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Omni channel experiences your customers want!
The document discusses the evolution of marketing towards omni-channel experiences, emphasizing the use of customer data to drive engagement and retention. It outlines the challenges faced by CMOs in utilizing big data and delivering seamless customer experiences across multiple channels. The presentation also highlights the shift towards hyper-innovation and hyper-adoption in a digital landscape, aiming to meet customer expectations for relevant and personalized interactions.
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Omni channel experiences your customers want!
- 1. Omni Channel Experiences ThatYour Customers Want! Darrel Kammeyer Executive Director, Marketing Solutions – Teradata Interactive
- 2. #1 Business Challenge:Use Customer Data To… Introduction Fill “Butts In Seats!”
- 3. Introduction Fill “Butts InSeats!” New Revenue Streams +
- 4. My Loyalty ProgramLearnings – 80’s & 90’s 1.There’s huge positive marketing momentum behind customer data! > Harnessing customer data can unleash a…. “Direct Response Super Power” 2. Incentive & Recognition = Changes Customer Behavior 3. Shores-Up “Share-of-Wallet” Spend 4. Retention Is Dramatically Less Expensive Than Acquisition 5. Partners = $ New Revenue Streams Introduction
- 5. Introduction Mileage Plus wasborn: - 1981 We were the 2nd FFP: 1-week after AAdvantage was launched
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- 8. Introduction Adoption of LoyaltyPrograms – Multiple Industries Data Driven Reward & Recognition: •1981 – American AAdvantage & United’s Mileage Plus •1997 – Harrahs Adopts Frequent Flyer Program Model Total Gold •2000 – Harrahs Launches First National Multi Casino Program: Total Rewards – 40M+ Members •Now -- Player Club Programs: Parity Products
- 9. Omni Channel Evolution… Today’sAgenda Past: Simple Now: Messy Future: Dialogue Sources: Diffusion Of Innovation". Licensed under CC BY 2.5 via Wikipedia, MT Landscape: Scott Brinker , ChiefMartech.com
- 10. “You can't connectthe dots looking forward; you can only connect them looking backward. So you have to trust that the dots will somehow connect in your future... This approach has never let me down; it has made all the difference in my life.“ The Past… – Steve Jobs
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- 12. The Past… Marketing UsedTo Be….
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- 16. The Past… The RodgersTechnology Adoption Curve: 1956 Source: Diffusion Of Innovation". Licensed under CC BY 2.5 via Wikipedia
- 17. Welcome To TheAge of “Hyper-innovation & Hyper-adoption”* Today… *Source: “Hyperadoption” – 2015 Forrester Research
- 18. “Hyper-Innovation”* > New Innovations -cloud architecture - ubiquitous connectivity - big data analytics - artificial intelligence Today… *Source: “Hyperadoption” – Forrester Research Hyper-Adoptive Environment: 4 key areas of our lives 1. produce & control the physical 2. interact with technology 3. maintain our wellbeing 4. connect with each other
- 19. Dramatic Expansion ofInnovation: Today… Sources: 3dprint.com, roboshop.com, behance.net, “Hyperadoption” – Forrester Research 1. Produce & control the physical: 3D Printing Drones Self Driving Cars
- 20. Dramatic Expansion ofInnovation: Today… 2. How we Interact with technology Voice Interfaces Mixed Reality Robotics Sources: Forrester Research, Google.com/googlevoice, microsoft.com/microsoft-hololens, aldebaran.com,
- 21. Dramatic Expansion ofInnovation: Today… 3. Maintain our health and wellbeing Wearables Google Glass 2.0 Implants Sources: Forrester Research, Google.com/glass, Wearables.com
- 22. Dramatic Expansion ofInnovation: Today… 4. Connect with each other One-to-One One-to-Many Many-to-Many Sources: Forrester Research, Whatapp, Meerkat, Altspace
- 23. Today… *Source: Gartner Symposium:ITxpo 2014, Barcelona, Spain Welcome to The Age of “Hyper-adoption”* Where Customers have eagerly adopted new behavior Digital innovations in the Internet Era have quickly captured billions of users! Internet of Things: Current connected devices - 4.9 billion By 2020 = 25B* The Social Adoption Explosion: Facebook 1.4B (250M mobile), YouTube: 1B
- 24. Today… Source: “Hyperadoption” –Forrester Research, Gartner 2014 Report Connected Devices Welcome to The Age of “Hyper-adoption”* Why have customers eagerly accepted digital innovation? Disruption drives Hyper-adoption by reducing loss: No longer is product R&D long and expensive Marketers are now offering benefits which reduce loss aversion Adoption of new things no longer costs customers what it used to
