Давид Вачадзе – BrandMobile – ICBDA 2016
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Международная научно-практическая конференция International Conference on Big Data and its Applications (ICBDA) выросла из мероприятия Big Data Russia и проводится один раз в год, объединяя на одной площадке создателей новых технологий в области больших данных, представителей бизнеса, а также научных сотрудников и молодых ученых. В этом году конференция прошла 16 сентября в коворкинге Deworkracy. Организаторы ICBDA благодарят Data-Centric Alliance (DCA) за поддержку мероприятия, а также отдельное спасибо Artox Media и NVIDIA.
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Давид Вачадзе – BrandMobile – ICBDA 2016
- 1. От big data к smart data: аналитика клиентской базы в прямых коммуникациях Давид Вачадзе
- 2. Где в принципе живут клиентские данные?
- 3. Где в принципе можно строить прямую коммуникацию?
- 4. Кейс: миссия проекта ₋ Повысить эффективность маркетинга автобренда ₋ за счет data-driven оптимизации ₋ прямой коммуникации с потребителями ₋ в рамках клиенто-центрической модели
- 5. 3 составные части работы с данными от романтизма big data к реализму smart data за 4 шага 1. Собрали много data, отдали покрутить DB программисту. 2. Собрали big data: 1.5 года прямой коммуникации в почте и смс, 228 уникальных точек конверсии в digital. Отдали математику. 3. Добавили small data: продажи, сервис. Отдали аналитику. 4. Добавили живого business process owner-а. Получили smart data
- 6. Кросс-канальный identity matching и другая гигиена данных • В России для доступа в интернет в среднем используется 2-3 устройства (TNS 2016) • Физическая персона представлена в интернете примерно 10-ю unique online users в контексте вебовской аналитики (TNS 2016) • До 35% действий потребителя происходит вне одно-канальной статистики (открыл письмо, зашел на сайт без клика, с другого устройства) (проектные данные BM) • А также все остальные меры по очистке, валидации и интеграции данных = >80% затрат и других ресурсов проекта
- 7. Интеграция данных и работа с базой • В 2х узловых из 228 точек CJ конверсии происходила полная потеря контекста и данных о потребителе • Интеграция данных CJ позволила 67% опт- аутов и sms-only контактов идентифицировать в качестве аудитории programmatic • email ретаргетинг горячих лидов повторных покупок среди посетителей веб сайта • Реструктуризация базы: +33% эффективного охвата при сокращении трафика и бюджета
- 8. Рост эффективности коммуникаций • Data-driven омниканальная стратегия: рост OR до 46%, рост CTR на 17% • Микро-сегментирование рассылок в рамках клуба лояльности: рост OR +28% CTR +66% • Обогащение данных aftersales: рост показателей коммуникации до OR = 41,3% , CTR = 46.5% Lead Prospect Client ClientLead ClientProspect 0 2500 5000 7500 n status open.segment never.opens newcomers sleeping Never opens segment Lead Prospect Client ClientLead ClientProspect 0 5000 10000 15000 n status open.segment current.active current.passive old.active old.passive recent.active recent.passive Regular: 2+ newsletters, 1+ opens
- 9. “Every time I buy a vanilla ice-cream, car won't start”. • Реальный кейс в GM • Выводы: • Не понимаешь что происходит – копай • Слушай потребителя, недооценивай его жалобы, какими бы идиотскими они не казались • Вовлекай бизнес (инженер vs Президент)
- 10. Сравниваем цифры: пример из UK 2014, Homebase • Предыдущий опыт – массовые рассылки со скидками, в результате RR=9%, низкая маржа и ROI=120% • В 2013 году проведена интеграция данных, поведенческие модели (птичий корм x8 кухни) • Развитый оптимизированный CJ (включая офлайн) и коммуникационный план в зависимости от: • состояния жизненного цикла, • Первой/сезонной покупки, RFM, CLV, • контекста (переезд, рождение детей и пр.) • DM RR +500%, повторные визиты +6% • рост ROI на 350% до 4.3:1
- 11. Спасибо! Вопросы? Если осталось время – можно еще посмотреть другие западные цифры/кейсы Давид Вачадзе, Brand Mobile
- 12. Costa Coffee 2012 SVC, персонализация и многоканальность • Охвачены все каналы CJ – in-store, имейл, SMS, онлайн, соц-медиа, поддержка (сервис) • Сегментация RFM + жизненный цикл CLM • 2М участников • 47% рост визитов в кофейни • NPS = 51 (рост c 41) • ROI = 29:1 • £21М инкрементальный доход, 50% инкрементальный рост продаж среди участников
- 13. Whitbread Restaurants 2014 Multi Channel Customer Loyalty Program, рассылки • Веб, мобайл, голос (доступ оператора колл-центра) • Микросегментирование в рассылке (баллы, информация профиля, треггера по датам): в среднем 1М писем / 933 варианта в месяц • Рекрутировано 1,25М участников, 46% сказали что будут ходить чаще, 61% рекомендовали карту • Средний OR=60%, лучший CTR=40% • Покупки среди членов клуба лояльности выше на 25 – 220 %% • 25% транзакций привязаны к карте, 33% дохода от членов клуба лояльности
