, Nurture, Branding Email marke<ng Direct mail / printed catalogues Social media

28. Pueng It All Together: •  An average of 19% of customers respond to one or more strategies •  The overall reten<on rate goes up by 19.3% •  Orders per year and average order size also increase signiﬁcantly •  These numbers are illustra<ve. You can create your own numbers using tests and controls % Sales or Percent % Change % Change % Change Customers Customers in Orders/ Average Strategy Affected Responding Retention Year Order 1 Phone Calls 10% 10.00% 1.00% 1.00% 1.00% 2 Personalized Letters 30% 5.00% 1.50% 1.50% 1.50% 3 Personalized Email 20% 5.00% 1.00% 2.00% 4.00% 4 Email Newsletters 20% 5.00% 1.00% 2.00% 4.00% 5 Gold Member Services 5% 40.00% 2.00% 1.00% 2.00% 6 Loyalty Program 40% 10.00% 4.00% 4.00% 4.00% 7 Birthday Club 20% 5.00% 1.00% 4.00% 5.00% 8 Shift to Multi Channel 20% 10.00% 2.00% 2.00% 2.00% 9 Next Best Product 80% 5.00% 4.00% 4.00% 4.00% 10 Segment Strategies 60% 3.00% 1.80% 1.80% 1.80% All Customer Impact 30.5% 19.60% 19.30% 23.30% 29.30%

29. Breathe media agnos?c Remember! Audience media preferences diﬀer depending on purpose

30. Mul?channel marketers mul?ply ROMI by 5, 10, 15

31. Quality over quan?ty – speciﬁc audience over broadly deﬁned Looking for tall male followers with dark hair, between 25-‐35.

32. Omnichannel = Delivering a truly seamless experience across touch points, channels and devices

33. What your customers expect

34. What your customers experience

35. Divorce your brand from this pathe?c stat

36. … and become part of this stat

37. (c) Michael Leander Nielsen, 49 Diﬀeren<ated Communica<on shows customer care

38. OMNIPRESENCE MULTI-‐CHANNEL be where your proﬁtable customers and likely to become proﬁtable prospects are

39. What is the simple solu/on?

40. Market share or something else?

41. Share of Heart How do you earn it ?

42. How would you earn share of heart and how to measure it? Earn it Measure it

43. Share of Wallet

44. How do you measure Share of Wallet?

45. Share of Inﬂuence

46. How do you ﬁnd inﬂuencers and how do you tag them?

47. Customer centricity means focus on the right customers

48. Create meaningful customer segments -‐ try to spot the unproﬁtable customers & remember One Size Doesn’t Fit All 79.67% 24.82% 15.83% 1.52% -21.83% -‐40.00% -‐20.00% 0.00% 20.00% 40.00% 60.00% 80.00% 5% 11% 28% 28% 28% This 28% lost 22% of the bank’s profits! Bank Customers by Profitability

49. Whom is your ideal customer? •  List characteris<cs of your ideal customer based on the customers you have •  Do Twin segmenta<on to iden<fy prospects

50. Share of Voice

51. Own The Experience from A to Z

52. THE CUSTOMER Experience OMNICHANNEL RELEVANCE EMPOWERMENT Innova<on reﬂec<ng the <mes we are living in

53. The balancing act

54. Give everybody all they want or give the ones that maAer all they want or give the ones that maAer what is possible and reasonable

55. The value of the (customer) experience is more important than the channel mix

56. Create a customer vision/strategy Customer Knowledge Customer Value Customer Expecta<on Balanced effort Integra<on Customer Experience Customer Experience How do we ensure that customers get the same experience across all touch points? On which level must the experience be consistent across all channels? Integra<on How do we share knowledge of our customers? How do we plan and implement customer ac<vi<es across the company? How close do we want to integrate ourselves with customers and partners? Balanced effort How do we balance our efforts in rela<on to the customers value? What effect does that have in our ac<vi<es? How far will we go? How do we focus on loyalty, reten<on and cross sales? Customer Expecta<ons When are the customer in touch with us and why? Which expecta<ons do they have and how do we live up to them? How do we communicate with the customers? What impact does customer sa<sfac<on have on revenue and profit? Customer Value Which customers have which value? How do we measure it? Which customers will we aAract, retain or develop? Which service will we provide the defined segments? Knowledge of Customers How do we collect knowledge of our customers In which touch points? How do we use this knowledge? How can we enrich and increase our own knowledge

