This document summarizes a presentation on event driven marketing (EDM) and how it can help banks respect customers. It discusses defining EDM as targeting customers with the right message through the right channel at the right time. It also outlines the scope of an EDM project at a Belgian bank to improve customer satisfaction, sales, and retention across channels. Testing showed EDM improved conversion rates and the salesforce felt it was an improvement over traditional listings. The conclusion is that EDM shows value but requires complex campaign management, and that customer respect means being present during key moments in a customer's life.
Technology Trends Customer Insight, a copy of the presentation delivered by Giles Pavey, Head of Retail Solutions, dunnhumby from the CIM East of England Summer Marketing Conference held on 9 June 2011 at ARU, Chelmsford
BTFV refers to business technology for fashion value chain. It includes software used across the fashion industry supply chain from product marketing, customer interactions, transactions, and fulfillment. BTFV helps optimize processes from attracting visitors to completing customer transactions and orders. It addresses issues like low conversion rates, cart abandonment, and poor customer service. The case study discusses how a fashion retailer uses solutions like Magento, PayPal, Unicommerce, Tally, and Exotel as part of their BTFV implementation to streamline operations and improve the customer experience.
The document discusses how The Conroy Group helps clients make the most of their information assets. It summarizes that [1] customers are sharing more information than ever but companies often don't track important metrics or customer journeys, [2] The Conroy Group provides strategic consultancy, data mining capabilities, and help implementing data intelligence into operations to realize financial benefits for clients, and [3] their approach provides rapid insights, short investment cycles, and hands-on governance to design data solutions that improve sales, marketing, operations and management information.
More than 70% of B2B purchase cycles are self-directed, trust-based, social — and invisible to vendors and suppliers. Buyers place more importance on the lifetime experience than the purchase, and they expect to realize value long before they purchase your solution. These days, it’s about the journey, not the ultimate purchase.
So how do you reach these 70% to influence their buying decisions – when they haven’t visited your site yet?
On December 6, 2011, Optify and Search Marketing hosted a free webcast on how to market along the buyer’s journey. The live webcast was led by Erez Barak, VP of Products and co-founder at Optify, and Christine Crandell, President of New Business Strategies, a marketing strategy consulting firm. Following the presentation, the speakers participated in a Q&A session gathered from the webinar attendees.
Watch the webcast to learn:
How to identify the stages of the Buyer’s Journey
How to align marketing and sales to the Buyer’s Journey
Why companies can accelerate their revenue cycle with this approach
The full recording and Q&A are available here -http://www.optify.net/webinars/marketing-along-the-buyers-journey/?preview=true&preview_id=28240&preview_nonce=07821c66ee
Captivating Customers with Integrated Retail IT SolutionsRaymark
Captivating Customers
Key customer engagement strategies discussed in the document include ecommerce, CRM and email marketing, clienteling, and mobility. Ecommerce solutions discussed integrate online and in-store inventory and allow for a customized online shopping experience. CRM and email solutions provide a 360-degree view of customers and allow for targeted, relevant messaging. Clienteling solutions encourage personalized in-store customer engagement. Mobility solutions allow retailers to engage customers anywhere through mobile point-of-sale and access to customer and inventory data. The document advocates an integrated approach across these channels to drive customer engagement.
This document outlines steps for aligning marketing and sales. It discusses defining alignment, the three stages of alignment from ambiguous to collaborative to aligned. It then provides seven steps to achieve alignment, including determining a company's current stage, securing executive support, establishing a common vocabulary, defining processes and goals, and tying compensation to revenue. The document concludes with two case studies showing how companies improved alignment between their marketing and sales teams.
Technology Trends Customer Insight, a copy of the presentation delivered by Giles Pavey, Head of Retail Solutions, dunnhumby from the CIM East of England Summer Marketing Conference held on 9 June 2011 at ARU, Chelmsford
BTFV refers to business technology for fashion value chain. It includes software used across the fashion industry supply chain from product marketing, customer interactions, transactions, and fulfillment. BTFV helps optimize processes from attracting visitors to completing customer transactions and orders. It addresses issues like low conversion rates, cart abandonment, and poor customer service. The case study discusses how a fashion retailer uses solutions like Magento, PayPal, Unicommerce, Tally, and Exotel as part of their BTFV implementation to streamline operations and improve the customer experience.
