Database Marketing & CRM: Challenges and Opportunities

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Presentation by Dave Frankland, Principal Analyst, Forrester Research. Given at the PMA Digital Marketing Summit: Fast Forward 2011 on December 3, 2009

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  • His command and control system made each brand manager a mini general—ready to fight for his brand and prove its mettle in battle every day. Since that day this has more or less been the accepted approach to brand maangement
  • Add to that the explosion in channels; in digital and socail, the rise of the empowered consumer,. Of long tail retailers and of real time consumer feedback and brand managers find themselves with a model whose center no longer holds.
  • Database Marketing & CRM: Challenges and Opportunities

    1. 1. Database marketing and CRM: Challenge and opportunity Dave Frankland Principal Analyst Forrester Research
    2. 2. The world has changed <ul><li>Limited consumer tolerance for marketing </li></ul><ul><li>Technologically and socially empowered consumers </li></ul><ul><li>Increased demand for marketing accountability </li></ul><ul><li>Consumers generate more data than ever before </li></ul>
    3. 3. But most firms can’t get out of their own way <ul><li>They are </li></ul><ul><ul><li>Organizationally constrained </li></ul></ul><ul><ul><li>Technologically constrained </li></ul></ul><ul><ul><li>Socially constrained </li></ul></ul>
    4. 4. Brand management’s roots are hub & spoke Source: October 9, 2009, “Adaptive Brand Marketing” Forrester report
    5. 5. Chaos reigns in marketing organizations Source: October 9, 2009, “Adaptive Brand Marketing” Forrester report
    6. 6. Brand management will shift focus
    7. 7. Three key areas we must innovate <ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Technologies </li></ul>
    8. 8. Process: Customer intelligence raises the role of analytics Source: October 9, 2009, “Adaptive Brand Marketing” Forrester report
    9. 9. Enter Customer Intelligence The management and analysis of customer data from all sources, used to drive marketing performance and business strategy.
    10. 10. CI comprises multiple functions October 2009 “The Intelligent Approach To Customer Intelligence”
    11. 11. CI drives a broad range of activity
    12. 12. But firms’ CI quotient varies widely <ul><li>CI is a valued asset at these firms </li></ul><ul><li>More likely to have a C-level evangelist or champion for CI </li></ul><ul><li>CI drives multiple functions including corporate strategy </li></ul><ul><li>More likely to measure the value of CI </li></ul>Strategic Intelligence Marketing Intelligence <ul><li>CI drives multiple functions including customer strategy and marketing planning </li></ul><ul><li>CI is often a factor in customer interactions </li></ul><ul><li>Somewhat likely to leverage CI across the company </li></ul><ul><li>A minority measures the value of CI </li></ul>Functional Intelligence <ul><li>Less likely to have the technology, staff, or budgetary support needed for CI </li></ul><ul><li>Unlikely to measure the value of CI </li></ul><ul><li>Somewhat likely to use CI to drive marketing planning and customer strategy </li></ul><ul><li>Unlikely to use CI to drive corporate strategy, marketing optimization, or for competitive intelligence </li></ul>54% 34% 12%
    13. 13. Thank you Entire contents © 2009 Forrester Research, Inc. All rights reserved. Dave Frankland +1 617.613.6118 [email_address] Linkedin: davefrankland @dfrankland Blog: http://blogs.forrester.com/customer_intelligence/ CI site: www.forrester.com/rb/ci

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