57. Map the customer journey

58. Personalize and/or customize the experience push/pull

59. The right message to the right person at the right /me using the most eﬀec/ve channel

60. Quick win in Portugal: Email marke/ng and then expand to marke/ng automa/on Master personaliza?on and right message to right person

61. Marke?ng automa?on drives ROI •  Marke/ng automa/on drives a 14.5 % increase in sales produc/vity •  and a 12.2 % reduc<on in marke<ng overhead

62. Even simple marke<ng automa<on based on behavior will increase marke<ng ROI 77

63. Simple marke?ng automa?on Day 1 Day 3

64. Customer lifecycle marke?ng automa?on Differen?ated approach addresses different needs 1 Pre Sale 2 Sale 3 Past Sale Pre Departure 4 Departure 5 Arrival 1. destination 6 Travel & experience 7 Comming home 8 Evaluation & Reliving 9 Next Pre Sale Profiling and knowledge of where the customer is in the ”wheel” opens up for a coordinated and relevant dialogue before, during and aler the ini?al sales transac?on Transac<onal Behavioral Targeted Example Travel SMS/Email Insurance Car rental Excursions Car rental Recommend to friends

65. A few examples

66. Customer Engagement 1:1 personalisa<on Offers and campaigns – personalisa<on Various methods to ease booking – new op<mized booking engine Personalised offers based on past travel and booking history etc. Real <me pricing Various personalised offers mainly aAemp<ng to upsell to passengers depending on P-‐type Integra<on with ECM and Campaign automa<on for personalized email conversa<ons

67. Adver/sing on Facebook based on behavior on hotels.com

68. Great email engagement, but ..

69. Same email address, two diﬀerent senders – received at the same ?me …. And should we men?on that hotels.com perceives their customers to be fools !

70. A few pointers on what your next steps could be

71. Proﬁling segment

72. Understand your customers and learn about their behavior

73. Unsilo your customer data Silos Make You Suck

74. Move from sender to recipient control

75. How to work with proﬁling (B2B example) BANT = Budget, Authority, Need, Timeline Remember: No proﬁling results in very poor segmenta?on

76. Predict customers immediate needs, future needs, quality of past experiences •  The buying center DIO: decide, inﬂuence, obstruct •  Map customer sa<sfac<on and leverage RFM & loyalty scoring in your communica<on •  Know where the fric<on is, know where/when new opportuni<es arise

77. Refine customer profiles and invest smartly in building the best database •  A good database will increase your compe<<ve advantage •  Permission marke<ng implementa<on is a must •  Con/nuously appending knowledge to your customer profiles sets winners apart from losers •  Relevancy, <ming, precision targe<ng

78. What is essen?al for you to know about your target audience? 93 Antudinal data -‐  Opinions -‐  Preferences -‐  Needs -‐  Desires Interac/on data -‐ Oﬀer/order -‐  Click behavior online -‐  Response behavior -‐  Referral behavior Historic data •  Orders •  Transac<ons •  Usage history •  Payment history Orders Personal data •  AAributes •  Characteris<cs •  Misc. info •  (Geo)demographics

79. Match content and oﬀers to stages – use persona’s if relevant to your situa?on Prerequisites > Proﬁle insights > Content to match > Good database & marke<ng execu<on system > A clear objec<ve driven plan on what you want to accomplish

80. Understand buyer journey Track, log and use behavior proac<vely Bring transac<onal (€ data) into play Master one channel at a <me Be open to all channels, ROMI should be a decisive factor, not channel-‐fashion

81. It ain’t over un/l it is over Michael@leander.me

Customer centricity marketing masterclass in Lisbon

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Customer centricity marketing masterclass in Lisbon

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