- 25. “The Age of“Hyper-adoption””* - Marketers can offer benefits to overcome loss aversion, but we need to be aware that: consumers have less emotional connections to new products Hyper-Adoption leads to Hyper-Abandonment Ubiquitous connectivity – customers are connected to multiple channels Today… Source: “Hyperadoption” – Forrester Research, Gartner 2014 Report Connected Devices
- 26. So Many Channels,So Little Time…. Today’s CMO Challenges Can we find valuable insight… and ACT on the “Big Data” that we collect on our customers? Are we using our customer data to effectively engage customers? How are we justifying our spend on social? What are our customers saying about us online? Are we really providing a seamless, cross channel customer experience? Photo credit: Free Images UK
- 27. Today… The Omni-Channel:Wheel of Terror! Kiosks • Offers • Transactions Company Interest Boards • Posts, pins and likes •Followers and following •Forums Custom Content • UGC (User Generated Content) • Partner Channels • Viewers and posters • Embed activity Property Locations • Transactions • Purchase history • Guest Behaviors • Preferences Direct Marketing • Email offers and response • Promotions, invitations • Newsletters, magazines, • brochures Traditional Media • Radio, TV, Newspaper • Billboards • Magazines Loyalty Programs • Clubs and contests • Co-branded credit card • Loyalty tier and point balance • Travel partners Company Social Sites • Friends and fans • Followers, following, likes •Influencer networks, reviews •Customer Service Call Center • Issue resolution • Surveys • Reservations, call notes Web Channel •Brand.com and non brand.com •Transactions, abandons, cancels •OTA’s •Surveys, Wish lists Mobile Channel • App activity • Digital, SMS • Location YOUR BRAND YOUR BRAND YOUR BRAND YOUR BRAND YOUR BRAND YOUR BRAND YOUR BRAND YOUR BRAND YOUR BRANDYOUR BRAND YOUR BRAND YOUR BRAND Franchisee Relationships • Purchase patterns • Brand communications Property Messaging • Monitors • In room TV • In room phone Digital Media • Ad click response • Paid search • Ad re-targeting • Affiliates
- 28. Campaign Management hastransformed into… “Continuous Customer Interaction Management” Today…and in the Future • Teradata have morphed it’s former CM tool to be an active hub to capture & feed customer data to: – supply customer data to channels – decision & deliver offers in real time • enriched with offer & contact optimization • enhanced with digital messaging • in the cloud or on premise or a bit of both
- 29. “Connected Shopping” isnow the Norm…. Today…and in the Future
- 30. Today…and in theFuture “Let me connect and interact across any channel at any time and get a seamless anywhere anytime experience…” “What’s in it for me? ‘Listen’ to me, then send me relevant offers, when I need them, where I need them and when I want them……” “Give me compelling content that finds me, captures my attention and makes me want to comment and share…” Customers Expect -
- 31. Virtual Stores - Today…andin the Future Home Plus – Subway, S. Korea - 2011
- 32. Virtual Stores Peapod –Chicago Bus Stop Tesco – London Gatwick Airport Walmart – Toronto Pearson Airport Nautica -- JFK & La Guardia Today…and in the Future
- 33. Today…and in theFuture • Available inventory at every location • Site to store • Fulfill from anywhere • Endless aisle • Same day delivery Inventory Visibility
- 34. Right Message, Channel,Frequency & Time Today…and in the Future Tailored and relevant to an individual. Data-driven: Messaging • Content • Incentives • Pricing • Delivery • Channel • Frequency • Time
- 35. Technology Enhanced Stores Today…andin the Future • Mobile check out • IPad - purchase history • Online touch points • In-store customer tracking • Google Wallet & Apple Pay enabled POS
- 36. Social, Local, Mobile Today…andin the Future • Bring social to the store • Mobile ease of shopping • Augmented reality • Local assortments, activities, events
- 37. Integrating Social intoLoyalty Programs Today…and in the Future
- 38. Integrating Social intoLoyalty Programs Today…and in the Future
- 39. Integrating Social intoLoyalty Programs Today…and in the Future
- 40. Integrating Social intoLoyalty Programs Today…and in the Future Inspiration Interest Information Incentives
- 41. Today’s connected consumer….automatedrelevant dialogue Today…and in the Future On phone with call centre; hearing 1:1 next-best offer. Influencer VIP offer for his 10th online product review. Thank you SMS as she’s leaving store. Personalized offers on her receipt. Browsed then abandoned online; now buying in store. Removed from upcoming “free shipping” email.