- 14. CRM-Programmatic: Kiehl’s Canada • Компания традиционно не использует медиа • В рамках данного кейса задействовали базу икоммерса, объединив ее с данными покупателей из оффлайн продаж • Данные из CRM позволили увеличить медийных охват в интернете в 3.2 раза • Конверсия на сайте составила 32%
- 15. CRM-Programmatic: US big box retailer • CRM data onboarding + Lookalike, Programmatic Premium. • Использовался динамический (персональный) креатив • Аттрибуция оффлайновых продаж, 3 месяца • Конверсия in-store: +41% • Consumer Acquisition Cost: -42% • Возврат на рекламу in-store: +74% LiveRamp + Adaptive Audience, задача Drive Online 2 Offline Sales
Notes de l'éditeur
- Innometrics / digital doughnut June 2015, Customer Experience Report, май-июнь 2015 850К срциалистов диджитал и маркетинг
- opt.in.valid.email: operational, regular communication, further segmented in Click Reach to improve efficiency no.optin.valid.email: drive opt-in communication via e-mail, use standard approach (2 email waves + SMS follow up) no.optin.wrong.email: drive opt-in & email update communication via SMS (once) opt.in.wrong.email: subject to email update communication via SMS (two waves since we have opt-in) out.newsletter.on.hold: do not communicate for some time since customer explicitly opted-out. Possible format of re-optin – holidays greeting with simple gift, not earlier than 6 month later/ out.trigger.on.hold: do not communicate for some time, same and newsletter opt-outs wrong.contacts: both contacts wrong, no communication possible until contacts renewed.
- Not.received: did not get any newsletter for some reason Newcomers: registered or updated contact info within last 15 weeks, received some newsletters, but not clicked yet. Trigger messaging Sleeping: registered or updated within 15-32 weeks, receives newsletter but do not opens. Possible SMS reactivation Never.opens: registered or updated more than 32 weeks ago, never opens. SMS reactivation and subsequent drop from regular communication if not reactivated Received 2+ newsletters, and opened at least once (1+) Recency segments (top-level) Current: last open within 15 weeks Recent: last open within 15-32 weeks. “About to lapse” segment, object for surveying on “how to improve communication” subject Old: last opened more than 32 weeks ago. Object for reactivation Activity sub segments (to fine-tune stimulation) Relative opens = opens / received newsletters Active = relative opens exceeds median value within segment
- “Every time I buy a vanilla ice-cream, car won't start”. After sales service is provided by the service division, which uses ERP to track complains. Email was received by the service division: “I have purchased your car. When I go to office it works fine. But, when I go to buy vanilla ice-cream the car does not start”. This was entered in the 'helpdesk' module in the enterprise software. Obviously such complain was ignored by the service engineer. However, the helpdesk software used for tracking, automatically escalated to the president. Who read the complete email as follows: “I don't blame you for not answering me, because I sounded crazy, but it is a fact that we have a tradition in our family of Ice-Cream for dessert after dinner each night, but the kind of ice cream varies so, every night, after we've eaten, the whole family votes on which kind of ice cream we should have and I drive down to the store to get it. It's also a fact that I recently purchased a new Pontiac and since then my trips to the store have created a problem. You see, every time I buy a vanilla ice-cream, when I start back from the store my car won't start”. If I get any other kind of ice cream, the car starts just fine. I want you to know I'm serious about this question, no matter how silly it sounds”. The Pontiac President was understandably skeptical about this crazy complain, but sent an engineer. to check it out anyway. The field engineer went with laptop and diagnostic software, etc., who was surprised to be greeted by a successful, obviously well educated man in a fine neighborhood. He had arranged to meet the man just after dinner time, so the two hopped into the car and drove to the ice cream store. It was vanilla ice cream that night and, sure enough, after they came back to the car, it wouldn't start. The Engineer returned for three more nights. The first night, they got chocolate. The car started. The second