byOlaf Ackerolaf.acker@booz.comFlorian Gröneflorian.groene@booz.comKlaus Hölblingklaus.hoelbling@booz.comBeyond theMass Ma...
Booz & Company is a leading global management consultingfirm, helping the world’s top businesses, governments,and organiza...
Beyond the               In an average city on an average                         day, the average citizen runs into      ...
Exhibit 1Campaigning Capability Levels     Current-Generation Campaigning            Next-Generation Campaigning          ...
and messages are no longer            Exhibit 2                                      Capability Requirements for NGCsimply...
well as processes and tools       understand how to execute an          then compile the findings—to    that stimulate cus...
Exhibit 3The Capability-Building Agenda: Key NGC Challenges   NGC Process                                     NGC Organiza...
Exhibit 4  The Journey Toward NGC                               Illustrative—actual impact                               d...
Capability Level 3: Arriving at        There is no tried and true way       narrow, department-basedNext-Generation Campai...
Exhibit 5NGC Organizational Pain Points                                                                Campaigning Process...
Exhibit 6NGC System Vision–From Channel Silos to an Integrated Solution                       Legacy Campaign System Map  ...
BOOZ & COMPANY WORLDWIDE OFFICESAsia                         Europe                        Middle East     South AmericaBe...
Upcoming SlideShare
Loading in...5

Beyond the Mass Mailing: Next-Generation Campaign Management in an Era of Saturated Markets


Published on

In an average city on an average day, the average citizen runs into some 5,000 marketing messages. The volume is astonishing—and daunting. With each and every consumer taking in five messages per minute—from traditional marketing channels as well as from the Internet, iPods, and mobile phones—it has never been more difficult for direct marketers to keep in touch with their existing loyal customers. Simply put, today’s customers are harder to get, retain, and win back. And the task is not getting any easier: Markets are regularly becoming more competitive, growth curves are flattening, and it has never been more important for businesses to find new ways to make the best use of their existing customer portfolio for further growth. But in the middle of this critical challenge, the skills and science of direct marketing seem to be trapped in the 20th century.

Published in: Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Beyond the Mass Mailing: Next-Generation Campaign Management in an Era of Saturated Markets

  1. 1. byOlaf Ackerolaf.acker@booz.comFlorian Gröneflorian.groene@booz.comKlaus Hölblingklaus.hoelbling@booz.comBeyond theMass MailingNext-Generation CampaignManagement in an Era ofSaturated Markets
  2. 2. Booz & Company is a leading global management consultingfirm, helping the world’s top businesses, governments,and organizations.Our founder, Edwin Booz, defined the profession when heestablished the first management consulting firm in 1914.Today, with more than 3,300 people in 57 offices around theworld, we bring foresight and knowledge, deep functionalexpertise, and a practical approach to building capabilitiesand delivering real impact. We work closely with our clientsto create and deliver essential advantage.For our management magazine strategy+business, to learn more about Booz & Company.CONTACT INFORMATIONVienna Frankfurt BerlinKlaus Hölbling Olaf Acker Florian GröneVice President Principal Associate+43-1-518-22-907 +49-69-97167-453 florian.groene@booz.comOriginally published as:Beyond the Mass Mailing—Next-Generation Campaign Management in an Era of Saturated Markets,by Klaus Hölbling, Olaf Acker, Florian Gröne, Booz Allen Hamilton, 2008.