The document discusses how The Conroy Group helps clients make the most of their information assets. It summarizes that [1] customers are sharing more information than ever but companies often don't track important metrics or customer journeys, [2] The Conroy Group provides strategic consultancy, data mining capabilities, and help implementing data intelligence into operations to realize financial benefits for clients, and [3] their approach provides rapid insights, short investment cycles, and hands-on governance to design data solutions that improve sales, marketing, operations and management information.
More than 70% of B2B purchase cycles are self-directed, trust-based, social — and invisible to vendors and suppliers. Buyers place more importance on the lifetime experience than the purchase, and they expect to realize value long before they purchase your solution. These days, it’s about the journey, not the ultimate purchase.
So how do you reach these 70% to influence their buying decisions – when they haven’t visited your site yet?
On December 6, 2011, Optify and Search Marketing hosted a free webcast on how to market along the buyer’s journey. The live webcast was led by Erez Barak, VP of Products and co-founder at Optify, and Christine Crandell, President of New Business Strategies, a marketing strategy consulting firm. Following the presentation, the speakers participated in a Q&A session gathered from the webinar attendees.
Watch the webcast to learn:
How to identify the stages of the Buyer’s Journey
How to align marketing and sales to the Buyer’s Journey
Why companies can accelerate their revenue cycle with this approach
The full recording and Q&A are available here -http://www.optify.net/webinars/marketing-along-the-buyers-journey/?preview=true&preview_id=28240&preview_nonce=07821c66ee
Captivating Customers with Integrated Retail IT SolutionsRaymark
Captivating Customers
Key customer engagement strategies discussed in the document include ecommerce, CRM and email marketing, clienteling, and mobility. Ecommerce solutions discussed integrate online and in-store inventory and allow for a customized online shopping experience. CRM and email solutions provide a 360-degree view of customers and allow for targeted, relevant messaging. Clienteling solutions encourage personalized in-store customer engagement. Mobility solutions allow retailers to engage customers anywhere through mobile point-of-sale and access to customer and inventory data. The document advocates an integrated approach across these channels to drive customer engagement.
This document outlines steps for aligning marketing and sales. It discusses defining alignment, the three stages of alignment from ambiguous to collaborative to aligned. It then provides seven steps to achieve alignment, including determining a company's current stage, securing executive support, establishing a common vocabulary, defining processes and goals, and tying compensation to revenue. The document concludes with two case studies showing how companies improved alignment between their marketing and sales teams.
This document discusses four critical platforms for in-store leadership: sustainability, innovation, efficiency, and measurement. It provides details on developing leadership in each area, including identifying solutions, leveraging technology, streamlining processes, and using data to continuously refine performance. Effective execution across these platforms can help define category leadership and differentiation.
This document discusses customer segments. It begins by asking who customers are and why they would buy a product. It then discusses identifying customer jobs that need to be done, problems or needs, and ranking their significance. It also discusses identifying customer pains like costs and issues, as well as gains like benefits and desired outcomes. The document provides examples of defining customer personas and archetypes. It discusses different types of markets and how that impacts factors like customers, needs, risks, and examples. Finally, it discusses concepts like identifying different customer roles, running experiments to test interest, and dealing with multi-sided markets.
The document discusses customer loyalty solutions from Aimia. It highlights that Aimia has programs in multiple countries with hundreds of millions of members. It also notes that Aimia scored top marks in the 2016 Forrester Loyalty Provider Wave Report for best overall solution, technology capabilities, strategy, and loyalty management. The document provides an overview of Aimia's approach to strategy, technology, and operations for customer loyalty programs.
The Power of Clienteling Raymark Case StudyRaymark
The following benefits were achieved within the first 90 days of the project:
• After a comprehensive cultural change management and training program, 95% of the associates were consistently using the system and successfully completing their pro-active selling tasks.
• Migration of all users from manual client books to the new system in alignment with PCI directives.
• A 1000%+ increase in the number of outbound e-mails and calls to prospective customers by sales associates.
• A 9% Increase in total sales revenue by associate over a period when new customer acquisitions were down 12%.