night, he got strawberry. The car started. The third night he ordered vanilla. The car failed to start. Now the engineer, being a logical man, refused to believe that this man's car was allergic to vanilla ice cream. He arranged, therefore, to continue his visits for as long as it took to solve the problem. And toward this end he began to take notes: He jotted down all sorts of data: time of day, type of gas uses, time to drive back and forth etc. In a short time, he had a clue: the man took less time to buy vanilla than any other flavor. Why? The answer was in the layout of the store. Vanilla, being the most popular flavor, was in a separate case at the front of the store for quick pickup. All the other flavors were kept in the back of the store at a different counter where it took considerably longer to check out the flavor. Now, the question for the Engineer was why the car wouldn't start when it took less time. Eureka - Time was now the problem - not the vanilla ice cream!!!! The engineer quickly came up with the answer: "vapor lock". It was happening every night; but the extra time taken to get the other flavors allowed the engine to cool down sufficiently to start. When the man got vanilla, the engine was still too hot for the vapor lock to dissipate. Moral of the story: Never underestimate Clients' Complaint, no matter how funny it might seem! This is a real story that happened between the customer of General Motors and its Customer-Care Executive. - See more at: http://www.dnserp.com/crm2.htm#sthash.ABNqdMJv.dpuf
- http://dma.org.uk/awards/winner/2014-gold-best-use-of-data-in-a-multi-channel-environment 'Customer First' Client Homebase How did the campaign make a difference? Outside of key seasonal drivers, DIY projects and purchases are erratic and unpredictable. This had led Homebase to employ a CRM strategy built around monthly high volume ‘event’ DM mailings with blanket discounts, in the hope of being right for at least a significant minority. But by finding patterns of behaviour in transactional and non-transactional data, they were able to make the unpredictable predictable, initiate purchases and spot further opportunities to maximise Homebase’s ‘Share of Project’. Customers now receive offers that are tailored to them, put in context and priced competitively for their area – with irrelevant, poorlytimed messages cut out. The strategy has been transformational – generating £60.7m of incremental revenue in 2013 and a ROI up 350% to 4.3:1. Strategy For over a decade, the communication strategy had, in the face of ever more margin eroding discounting, remained focused on optimising the 120% ROI and 9% response rate – ignoring the 91% of nonresponders and overlooking the fact that they enjoyed 50% share of wallet for their best customers. By putting the customer at the heart of the its thinking, the brand found behavioural patterns that showed customer needs and intent. For example, people who bought birdseed were eight times more likely to be considering a kitchen. By evolving data management and fulfillment processes (with no new systems or budget), Homebase can now deploy highly personalised CRM programmes with dynamic communications and unique ‘communication pathways’ for each customer. The brand can now deliver the right message at the right time, increasing customer value. Creativity Homebase created ten new integrated DM, email and store programmes that recognised a customer’s lifecycle, lifestage, behaviour and value. Magazines, emails and inspiring shareable content was created to increase customer value. First time shoppers, seasonal purchasers and frequent buyers joined lifecycle programmes that maintained regular contact around seasonal or interest areas. Relevant offers were targeted to those at significant lifestages, such as moving home, becoming a parent or retiring. Highly responsive DM, email and ‘at till’ communications were triggered by spend and non-spend behaviours in order to maximise the brand’s share of a specific project. Homebase developed a hierarchy to determine customer inclusion in a programme and used dynamic content to deliver a message to suit their interest or project. Results The raw financial results speak for themselves. Homebase have now been on this CRM journey for three years. In 2013/14 it delivered £60.7m of incremental sales – over four times greater than the impact three years ago. The new CRM strategy smashed the profit target by +48% and was a significant contributor to Homebase’s £11m operating profit in 2013/14. Most impressively it was responsible for +4.5% of total business growth.
