1. The Art and Science of
Customer Acquisition
DMA (Northern California)
Presentation
Pritham Krishnan

2. Agenda
• Meta themes that are disrupting marketing
• Customer Acquisition
– Focus on knowing your prospects
– Role of brand
– Designing and executing an integrated
acquisition program
• Overview of business development
12/11/13
2

3. It’s a great time to be a marketer!
Five meta themes that are collectively disrupting marketing
1
2
3
Channels
Experiences
Marketing
platforms
4
Data
5
• Significant change unfolding within each area
• Cumulative impact of change = significant disruption
• Significant disruption = Opportunity
• Marketing, as a function
• Companies, in how they engage with their
customers and prospects
Processes
12/11/13
• You, as a marketing professional!
3

4. It’s a great time to be a marketer!
Increasing number of channels, increasingly interconnected, to engage consumers
1
Channels
2
Experiences
3
Marketing
platforms
Paid
4
Data
Earned
5
12/11/13
Owned
Processes
4

5. It’s a great time to be a marketer!
Marketers increasingly orchestrating all parts of the customer experience, across more touch points
1
Channels
2
Experiences
3
Marketing
platforms
4
Data
5
Processes
12/11/13
5

6. It’s a great time to be a marketer!
Rapidly evolving marketing technology landscape offers a variety of solutions, with the promise of
more to come
1
Channels
2
Experiences
3
Marketing
platforms
4
Data
5
Processes
Source: Lumascape
12/11/13
6

7. It’s a great time to be a marketer!
“Moneyball marketing”
1
Channels
2
Experiences
3
Marketing
platforms
4
Data
5
The Data Deluge
Evolving data
capabilities to
deal with
• Volume,
Velocity,
Variety
• Structured,
Unstructured
Processes
Source: Economist - graphic
12/11/13
7

8. It’s a great time to be a marketer!
Nimble, rapid and data driven approaches to go to market
1
Channels
2
Experiences
3
Marketing
platforms
4
Data
5
Processes
Source: ChiefMartech
12/11/13
8

9. Where do we begin?
Focus on the customer –who do we target and what are their needs?
Who do we target?
What are their needs?
Segmentation of prospect universe…
Developing personas
Understanding shopping journey
• Iterative process with internal and
external data to arrive at key target
segments
• Demos, assets, investing behavior
• Alignment with all key internal
stakeholders to prioritize budget
and resources
…allows for a focused approach
House
holds
(US)
• Needs and pain points
• Media consumption
Value
• Identification of needs that
can credibly be met
Target
segments
Target segments are
<1/3 of US HHs, and
have 90%+ of value
12/11/13
• Qualitative and quantitative
primary and secondary
research, to identify:
All US Target
HHs segments
Highly
desirable
subsegments
• Informs messaging, and
articulation of emotional/
rational benefits
• Triggers & engagement
• 20+ touch points, most
are not “paid” or
“owned”
• Role of influencers at
different stages
• Shopping/research
treadmill –how to short
circuit?
9

10. The role of brand in acquisition
More magic / less logic
• Schwab is a classic disrupter
• Democratized investing for the masses
• On the side of the individual investor
….moving beyond “arts and crafts”?
• Marketing mix modeling & optimization: What did we
get for our advertising spending and how much (more)
should we spend?
• Cumulative impact vs incremental spend in one
year, media vs promotions, spend by segment,
channel, geo, etc.
KPI
• Extremely strong brand -continue to evolve
the “big idea” to connect emotionally with
prospects:
OR
(AND)
ative
Illustr
Total spend
• Continue to challenge the industry on breadth
& sophistication of offers, pricing and
transparency
• Up against
• Investor cynicism, lack of trust, inertia
• “Sea of sameness” among competitors
• Macro economic conditions
12/11/13
• Marketers have a seat at the table but 70% of CEOs
have lost faith in marketers ability to deliver growth
from existing or new customers
• 69% of B2C CEOs believe B2C marketers too
focused on creative and social media
• 71% of B2B CEOs believe that B2B Marketers are
focused on the latest marketing technologies to
generate customer demand but don’t deliver
Source: Fournaise Marketing Report
10

11. Integration: Gap between marketers’ & consumers’ perception of
integrated delivery
Inside-out
view:
None
Less
than
half
Marketers’
perception of
About
own integrated
half
marketing
programs1
Most brands,
19%
Don’t know, not sure
Unsatisfactory
32
%%
Fair
16%
Excellent
6 6
% %
Quality of
integrated
marketing
programs
Development
All brands,
& execution of
51% products &
integrated
6%
services
marketing
programs
19%
Good
36% Very
good
36%
products & services
85%
Ideal
Current
Outside-in
view:
Shoppers want
integration,
retailers and
marketers not
delivering it2
72%
50%
39%
Consistency in shopping
experience across
channels
Sources: 1. ANA research; 2. 4th annual consumer Insights survey (Star Group, 2011)
12/11/13
Consistency in
marketing messages
across channels
11

12. Integrated campaigns can span a spectrum of complexity
1
“The Draper”
• Big idea, matching
luggage
• Develop big idea for
TV, translate for
other media using
same look and feel
12/11/13
Unified “seasonal”
or umbrella theme
Individual
campaigns run
independently
2
2-3 marketing
channels
complimenting each
other
e.g. paid search and
social, or paid search
and organic search
3
Large scale multi
channel integrated
prospect
experience, under
an umbrella
campaign,
targeting a specific
audience
12

