The document discusses connecting with customers in a data-driven world. It argues that while data is important, being human and building trust is fundamental to connecting. It proposes focusing on understanding customer journeys, managing responses to inbound interactions, expressing gratitude, using personalization in mail, empowering frontline staff with data insights, and rewarding customers from the start of the relationship rather than waiting for them to prove their value. The overall message is that reconnecting with customers requires combining data-driven insights with genuinely human behaviors focused on the customer experience.
1. Connect your CRM data. Don’t just collect it and keep it in silos.
2. Invest more in mobile. Mobile targeting and ROI are looking better than ever.
3. Personalize. It’s the big pay-off of all that data and analysis.
4. Measure, measure, measure. Know what works and double down.
5. Be up front about privacy. Consider the other side of targeting.
THE SECRET TO BETTER CUSTOMER ENGAGEMENTMark Robinson
The document discusses improving customer engagement and retention. It notes that focusing on retaining existing customers can be more profitable than acquiring new ones, as 20% of customers account for 80% of profits. However, many companies still prioritize new customer acquisition over retention. Effective customer loyalty programs use analytics to personalize the customer experience, incentivize interactions, and turn loyal customers into brand advocates who bring in new business through word-of-mouth recommendations.
Afinium White Paper - It's All About the Customer June 2014Afinium
The document discusses how the US insurance market needs to become more customer-focused by adopting a unified enrollment and distribution platform with a single customer view across all channels. This will allow for improved customer understanding, engagement, and reduced costs. A modern, unified SaaS platform can integrate existing systems while testing thousands of marketing messages in real-time to optimize customer acquisition and retention through personalized experiences. Data analytics are crucial to understand customer behavior and continuously improve the customer experience.
Behind the ABM Curtain with Dun & BradstreetKwanzoo Inc
- D&B sees its data as inherently deterministic, coming directly from companies rather than being modeled or inferred. It focuses on data quality and scale, covering 99% of US businesses.
- D&B believes its D-U-N-S identifier allows tracking companies and contacts across online and offline channels. This supports account-based marketing by enabling cross-channel attribution and reporting.
- While predictive tools show promise, D&B views the space as immature. It focuses on strategic profiling to expand target lists based on similarities to best-performing existing customers.
1) The panel discussed the challenges that brands face in using customer data effectively for real-time marketing, including having too much data that leads to paralysis, not having access to enough customer data when going through intermediaries, and not being able to connect all necessary data sources.
2) They agreed that before targeting customers, companies need to get their corporate culture right to support real-time marketing efforts. Starting small and proving benefits quickly is important to gain support.
3) Moderating contact frequency and using data responsibly is important to maximize customer relationships. Brands need to understand when the next best action is to not communicate with customers.
The document discusses how the customer relationship has changed in the digital era. There is now greater transparency, giving customers more information and control. This transparency puts pressure on companies to ensure their brand promise and customer experience are closely aligned. Companies must make operational changes to deliver on the brand promise and meet evolving customer needs and expectations. While technology has changed interactions, fundamental customer needs remain the same - companies need to focus on both adapting to new technologies and strengthening relationships through excellent operational execution.
The Changing Nature of the Customer Relationship by North HighlanddBrooke Novak
Things have changed with the way the customer experience is enacted. Success has less to do with big strategic decisions and more to do with practical, everyday operational decisions – and then getting them implemented. Customers have more control – much more. Product information, peer reviews and ratings, even competitors are all just a click away. This increased transparency puts brand promises to the test. And, whether you are B2C or B2B, your customers have become accustomed to personalized services, relevant and personalized offers, and customizable capabilities. All on demand. How do you meet these demands – let alone exceed them? This paper explores considerations on how to harness the power of digital information on the front line of the customer relationship to power your competitive edge through to your bottom line.
This document discusses enterprise customer experience. It defines customer experience as the sensations, emotions and perceptions customers have before, during and after using a product or service. It states that enterprise customer experience represents listening to, guiding and engaging customers in the digital world to create personalized experiences. The document discusses how data from digital interactions can provide insights to enhance the customer experience if analyzed and used to inform actions. It also discusses the importance of respecting customers' time, providing accessible information, and ensuring a positive user experience. Finally, it states that social CRM can help integrate insights to improve customer experiences across touchpoints.
1. Connect your CRM data. Don’t just collect it and keep it in silos.
2. Invest more in mobile. Mobile targeting and ROI are looking better than ever.
3. Personalize. It’s the big pay-off of all that data and analysis.
4. Measure, measure, measure. Know what works and double down.
5. Be up front about privacy. Consider the other side of targeting.
THE SECRET TO BETTER CUSTOMER ENGAGEMENTMark Robinson
The document discusses improving customer engagement and retention. It notes that focusing on retaining existing customers can be more profitable than acquiring new ones, as 20% of customers account for 80% of profits. However, many companies still prioritize new customer acquisition over retention. Effective customer loyalty programs use analytics to personalize the customer experience, incentivize interactions, and turn loyal customers into brand advocates who bring in new business through word-of-mouth recommendations.
Afinium White Paper - It's All About the Customer June 2014Afinium
The document discusses how the US insurance market needs to become more customer-focused by adopting a unified enrollment and distribution platform with a single customer view across all channels. This will allow for improved customer understanding, engagement, and reduced costs. A modern, unified SaaS platform can integrate existing systems while testing thousands of marketing messages in real-time to optimize customer acquisition and retention through personalized experiences. Data analytics are crucial to understand customer behavior and continuously improve the customer experience.
Behind the ABM Curtain with Dun & BradstreetKwanzoo Inc
- D&B sees its data as inherently deterministic, coming directly from companies rather than being modeled or inferred. It focuses on data quality and scale, covering 99% of US businesses.
- D&B believes its D-U-N-S identifier allows tracking companies and contacts across online and offline channels. This supports account-based marketing by enabling cross-channel attribution and reporting.