- 42. 42 02/19/16 TeradataConfidential Customer Journey • Text, E-mail, Mobile messages at any applicable point during the journey • Customer browses internet for Vegas Shows - gets “pop- up/banner” ad directing them to website • Reservation booked via website, “click to chat” or Call Center” • Guest Room: Touch points are in- room TV, personal phone call, note, or voicemail in room • Casino: Touch points include slot machine, pit/floor staff, cashier cage, etc… • Confirmation pre- arrival message via direct mail, tele-services, or other • Property Arrival: Touch points include front desk, valet, concierge, kiosk, PBX • Dining, Nightclubs, Retail Outlets: Hostess check-in or reservations, cashiers, etc… • Special Events: Check-in, Box Office, at Shows, Concerts • Post-departure message; (Traditional) follow-up via direct mail or other • Check- out: Front Desk, Kiosk • Sister Properties: All enterprise touch points for cross-property visitation • Other Outlets: Spa, Pool, Gym, Golf Course, etc…
- 43. Today…and in theFuture Multi-Channel Customer Conveniences Are Now Mainstream Customer Offers & Mobile Conveniences Hotel & Casino Customer Service & Player Development Update Databases & Transactions On The Fly”
- 44. Today…and in theFuture Omni Channel BI and Reporting Bringing Customer Data Together For Marketing, Operations, Customer Service – on Mobile Devices -
- 45. We’re hereto help: As Your Marketing Technology Partner Today…and in the Future
- 46. 46 02/19/16 TeradataConfidential Multi-Channel Customer Experience Vision & Strategy Acquire & Identify Understand Communicate & Influence Operationalize Measure Create a relevant dialog to influence customer behavior and loyalty Leverage new and proven analytic methods to explore and understand customer behaviors Identify the type and quality of data required and acquisition process for successful customer analysis Provide KPIs and reporting methods to monitor business results and initiatives Adapt processes and systems based on customer insights, while maintaining optimal business results Define and prioritize the channels and customer focus to differentiate your brand
- 47. 47 02/19/16 TeradataConfidential Omni Channel Readiness Assessment Sample Assets & Work Products (Illustrative)
- 48. 48 02/19/16 TeradataConfidential Marketing Capability Assessments
- 49. We Love Feedback Questions/Comments Email:[email protected]; [email protected] Follow Me: LinkedIn – www.linkedin.com/in/goodbyca Rate This Session with the PARTNERS Mobile App Remember To Share Your Virtual Passes Follow Teradata 2015 PARTNERS www.teradata-partners.com/social
Editor's Notes
- #2 Hello and welcome to this session: Omni Channel Experiences That Your Customers Want! (If not introduced by someone) I’m Darrel Kammeyer – In my former life, I was a Teradata Client – not just once, but FOUR TIMES! Now reborn, I’m a part of Teradata Marketing Strategy Practices group within Teradata Interactive. A little bit of a set up on my background so you can get an understanding where I’m coming from as a data-driven marketer.
- #3 Build 1: I started off in the 80’s – fresh out of college, eager and wet behind the ears, working for a major us carrier with an interesting FIRST challenge in my career… How do you use the power of CUSTOMER DATA to…. Build #2: “Fill Butt’s in Seats?”