• Number of repeat customers increased by 33%.
• A 21% increase in average spend per transaction over 3 months with customers that were “clienteled.”
... and more!
Clienteling Without Creepiness_Spring 2016Dianne Inniss
The document discusses how retailers can provide personalized customer experiences while respecting privacy. It recommends that retailers focus on collecting contextual insights from customer interactions, connecting with customers by demonstrating the value of sharing information, and protecting customer privacy. Retailers can collect insights through self-service tools, assisted selling, and online quizzes to better understand customers and deliver personalized recommendations and services without requiring personal data. The goal is to engage customers by showing the benefits of sharing preferences so retailers can improve the shopping experience.
The document discusses the principles of lean startup and customer discovery. It introduces the lean canvas as a structured tool to outline a startup's problem, solution, customer segments, value proposition, channels, cost structure, and revenue streams. It emphasizes the importance of testing hypotheses through customer interviews and online market tests to better understand customer problems before building solutions. The goal is to create a minimum viable product to solve validated customer needs and learn through quick iterations.
Customer Intelligence & Analytics - Part II: Exploring the Idea & Value of Ma...Vivastream
The document discusses marketing analytic techniques, including data mining. It describes how data mining can help with various stages of customer acquisition, activation, relationship management, retention, and win-back. Specifically, it explains how data mining can help identify good prospects, understand customer longevity, reduce risk, and optimize messaging to improve customer lifetime value. The goal is to operationalize analytics at each stage of the customer lifecycle to improve marketing outcomes.
The document provides a framework and plan for managing content to generate leads. It outlines categories of content needed at different stages of the buyer's journey, from early research to evaluation and selection. It identifies existing and missing materials, and how to repurpose content across various channels like blogs, videos and social media. The plan emphasizes curating and sharing content through syndication and communication strategies to engage prospects throughout their journey.
Improving your business operations by meeting your company’s objective, missi...Kenny Ong
Marcus Evans Business Process Improvement & Transformation Conference
KL, March 2012
Improving your business operations by meeting your company’s objective, mission and current business landscape
• Re-energising your company’s mission by developing a strategic improvement plan that aligns with its objective
• Establishing business imperative, defining vision and targets, realising the targets and fine-tuning your upcoming business transformation needs
• Measuring the effectiveness of your business processes to see how you can improve your margins
Performance Branding: Making Branding Accountable[x+1]
Digitally Centric Performance Marketing outlines how performance marketing optimizes campaigns based on measurable consumer responses and behaviors. It discusses how search marketing has changed consumers' purchase funnels and how all marketing can now be response marketing. The document provides an example of how Kraft implemented a performance branding campaign around recipe downloading that was optimized for return on behavior and led to measurable sales increases. It emphasizes integrating direct marketing, brand marketing, and digital skills; using new technologies like online ad exchanges; and creating simple, trackable metrics to continuously optimize campaigns.
Lead Generation and Marketing Automation, Featuring MarketoMediative
In this webinar presentation, Marketo’s VP, Marketing Content and Strategy, Jon Miller and Mediative’s Senior Manager, Direct Marketing, Angie Dzwonkiewicz cover the following topics:
- The different types of channels and strategies that are used to generate leads.
- The role of social media in lead generation.
- How to implement and get the most out of lead scoring.
- How to know which lead management platform is right for you.
- How to measure your success.
The real life tales of a CRM initiative - Jane Deal & Germaine FaulknerCFG
The RNIB has embarked on a Customer Relationship Management (CRM) programme to improve its customer experience and relationships. The programme aims to consolidate multiple customer databases, improve service focus, and reduce inefficiencies. It will be implemented over three years using Gartner's 8 building blocks for CRM as a framework. This includes developing a customer-focused vision and strategy, improving organizational collaboration, standardizing processes, managing customer data and insights, integrating new technology, and establishing metrics to measure outcomes. Several challenges have been encountered so far including changing organizational culture, data quality issues, and balancing project work with daily operations.
The document discusses how The Conroy Group helps clients harness information and customer data to gain competitive advantages. It summarizes that The Conroy Group [1] provides strategic consultancy, data mining capabilities, and hands-on help to implement data intelligence into operations, [2] works across information management from strategy to implementation, and [3] combines company data with external sources to help clients understand trends.
