The document discusses strategies for improving customer acquisition and retention. It recommends defining business objectives, developing strategies to meet those objectives, and using tactics like A/B testing to implement strategies. A/B testing should be used for discovery, not just validation, to continuously learn and improve performance. The goal is to align marketing efforts with website content through testing to better engage customers.
Winback and Acquisition Strategies in Customer Relationship ManagementSanath Dasanayaka
Customer Winback and Acquisition Strategies play a key role in the success of any organization. Basically, winning back lost customers is a hard task in which an organization should be successful. here it is expected to discuss several strategies that can be utilized in customer winning back. Those strategies will be very significant for any business organization in any field.
The document discusses customer acquisition from multiple perspectives:
1. It defines the customer acquisition transaction perspective and factors involved from first purchase through repeat purchasing.
2. It provides rules for acquiring customers in a cost-effective manner based on future customer value and market conditions.
3. It introduces the ACTMAN model for strategic customer acquisition, which involves 6 elements from targeting to creating long-term customer value.
Targeting the most desirable new customers is often missed in favor of throwing a non-selective, broad net. This brief presentation suggests approaches for acquiring the best prospective customers
How to Improve Customer Retention by Building Emotionally Engaging Customer E...Parature, from Microsoft
In a recession customer retention is even more vital than usual. Companies are clamouring to increase revenue and save costs, but how can this be done?
Colin Shaw, International bestselling author and customer experience guru, will demonstrate how you can focus on the areas of a customer experience that provide the greatest value and thus enables organisations to use their resources to the greatest effect. Colin will also introduce the new area of the 'subconscious experience' that drives customer behaviour and how the understanding of this experience can save costs. In one case study of an Insurance company, they reduced the call backs to their call centre from 75% to 6% in three weeks using this new thinking.
During this presentation you'll learn:
:: How to improve customer retention
:: How to focus on the parts of the customer experience that drive the most value
:: How to build an emotionally engaging customer experience
:: The new area of the subconscious experience
:: How to cut costs through this new thinking
July 27, 2014, Jose Matias del Pino, CEO and co-founder of Ondago, gave a presentation to BSA 3rd semester teams about customer acquisition and choosing the right channels based on your business.
The document discusses customer retention and lifetime value. It begins by explaining why customer retention is important as retained customers buy more, are less price sensitive, and have higher lifetime value. It then discusses how to retain customers by recruiting the right customers, segmenting them by lifetime value, and communicating with them to build loyalty. The document provides an example of a lighting manufacturer that saw 82% increase in orders and 86% increase in order size by building relationships with select customers. It stresses the importance of calculating customer lifetime value to determine which customers to target retention efforts towards. The document outlines how to calculate lifetime value and provides examples of how strategies like loyalty programs and event-driven communications can increase lifetime value. It discusses how lifetime value analysis can
For an updated version of this presentation: https://www.slideshare.net/clearaction/customer-retention-strategies-125750732
Is customer retention included in your marketing plans and budgets? Many companies are involving customers in 2-way conversation to build relationship strength. Trust is the #1 way to retain customers ... by preventing hassles in policies and processes ... making your company irresistible, for sustained organic growth.
See https://ClearAction.com
The document discusses strategies for improving customer acquisition and retention. It recommends defining business objectives, developing strategies to meet those objectives, and using tactics like A/B testing to implement strategies. A/B testing should be used for discovery, not just validation, to continuously learn and improve performance. The goal is to align marketing efforts with website content through testing to better engage customers.
Winback and Acquisition Strategies in Customer Relationship ManagementSanath Dasanayaka
Customer Winback and Acquisition Strategies play a key role in the success of any organization. Basically, winning back lost customers is a hard task in which an organization should be successful. here it is expected to discuss several strategies that can be utilized in customer winning back. Those strategies will be very significant for any business organization in any field.
The document discusses customer acquisition from multiple perspectives:
1. It defines the customer acquisition transaction perspective and factors involved from first purchase through repeat purchasing.
2. It provides rules for acquiring customers in a cost-effective manner based on future customer value and market conditions.
3. It introduces the ACTMAN model for strategic customer acquisition, which involves 6 elements from targeting to creating long-term customer value.
Targeting the most desirable new customers is often missed in favor of throwing a non-selective, broad net. This brief presentation suggests approaches for acquiring the best prospective customers
How to Improve Customer Retention by Building Emotionally Engaging Customer E...Parature, from Microsoft
In a recession customer retention is even more vital than usual. Companies are clamouring to increase revenue and save costs, but how can this be done?
Colin Shaw, International bestselling author and customer experience guru, will demonstrate how you can focus on the areas of a customer experience that provide the greatest value and thus enables organisations to use their resources to the greatest effect. Colin will also introduce the new area of the 'subconscious experience' that drives customer behaviour and how the understanding of this experience can save costs. In one case study of an Insurance company, they reduced the call backs to their call centre from 75% to 6% in three weeks using this new thinking.