- #4 Build 1: I know this sounds really basic, but in the 80’s Loyalty Programs were new and embryonic -- similar to what we’re going through today in the Digital, Big Data, and the Omni Channel world. Build 2: How do you do this, fill butts in seats, …while also getting the added benefit of new revenue for the airline – where about 1/3rd of the “free seats” (reward redemptions) are paid for by promoting your partners? -- This is what I called in the 80’s – as Partnership Customer Data Cross Pollination… or “The S&H Green Stamps Concept gone Mad.” Transition: in summary, my loyalty lesson’s learned in the 80’s and 90’s….and is still used as a bedrock for traditional direct response is:
- #5 Build 1: that there is #1 HUGE power behind customer data…that if, harnessed correctly, it could be used as a Direct Response Super Power! Build 2: Loyalty Programs have been used to provide Incentive & Recognition -- to ultimately change customer behavior… Build 3: Which then could be used as a competitive advantage to shore up “share of wallet” spend against the competition Build 4: Also by focusing efforts on existing customers – “the positive math of retention” – makes it much more lucrative to focus on the care and feeding of existing customers than on acquiring new customers – which we all know, is much more expensive. Build 5: And of course, by having strong partnerships, can offset your costs and build new revenue streams. Transition: I owe my valuable direct response loyalty lessons to the airline industry…
- #6 Remember The Friendly Skies? (And this aircraft livery? ) United Airline’s Mileage Plus – was the second frequent flier program launching 1 week after America’s AAdvantage program – in a house in West Hollywood California -- where I kid you not: the computer room was in a kitchen … Transition: So some 15 years later….
- #7 After we launched Lufthansa’s Miles and More Program, I eventually moved to Bangkok in the early 90’s to launch the “Royal Orchid Plus Programme” for Thai Airways International. United believed it was time to move past the domestic US -- and “Go Global” with our loyalty program. The strategy was that if we took all of our existing domestic partners and then built strategic international alliances, we could beat our existing competition (AA) by “locking up” and expanding the partner relationships in our international markets.
- #8 With United, Lufthansa and Thai (and two other airlines. Air Canada and SAS) the first international program started what was called the Five Star Alliance. Our route maps matched up nicely…and therefore the Five Star Alliance was born. In 2007, The Star Alliance went beyond the original 5 carriers and became the world's largest global airline alliance . As of last year, the Star Alliance moved some 637.6 million passengers, ahead of both SkyTeam and Oneworld. Now the power of retaining and “incenti-fying “ our customer bases was proven… we cross pollinated our customer databases amongst our partners…Moving more airline seats, “heads in beds “for our hotel partners, filling more butts in car seats for our rental car partners, and increased the share-of-wallet with our credit card partners by making customers daily purchases revolve around their travel plans….globally. Transition: So soon, other industries discovered the power of data-driven loyalty programs…
- #9 Fast Forward into the Late 90’s -- and now the Frequent Flyer Model began to influence other verticals. Casino Companies in Nevada started to follow the same FFP model on the Casino Floor with their Player Club Programs. Now instead of “Hub-ing and Spoke-ing” Frequent Flyers, we were looking at taking our riverboat customers and bringing them into Destination Las Vegas. The incentive of the Miles Commodity was converted to a “points” program – and we began tracking all of the behavior not only at the Games, but at the Spa, Hotel, Restaurants, Bars, Nightclub, Entertainment Venues and Retail stores. So much so, that now every casino has a players club program. So after launching 4 Enterprise Data Warehouses & Marketing Application implementations in the casino industry, I now find myself on the vendor side here at Teradata – helping marketers with the same challengers I used to face… using technology as an enablement to move the revenue needle with their customers. Transition: So for today I’d like to walk through…
- #10 The past, present, and future of Omni Channel Evolution… In the Past – we’ve explained customer adoption – the rate at which customers have accepted new products and services with a bell-shaped curve. Today, I’ll argue that these “rules” on our customers are no longer valid. Today/NOW: we know that customers have been thorough an unprecedented digital and mobile expansion… with so many vendors in this space, it’s frankly…just messy. I’d like to talk about our challenges as Marketers in today’s hyper-active environment, providing insights and examples on what companies are doing by creating, testing, and then launching really unique - customer interaction and dialogue-based programs that work across multiple channels. And Last, I’d like to spend a few minutes to suggest ways you can get ahead ….to move toward creating true dialogue with your multi-channel programs…that make the most sense for your company and your customers. Transition: But first, let’s quickly look back to see historically where we’ve been with the customers’ rate of adoption….