- While predictive tools show promise, D&B views the space as immature. It focuses on strategic profiling to expand target lists based on similarities to best-performing existing customers.
1) The panel discussed the challenges that brands face in using customer data effectively for real-time marketing, including having too much data that leads to paralysis, not having access to enough customer data when going through intermediaries, and not being able to connect all necessary data sources.
2) They agreed that before targeting customers, companies need to get their corporate culture right to support real-time marketing efforts. Starting small and proving benefits quickly is important to gain support.
3) Moderating contact frequency and using data responsibly is important to maximize customer relationships. Brands need to understand when the next best action is to not communicate with customers.
The document discusses how the customer relationship has changed in the digital era. There is now greater transparency, giving customers more information and control. This transparency puts pressure on companies to ensure their brand promise and customer experience are closely aligned. Companies must make operational changes to deliver on the brand promise and meet evolving customer needs and expectations. While technology has changed interactions, fundamental customer needs remain the same - companies need to focus on both adapting to new technologies and strengthening relationships through excellent operational execution.
The Changing Nature of the Customer Relationship by North HighlanddBrooke Novak
Things have changed with the way the customer experience is enacted. Success has less to do with big strategic decisions and more to do with practical, everyday operational decisions – and then getting them implemented. Customers have more control – much more. Product information, peer reviews and ratings, even competitors are all just a click away. This increased transparency puts brand promises to the test. And, whether you are B2C or B2B, your customers have become accustomed to personalized services, relevant and personalized offers, and customizable capabilities. All on demand. How do you meet these demands – let alone exceed them? This paper explores considerations on how to harness the power of digital information on the front line of the customer relationship to power your competitive edge through to your bottom line.
This document discusses enterprise customer experience. It defines customer experience as the sensations, emotions and perceptions customers have before, during and after using a product or service. It states that enterprise customer experience represents listening to, guiding and engaging customers in the digital world to create personalized experiences. The document discusses how data from digital interactions can provide insights to enhance the customer experience if analyzed and used to inform actions. It also discusses the importance of respecting customers' time, providing accessible information, and ensuring a positive user experience. Finally, it states that social CRM can help integrate insights to improve customer experiences across touchpoints.
What does it take to deliver a superb customer journey in today's globally connected and always-on world? Learn why moments matter and how Smarter Commerce is letting businesses apply insights and data to reach out to and engage customers at every crucial touch point.
Future of conversational commerce july 2018 lr-compressedFuture Agenda
From Alexa and Siri to the use of chatbots as part of customer service, conversational commerce is already present for many in our everyday lives. This summary PPT examines what has enabled the recent rise, the state of play today, how might it evolve in the future and what the implications are for organisations.
Conversational Commerce Today
As part of work to support Mastercard’s thought leadership position on the Future of Conversational Commerce, unveiled at Money 2020 in June 2018, Future Agenda conducted desk research and a series of expert conversations to better understand the current state of play and to uncover emerging shifts of note.
The future of trusted conversational commerce will be shaped by three inter-related themes. These are:
1. Enhanced Customer Experience - As conversational commerce meets proof points of viability, feasibility and desirability
2. Being Human - As bots (and humans) become more informed, more natural and more helpful, powered by real-time AI and fuelled by organisation-wide accessible flows of data. NLP improvements add other ‘human’ psychological elements, e.g. hesitance.
3. Data’s Richness - As the economic imperative to identify and make best use of data – whether generated or procured from multiple sources - remains at the heart of ecommerce activities. With pervasive AI in place, it’s the data, not the engine that differentiates.
How B2B buying and selling will change in 2020Shruti Kapoor
In this eBook, we have tried to answer questions like...
What are some of the new obstacles faced by other sales teams especially after the pandemic and what can you learn from it?
How has the buying process changed in light of COVID-19?
How can sales teams continue to have meaningful conversations?
Is it ok to be cold-calling or emailing prospects right now?
What type of messaging should be used in cold outreach to build relationships without pissing off your prospects?
What can sales, success & marketing teams do together in this time?
With layoffs dominating your team’s LI feed, how do you continue to motivate your sales reps?
The document discusses predictions for the future of B2B marketing from 31 top marketers presenting at the B2B Marketing Forum. Some key predictions include: marketing becoming organized around data, content, and technology with silos disappearing; prospects closing their own deals using mobile devices; and the CMO becoming the "Chief Journey Officer" responsible for optimizing the customer journey. The future is also predicted to include technologies like precognitive marketing, neural interfaces, and all marketing becoming marketed to individuals rather than businesses versus consumers.
This document provides information about a company called SMS Customer Solutions and the services they provide to help businesses improve their customer experience. They offer services such as customer insights, customer experience improvement, customer relationship management systems, and customer-centric transformation. They have helped many organizations across different industries and regions improve customer satisfaction and business outcomes through implementing their customer experience framework and solutions.
Marketers have seen their jobs transformed over the past ten years. The transformation is happening again — but faster this time. According to The Economist Intelligence Unit's survey of 478 high-level marketing executives worldwide, sponsored by Marketo, more than 80% say they need to restructure marketing to better support the business. And 29% believe the need for change is urgent.
This document provides an overview of cross-channel marketing. It discusses how most customers experience a fragmented brand experience across different channels. To improve this, marketers must coordinate efforts across channels and have a unified understanding of customers based on data. Having an identity mapping strategy is key to connecting customer interactions and IDs across channels. This allows delivering a consistent experience. The document also stresses the importance of attribution to understand what is driving results across channels.
What we doing is integrated marketing strategies and custom software to grow your business. Please visit www.blackcodesolution.com to know more about us.
This document discusses how traditional banks are facing competition from digital banks and fintech companies. It argues that banks need to transform by (1) improving digital engagement with customers to better understand them, (2) participating in ecosystems with other digital partners to provide and consume new services, and (3) applying technologies like cloud, analytics, and cognitive computing to improve efficiency and security. The document provides examples of how banks can remain relevant to customers and be present in their lives through hyper-personalized marketing and content.