- Довольно интересным с точки зрения возврата инвестиций получился проект MRM Meteorite для Costa Coffee, серебряный призер Best use of eCRM 2012 года ассоциации Директ-Маркетинга Великобритании http://www.dmaawards.org.uk/silver-best-use-of-ecrm . Цифры впечатляют: 2900% возврат инвестиций, 50% инкрементальный рост продаж среди участников программы, 47% рост визитов в кофейни. Все это совокупно привело к инкрементальному росту доходов в размере £21m (21 млн фунтов стерлингов). Успех проекта обеспечили высокая степень персонализации, и использование понятной и эффективной двухуровневой системы сегментации: (частотная RFM-модель и CLM-модель управления жизненным циклом потребителя). Кроме того сыграл свою роль масштаб проекта, вовлечение специализированных агентств для выполнения отдельных задач, а возможность точно оценить ROI обеспечила интеграция с POS. We drove an ROI of 29:1 (up from 5:1) and a Net Promoter Score of 51 (up from 41). Coffee Club generated an incremental £21m to the business and we did this by increasing the frequency of the Coffee Club by 47% and the ATV by 6%.
- Client Whitbread Restaurants How did the campaign make a difference? Through this multi-channel loyalty programme, Whitbread has been able to develop a personalised approach for its most valuable customers. Creating a single customer view database from all loyalty customer data and non-loyalty transactional data, Whitbread has been able to provide highly personalised communication and build a real one-to-one experience between three of its brands and their customers. Producing a 'friend of the brand' approach not only improved engagement but has greatly improved the number of customers who regularly return to each restaurant. Over a third of all of revenue now comes from a loyalty member. Strategy Nurturing your biggest fans is one of the best ways to grow revenue – so Whitbread set out to create a database specifically for loyal customers in order to always know who they are, what they need and how the company can deliver value to them in the most positive, relevant way. As the programme covered three specific brands – Beefeater, Table Table and Brewers Fayre – Whitbread wanted its customer to knew that they would be recognised and rewarded across the group. Email address was used as the unique identifier. Regular statement information based on the users' current points balance and personal profile information is created dynamically. Creativity The creative thinking behind the campaign was to use personalised experiences to build a true one-to-one rapport between brand and customer. Messaging was highly targeted and personalised – using automated offers to celebrate personal occasions, such as a free birthday meal or a free bottle of wine on their anniversary. A new mobile version of the website was introduced in response to customer needs and a technology portal is used to enable call centre staff to efficiently support any customer needs, such as registering customers securely to the programme, helping them redeem points, helping print and mail vouchers, adding discretionary points and updating profile information. In the past year 11,038,945 emails have been sent – with, on average. 933 variants of statement email sent each month. Results The loyalty campaign was superbly received by customers – with more than 1.25 million signing up. 46% say they would visit a restaurant more often as a result and 61% have recommended the card. The email campaigns were extremely engaging – average open rates topping 60% with nearly 40% click-through on some campaigns. And loyalty members have increased average spend at a much faster rate than non-members: 25.82% against 11.91% for Beefeater Reward Club, 5.31% against 4.83% for Brewers Fayre Bonus Club and 9.19% against 5.54% for Table Table Tasty Rewards Club. On average 25% of all transactions now involve a loyalty card swipe and 33% of all revenue comes from loyalty customers.