- #11 “ You can't connect the dots looking forward; you can only connect them looking backward. So you have to trust that the dots will somehow connect in your future. ... This approach has never let me down; it has made all the difference in my life." Transition: So let’s go back to the Golden Era of Modern Advertising, The Days of David Ogilvy, Leo Burnett – the 50’s-60’s of the Mad Men – the name given to the advertising mavericks on Madison Ave.
- #12 Run Mad Men Clip: https://youtu.be/5y4b-DEkIps?t=1m7s
- #13 When….Marketing used to be… (pause) SIMPLE??
- #14 When you met with your agency and it was focused on Brand, Image and maybe served with a little demographic research on the side?
- #15 Your campaigns were directed to large groups and the masses You utilized broadcast as your primary vehicle…. you had very little customer data driving the execution or the responses.
- #16 And where 80 percent of the customer purchase decisions were influenced right inside the store. Yep, THINGS have changed – and more importantly CUSTOMERS have changed dramatically over the past couple decades…that’s for sure. Transition: the Old Rodgers Technology Adoption Curve….where customer behavior is assembled together in five neat groups…you know the ones – innovators
- #17 Well, it no longer is valid/can be used… Transition: Fast Forward to Today’s Customer Adoption Curve--- which isn’t a curve at all, but more like an straight arrow up!
- #18 Which brings me to…. Welcome (to what Forrester calls…The Age of “Hyper-innovation & Hyper-adoption”* (Transition: yep, everything is pretty much Manic and HyperActive!)
- #19 First Off, Hyper-innovation is centered around four enabling technologies: * Cloud architecture, * Ubiquitous connectivity, * Big Data Analytics, and * AI These key technology innovations have created a Hyper Adoptive Environment which we are now witnessing where innovation occurring in four key areas of our lives. Produce and control the physical world How we interact with technology innovations centered around our well being and innovations that focus on how we connect with one another Transition: Examples of this hyper-innovation is affecting our lives includes in this first category – Innovations around Producing and controlling the Physical World…
- #20 Innovation in how we produce and control physical things – is taking off: * from advances - in 3D printing – which started off in the commercial industry AND now is moving to the hands of consumers * to drones for commercial and personal purposes, from delivery of goods (amazon), food/pizza (dominoes), to security services – land surveying, real estate sales. * to self driving cars that are practically here overnight – Tesla announced they are mapping every lane on EARTH in order to navigate its self-driving cars while Mercedes has already created the world’s first self-driving Semi-Truck. Transition: The second area of this “Innovation Invasion” …. Is centered around how we interact with technology….
- #21 Is centered around how we interact with technology: Which in includes new interfaces that are becoming more and more mainstream. Obviously the easy-to-use Apple interfaces, dramatically changed the adoption curve of how we interact with our computers, smart phones and tablets… but now we are witnessing the rise of new interactions with technology through : intuitive voice-assisted interfaces that big digital platforms like Amazon, Google, Apple and Microsoft are offering To beyond voice – like Microsoft's mixed reality, Holographic – or HoloLens headset that is being released to developers next year To NEW Robotics that will be companion technologies – like Pepper, from the softbank group - that perhaps will soon help you manage your daily life. Transition: next, the third area of innovation has pushed its way into our health and wellbeing
- #22 Many of us use wearable technology today like Pebble time, Jawbone UP3 bands, and Fitbit Google Glass 2.0 is hinting at new functionality that will be related to our health…. And implants have taken off to help those in need like, eye lenses, cochlear implants electronic throat tattoos, password pills, and memory chips Transition: The last area where hyper-innovation is taking hold in our lives is with How We Connect With One Another….
- #23 This is one of the key Innovation areas of our lives that we’ve all experienced – that has had society implications: how we use technology to connect with each other Either one to one like WhatApp, One to many with Facebook AND Meerkat, and Many-to-many Altspace. Transition: These four areas of technology are in reality a new renaissance of innovation -- it is touching our lives, profoundly, and at such a rapid pace - where that old 1950’s Rodgers Adoption Curve has become obsolete! Welcome To The Age of …
- #24 (Build) Hyper-Adoption… (Build) Where Customers Eagerly Adopt New Behavior Yes, absolutely, the rate at which consumers have accepted the new technology is a direct result of the innovation invasion …. And we all know this when you simply look at your own lives and families, we’ve all been a part of this fast-paced roller coaster adoption ride -- and you’ve seen the trends: (Build) Last year, a Gartner report read 4.9 billion connected devices will be in use this year. In less than five years, the number will jump 5 Fold – to over 25 billion! (Adobe currently has 1 Billion of this today.) (Build) We’ve also seen the meteoritic rise of Social with 1.4 Billion Facebookers (with 250 Million active mobile users) to now over a Billion YouTubers. Transition: So why ? Why are we eagerly adopting all of these new innovations – which have moved us so fast forward into a multi-channel experiences?