1. Online reviews help improve the B2B buyer experience and a company's bottom line by building trust throughout the purchasing process and differentiating a company from its competitors.
2. Displaying online reviews on a company's website, marketing materials, and advertisements can improve search engine optimization, increase click-through and conversion rates, and qualify a company for valuable features like Google Seller Ratings.
3. Collecting and showcasing online reviews provides valuable customer feedback to enhance customer service and experience, while also assisting in marketing, sales, and customer retention efforts.
Epsilon's Agility Loyalty platform provides a total loyalty solution for enterprises, including a configurable technology platform and end-to-end loyalty services. The platform offers real-time customer experience management, personalized engagement across channels, and a comprehensive view of the customer brand experience. It also provides flexible rewards, program management, and data integration to power insightful customer interactions.
Creating loyal omnichannel customers is critical. Retailers who embrace the customer-centric trend and build better shopping experiences will leap ahead of the competition.
Building a blended customer experience isn't easy. Need some help getting started? Check out our latest in retail trend research.
The document discusses how analyzing customer behavior through big data can help companies better understand and interact with customers. It notes that customers are changing rapidly and expect personalized, real-time interactions. Big data provides a wealth of internal and external customer information that, when combined, can provide predictive insights into customer wants. Effectively using big data allows companies to nurture loyal customers and anticipate those at risk of switching to competitors.
https://www.talkdesk.com/resources/webinars/
Ring in the new year with great customer service!
In this slideshow you will find:
- The top 10 customer service trends according to industry leaders.
- Research and data to support these trends.
- Actionable tips of how you can stay on top of the competition.
The Future of Customer Service: From Personal, to Self, to Crowd ServiceSteven Van Belleghem
The corporate world is at full stretch. On the one hand companies must meet ever-growing expectations with regard to customer experience, while on the other hand there’s a need for economic efficiency. The ultimate challenge for the customer service of the future consists in offering improved customer service at a lower cost.
In the years to come, every company will question its customer processes. Any sensible company will strive to create the ideal combination between efficiency and the perfect customer experience. Players who are only active online, such as Amazon.com and Booking.com, boast a highly efficient customer process. Even though their customers rarely come into contact with actual people they still provide a very satisfactory customer experience. Traditional companies have a history of a personal service burdened with a heavy cost structure.
To avoid overstretching, traditional companies must invest in digitization and in forging a personal (emotional) connection with the customer. Technology is opening up new possibilities in this regard but customers also like personal contact. This combination is shaping the future of customer service: a shift to self-service while still keeping things personal. Also, the service package is expanded by involving the customers themselves in the process. The customer-helps-customer philosophy (crowd service) enables companies to be more efficient and improve their service without losing sight of the human aspect. Fifty-five percent of consumers like the idea of other consumers helping them and 58% are prepared to help others . The customer is ready for crowd service.
This paper was written based on my own research (in collaboration with SSI and translation partner No problem!), desk research and discussions with companies. This paper takes a closer look at new trends and evolutions in the field of customer service.
This document discusses social CRM and how it differs from traditional CRM. Social CRM is a company's response to customers owning the conversation on social media and other online channels. It involves listening to customers, engaging with them through social and other digital channels, and using social data to enhance customer relationships and experiences. The document provides examples of how a bicycle dealer could implement aspects of social CRM by monitoring online customer conversations, engaging with customers on social media, and gaining insights to improve marketing, sales and customer service. It emphasizes that social CRM is a long-term strategy requiring an outside-in approach where the customer is at the center.
El documento habla sobre la instalación de WAMP y menciona que antes de instalarlo es necesario verificar que se tiene instalado Visual C++ Redistributable para evitar errores. Explica los pasos de la instalación de WAMP y menciona que si se obtiene un error al finalizar es posible que falte instalar dependencias como Visual C++ Redistributable.
Este documento describe los elementos clave para gestionar proyectos, incluyendo responsables, directores, actividades, fases, entregables e integrantes de la oficina de gestión de proyectos.
What does it take to deliver a superb customer journey in today's globally connected and always-on world? Learn why moments matter and how Smarter Commerce is letting businesses apply insights and data to reach out to and engage customers at every crucial touch point.
Future of conversational commerce july 2018 lr-compressedFuture Agenda
From Alexa and Siri to the use of chatbots as part of customer service, conversational commerce is already present for many in our everyday lives. This summary PPT examines what has enabled the recent rise, the state of play today, how might it evolve in the future and what the implications are for organisations.
Conversational Commerce Today
As part of work to support Mastercard’s thought leadership position on the Future of Conversational Commerce, unveiled at Money 2020 in June 2018, Future Agenda conducted desk research and a series of expert conversations to better understand the current state of play and to uncover emerging shifts of note.
The future of trusted conversational commerce will be shaped by three inter-related themes. These are:
1. Enhanced Customer Experience - As conversational commerce meets proof points of viability, feasibility and desirability
2. Being Human - As bots (and humans) become more informed, more natural and more helpful, powered by real-time AI and fuelled by organisation-wide accessible flows of data. NLP improvements add other ‘human’ psychological elements, e.g. hesitance.
3. Data’s Richness - As the economic imperative to identify and make best use of data – whether generated or procured from multiple sources - remains at the heart of ecommerce activities. With pervasive AI in place, it’s the data, not the engine that differentiates.
How B2B buying and selling will change in 2020Shruti Kapoor
In this eBook, we have tried to answer questions like...
What are some of the new obstacles faced by other sales teams especially after the pandemic and what can you learn from it?
How has the buying process changed in light of COVID-19?
How can sales teams continue to have meaningful conversations?
Is it ok to be cold-calling or emailing prospects right now?
What type of messaging should be used in cold outreach to build relationships without pissing off your prospects?