It’s important to understand the potential impact that a new disruptive technology might have on the marekt. The role of the Market Opportunity Analysis (MOA) is to help guide the process of better understanding of the most important market segments, how fast the opportuity is growing, what are the key sustainable differentiations and why are these important. Finally, the purpose of the MOA is to, on one hand, describe the key value propostions and to profile the most important use cases and how best to acquire customers.
We have prepared the following template which describes the MOA process and how outlines the factors for successfully growing market share. Our IRG MOA PowerPoint takes you through the key steps for learning about emerging market opportunities and using that learning to influence strategic decision making.
This document discusses customer defined service marketing and emerging trends in 2013. It summarizes the 7 P's of service marketing which are product, price, promotion, place, people, physical evidence, and process. It also discusses setting customer-defined service standards by translating customer expectations into specific behaviors and actions that can be standardized and measured. Some challenges in service marketing mentioned are giving customers a feel for intangible products, managing demand fluctuations, maintaining quality, cost containment, and overcoming attitudinal blocks. The document proposes plans to address challenges like focusing on customer needs, family values, aiding distributors, and adjusting pricing tactics. It asks if challenges can be converted into opportunities.
This document discusses customer defined service marketing and emerging trends in 2013. It summarizes the 7 P's of service marketing which are product, price, promotion, place, people, physical evidence, and process. It also discusses setting customer-defined service standards by translating customer expectations into specific behaviors and actions that can be standardized and measured. Some challenges in service marketing mentioned are giving customers a feel for intangible products, managing demand fluctuations, maintaining quality, cost containment, and overcoming attitudinal blocks. The document proposes plans to address challenges like focusing on customer needs, family values, aiding distributors, and adjusting pricing tactics. It asks if challenges can be converted into opportunities.
The document summarizes Deloitte's perspective on customer insights and analytics. It discusses how clients are asking questions about re-engaging customers, attracting new customers, leveraging tools to target customers, and more. Case studies show how analytics helped clients increase revenue, reduce costs, and improve the online experience. It also outlines how analytical capabilities can deliver deeper customer insights over time, from basic reporting to predictive modeling and innovation. Finally, it discusses how the changing marketing landscape increases the need for advanced analytics and describes the components of a turnkey marketing platform.
Today's marketing is about connecting with the customers, creating innovative relationships and providing unique experience locally and globally. Methods are numerous; the most innovative and customer &culture sensitive companies win the customers, i.e. the business.
Digital Renewal - White Elephants on the WebAyantek LLC
Is it time for your organization to reclaim the digital channel? The wealth of cost-effective technologies and professional services available today mean that you no longer need suffer a less than effective digital presence, and there has never been a better time to revisit and renew your company's commitment to the digital channel and to reap the associated benefits.
This presentation, brought to you by Ayantek, LLC will focus on the following key areas:
* White Elephants on the Web: Outdated websites
* Analysis/Work Steps: Initial review and roadmap generation
* The Key Technology Foundation: CMS evaluation
* Results: Lessons learned and the path forward
We'll examine the case study of Haemonetics Corporation and how it used research to determine what a website really befitting the organization might look like; and how it might continue over time to engage in and commit more significantly to the digital channel.
EPIC Response provides customer engagement consulting services to help companies address common problems like retaining customers and reducing costs. They offer four macro solutions - lowering costs by analyzing inefficiencies, driving loyalty by improving customer experience, adapting to new technologies, and improving communication between clients and contact centers. EPIC has full capabilities across strategic planning, technology optimization, customer experience strategy, and identifying cost savings. They take the guesswork out of outsourcing by screening providers, negotiating rates, and providing program oversight to ensure long-term success.
This document discusses four critical platforms for in-store leadership: sustainability, innovation, efficiency, and measurement. It provides details on developing leadership in each area, including identifying solutions, leveraging technology, streamlining processes, and using data to continuously refine performance. Effective execution across these platforms can help define category leadership and differentiation.