- #25 (Build) Because disruption drives Hyper-adoption by reducing loss…. (Build) 1) This fruition of hyper innovation is partly due to the fact that R&D isn’t near as long nor as expensive as other innovations have been in the past (Build) 2) We’re reaching out to our customers as Marketers by offering benefits which cut down on our aversion to loss. For instance, joining Facebook and most social networks are free – and there is little in the form of “friction” for customers to join. There isn’t this prior past resistance to change – -- as it doesn’t come with a price. (Build) 3) As humans we’re loss adverse – our human, biologically-based nature has in us that we believe in the world of tradeoffs, scarcity. We’ve have evolved to believe that we must “give up” something old – in order to make room for the new” Where we used to be cautious about new things – particularly based on high prices of new technology – the customer segmentation of the Rodgers Adoption Curve made sense. Transition: So the good news is that consumers are more than ever willing and eager to try new innovations. However, we need to be aware that…
- #26 * Consumers have less emotional connection to new products * With the quick adoption rates…comes the quick abandonment rates And with everyone always connected with multiple devices….there’s more fractioning and splintering of channels than ever before. Getting “eyeballs” is even harder than ever before. (Build) (parenthesis) Transition: Therefore, YES… (Build) You have to Think Differently about your customers today, than in the past!
- #27 As CMOs, we definitely have to think differently… Getting to the heart of customer activities and responding to them appropriately and seamlessly – in their preferred channel, while maintaining a “one brand, one voice” in consistent messaging is a HUGE challenge for today’s marketers. With so many channels at our customers’ fingertips, -- cause many of us in our corporations to struggle to offer seamless, integrated omni-channel experiences. Transition: Which now brings me to my Wheel of Omni Channel Terror – yes, its an eye chart that is very ugly indeed…
- #28 So this is what I refer lovingly to as the “Omni Channel Wheel of Terror” – although this was completed for a resort destination casino…. You can quickly see how crowded the wheel can become with the fractured and multiple touch points. With so many, it’s easy for an organization to step over itself, and not have that consistent one brand one voice -- particularly if the various channels aren’t integrated. The challenges are: * Consumers want to interact across all channels simultaneously, seamlessly, and conveniently * Corporations want to track customers across all channels, not just one or two * Marketers want customers to experience a congruent brand, not a channel within a brand I recommend that each of you create your own wheel of terror…by going through the exercise, you’ll be able to concentrate your time and resources on what’s most important for your customer segments – and for your brand. Transition: So given this crazy madness with multiple channels, how has Teradata transformed its tools for marketers?
- #29 We moved from Campaign Management – to a drastically different approach what we call “continuous customer interaction management” Now we have an active hub to capture and feed customer data into the channels – while delivering decision making information back to you in the real time. We’ve have offer and contact optimization, enhanced with digital messaging, social and offer it in the could or on premise – or a bit of both. Why? Transition: So we as marketers need to predict, envision and invest in new customer relationships that these new channels can build – AND we need to figure out what’s the best way for us to determine our biggest opportunities to engage customers in their mobile and digital moments. Take a look at customer journeys with how customers are now shopping….
- #30 They are connected in multiple ways…. Today’s shoppers have decided with some 80 percent confidence in the shopping list before they enter the store --- and even when they are in the store there is the influence of mobile, social media and web communication channels that connect the shopper to their friends, families – and to the store in ways never possible in the past. It challenges both manufacturers and retailers to “crack the code” of today’s transient shopping list – making path to purchase visibility a must. For retailers, “show rooming” has become the challenge, for manufacturers, (especially food), it’s about “getting on the list.” Transition: consumers expect…
- #31 to be connected AND to Interact across: Any Channel, At Anytime -- And they want to have a seamless, consistent experience anywhere – and anytime. * Loyalty programs, have created a customer base where they have almost an “entitlement expectation – a “What’s in it for me?” (in the form of a new commodity of miles, comps, free-bees, discounts) is common place. * Customers also want REAL RELEVANCE – where you make the content personalized to drive attention specific to their individual needs and wants * And they want to share this with those that they care about Transition: Mobile has had a direct impact on shopping as well..