What can sales, success & marketing teams do together in this time?
With layoffs dominating your team’s LI feed, how do you continue to motivate your sales reps?
The document discusses predictions for the future of B2B marketing from 31 top marketers presenting at the B2B Marketing Forum. Some key predictions include: marketing becoming organized around data, content, and technology with silos disappearing; prospects closing their own deals using mobile devices; and the CMO becoming the "Chief Journey Officer" responsible for optimizing the customer journey. The future is also predicted to include technologies like precognitive marketing, neural interfaces, and all marketing becoming marketed to individuals rather than businesses versus consumers.
This document provides information about a company called SMS Customer Solutions and the services they provide to help businesses improve their customer experience. They offer services such as customer insights, customer experience improvement, customer relationship management systems, and customer-centric transformation. They have helped many organizations across different industries and regions improve customer satisfaction and business outcomes through implementing their customer experience framework and solutions.
Marketers have seen their jobs transformed over the past ten years. The transformation is happening again — but faster this time. According to The Economist Intelligence Unit's survey of 478 high-level marketing executives worldwide, sponsored by Marketo, more than 80% say they need to restructure marketing to better support the business. And 29% believe the need for change is urgent.
This document provides an overview of cross-channel marketing. It discusses how most customers experience a fragmented brand experience across different channels. To improve this, marketers must coordinate efforts across channels and have a unified understanding of customers based on data. Having an identity mapping strategy is key to connecting customer interactions and IDs across channels. This allows delivering a consistent experience. The document also stresses the importance of attribution to understand what is driving results across channels.
What we doing is integrated marketing strategies and custom software to grow your business. Please visit www.blackcodesolution.com to know more about us.
This document discusses how traditional banks are facing competition from digital banks and fintech companies. It argues that banks need to transform by (1) improving digital engagement with customers to better understand them, (2) participating in ecosystems with other digital partners to provide and consume new services, and (3) applying technologies like cloud, analytics, and cognitive computing to improve efficiency and security. The document provides examples of how banks can remain relevant to customers and be present in their lives through hyper-personalized marketing and content.
1. Online reviews help improve the B2B buyer experience and a company's bottom line by building trust throughout the purchasing process and differentiating a company from its competitors.
2. Displaying online reviews on a company's website, marketing materials, and advertisements can improve search engine optimization, increase click-through and conversion rates, and qualify a company for valuable features like Google Seller Ratings.
3. Collecting and showcasing online reviews provides valuable customer feedback to enhance customer service and experience, while also assisting in marketing, sales, and customer retention efforts.
Epsilon's Agility Loyalty platform provides a total loyalty solution for enterprises, including a configurable technology platform and end-to-end loyalty services. The platform offers real-time customer experience management, personalized engagement across channels, and a comprehensive view of the customer brand experience. It also provides flexible rewards, program management, and data integration to power insightful customer interactions.
Creating loyal omnichannel customers is critical. Retailers who embrace the customer-centric trend and build better shopping experiences will leap ahead of the competition.
Building a blended customer experience isn't easy. Need some help getting started? Check out our latest in retail trend research.
The document discusses how analyzing customer behavior through big data can help companies better understand and interact with customers. It notes that customers are changing rapidly and expect personalized, real-time interactions. Big data provides a wealth of internal and external customer information that, when combined, can provide predictive insights into customer wants. Effectively using big data allows companies to nurture loyal customers and anticipate those at risk of switching to competitors.
https://www.talkdesk.com/resources/webinars/
Ring in the new year with great customer service!
In this slideshow you will find:
- The top 10 customer service trends according to industry leaders.
- Research and data to support these trends.
- Actionable tips of how you can stay on top of the competition.
The Future of Customer Service: From Personal, to Self, to Crowd ServiceSteven Van Belleghem
The corporate world is at full stretch. On the one hand companies must meet ever-growing expectations with regard to customer experience, while on the other hand there’s a need for economic efficiency. The ultimate challenge for the customer service of the future consists in offering improved customer service at a lower cost.
In the years to come, every company will question its customer processes. Any sensible company will strive to create the ideal combination between efficiency and the perfect customer experience. Players who are only active online, such as Amazon.com and Booking.com, boast a highly efficient customer process. Even though their customers rarely come into contact with actual people they still provide a very satisfactory customer experience. Traditional companies have a history of a personal service burdened with a heavy cost structure.
To avoid overstretching, traditional companies must invest in digitization and in forging a personal (emotional) connection with the customer. Technology is opening up new possibilities in this regard but customers also like personal contact. This combination is shaping the future of customer service: a shift to self-service while still keeping things personal. Also, the service package is expanded by involving the customers themselves in the process. The customer-helps-customer philosophy (crowd service) enables companies to be more efficient and improve their service without losing sight of the human aspect. Fifty-five percent of consumers like the idea of other consumers helping them and 58% are prepared to help others . The customer is ready for crowd service.
This paper was written based on my own research (in collaboration with SSI and translation partner No problem!), desk research and discussions with companies. This paper takes a closer look at new trends and evolutions in the field of customer service.
This document discusses social CRM and how it differs from traditional CRM. Social CRM is a company's response to customers owning the conversation on social media and other online channels. It involves listening to customers, engaging with them through social and other digital channels, and using social data to enhance customer relationships and experiences. The document provides examples of how a bicycle dealer could implement aspects of social CRM by monitoring online customer conversations, engaging with customers on social media, and gaining insights to improve marketing, sales and customer service. It emphasizes that social CRM is a long-term strategy requiring an outside-in approach where the customer is at the center.
El documento habla sobre la instalación de WAMP y menciona que antes de instalarlo es necesario verificar que se tiene instalado Visual C++ Redistributable para evitar errores. Explica los pasos de la instalación de WAMP y menciona que si se obtiene un error al finalizar es posible que falte instalar dependencias como Visual C++ Redistributable.