This document discusses customer segments. It begins by asking who customers are and why they would buy a product. It then discusses identifying customer jobs that need to be done, problems or needs, and ranking their significance. It also discusses identifying customer pains like costs and issues, as well as gains like benefits and desired outcomes. The document provides examples of defining customer personas and archetypes. It discusses different types of markets and how that impacts factors like customers, needs, risks, and examples. Finally, it discusses concepts like identifying different customer roles, running experiments to test interest, and dealing with multi-sided markets.
The document discusses customer loyalty solutions from Aimia. It highlights that Aimia has programs in multiple countries with hundreds of millions of members. It also notes that Aimia scored top marks in the 2016 Forrester Loyalty Provider Wave Report for best overall solution, technology capabilities, strategy, and loyalty management. The document provides an overview of Aimia's approach to strategy, technology, and operations for customer loyalty programs.
The Power of Clienteling Raymark Case StudyRaymark
The following benefits were achieved within the first 90 days of the project:
• After a comprehensive cultural change management and training program, 95% of the associates were consistently using the system and successfully completing their pro-active selling tasks.
• Migration of all users from manual client books to the new system in alignment with PCI directives.
• A 1000%+ increase in the number of outbound e-mails and calls to prospective customers by sales associates.
• A 9% Increase in total sales revenue by associate over a period when new customer acquisitions were down 12%.
• Number of repeat customers increased by 33%.
• A 21% increase in average spend per transaction over 3 months with customers that were “clienteled.”
... and more!
Clienteling Without Creepiness_Spring 2016Dianne Inniss
The document discusses how retailers can provide personalized customer experiences while respecting privacy. It recommends that retailers focus on collecting contextual insights from customer interactions, connecting with customers by demonstrating the value of sharing information, and protecting customer privacy. Retailers can collect insights through self-service tools, assisted selling, and online quizzes to better understand customers and deliver personalized recommendations and services without requiring personal data. The goal is to engage customers by showing the benefits of sharing preferences so retailers can improve the shopping experience.
The document discusses the principles of lean startup and customer discovery. It introduces the lean canvas as a structured tool to outline a startup's problem, solution, customer segments, value proposition, channels, cost structure, and revenue streams. It emphasizes the importance of testing hypotheses through customer interviews and online market tests to better understand customer problems before building solutions. The goal is to create a minimum viable product to solve validated customer needs and learn through quick iterations.
Customer Intelligence & Analytics - Part II: Exploring the Idea & Value of Ma...Vivastream
The document discusses marketing analytic techniques, including data mining. It describes how data mining can help with various stages of customer acquisition, activation, relationship management, retention, and win-back. Specifically, it explains how data mining can help identify good prospects, understand customer longevity, reduce risk, and optimize messaging to improve customer lifetime value. The goal is to operationalize analytics at each stage of the customer lifecycle to improve marketing outcomes.
The document provides a framework and plan for managing content to generate leads. It outlines categories of content needed at different stages of the buyer's journey, from early research to evaluation and selection. It identifies existing and missing materials, and how to repurpose content across various channels like blogs, videos and social media. The plan emphasizes curating and sharing content through syndication and communication strategies to engage prospects throughout their journey.
Improving your business operations by meeting your company’s objective, missi...Kenny Ong
Marcus Evans Business Process Improvement & Transformation Conference
KL, March 2012
Improving your business operations by meeting your company’s objective, mission and current business landscape
• Re-energising your company’s mission by developing a strategic improvement plan that aligns with its objective
• Establishing business imperative, defining vision and targets, realising the targets and fine-tuning your upcoming business transformation needs
• Measuring the effectiveness of your business processes to see how you can improve your margins
Performance Branding: Making Branding Accountable[x+1]
Digitally Centric Performance Marketing outlines how performance marketing optimizes campaigns based on measurable consumer responses and behaviors. It discusses how search marketing has changed consumers' purchase funnels and how all marketing can now be response marketing. The document provides an example of how Kraft implemented a performance branding campaign around recipe downloading that was optimized for return on behavior and led to measurable sales increases. It emphasizes integrating direct marketing, brand marketing, and digital skills; using new technologies like online ad exchanges; and creating simple, trackable metrics to continuously optimize campaigns.
Lead Generation and Marketing Automation, Featuring MarketoMediative
In this webinar presentation, Marketo’s VP, Marketing Content and Strategy, Jon Miller and Mediative’s Senior Manager, Direct Marketing, Angie Dzwonkiewicz cover the following topics:
- The different types of channels and strategies that are used to generate leads.