  3. 3. Beyond the In an average city on an average day, the average citizen runs into Consumer-centric processes and practices, such as moreMass Mailing some 5,000 marketing messages. sophisticated behavior The volume is astonishing—and analysis and tighter customerNext-Generation daunting. With each and every segmentation, present an consumer taking in five messages opportunity to redefine directCampaign Management per minute—from traditional marketing and make sure itin an Era of Saturated marketing channels as well as becomes an integral part ofMarkets from the Internet, iPods, and a new data-driven marketing mobile phones—it has never experience. been more difficult for direct marketers to keep in touch with Realizing that goal will mandate their existing loyal customers. changes that extend far beyond Simply put, today’s customers databases and technology. are harder to get, retain, and win Indeed, it will call for a full- back. And the task is not getting fledged transformation exercise any easier: Markets are regularly that will touch management becoming more competitive, practice, operational skills, and growth curves are flattening, and business processes, and will it has never been more important reach into the core of corporate for businesses to find new ways to IT system landscapes. Therefore, make the best use of their existing it is nothing less than the customer portfolio for further next generation of campaign growth. But in the middle of this management (see Exhibit 1, critical challenge, the skills and page 2). science of direct marketing seem to be trapped in the 20th century. Knowledge—the ability to understand consumers and address their particular needs and interests—really is power. And, at long last, practices that capitalize on such knowledge, including loyalty management, customer retention, churn management, cross-selling, and up-selling, are getting as much attention as traditional customer-acquisition programs.Booz & Company 1
  4. 4. Exhibit 1Campaigning Capability Levels Current-Generation Campaigning Next-Generation Campaigning Mass-Customized Campaigning • Customer segmentation • Customer behavior analysis and • Individual customer behavior • Batch allocation of (potentially) micro-segmentation detection (“segment of 1”) relevant offers, messages • Dynamic, rule-based matching of • Dynamic, rule-based configuration of • Channel-specific outbound relevant offers, messages custom offers, messages fit to campaigns to target groups • Channel-agnostic, personalized individual need – Direct mail campaigns – Outbound calls – Classic outbound – E-mail campaigns – Triggered outbound – InboundSource: Booz & CompanyCurrent-generation campaigns Current-Generation must begin moving toward two-(CGC) consist of mass- Campaigns: The Way We way solutions that do not justmarketing initiatives to distinct Were address but actually engage theaudience segments. This With the advent of newly consumer.“push” marketing is basic in empowered consumers whocomparison with the “pull” expect tailored messages Next-Generation Campaigns:dynamics of next-generation that address their particular A Dialogue with thecampaigns (NGC), in which concerns, classic advertising and Consumermarketing messages and direct-marketing instruments NGC management offers anoffers are constantly refined, are becoming overly expensive unprecedented opportunity:depending on the consumer and imprecise in their targeting the chance to build a direct-touch point, to create the most capabilities. These consumers marketing capability that driveseffective dialogue with the perceive mass-market superior customer lifetime valuetarget audience. Ultimately—a advertising as being irrelevant, by responding to individualprospect for direct marketers intrusive, and, in many cases, customer needs in a dynamic way.who master NGC—mass- annoying.customized campaigns There is no question that NGC is(MCC) will spontaneously CGC relies on targeting a major shift in not just methodsincorporate information customer segments with but also mind-set. It moves directsupplied by consumers during outbound broadcast campaigns, marketing from a push approach,communication not only for mostly through a single channel in which companies speak to theirmessage or offer matching, but such as direct mail or outbound audience, to a pull approach,also for product and service calls. Such broad-stroke which encourages companiesconfiguration through on-the- approaches may build awareness to speak with consumers. NGCspot packaging according to and generate new business from steps beyond CGC’s broad-strokeindividual customer needs. a minuscule portion of the target audience targeting, allowing it segment, but they do not offer to match offers and messagesMCC can be regarded as a relevance to a customer who has to individuals with capabilitiesvision that