Este documento describe los elementos clave para gestionar proyectos, incluyendo responsables, directores, actividades, fases, entregables e integrantes de la oficina de gestión de proyectos.
Este documento contiene citas de varios compositores, músicos y escritores sobre la importancia y el poder de la música. Muchas de las citas describen a la música como una forma de comunicación profunda que trasciende fronteras y permite escapar de la realidad o aliviar la soledad. Una cita resume que la música ha existido desde el origen del hombre y forma parte de la vida.
Una red de computadoras conecta equipos informáticos para compartir información y recursos. Se compone de dispositivos emisores, receptores y un medio de transmisión. Su objetivo es permitir el acceso remoto a la información de manera confiable y económica. Existen diferentes tipos de redes según su alcance: las redes de área local (LAN) conectan equipos dentro de una organización, las redes de área metropolitana (MAN) unen LAN cercanas, y las redes de área extensa (WAN) inter
Reno Deane has experience in retail, masonry, electrical, commercial painting, and construction. He has an Associate's degree in Psychology from Cypress College and is working towards a Bachelor's degree in Industrial Psychology from CSUF. He has worked various part-time jobs while attending college, including construction and home renovation jobs, and packaging plastics at a manufacturing company. Reno has excellent analytical skills and is detail-oriented, self-starting, determined, friendly, and team-oriented.
Eduardo Olmos has over 5 years of experience in live sound engineering and production roles. He has worked as a technical director for a morning radio show and as a stagehand for award shows. Currently, he works as a Pro Tools operator for events in Inglewood. Olmos has skills in operating various audio consoles, production tasks like setting up equipment, and music production using Pro Tools and other DAW software. He has a Associate's degree in Recording Arts from The Los Angeles Film School.
Este documento presenta un proyecto para la construcción de un parque recreativo y turístico en los sectores de San Estuardo, Fanny Estela, Los Olivos, 19 de Noviembre y Ciudadela de los Maestros en la parroquia de Jambelí, Machala. El proyecto busca mejorar las condiciones de recreación de los niños en estos sectores, promover el desarrollo integral de los niños y fomentar la unión familiar. Se justifica la necesidad del parque debido a la falta de espacios recreativos para
Kylee enjoys swimming, coloring, playing outside, and doing nails. The document outlines physical, cognitive, language, and social-emotional development milestones for Kylee's age, including hopping on one foot, writing her name, counting to ten, engaging in pretend play, and showing pride in her family. The observer learned that Kylee has reached many milestones appropriately for her age and wants to do similar observations of an eleven-month-old goddaughter.
El Consejo Latinoamericano de Ciencias Sociales (CLACSO) es una red de instituciones dedicadas al estudio de las ciencias sociales en América Latina y el Caribe. Cuenta con centros miembros plenos e instituciones asociadas fuera de la región. Ofrece acceso abierto a más de 30,000 textos completos, revistas arbitradas, producciones audiovisuales y publicaciones descargables para promover la investigación en ciencias sociales.
Jennifer Barman is applying for an HR Management or Hiring Manager position. She has over 10 years of experience in information technology, including maintaining SQL servers and data warehouses. She has experience with medical coding and various software programs. In previous roles, she created applications that improved efficiency and saved costs. Most recently, she held a position that included responsibilities across 5 jobs and worked closely with senior leadership. She is looking to utilize her skills and adaptability at a new company.
The document is a report produced by the Institute for Community Empowerment in Thailand and the Chiang Mai Health Promotion Network documenting their experiences with participatory action research and asset-based community development approaches. It describes how they worked with 11 community-based organizations to build capacity and empower community members to engage in decentralized healthcare. It also details how the communities developed a method to identify and evaluate social changes resulting from these asset-based approaches by asking how the projects have impacted community empowerment and self-determination. The report findings indicate that the asset-based work expanded beyond strengths and resources to also incorporate important cultural traditions like music, dance, and healing methods as a shared way of thinking.
La empresa Almita Enedelia S.A. de C.V. está celebrando una gran venta y agradece repetidamente a sus clientes. El documento consiste en múltiples líneas agradeciendo a los clientes, sin más detalles sobre la venta u otros aspectos de la empresa.
Crónica de la concentración contra el Despido Colectivo en el Grupo Tragsa el...CGT Tragsatec
Las secciones sindicales de CGT en el Grupo Tragsa realizaron concentraciones en Madrid y Granada el 16 de octubre de 2013 para manifestar su rechazo al proceso de despido colectivo planteado por la dirección del grupo. La dirección había presentado los datos que motivaban los despidos el día anterior, iniciando el periodo de consultas el 17 de octubre. Las concentraciones exigieron a la dirección que pare el proceso de despido colectivo y considere alternativas para conservar todos los puestos de trabajo.
El documento describe los derechos de autor y sus características. Los derechos de autor protegen la propiedad intelectual de los autores y les dan control sobre la explotación y distribución de sus creaciones, ya sean literarias, musicales, artísticas o científicas. Los derechos de autor incluyen derechos morales como el derecho a la paternidad y el derecho al arrepentimiento, así como derechos patrimoniales que permiten a los autores beneficiarse económicamente de sus obras a través de la reproducción y comunicación
The document discusses the history and continued use of "cheat codes" in video games. It explains that the famous Konami Code was originally created by a developer at Konami to make their games easier after finding them too difficult. Players enjoyed having god mode and unlimited abilities, so Konami kept including the code as an Easter egg. Today, many game developers still hide codes for advantages as Easter eggs or shortcuts for players to discover.
The Greek philosopher Heraclitus said, “The only thing that is constant is change,” and nowhere does this seem truer than in the world of marketing. Change seems to happen more frequently and with more severe consequences than ever before. Learn about five key factors driving complexity in today's marketplace.