- The role of social media in lead generation.
- How to implement and get the most out of lead scoring.
- How to know which lead management platform is right for you.
- How to measure your success.
The real life tales of a CRM initiative - Jane Deal & Germaine FaulknerCFG
The RNIB has embarked on a Customer Relationship Management (CRM) programme to improve its customer experience and relationships. The programme aims to consolidate multiple customer databases, improve service focus, and reduce inefficiencies. It will be implemented over three years using Gartner's 8 building blocks for CRM as a framework. This includes developing a customer-focused vision and strategy, improving organizational collaboration, standardizing processes, managing customer data and insights, integrating new technology, and establishing metrics to measure outcomes. Several challenges have been encountered so far including changing organizational culture, data quality issues, and balancing project work with daily operations.
The document discusses how The Conroy Group helps clients harness information and customer data to gain competitive advantages. It summarizes that The Conroy Group [1] provides strategic consultancy, data mining capabilities, and hands-on help to implement data intelligence into operations, [2] works across information management from strategy to implementation, and [3] combines company data with external sources to help clients understand trends.
It’s important to understand the potential impact that a new disruptive technology might have on the marekt. The role of the Market Opportunity Analysis (MOA) is to help guide the process of better understanding of the most important market segments, how fast the opportuity is growing, what are the key sustainable differentiations and why are these important. Finally, the purpose of the MOA is to, on one hand, describe the key value propostions and to profile the most important use cases and how best to acquire customers.
We have prepared the following template which describes the MOA process and how outlines the factors for successfully growing market share. Our IRG MOA PowerPoint takes you through the key steps for learning about emerging market opportunities and using that learning to influence strategic decision making.
This document discusses customer defined service marketing and emerging trends in 2013. It summarizes the 7 P's of service marketing which are product, price, promotion, place, people, physical evidence, and process. It also discusses setting customer-defined service standards by translating customer expectations into specific behaviors and actions that can be standardized and measured. Some challenges in service marketing mentioned are giving customers a feel for intangible products, managing demand fluctuations, maintaining quality, cost containment, and overcoming attitudinal blocks. The document proposes plans to address challenges like focusing on customer needs, family values, aiding distributors, and adjusting pricing tactics. It asks if challenges can be converted into opportunities.
This document discusses customer defined service marketing and emerging trends in 2013. It summarizes the 7 P's of service marketing which are product, price, promotion, place, people, physical evidence, and process. It also discusses setting customer-defined service standards by translating customer expectations into specific behaviors and actions that can be standardized and measured. Some challenges in service marketing mentioned are giving customers a feel for intangible products, managing demand fluctuations, maintaining quality, cost containment, and overcoming attitudinal blocks. The document proposes plans to address challenges like focusing on customer needs, family values, aiding distributors, and adjusting pricing tactics. It asks if challenges can be converted into opportunities.
The document summarizes Deloitte's perspective on customer insights and analytics. It discusses how clients are asking questions about re-engaging customers, attracting new customers, leveraging tools to target customers, and more. Case studies show how analytics helped clients increase revenue, reduce costs, and improve the online experience. It also outlines how analytical capabilities can deliver deeper customer insights over time, from basic reporting to predictive modeling and innovation. Finally, it discusses how the changing marketing landscape increases the need for advanced analytics and describes the components of a turnkey marketing platform.
Today's marketing is about connecting with the customers, creating innovative relationships and providing unique experience locally and globally. Methods are numerous; the most innovative and customer &culture sensitive companies win the customers, i.e. the business.
Digital Renewal - White Elephants on the WebAyantek LLC
Is it time for your organization to reclaim the digital channel? The wealth of cost-effective technologies and professional services available today mean that you no longer need suffer a less than effective digital presence, and there has never been a better time to revisit and renew your company's commitment to the digital channel and to reap the associated benefits.
This presentation, brought to you by Ayantek, LLC will focus on the following key areas:
* White Elephants on the Web: Outdated websites
* Analysis/Work Steps: Initial review and roadmap generation
* The Key Technology Foundation: CMS evaluation
* Results: Lessons learned and the path forward
We'll examine the case study of Haemonetics Corporation and how it used research to determine what a website really befitting the organization might look like; and how it might continue over time to engage in and commit more significantly to the digital channel.