marks the end learned to expect much more such as rule-bound interactions,point of a long journey. As from marketers. in which customer servicemost real-world businesses are agents’ responses are based onstill working hard to come to It does not matter how many events triggered by customerterms with CGC, NGC should people receive an advertising considered the first leg of message. What counts isa journey that will lead to whether they are paying This one-to-one capability allhigher relevance, true customer attention and responding. As but shuts down the spam engineinteraction, greater effectiveness, marketers see the impact of that too often compromisedand improved efficiency. traditional media decline, they the integrity of CGC. Offers2 Booz & Company
  5. 5. and messages are no longer Exhibit 2 Capability Requirements for NGCsimply forced onto customers;message recipients either chooseto participate or opt out if the Next-Generationprogram does not speak to their Campaigningspecific needs. That means thatthe campaigns no longer havestart and end dates. In the most Business Opportunityefficient platforms, the consumeractually becomes the driver; Capability-Building Agenda:the campaign essentially sits • Mission, strategy and mind-set changepatiently in the background until • Skill developmentthe customer signals interest and • Organization and processprovides an opening that allows redesignthe marketer to initiate dialogue. • System solution development Current-Generation CampaigningIt is an opportunity nobusiness can afford to ignore:NGC is applicable in any Capability Requirementsbusiness-to-consumer service-marketing context. From Source: Booz & Companyour experience workingwith leading organizations,NGC can improve campaigneffectiveness—as measured by for positive, constructive because the challenges of differentrevenue contribution—by up to dialogue—or when a customer industries demand different20 percent. Furthermore, NGC unknowingly signals a need— solutions, there is no cookie-moves the marketing mix away for instance, by increasing his cutter standard for NGC.from expensive channels such as use of a company’s productsdirect mail or outbound calls. or services. In the latter The potential return on a NGCElectronic channels, such as instance, a message or offer investment can be substantial,e-mail and short message service can be a pleasant surprise both in terms of revenue upside(SMS) or text messaging, can that reinforces the perception and cost efficiencies. In theyield additional cost efficiencies of strong customer service, telecommunications industry,of 15 to 20 percent on an average taking advantage of additional industry leaders have been able toper-contact cost basis. opportunities to engage with achieve the following: customers. In both instances,The immediate benefits of building the customer is empowered to • Reduce churn by up to 20NGC capabilities include: react immediately to specify percent as a result of early other needs or even to move detection of churn probability.• Relevance: Segmentation ahead to purchase. Companies presented the means that offers and messages likely churner with better are more targeted and, through • Efficiency: Fewer messages are matched, more compelling rule-based matching and event communicated to more suitable retention offers. triggers, more relevant. recipients. The better targeted traffic translates directly into • Improve the likelihood of new-• Timing and Opportunities: a more productive, revenue- service offer uptake by more Because the customer is enhancing interaction instead than 25 percent. engaged through interaction of just complaint management. (in contrast to anonymous • Increase ongoing customer broadcasting), offers and The NGC Business revenue by 10 to 20-plus messages arrive only when Opportunity percent through targeted a customer proactively has Every business has a unique processes and tools to stimulate chosen to communicate with a starting point on its journey usage and through cross-selling business—an ideal foundation to NGC (see Exhibit 2). And and up-selling campaigns, asBooz & Company 3
  6. 6. well as processes and tools understand how to execute an then compile the findings—to that stimulate customers to use interactive, analytics-based create a full profile. To enable more products and services. approach to campaigns. NGC, single-stop customer data must be available in real time.