The document discusses personalization and developing a personalized customer engagement strategy. It provides tips for personalizing properly including starting with data, engaging customers through interactive dialogue, and building value for customers through personalized offers. The document also outlines key considerations for a personalized strategy such as prioritizing efforts, ensuring business alignment, collaborating across departments, being transparent about data use, respecting customer preferences, and gathering feedback.
This document outlines 10 key marketing trends for 2017 and ideas for exceeding customer expectations. It discusses how cognitive insights will revolutionize how marketers deepen customer connections and fuel strategic growth by tapping into structured and unstructured data. It also discusses how companies should shift from having a "mobile strategy" to creating an engagement strategy for customers across all channels and devices. The document provides an overview of 10 marketing trends and ideas that marketers can use to better understand customers and provide excellent experiences.
Using Lifestyle Data in Today's and Tomorrow's Worldindeuppal
1) Lifestyle data is increasingly being used by businesses to understand customers and their behaviors in new ways, like smartphone ownership and mobile habits, to inform new marketing strategies.
2) Customer segmentation has evolved to incorporate more dimensions of data and be more reflective of changing consumer behaviors and market dynamics.
3) Lifestyle data is being used to enhance customer profiles by appending additional contact details and demographic information to help businesses engage customers across more touchpoints.
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Being human in a data driven world
1. Customer marketing is becoming more fragmented just as it was supposed to get
more joined up.
It’s getting harder to connect with our customers. And harder still to build the kind of
trust that that lasts a lifetime.
In our headlong pursuit of data driven marketing, we have missed something
fundamental about how to connect.
Being human is at the heart of it.
1
2. There are three parts to this presentation.
First, I assess of the problem of connection from the perspective of businesses and
their customers.
Second, I challenge how committed businesses are today in putting customers at the
heart of their business.
Third, I ask what drives our efforts to connect with customers? And I propose my
own manifesto for reconnection.
2
3. Data has been described as the future and saviour of marketing. The lifeblood of
every digital platform in the future.
Data can deliver better, faster, fact-based decisions and drive sales at a fraction of
the cost of traditional marketing approaches.
Data will not only transform how we sell in the new world. When combined with the
right technology platform data can help us to create richer customer experiences.
3
4. CMOs and their teams are often overwhelmed by data and frustrated by what they
perceive as a failure to deliver a return.
Ironically our growing need for specialists is part of our problem.
Data scientists, customer experience officers, and technology champions can make
existing operating silos worse by bringing in more competing interests.
Many businesses are also ill-equipped to capture and deploy incoming digital data;
we have historically pushed messages out.
Many more businesses struggle to match their on and off line data. And most lack
the in house expertise to use the data intelligently.
And then there are vexing questions about which technology platforms to purchase.
That all adds up to complexity, which is the enemy of simplicity and connection.
4
5. Meanwhile our customers are finding many of our efforts to deploy smarter data
frustrating at best. We fail them:
- When sell triggers and save messages create more attrition because they give
unhappy customers an opportunity to reappraise
- When we do not give our front line people access to the data that we are using to
drive communication
- When customers hop between one touchpoint and the next and we struggle to
keep up and maintain a semblance of conversation
All the while customers are becoming more immune to our push messages; up to
70% of emails are deleted before being opened, and customers can use multiple
devices with low levels of attention.
So the majority of so called data driven communications simply floats on the surface
of customer experience like oil on water.
5
6. What can we do about this growing failure to connect and execute?
First , there’s what I call “inside out” solutions; how we organise ourselves and use
our resources to harness and deploy data.
Second are “outside in” solutions; how we connect with customers in ways that
reflect their changing needs.
Today’s session is all about looking “outside in” though the lens of our connected
customers.
6
7. A conversion about reconnection has to start with our own intention and purpose.
Why do we want to connect?
7
8. Customer – An asset. The force that shapes our future. Success defined by lifetime
value and advocacy.
OR
An opportunity. Extract and grow value today. Optimise cost to serve.
Does your business see customers first and foremost as an asset?
Or are customers simply an opportunity?
We might talk about customer strategy like this (LH). But rather when chips are down
we behave like this (RH).
If we want to reconnect with customers we have to take a longer view and make a
deeper commitment to customers than most of us are prepared to entertain right
now.
Here’s why.
8
9. Data will fuel a new era in accountable marketing.
But trust will become the gold standard by which relationships are measured in the
future.
In the US, trust is cited as being 200% more important than service in determining
customer retention in the banking sector* .
In every sector we are having to pay more attention to the impact that trust has on
our bottom line.
Why is that?
*source: Forrester:
9
10. An exponential increase in transparency may be the biggest single reason behind the
growing importance of trustworthiness.
A recent Bain and Co report demonstrates this:
“People who engage with brands via social media demonstrate a deeper emotional
commitment to those brands, and they spend between 20% and 40% more than
other customers on the products and services offered by the brands.”
That is great news for marketers and agencies wanting to show that social media can
pay its way as a marketing discipline.
But the price we pay is that we now have to play by the same rules that govern
relationships between friends and customers.
That is the sting in the tail of the social and technological revolution.
There will be nowhere to hide.
10
11. Gary Vaynerchuck nails it for me when he says:.
“For many years we have wanted to “recreate” relationships at the level of small
town grocer and his customers. Relationships enabled by that near perfect exchange
of information that only happens when a business owner and their customer really
know each other’s needs and intentions.”
The dream has come true. A new level of data driven intelligence brings us as close
to understanding customer intentions as the grocery store owner did in the past.
But this is a world where small talk amongst our customers is magnified and it can
have big consequences.
Our customers can see us (our intentions and behaviours) as clearly as we can see
theirs. And they share.
11
12. That shift has a profound impact on how we shape our customer strategies in the
future.
Take customer intimacy as an example.
For some time now we have turned to the language of personal relationships
(customer intimacy, social marketing) to describe the impact of data driven insight
and application.
12
13. David Maister’s seminal work about building trust in professional service companies,
“The Trusted Advisor”, gives us nine tested principles that work.