EPIC Response provides customer engagement consulting services to help companies address common problems like retaining customers and reducing costs. They offer four macro solutions - lowering costs by analyzing inefficiencies, driving loyalty by improving customer experience, adapting to new technologies, and improving communication between clients and contact centers. EPIC has full capabilities across strategic planning, technology optimization, customer experience strategy, and identifying cost savings. They take the guesswork out of outsourcing by screening providers, negotiating rates, and providing program oversight to ensure long-term success.
This document discusses market sizing and determining the opportunity for a new business idea. It provides guidance on moving out of the customer discovery and validation phases, identifying the target market, and estimating the size of the market using top-down and bottom-up approaches. Examples of each approach are given to illustrate how to size a market from a high level total addressable market view or by aggregating projections from individual customer segments.
EPIC Response provides customer engagement consulting services to help companies address common problems like retaining customers, reducing costs, adapting to new technologies, and selecting the right contact center partners. They offer four macro solutions - lowering costs, driving loyalty, improving multichannel customer experiences, and improving client-partner communication. EPIC evaluates clients' needs and provides strategic recommendations, helps optimize technologies, and develops customer experience strategies. They also take the guesswork out of outsourcing by screening partners, negotiating deals, and providing program oversight to ensure long-term success. EPIC's proven methodology helps clients avoid outsourcing pitfalls by aligning them with the right partner based on their specific industry, functions, channels, geography, size, pricing
Innovative Go-To-Market strategies for Financial Product InnovationsKenny Ong
Financial Product Innovation Asia Pacific 2012 - Turning product innovation into competitive advantage that drives revenues
July 2012
Innovative Go-To-Market strategies for Financial Product Innovations
• Developing a holistic brand experience for your product
• Communicating your product’s value proposition succinctly to extend your overall brand position
• Grabbing the opportunities for co-creation for your brand to engage with customers and the financial performance of your product
• Streamlining your product implementation process for improved results
• Formulating launch and go-to-market strategies that works marvelously
• Justifying your product launch strategy to a range of stakeholders
Coremetrics is a leading web analytics company that helps businesses optimize their online marketing efforts. It provides a continuous optimization platform that collects customer browsing data across visits over time to build detailed customer profiles. These profiles are then used to automatically select and deliver tailored content and offers to customers on a company's website, in emails, and across digital advertising networks. Coremetrics has over 2,100 brand customers worldwide and differentiates itself through its ability to track customers across channels over time, its advanced attribution modeling, and its customer service. It is positioned as a leader in the web analytics market.
There is increased interest in the Coca-Cola Micro (or manual) distribution model, first launched in Ethiopia in 1999. The model has recently been selected by the IFC as one of “Inclusive Business Solutions” focused on distribution. On the 7th and 8th of October I will speak at the IFC conference titled “Inclusive Business Solutions: Expanding Opportunity and Access at the Base of the Pyramid”, which is being held at headquarters in Washington, DC. More info:
http://www.thesupplychainlab.com/blog/africa/update-coca-colas-micro-distribution-model/
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
4. Customer respect in retail banking
Marketing Research Services
Main reproaches Does it mean:
• No proactivity & not • Approach through
accessible prefered channel &
• « Had to tell my own @ the right time?
story 3 times to 3 • Customer intimacy?
different persons » • Focus on customer
• « Too much blabla, needs in stead of
no concrete stuffs » profitability goals?
• « I know what I pay • Value for money
but I don’t know that proposition?
I will receive »
16/11/2006 4
5. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
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6. EDM: definition
Marketing Research Services
• EDM consists on targetting the right
customer, with the right message,
through the right channel, at the right
time and with the appropriate frequency.
• It enables an organization to do for all
customers what it would do if it had only
one customer-every day, accross
multiple channels, with an ability to
analyse results – and without manuel
interventions
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7. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
16/11/2006 7
8. Context has changed
Marketing Research Services
Moment of
truth !
Does respect mean that a bank has to be present in
the key moments of a customer’s life?