• Decrease the volume of In the past, marketers needed With NGC, static data dumps, outbound call/mailing volume to be creative, driven by batch loads, and complex data by 20 to 50 percent by using considerations of brand, integration and replication will more efficient, less expensive message, and emotional soon be statistical relics. electronic channels and by customer perception. That is decreasing the number of still the case in implementing The Journey Toward Next- untargeted messages. NGC, but there’s an additional Generation Campaign requirement: Marketers also ManagementSimilarly, NGC has helped retail need to be analytics-driven. They Stepping up to NGC doesn’t meanbanks, brokerage firms, and now need to think in terms of completely abandoning CGC. Norairlines realize these results: behavior patterns and structuring is it as simple—as some software interactions so that a particular purveyors might suggest—as• Double retention effectiveness action by a customer triggers making some investments in by targeting potential churners an automatic response by an the technology that drives your with rule-based “early agent. Campaigns are no longer programs. In fact, it is a multistep warning” systems. sequential or one-off projects. capability-building process— Under NGC, direct marketing along with a deliberate audit• Improve cross- and up-selling becomes a continuous dialogue of a company’s current direct- conversion rates by as much as with the consumer, not a series of marketing assets—that determines 75 percent. random encounters. which existing program elements will help companies make the step• Achieve direct-marketing To that end, NGC requires that from one tier to the next, moving targets by tailoring a campaigns are planned and all the while to real-time customer campaign’s messages to groups executed differently from the way interaction (see Exhibit 4, page 6). as small as 10 percent of they have been in the past. It is a their traditional advertising different kind of direct marketing Capability Level 1: Make the audience. that requires a different kind of Most of CGC. Fully developing direct marketer—someone with CGC capabilities involvesIn the telecom, financial services, skills beyond CGC consumer improving campaign planningtravel, tourism, utility, and media marketing (see Exhibit 3). and coordination. It also calls forservices industries, plus a variety more sophisticated segmentationof other consumer-facing service Another important difference and customer analysis, whichindustries, the strength of NGC between CGC and NGC is that should pay for itself by generatingplays out over and over again. the latter relies on underlying an increase in revenue.However, our experience shows data and channel infrastructure,that the complexities of NGC which needs to be integrated Even more important than thecapability development call for a into everyday direct-marketing additional revenue, however, iscarefully planned journey. No one programs. NGC dialogue is the learning process that goesshould expect overnight results. channel agnostic; there is no hand in hand with the self- longer a series of freestanding examination. UnderstandingLaying the Foundation for channel silos of different people, and modeling customerNGC organizations, processes, and behavior—your best prospect’sBusinesses already have the systems. NGC is a conversation needs, buying habits, andessential building block of with the customer that is churn patterns—is an essentialNGC: customer data. To begin enriched by as many touch points precondition for stepping up toto leverage this customer equity as possible. more sophisticated campaigns.for sustained performance This requires an integrated dataimpact, however, they need With CGC, customer architecture that consolidatesto embrace the principles information is available, but customer and productof NGC, which requires a marketer may have to go to information from customerthat management and teams three or four systems—and relationship management4 Booz & Company
  7. 7. Exhibit 3The Capability-Building Agenda: Key NGC Challenges NGC Process NGC Organization NGC System Solution Analytics Make this a default step in the Analytical NGC requires analytical Channel Service channels become sales and campaign process, not an Skill Base marketing expertise that many Integration channels and vice versa—this Propensity occasional ad hoc request. organizations do not have requires consistent and Modeling Every campaign needs to be today; in many cases, seamless channel content analytically grounded/justified. businesses have one or two management, dialogue Decide/find out which customer analytics “gurus” they wish they management, uptake manage- behavior patterns, events, etc., could clone (and so do the ment, and real-time you can leverage for gurus, because they just can’t cross-channel synchronization. campaigns. go on vacation); to some In many cases, this means extent, training marketing getting rid of a zoo of channel- people can help, but in the end specific silo solutions and you will simply need to hire putting in a service-oriented, some “quantitatively minded” channel-agnostic core with an people, too—it is part of the adaptable API solution. business case. Channel Make sure that messages are