They are all about how we behave as individuals in business; our underlying
intention and purpose.
If we want to win on customer intimacy as a marketing strategy then our intention
and behaviour matters more than our ability to harnesses data and be relevant.
It is about having our customers best interests at heart. And it’s a long term game
not a race for short term return.
Hamish Rumbold at Air NZ says it well when he reflects that:
“Your customer’s for life, not just your next bonus.”
That is what being human means for customer strategy.
13
14. Jeff Bezos is the founder and CEO of Amazon. Underlying his ruthless, “Be cheap, be fast”,
mission to dominate lies a concrete and persuasive long term commitment to customers.
His customer principles are a recipe for any organisation who wants to know how to make a
business of putting customers first.
And if you’re looking for proof of the value of committing to customers for the long haul
then look at Amazon.
- In 2013, they ranked first in delivering the best customer experience
- Named the world’s most trusted company
Amazon continue to write the rulebook when it comes to harnessing and deploying data.
What Amazon teaches us is that the data fuelled dreams can be fully realised when we put
data at the service of our customers’ desires.
From the early days, Jeff and his team defined the value that data would give their
customers. And they consistently link data back to customer experience.
Do you have vision for how data will help your organisation?
14
16. We may not be as empowered as Jeff Bezos to shift the dial when it comes to
organisational commitment to our customers.
But we can change the way we connect for the better.
How we do that is focus of the rest of today’s presentation.
16
17. How do we build trust and create brand affinity?
OR
How can we cross sell, up sell, and retain using programmes of increasingly data
relevant communications?
I’d estimate that over 70% of customer marketing activity is still largely campaign
driven. Reactive and tied into above the line activity.
As clients and agencies we aspire to do more work that is programme based,
building on known behaviour and working towards long term goals. It’s hard to
execute but it’s gets lasting results and wins accolades.
But I’d argue that if we want to reconnect we need to go even further and invest
much more time asking, “How will we build trust and create brand affinity?”
Smarter, better “push” communications will not be enough for companies who want
to lead.
Here’s why.
17
18. There is a myth at the heart of our data driven world and it shows up in the language
we use.
We talk about precision, predictability, fact-based decision making and intelligent
automation.
This language is clinical, soulless, command-based and deeply misguided.
18
19. Today’s connected customers are more complex and are as non-linear, irrational and
emotional as ever. *
But above all they are in control.
Our customers are not sitting ducks in our sights. They have their hands on the
trigger, not us.
They are increasingly overwhelmed by our content, and will create their own so that
marketing’s “push” comms become less impactful.
This means that relevance, the holy grail of direct marketers, is no guarantee of
connection. *
*Source: Meeting the changing needs of connected customers, Forrester June 2013.
19
20. If we are not in control of the conversation, how can we reconnect?
Here are my top ten ideas for reconnecting with your customers.
They won’t help you find the right people or technology to harness and deploy data.
But they may help you to reconnect more strongly with your customers, and will put
your plans to use data in new light.
Not every idea here is my own, but they all are grounded in the search for what it
takes to be human in this data driven world.
20
22. This cracking quote appeared on the HBR blog, under the title, “Little data makes big
data more powerful” in which Mark Boncheck argues that today’s precision targeting
must be balanced with personal value.
It reminds me of the famous Dale Carnegie quote from, “How to win friends and
influence people”:
“You will make more friends in two months by becoming interested in other people
than you can in two years by trying to get other people interested in you.”
Same idea with a modern context. Data enabled, but grounded in a human truth.
In NZ we are experiencing this kind of use of personal data in action for ourselves.
Air NZ’s MPass
Mercury GEM
Countdown’s shopper app.
All have shifted control to me but have also stimulated a wave of personally relevant
and live data about me back into their respective businesses.
Control shifts to the customer, but not necessarily power and influence.
22
23. At some point in the next five years I think the only time your customers will be open
to push messages is in the short window before, during and after those moments
when they initiate a dialogue with your brand..
It becomes fundamental that marketers understand (if not own) their customer
journeys in all their cross-channel and cross-functional messiness.
It’s in those times of customer-initiated connection that you will find the best (and
perhaps only) opportunities to connect, and to add value and sell.
You don’t need to have a Masters degree in CE mapping to do that. But you do need
to spend time on the front line, sitting over the shoulders of your UX guys listening in
to customers.
Question: How well do you understand how your customers interact with you in real
life?
23
24. And I mean everything.
Karen Ganshaw, Head of Relationship Marketing & Digital at Westpac Australia, reports that the level
of inbound customer interactions at Westpac has increased from 4 million to 100 million interactions
per month in the last five years. That is a seismic shift.
Look around and you will discover there is a tidal wave of inbound customer initiated interaction
coming your way, most of it through digital channels. Much of it mobile.
No matter how smart we are at using data, if we just push out sales and save messages we are
missing the point.
Peter Hessen claims that “the response is the new message*”. There is truth in that.
How we manage the ensuing dialogue and the way we make everything connect is what makes the
difference.
But we are ill equipped to manage the response.
In NZ we are in a near crisis state when it comes to tracking and managing responses across channels
in ways that exceed expectations and which extract useful data.
Question: What emphasis are you placing on how you manage responses, and how you capture and
use the data that is streaming in from inbound interactions? How do you benchmark and monitor this?
* The New Normal, Peter Hesson, 2010
24
25. Nothing epitomises this right now as well as Telecom’s Tech in A Sec (TIAS).
Telecom is not selling anything. They are adding a lot of value for free. That is
generating trust and confidence in their brand.
TIAS also generates great content for customer eDMs. And those eDMs have
incredibility high engagement rates.
It’s telling that across the ditch Karen and her team at Westpac talk about how they
use data insights to help retail staff “whisper into the ear” of customers with great
effect. I love that.
Marketing as service in its many dimensions is growing in NZ.