- #32 A vivid example of this is set smack dab in the middle of customer convenience….South Korean grocery retailer Tesco - Home Plus…. started off as setting up “virtual stores” in Subways 2011 – where customers use the QR code on their phones to scan the item they want to purchase and then the products are delivered to your home…. Transition: Now Virtual Stores have been tested and continue to spread across internationally in large cities
- #33 Now, four years later, “Virtual QR Stores” have teamed up with local delivery services like Peapod in Chicago and Philly, and continue to spread out into large metro areas where people are pressed for time – like mass transit locations: bus stops, airports, and subways. Not only in the convenience grocery shopping area, but also with toy and apparel manufacturers. Transition: with new ways to buy, this puts a strain on inventories as well….
- #34 The Days of separate inventories for online and stores may be over -- after all, customers experience a brand, regardless of the channel, it is therefore important to have open visibility into ALL inventory * Retailers are continuing to develop programs for driving web customers from site to stores. “Available in local store now” (is a strategic advantage over shipping) Nordstrom has the “get it sooner” option to pay online and pick up in store within an hour Macys – is committed to treat inventory as a shared enterprise asset. Enabled hundreds of stores to fulfill web orders. Fulfillment Algorithm chooses to fulfill from stores with excess inventory which are closest. Double benefit Cabelas and Home Depot uses kiosks to offer “endless aisle” inventory in stores. Macys and Nordstrom accomplish the same thing with iPads in test stores Macys and Nordstrom are testing same day delivery in selected markets to compete with Amazon Fulfillment options for customers have changes so much: The Bad - blurs the line between stores and web-owned inventory making forecasting and replenishment harder - The Good -available inventory to customers becomes less limited Transition: - besides inventory, getting the messaging right – in the right channel, the right amount/frequency and at the right time is also a challenge
- #35 Omni-channel retailers are adapting by using marketing applications and analytical tools to determine the best message, content, incentives to individual customers: While It’s easy to send messages to customers, but automated tools like Teradata’s Offer Optimizer help to prioritize which is the right offer to deliver up to an individual customer while steering clear from conflicting offers across other channels. DSW – has most of their customers in loyalty program…and has realized they can’t treat all customers the same, so they invested in segmentation analytics to create very specific messaging personalized to each segment Cabelas – realize that loyalty is not just about points; it is about engaging with the customer. Extended credit card points program to include experiences like special events, family outdoor days (sports instruction), exclusive trips and access to members lounge in stores Safeway offers Just for You personalized digital coupons. Uses individual purchase history to receive digital coupons and deals on your mobile phone. Offers are created according to items you’ve bought historically Home Depot – is combining right time and right message in a reminder to replace your filter. All great examples of serving up just the right message at the right time to drive engagement and loyalty Transition: Also, retailers are striving to provide technology to enhance their stores as well….
- #36 Nordstrom uses on line check out – check out anywhere in the store Wal-Mart is doing all it can to catch up with Amazon online, They’re trying out lockers, one of Amazon’s hallmarks, allowing shoppers to order items online and pick them up in stores — they also have “scan and go” outlets that follow grocery store self- service check out Add’l forms of payment are becoming more main-stream. Same day delivery is now replacing free shipping as a differentiator. Retailers are driving to a “have it now” mentality, pick up in store -- brings customers to the store and with that an opportunity for additional items. “Walk In” Website -- and Wi-Fi in Stores Transition: Another way retailers are adapting is by developing social, local and mobile capabilities….