Resource Manage resource base in terms Campaign Give marketers tools they can Integration consistent across all channels Manage- of call center capacity, mailing Design handle/that fit their needs: and and campaigns, and that you ment capacity, electronic channel Work- single-user interface, Consis- do not annoy customers with across capacity, and—last but not bench intuitive/drag-and-drop tency unnecessary duplicates. Depart- least—sales and marketing customer selection & campaign ments personnel capacity; these rule design engine, and a impose constraints on your comprehensive reporting & campaign program, and are key analytics capability that cost drivers that need to be combines a base set of considered. standard reports with customiz- able reports. Only if they get what they need will they stop bugging you with support and change requests. Closing Ensure continuous learning to Motivation Make sure people are aligned Marketing Provide managers with an the optimize individual campaigns Structures to goals and benefit from Workflow end-to-end view across the Campaign (e.g., business rules, target and campaign success. Put Work- campaign portfolio: across all Cycle groups, offer designs), and Account- customer value (in terms of bench stages (plan/design/active/ Loop optimize across campaigns ability bottom-line impact) at the evaluation), channels (e.g., combine center of everything- (retail/Web/ mail/SMS), and messages/impact, align measuring and rewarding types (retention/ approaches, avoid conflicts). based on customer adds or cross-selling/loyalty, etc.). The generated revenue doesn’t give workbench supports monitor- you bottom-line transparency ing, resource management & and goal alignment. staffing, decision & approval processes, and reporting & analytics. Campaign Approach and manage Consistent Come up with a customer-data- Portfolio campaigns as a portfolio and Customer management model that makes Manage- make sure that messages are View/ consistent customer data ment integrated/ consistent across Customer available at all system touch campaigns. Many customers Data points; this requires discipline need to hear a message several Integration (rigid, standardized data, times before they are (CDI) taxonomy management), a convinced. clever data architecture (i.e., metadata model), AND buy-in and support from marketing. Gover- Redesign/adapt/build standard (Near) Do not rely only on providing nance business processes and Real-Time data through multiple data Structures routines for campaign portfolio Data marts or ad hoc batch and planning, campaign design, Feeds loads—the workload will Workflow execution, and become unbearable once post-review/learning, including marketing cranks up the NGC clear decision rights and engine. Put everything on approval procedures. regular feed schedules, but be smart about true real-time feeds—in many cases, frequent updates will do.Source: Booz & CompanyBooz & Company 5
  8. 8. Exhibit 4 The Journey Toward NGC Illustrative—actual impact depends on business andEffectiveness (Revenue) Incremental Campaign industry context +10% +5% +5% Time Capability Capability Capability Level 1 Level 2 Level 3 Real-Time Campaign Inbound Iterative InboundCapability Building Blocks Portfolio Campaigns Decision Campaigns Optimization Making Campaign Rule-Based Rule-Based Triggered Triggered Portfolio Decision Decisioning Campaigns Campaigns Plan Making Customer Customer Customer Customer Campaign- Recurring Campaign- Recurring Campaign- Recurring Segmentation Segmentation Segmentation Specific Outbound Specific Outbound Specific Outbound & Behavior & Behavior & Behavior Plans Analysis Campaigns Analysis Plans Analysis Campaigns Plans Analysis Campaigns Planning Analytics Execution Planning Analytics Execution Planning Analytics Execution Source: Booz & Company (CRM) and enterprise resource automatically detected behavior on the most suitable behavioral planning (ERP) databases, data pattern triggers (e.g., everything indicators or triggers. warehouses, billing systems, and from birthdays and address wherever else it may be hiding. updates to changes in service For example, at Level 1, usage or spending patterns), companies send out a mass Many marketers are already NGC enables companies to select mailing that is somewhat more taking advantage of the insights and match offers and messages targeted than a completely they have gained from a rich to fit customer-behavior profiles. anonymous program. The variety of consumer touch points customer feedback—and and applying that knowledge to This second capability level is the actionable campaigning classic mass media marketing. largely about taking the insights feedback—is specific to that Moreover, they are supporting from Level 1, automating them, mailing or that campaign. that effort with analytics and and linking them to