25
26. Research tells us that saying thank you to our customers is good for everyone. So
why have we stopped doing it?
I was asked recently why a customer would expect or value a birthday card from
their bank or their insurance company?
It works for Wells Fargo who sends out birthday messages to customers who log into
internet banking on their birthday. It humanises an otherwise remote interaction and
the feedback is consistently strong.
It works for Sprit, who invites all of their staff to write 20 thank you messages to
customers every Thursday.
Question: Who do you say thank you to and when? Where are the opportunities for
you to express more gratitude toward your customers for their business?
*HBR – Jan/Feb 2012: The Happiness Issue
26
27. Here Gary is answering two questions about how to build loyalty and trust.
He makes the connection between saying thank you and helping not selling.
Gary talks, blogs and tweets relentlessly about the value there is to be had in
checking in and saying thank you day to day with your customers.
This has not often been the domain of marketing.. I think it needs to be.
27
28. It’s not just vinyl that made a comeback in 2013. Mail is again proving itself. Because
it works.
One of the great things about mail is that it allows you to make relevant
personalisation impactful.
Another great thing about mail is that people have forgotten how to make it really
work. There is an art to bringing the personal to life in the mailbox.
One of my favourite examples is New World’s Wine Awards. At its heart is an offer of
wine personalised to customers based on their behaviour. The choice of wine was
printed digitally and wrapped around an image of the wine that was waiting for
them, also personalised from the local store owner with their name.
Mail’s re-emergence is part of a resurgence in the physical that I am excited about.
Question: Where might you bring your data to life by deploying physical mail?
28
29. Your frontline staff are your ears and fingertips when it comes to customer connection.
Your frontline staff are so often the point of connection between the data we hold and the experience the
customers have.
Yet often we bypass our frontline staff and go direct to customers then wonder why conversations fail when
those customers pick up the phone or drop into a store.
At Westpac, Karen and her team started to deploy their newly acquired data through “warm bodies” in retail
branches and on the telephone. This has helped bring the marketing and the retail network together in closely
working partnership based on helping and selling.
Telecom has equipped its door knockers with intelligence to guide them not only to the right doors but also to
tell them what messages they should use in conversation.
Hapoloin, an Israeli bank, succeeded in creating a human (not just personal) experience for high value customers
who didn’t come into branch with its “Poalin Connect” service. It gave them responsive online tools to manage
their investments, compare their money management with peers and access their dedicated personal manager
with a single click. Hapoloin personal mangers could track customer behaviour in real time and they were alerted
to significant interactions and behaviours. And intervene.
Forrester say Hapoloin had achieved this for just $10 million and in under 18 months. It may sound like a lot, but
consider the return..
Question: How much are you prepared to invest to ensure that data is given to the people your customers turn to
for advice, help and personal recognition?
29
30. When our new neighbours arrived in Devonport this spring we didn’t wait to see if
they exhibited appropriate neighbourly behaviours before dropping off a bottle of
wine.
Yet when customers start a new relationship with us, after an initial flurry of
welcome and congrats messages, we sit back and wait for our customers to prove
their value to us. To earn our loyalty recognition and reward.
Why?
30
31. David McCallen, our Planning Director, joined RAPP off the back of some great work
for T-Mobile last year.
Faced with churn peaking at six months, T-Mobile created a customer rewards
programme that delivered at one, three, five and six months.
And they gave rewards to customers who would have exhibited profitable
behaviours without being rewarded, which we’d usually call wasting money.
But the retention results and the bottom line impact trumped that cost.
Potential value (not earned value) was the real insight behind this work. They did not
wait to reward customers. They took a calculated risk.
Says David, “It proved to me the value of being trustworthy”.
31
32. Air NZ did just that to me to great effect this year.
If you are a Gold Air Points customer you would have received an online survey
earlier this year about Air Points.
It took over 20 minutes to complete the survey. For me, it was a bridge too far and I
gave up.
But four weeks after the survey closed, an email about Air Points stopped me in my
tracks. It told me what changes had been made following that feedback.
I am sure it was not an easy task to make those changes in such short time. But I also
bet it paid off in earned respect, trust and commitment.
There is so much insight to be derived from data that we automatically capture
through online interactions and monitored behaviours.
But there also is huge power to be had in taking data that has been explicitly asked
for, playing it back and using it to make a difference.
Customers love to be asked. Better still they loved to be heard. Above all they want
us to take action.
Question: Are you building in explicit questions and responses into your dialogue with
customers and your data strategy?
32
33. The previous nine points will only have an impact if their efficacy can be proved or
disproved.
By and large our ability to measure is average at best.
Our team at RAPP in London proved that the effort is worth it in partnership with
Virgin Airlines – case study available on request from robert.limb@rapp.co.nz
33
35. This is the human truth underneath all of this.
Applying it to our customer marketing is not easy. Harder still is using it to capture and deploy the vast flows of data streaming
into our businesses.
But it can and will make a difference to your ability to create lasting brand affinity and trust.
And it will help you to connect your data insights to human behaviours.
SingTel
A friend of mine runs an organisation called Volunteer Auckland.
Volunteer Auckland advertises volunteering roles online for people who want to make difference and volunteer.
After years of bemoaning a lack of interest in volunteering amongst the young, there has been a sea change in behaviour; a
250% + increase in 18 - 24 year olds applying online for volunteer opportunities.
Why the turnaround?
Says Cheryll, “They are conducting so many conversations online but they are searching for something real amidst the chatter”.
True or not it is food for thought for anyone targeting 18 – 24 year olds right now.
Cheryll and her team are making a difference through a blended online and personal recruiting experience. It’s not perfect but
it gets better every month.
Last year SingTel and my colleagues at Tribal DDB got together to harness that self same desire to make a difference. And to
connect. Harnessing data and technology and an understanding of what really matters.
I’ll let the video stand as proof of what can happen when we connect human understanding to the possibilities that data and
technology offer us.
35