- #37 And bringing this into the store experience. Nordstrom has a separate area in some stores to feature the most pinned products from their Pinterest site that week. Macys has embraced shopkick and google wallet at POS…but has also made online shopping a group event. Shop together online and ask friends on Facebook what they think of a your intended purchases. This requires users to use their Facebook login name Retailers are using Augmented Reality apps to provide additional content and interactions with the products with your mobile or tablet. Ikea, you can scan a couch into your iPad and see how it will look by pointing your device into your actual living room – it overlays an image of the couch on top of the camera view of the room to see how it might look in your actual room. They did this to help the percentage of customers who returned items because product ended up being too big or too small for the actual room. Other cool apps include home depots product finder which provides a map of the store and tells you where a specific item can be found in a store down to the aisle location Transition: A good example of bringing in a social strategy into their overall loyalty program in today’s omni channel environment is Caesars Entertainment
- #38 Caesar’s Entertainment, like many of our other Gaming clients have made mobile enrollment into their loyalty program easy….while also moving forward by integrating social into their Total Rewards program. Transition: Here they have…
- #39 Added the component of the Social Rewards Program, provides guests the incentive to advocate on behalf of the Caesars brand, share the parts of their experiences that they love the most….and of course earn Total Reward points when doing so Transition: Caesars has also brought in partners, to also “share the love”
- #40 Look Familiar? Pulling in airline, hotels, dining, entertainment and shopping partners. A creative way to get real benefits to customers who get the word out in social media. Transition: So What’s Your Omni Channel Strategy?
- #41 Have you laid out and mapped how your Social Strategy as a part of your Omni Channel programs? When you go through the exercise, like this example in the gaming industry with a player’s club program, it does take on a belief that Social Relationships (with casino patrons) drive customer engagement with the brand. Laying out your communication strategies…is a very important part of pulling together your Omni Channel experiences and journeys. One of the first things you should do, if you haven’t already done so, is to look at all the interactions that a customer has with you…and what are the appropriate messages and relevant offers that you should have – in a customer dialogue form. Transition: For instance…
- #42 What messages can you deliver – at what stage of the purchase decision or shopping trip, and at what time? I encourage you to snoop on your customers, walk in their shoes…ask questions, interview them -- than map them out, I think you’ll find this to be well worth your time. Transition – Map out your customer journey’s ….here’s an example for another destination Casino Company in Las Vegas: Pre-Trip, During the trip, and Post Trip
- #43 It breaks the trip apart in terms of browsing/shopping for the trip: * Pre arrival * To the communication channels – * And once they arrive the appropriate messages during their trip including at the: * Guest Rooms * Casino * Nightclub and dining * Entertainment * Cross promoting other outlets And sister properties * To checkout * And follow-up and thank you After mapping out your customer journey, you will be able to get creative with the types of messaging and service you can provide your customers in a multi-channel world. Transition: And then you can make these multi-channel experiences “mainstream customer conveniences” in your offerings… (Build Next Slide) And…multi-channel experiences need to happen for Front Line Staff as well…
- #44 (For Front Line Staff ) For instance, Getting out from behind the counter…to meet customers as they sit in the lounge area (while having a drink) to check them in is quickly becoming a trend we’re seeing with high-end hotels. Back of The House Staff – is using easy-to-use mobile devices to write-back to databases – for instance to release a room – more quickly and accurately, after its cleaned by housekeeping – so guests can check in faster. We’re also seeing many hoteliers switching over to provide “door unlocks/electronic keys” that are sent to mobile phones – bypassing the whole check in process – to make it more convenient for customers to get to their rooms. Transition: But also don’t forget to use multiple channels that can be used by your own employees as well….
- #45 Great Ways For You To Empower Your Employees: is to “Democratize The Data Out” by providing BI for Multiple Devices like Tablets and Smart Phones. Here’s a Casino Example of when we compared Customer Demographics for Marketing Meeting (iPad) and where we provided daily KPIs for slot and table VPs. Transition: We’re here to help you as your Marketing Technology Partner
- #46 Transition:-- Examples include performing Omni Channel Readiness Assessments…
- #47 We have a methodology that can be helpful for laying out your Omni Channel Customer Experiences…. Transition:– Or we can conducting Omni Channel Readiness Assessments….
- #48 To help them map out what they can do NOW, what they need to plan for – a maturity scorecard, and also break out where you are “now” – and where you would like to “go” to further your omni channel capabilities…. Transition: And finally, we also perform assessments for your integrated marketing capabilities…
- #49 Or providing you with ranking and score carding to see where you are with their integrated marketing capabilities. Transition: So that’s it, thank you very much….Here’s my contact information if you’d like to reach me… in the meantime, I’d like to take a moment for any questions that you may have.