live systems Moving ahead to Level 2, customer-focused market to create a seamless experience companies can also process research. But only a few have across integrated channels. In customer-specific insight extended the exercise to include doing so, it steps away from a provided via three or four direct marketing. hardwired batch-type approach different channels (including into a cleaner, automated customer-initiated dialogue) Capability Level 2: Moving approach that is grounded and a variety of campaigns that from Push to Pull Campaigning. in specific, predefined rules. apply to a particular customer. Transferring knowledge of Marketers no longer push a That information, based on customer behavior from CGC message or offer to a preselected the set of rules defined by the into NGC is a bold move segment, however granular. They automated approach, provides that begins by moving from a merely develop the logic and a much wider set of criteria to push- to a pull-campaigning propensity models that define help create relevant messages approach. By linking rule which customer should receive to capture attention on a per- models to inbound channels or what offer or message based customer basis.6 Booz & Company
  9. 9. Capability Level 3: Arriving at There is no tried and true way narrow, department-basedNext-Generation Campaigns. that works from one business to thinking that so thoroughlyThe next step toward NGC the next. Some businesses will defined past direct-marketingadds a real-time, always-on discover that they can reach 60 programs. NGC is more than acomponent to campaigning, and percent of their full NGC upside commitment to learning how tobrings a portfolio perspective potential at Capability Level 1; use a new piece of software: Itto the direct-marketing effort. for others, comparable success is a top-to-bottom realignmentAs information becomes will require moving all the way of missions and incentives thatavailable—be it in retail through to Capability Level 3. starts with management andsettings, on the telephone, includes campaign strategists inor online—it is assimilated For a successful approach, a marketing and sales, businessin a decision engine with number of activities have to analysts, IT delivery experts,iterative, real-time processing work in concert. These include and frontline staff in stores andcapability. Incoming customer understanding: call centers.information—for example,customer preferences mentioned • The full range of campaign Updating Skills and a call center conversation— types you want to be able The program drivers will needcan be incorporated to to run at every step of your to transition their organizations’determine the best offer or program skills from creative marketingactivity based on constantly to analytically groundedupdated customer-specific • The revenue and cost-efficiency creative marketing—apropensity ratings. targets you want to reach by nuanced difference, indeed, every step but a necessary change if theIndividual campaign-level marketing strategists andimprovements are supported • The capabilities you need at campaign managers are toby self-learning algorithms that every step to ensure that you interact seamlessly with theirallow for the optimization of are able to fully execute the peers in IT, sales, customercampaigns across the entire campaigns service, and—last but definitelyportfolio—which, of course, not least—their customers.requires that campaign-planning • The investments in people,processes are geared toward procedures, and tools the full In addition to aligningintegrated campaign portfolio program will require. decision-making mechanisms,management with formalized workflows, and tools under apipeline planning, resource and A road map for NGC provides cross-departmental campaigncapacity management, and key businesses the discipline to management framework, NGCperformance indicators that get down to the specifics of may well require new peopleallow monitoring, analysis, and their capability transformation with fresh knowledge andoptimization. programs (see Exhibit 3, page 5): skills. In our experience, many businesses approach NGC withMaking NGC Happen • Vision: the adoption of an existing strengths in generalizedNGC is not about a new NGC mission and mind-set; technology and traditionalpiece of customer relationship marketing, but sometimesmanagement software. It is • Skills: a commitment to NGC significant gaps in other criticalnot about simply refining skill development areas, such as consumer insight,direct-marketing prospect lists. demand management, andIt is a full-fledged strategic • Processes: campaign system delivery (see Exhibit 5,transformation exercise that organization and process page 8).touches marketing, sales, customer redesignservice operations, and IT. And Building NGC IT Systems.because it is so comprehensive, • IT: system-solution Similarly, the channel silos thatit demands a systematic development. dictated the IT structure oftransformation approach with a generations of direct-marketingclear vision, financial targets, and Defining the Vision. The shift efforts will need to disappear.broad, cross-functional ownership to NGC requires an integrated NGC is about defining businessand buy-in. approach, unhampered by the requirements centered onBooz & Company 7
