4. Customer Engagement Framework
Personal
DynamicReal-time
Automate • Align Goals to market Segments
• Set Objectives for each Interaction
• Allocate Budget & Expense to achieve
Goals & Objectives
• Identify Preferences
• Understand Customer Journeys
• Define Market Segments
• Create amazing customer experiences
• Sequence Interactions within an Experience Map
• Specify channels, creative, and offers required for
each interaction
• Assemble and manage creative and offers
• Understand use/reuse of create and offers
• Ability to test (A/B or MVT)
• Collect data and behaviors for reporting
within Optimize, Understanding, and
enhancing the CVOC
• Develop views, reports, and executive
dashboards
• Financial impact of Plans,
Goals, and Objectives
81% of companies say they have or are close to having a holistic view of their customers, however, 37% of consumers say their favorite retailer understands them.
The misalignment suggests something to be done here.
Digital Natives have expectations. Tying digital natives to digital enablement- instant gratification is the psychology behind it. Who can deliver?
The job of marketing today looks nothing like it did 2 or 3 – let alone 5 – years ago.
The job has changed tenfold in scope and complexity. Consider these changes:
More data- in real time, constantly growing
Campaigns are triggered real time
Channels to reach customers have exploded- paid, owned, earned
Products & services span a greater spectrum
Analytics have increased in sophistication
What challenges does this create for engaging clients?
Disparate data across the company
Increasing number of engagement channels
Producing relevant and personalized content
Example: Buy your dad a Father’s day gift and then get spammed with fishing gear in your email for 3 weeks -> not personalized, not relevant to your past purchases (not using existing client data), too many interactions (you don’t usually interact via email)
Detailed description of changes…
Database marketing was about a known set of attributes with segmentation updated 1-2x a year; now the types of relevant customer information are constantly growing and you are expected to assemble it into dynamic customer profiles
Campaigns were all scheduled and pushed out; now they are increasingly triggered by customer events and personalized dynamically
The number of channels to reach each customer has exploded across paid, owned and earned
Offers have gone from only product and price to much broader sets of relevant services and experiences – many that may not be owned by marketing or even your company
Through it all, you have to deal with exploding data and analytics to know customers better, identify new opportunities, demonstrate and improve results
Suggested leave behinds:
HBR article on the New Basics of Marketing dedicated to the rise of the chief marketing technologist: https://hbr.org/2014/07/the-rise-of-the-chief-marketing-technologist
New IBM-Wharton CMO executive Education program: http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/the-cmo-advantage
CMO Insights from the IBM Global C-Suite Study:
http://www-01.ibm.com/common/ssi/cgi-bin/ssialias?subtype=XB&infotype=PM&appname=GBSE_GB_TI_USEN&htmlfid=GBE03593USEN&attachment=GBE03593USEN.PDF
THE FRAMEWORK
We’ve designed our solution around the way marketers work (the interface of the IMC is built seamlessly around the framework)
Different functions across the enterprise in siloes. In reality, these functions are all connected but often they get “stuck” in their own siloes. The framework connects these different departments so that they can work together to create engagements (at the center of the framework)
The framework does two things
Brings those functions together in a common interface and workflow
Gives businesses the flexibility of multiple entry points (For examples: A business who is just starting in the digital marketing world may want to just invest in JA & JD to begin. OR, a client who is an advanced user may want to add complex DA tagging or mobile capabilities)
Example: Think about your favorite brand. In side the company they have different people performing different functions (traditionally these are siloed). There’s a team in charge of email, one that works the call center, another that handles analytics. Now that the customer is the center of the journey, customer engagement is pervasive across the organization. Therefore, brands need to tie their functions together and break down siloes.
If you want to truly engage the customer (ESP MILLENNIALS) in real time, in context, with personalized content…. You need to have a framework that unifies the functions across the enterprise
** We’re not trying to only segment and target millennials, millennials are setting the golden standards…. That have led all consumers to demand personalization. This is now the strategy for all generations
Personalized
Real time
Continuous across channels
Responsive, adaptive
Efficient
connected
We are now going to step through a journey as a Millennial consumer… both from their view and peeking under the interactions to look at the tools that can help you engage your millennials customers
ready access to information/data
opportunities to connect and collaborate
easy, fast, convenient engagement
…To create branded, relevant, omni-channel clientexperiences that all clients want
All about blending in to their daily life
Use tools that allow you to provide b2b millennial clients with consistent experience across channels
The ability to understand clients and design relevant journeys show that you value them
Leverage client data to get meaningful insights
Conduct a client experience assessment
Identify where pain points can be eliminated and improvements can be made
Create client personas informed by data insights from your current client base
Build a 360-degree perspective of your clients’ likely influencers
Use social listening tools and analytics to see if influencers have sufficient exposure to your brand
- Engaging millennials is all about blending with their lifestyle
Use digital channels to engage millennials AND bring them to in person
At first- Engage millennial audience with in person events
Use digital to connect millennials with local events… user groups, info groups, networking, hackathons, conferences, conferences with a millennial focus
On day to day….. Email, phone, text, social, etc
Vendors/Marketers can use cloud-based development technologies to create relevant mobile experiences for clients
Develop mobile business apps that decision makers and their teams can use to access data and perform specific tasks
Ensure content is authentic to the brand, accurate, relevant to what the client needs to know, and easy to access
Integrate Millennials into your sales and marketing teams
Have Millennials help design the guiding principles for client convenience
Introduce Millennial reps to Millennial clients
Myth: Millennials aren’t opposed to in person contact. In fact, they value it. Smart marekters are using digital to bring millennials in store. By listening, brands can engage millennials at the right time to bring them in store.
UBX, UB, DA
Listen to what buyers are saying… via social and brand aps etc
Invest in to maintaining the relationship after purchase = brand advocates
Make capturing and sharing client references a strategic priority
Reach out to satisfied clients to let them know you want to share their story
Develop strategies that spotlight client success stories via digital, traditional and experiential channels
Optimize
What is it? Determines optimal contact strategy for each customer, uses powerful integrated algorithms, balances business objectives & constraints with customer preferences and history. Achieves maximum overall marketing ROI while satisfying the need of individual product lines and businesses