13. Integrated cross-channel campaign to drive target segments to offline
events, thereby increasing conversion
Engagement (offline)
Awareness & Consideration (online/offline)
Follow up and
Conversion
Digital
• One
central
message
theme
each
quarter
• Themes
based on
research
insights
into target
segment
needs
and pain
points
Print
Search
Branch Event
(Thematic Workshop)
Direct Mail
Landing
pages
Website
Lead Capture
PR
Outbound
Phone
teams
Phone
teams
Branch
personnel
Branche
s in
multiple
markets
Branch
registration
Email
Branch
merchandising
Geo targeted approach to drive quality leads to branches
12/11/13
Speaker Event
Follow-Up
Consultation
Educational Resources
(support branch & speaker events)
Work with functional leads on
workshop themes, content, speaker
selection, schedule, collateral
Provide multiple opportunities to engage with experts
and financial consultants
Ensure follow up to
drive conversion
13

14. Program performance tracked at each step of the process
Demand Gen Activities
Media
Plan
(prospects &
clients)
Call
phone
team*
FSI
Banner
Ads
Paid
Search
PR
Prospects/
Clients
Client
focus outbound
Client
focus inbound
Website
Landing
Page
Registration
Form
Registrations
Attended
Workshop
Follow
Up
Activities
Conversion
Funding
Outbound
Calls
(clients only)
Email
(clients
only)
Inbound
call team
Call
phone
team*
Integrator role coordinated across 17 groups to
design, launch and track all program efforts
Branch
walk ins
•Dedicated phone numbers allowed for tracking from various demand gen efforts, from each geographic area
•Note: not all channel s represented in illustration
12/11/13
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15. Significant analytics required to set up and execute the
program, and determine overall success
Pre-launch
During campaign
Post campaign lift analysis
• Geo Targeting
• Propensity models
Client
Prospect
Total
Difference
before
marketing
KPI
Market and branch selection
for media and events , based
on access to and presence of
target segment
Weekly Tracking
Key Metrics
Clicks
Banners
(#, CTR)
Search
Landing page visits
OBC
Calls (#)
Inbound (PDT)
Emails (oX clients only )
Registrations
#
Attendees
% of registrants
Follow up
Phone calls
activity (w
Branch visits
Other
attendees )
Follow up
Phone calls
activity (w
Branch visits
nonattendees Other
Total # people followed up with
Conversions
#
% of attendees
# in WH
# in advice
NNA (to end
Total
90 days post Average
Median
campaign)
Identifying target
audience
12/11/13


Difference
due to
marketing
Difference
after
marketing

Monthly Analysis
NNA
Lift Analysis
Annuitized assets
(against
New accounts
control
(NTF)
New accounts
markets)
(existing clients)
Return on Investment
• Demand
Generation
Related
• Lead nurture
• Key business
outcomes


Time
• Across Full
Campaign
• By Market
• By Branch
 Test Branch
 Matched Control
Branches
15

16. Challenges with executing on large integrated programs can be
mitigated via various tools, practices and process
Potential approaches/practices
Challenges
• Integration starts at the top
Insufficient marketing budget
Stakeholder
alignment
Existence of functional silos
Lack of strategic consistency across
communications disciplines
Developing the big creative idea to leverage
across all marketing disciplines
56
48
43
Inability to collect & analyze
37
customer data
35
32
Lack of standard measurement 32
27
process times required for some
Long lead
26
elements of program
26
Lack of skill set among marketing
staff
Amount of time devoted to
coordinating various agency efforts
Lack of executional consistency
Source: ANA
12/11/13
• Sr. executive alignment (incl sales) 
commitment to resources, prioritization
• Alignment on insight, positioning and
brief  drives all execution
• Integrated program lead
Roles &
responsibilities
• Level of integration needed across
functions (and within functions)
• RACI
Process &
deliverables
Project
management
• Multiple processes, given complexity
and number of functions/teams involved
• Define, communicate and align clearly
• Project plan with agreed upon timeline,
milestones, deliverables and owners
• Weekly status check ins – live + email
• Know the long poles in the tent,
bottlenecks, critical paths
16

17. Partnerships as a marketing channel
Partnerships can bring brands together to create mutually beneficial relationships that help
in achieving both partners’ business objectives.
McDonalds &
Coca Cola
Partnerships can meet
various organizational
goals
Starbucks &
Apple
Access to a distinct new audience
American
Express &
CostCo
Distribution through distinct a new
channel
Star Alliance
Gaining access to new markets
Filling gaps in a companies offerings
AT&T &
DirecTV
12/11/13
Creating innovation in emerging growth
categories
Walmart &
American
Express
17

18. Potential relationships are sourced within relevant categories,
and are subject to significant due diligence
Partner Categories/relevance scale
Require
relationships
of increasing
size
Financial
Services *
Life Event based
Affinity based
Content distribution
in adjacent spaces
12/11/13
Other relationships
(Interests - travel, sports)
Evaluation Criteria
• Brand alignment
• Economics: lower cost channel
• Scale
• Growth
• Target audience and access
• Contextual relevance
• Deal structure
• Infrastructure needs
• Compliance & Regulatory related:
• Adverse events
• Advice/Client Experience
• Disclosures
• Privacy
18

19. One size does not fit all, and each relationship requires a lot of
nurturing
Categories
Rationale
Type of relationship
• Affiliate relationship
• Joint content development and events
Financial
Services
Partners
Life Event
Partners
A a specific
financial need
exists
• Target with contextually relevant message
Affinity Based
Partners
Endorsed by a
trusted name
• Multi channel test and learn via print, digital,
direct mail, live (workshops, large events)
Content
Partners
12/11/13
Highly engaged
Distribution
channels for
content
• 3rd party content distribution
• Licenseing technology/tools/widgets
19

20. Thank you for coming!
12/11/13
20