  10. 10. Exhibit 5NGC Organizational Pain Points Campaigning Process Closed Loop Customer Campaign Campaign (Portfolio) Campaign Campaign Intelligence & Analysis & Strategy & Planning Design Execution Analytics Review Campaigning Organization Illustrative CMO CIO Marketing Customer & Sales Customer Demand Architecture System Infrastructure Market Insight Service Management Delivery • Brand • Customer • Acquisition • Service & • Business • System • Design & • Infra- Manage- Intelligence • Cross-/Up- Support Analysis Architec- Develop- structure ment • Data Mining Selling • Require- ture ment Operations • Product • Loyalty ment • Data • System • Mainte- Manage- Manage- Architec- Manage- nance ment ment ture ment • Segment Manage- mentNGC Awareness NGC Skill NGC Capacity Low HighSource: Booz & Companycustomers, not channels; about products and services, not on is equally essential. Simplycreating a seamless architecture developing software. Selecting handing a “pile of legacy” tothat integrates all channels and the right technology from a a vendor, or buying the biggestcustomer data sources to build a tremendous variety of products and shiniest CRM suite in thesystem solution that meets NGC that today’s CRM and enterprise store creates many things, butfunctional, performance, and marketing software market has NGC capability is usually notcommercial objectives. to offer is not a trivial task. one of them.By integrating legacy silos into What works will depend on NGC in a Nutshella seamless solution (see Exhibit strategic objectives, business From one organization to the6), NGC can find a place to requirements, industry-specific next, the only constants of anthrive within the typically factors, internal legacy, broader NGC transformation are thecomplex context of companies’ architecture considerations, complexity of the exercise andCRM and enterprise application and performance requirements, the number of parties involvedenvironments. not to mention value. To get (e.g., marketing, customer it right, companies must have service, and IT). Done right, theTo make this difficult transition, a thorough understanding rewards are substantial.businesses will need to shop for of the current and futureexternal solutions. After all, enterprise architecture; a highly Customer-centric direct-businesses that go after NGC professional sourcing and marketing capability canshould focus on selling their vendor management approach drastically improve customer8 Booz & Company
  11. 11. Exhibit 6NGC System Vision–From Channel Silos to an Integrated Solution Legacy Campaign System Map NGC System Vision Marketer Marketer UserUser Silo Silo SiloInterface A Front-End Silo UserUser Silo User Interface A Back-End Front-End Marketing Back-End Channels/ Interface A Systems Channels/ Systems Interface A A Interface Workbench Touch Points Touch Points Silo A Data Abstraction/Enterprise Application Integration Data Data Mail/Fax MW Mail/Fax Warehouse Warehouse Silo A Channel Abstraction & Integration Enterprise Enterprise Voice Silo B Resource Voice Resource DM Planning PlanningCustomer Customer Customer Integrated Customer Retail Silo C Data- Relationship Retail Campaigning Relationship IT IT base Management Solution Management Web Silo D Service Web Service Platforms Platforms E-Channels Silo E ... E-Channels ...Source: Booz & Companyrelevance, direct-marketingtiming, and operationalefficiency at the same time, andcreate new opportunities tointeract with customers. Makingcustomers happier, boostingcustomer value and revenues,and streamlining costs arestrong arguments to embarkon the journey toward next-generation campaigning.Booz & Company 9
  12. 12. BOOZ & COMPANY WORLDWIDE OFFICESAsia Europe Middle East South AmericaBeijing Amsterdam Abu Dhabi Buenos AiresHong Kong Berlin Beirut Rio de JaneiroSeoul Copenhagen Cairo SantiagoShanghai Dublin Dubai São PauloTaipei Düsseldorf RiyadhTokyo Frankfurt Helsinki North AmericaAustralia, London AtlantaNew Zealand, Madrid Chicagoand Milan ClevelandSoutheast Asia Moscow Dallas Munich DetroitAdelaide Oslo Florham ParkAuckland ParisBangkok Houston Rome Los AngelesBrisbane StockholmCanberra McLean Stuttgart Mexico CityJakarta ViennaKuala Lumpur New York City Warsaw ParsippanyMelbourne ZurichSydney San FranciscoThe most recent list of our office addresses and telephone numbers 07/08 Printed in Germanycan be found on our Web site ©2008 Booz & Company