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9. Scope of the project
Marketing Research Services
•• 4 main objectives:
Validation of EDM
• events
• 5 Sales & X-selling
• sectors (130 branches)
• 8 Straight Through Process
• Retention
• Customer dialogue (multichannel)
• Customer Satisfaction
• Approach multi products
• Timing:
• March => June (phase 1)
• July => October (phase 2)
• Reporting & analyse with B&D
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10. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
16/11/2006 10
11. Multichannel in action
Marketing Research Services
Scénario de contact
event « permis de conduire »
•Managing complexity
TRAITEMENT LEADS
Coupon LEADS CLIENTS NON CONTACTES
- offre produit
Home'Bank call ICC
•Need of a good event detection, leads
Coupon
LEADS
'
EMAIL - propensity model
call TRAITEMENT
selection & accurate measures !
agence
Self’Bank
LEADS
LEADS
SMS CLIENTS CONTACTES
- incentive
TRAITEMENT LEADS - propensity model
- up-selling
Does respect mean that a bank has to contact a
customer when he wants 15/m through the right
15/ 15/m to 15/m
m
30/m
channel?
30/m 30/m 30/m 30/m
envoi cibles
- Agences
(permission Marketing)
Fin de
- call center (25/m) l'action
- intégration réponse client
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12. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
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13. Workflow: selection & reporting (B&D)
Marketing Research Services
SAS Environment
Event 1 - leads
Listings
send to the
Event 2 - leads
EDM
branches
Leads
Event 3 - leads
Reports
Branch
send to the
data branches
Leads
selection Insurance
data Weekly reports
by
Home loan branches
ING data
- ING EDM - products
Sources Investment
Extraction data
tool KPI and
Other products Business case
data
EDM - interactions
Interractions:
Branch – Client
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15. Workflow: Selection & reporting (B&D)
Marketing Research Services
• High level of complexity
• Lack of automatisation
• Need for right IT solution
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16. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
16/11/2006 16
18. Methodology
Marketing Research Services
“Blind”group
(customers without event)
Validation of
the EDM concept
Target group
(clients with event, with EDM )
Validation of
the EDM test
Controle group
(clients with event, without EDM
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19. Results
Marketing Research Services
•1: validation of EDM concept
“Blind”group
(customers without event)
•Validation of
2: validation of EDM % conversion
+ 75 test
the EDM
concept
Validation of of the product mix more in line
Change
•3: lessons learned Target group
the EDM TEST
with customer’s needs with EDM )
(clients with event,
• Customers
Does respect means value
• Channels creation for the customer?
• Products # customers who bought almost one product
Conversion
# customers in the target group
• Timing
rate
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20. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
16/11/2006 20
21. Quotes & Feedback of the salesforce
Marketing Research Services
• « EDM is een grote stap vooruit t.o.v. de eindeloze
listings die we dan eerst nog moeten uitzuiveren. In
kader van EDM is de doegroep kleiner maar beter »
• « De doelgroepen zijn zeer interessant want ze geven
ons een excellente reden om ze te contacteren »
• « Beste collega, onze dank voor sales lead; cliënt
Does respect means that first you have to respect2007
gesproken op kt met potentieel naar volgend jaar your
workforce if you want to »
(einde actieve loopbaan). respect your customers ?
16/11/2006 21
22. Agenda
Marketing Research Services
• Customer respect in retail banking
• EDM definition
• Context & scope of the project
• Multichannel in action
• Workflow: selection & reporting
• Results
• Quotes & Feedback of the salesforce
• Conclusions & next steps
16/11/2006 22
23. Conclusions
Marketing Research Services
• Event Driven Marketing shows its added
value
• Complexity of the process => need of a
Campaign Management tool
• High conversion rate & sales rate
• Respect of timing is a critical success factor
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24. Conclusions
Marketing Research Services
Customer respect means ….
presence at the key moments of a customer’s life!
to contact a customer when he wants to!
(permission Marketing)
value creation for the customers!
respect your workforce!
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25. Q&A
Marketing Research Services
Thank your for your attention
More info? Remarks or feedback?
Vincent Nanni - vincent.nanni@ing.be
Gaetan Verschraege - gaetan.verschraege@businessdecision.com
16/11/2006 25