During this presentation you'll learn:
:: How to improve customer retention
:: How to focus on the parts of the customer experience that drive the most value
:: How to build an emotionally engaging customer experience
:: The new area of the subconscious experience
:: How to cut costs through this new thinking
July 27, 2014, Jose Matias del Pino, CEO and co-founder of Ondago, gave a presentation to BSA 3rd semester teams about customer acquisition and choosing the right channels based on your business.
The document discusses customer retention and lifetime value. It begins by explaining why customer retention is important as retained customers buy more, are less price sensitive, and have higher lifetime value. It then discusses how to retain customers by recruiting the right customers, segmenting them by lifetime value, and communicating with them to build loyalty. The document provides an example of a lighting manufacturer that saw 82% increase in orders and 86% increase in order size by building relationships with select customers. It stresses the importance of calculating customer lifetime value to determine which customers to target retention efforts towards. The document outlines how to calculate lifetime value and provides examples of how strategies like loyalty programs and event-driven communications can increase lifetime value. It discusses how lifetime value analysis can
For an updated version of this presentation: https://www.slideshare.net/clearaction/customer-retention-strategies-125750732
Is customer retention included in your marketing plans and budgets? Many companies are involving customers in 2-way conversation to build relationship strength. Trust is the #1 way to retain customers ... by preventing hassles in policies and processes ... making your company irresistible, for sustained organic growth.
See https://ClearAction.com
The document discusses how marketing automation can help companies better manage customer relationships across the entire customer lifecycle through automated campaigns for onboarding, education, community building, and other efforts. It also emphasizes the importance of measuring metrics like satisfaction, advocacy, and expansion to track the impact of customer marketing programs. Finally, it provides guidance on budgeting for customer marketing, recommending allocating 30-50% of program budgets to retention, enrichment, and advocacy over time.
High customer loyalty is one of the most important indicators of good performing companies. Since customer satisfaction is directly linked to customer loyalty it is evident`that measuring customer satisfaction without taking customer loyalty into account and vice versa would be misleading.
Cross-Selling: five keys to success in bankingAlexander Huun
Cross-selling has the potential to improve customer profitability and loyalty for banks. PA identifies five keys to successful cross-selling: 1) commitment from senior management, 2) objectives embedded in targets and incentives, 3) a sales coordination center, 4) systems to bridge different sales applications, and 5) training the sales force. When implemented correctly, cross-selling can dramatically increase a bank's market share.
1) Customer relationship management (CRM) is a strategy that places customers at the center of a business to foster mutually beneficial relationships. It requires understanding key CRM concepts and best practices.
2) Calculating a customer's lifetime value allows businesses to segment customers, focus on the most profitable, and tailor offerings. However, each customer desires unique relationship styles so one approach does not fit all.
3) Businesses can increase customer lifetime value by reducing defection rates through personalized service, strengthening relationships, and cross-selling/up-selling additional products. The goal is satisfying customers so they remain loyal and generate future profits.
The document discusses the importance of customer retention for businesses. It notes that customer retention focuses on current customers rather than acquiring new ones. Retaining customers is more profitable for businesses as it costs less than acquiring new customers and reduces operation costs. The document also outlines various customer retention tactics and programs that businesses can implement such as frequency marketing, relationship marketing, and service guarantees.
Customer Satisfaction VS. Customer RetentionAhmad Heshmat
it explains the difference between retention and satisfaction, and typed of loyal customers, and also discuss reasons behind churn, specially for telecom industry. (if you want to download,it is open now :)
The document discusses various strategies for improving customer retention rates. It outlines factors that influence customer retention such as service quality, satisfaction, and loyalty. It then describes several models for understanding the customer retention process and analyzing customer value and segmentation. Finally, it provides examples of tactics for enhancing retention rates such as customer relationship management, targeted programs, and measuring retention through metrics like lifetime value and RFM analysis.
The document discusses building customer relationships through relationship marketing. Relationship marketing focuses on keeping and improving current customers rather than acquiring new ones. The primary goal is to build and maintain a committed customer base that is profitable for the organization. Relationship marketing provides benefits for both customers and organizations, including reduced costs and increased revenues over time. Relationship development strategies can occur at different levels, from financial bonds like rewards to structural bonds like integrated systems, with each level creating stronger ties between the customer and organization.
This document discusses analytics in cross-selling in the retail banking sector. It outlines different approaches to cross-selling that leverage analytics, such as predictive analytics based on customer data models, rules-based approaches, and value-based approaches. It also discusses challenges in using analytics for cross-selling like lack of expertise, need for clean data, and operational difficulties. Emerging trends in analytics that could improve cross-selling are discussed, such as demand for packaged analytic applications and interest in real-time and advanced analytics.
The document discusses key concepts around customer value, satisfaction, and loyalty. It provides 10 multiple choice questions with explanations about organizational charts, customer perceived value, customer lifetime value, customer relationship management, and using customer databases. Specifically, question 10 asks about different ways companies use customer databases except to remove insignificant customers.
The document discusses customer relationship management (CRM). It defines CRM as establishing, developing, and sustaining long-term, beneficial relationships between organizations and their customers. CRM aims to increase customer retention through loyalty programs and databases. It reduces costs associated with acquiring new customers. CRM software helps companies provide better service and increase customer satisfaction. Properly managing customer relationships is important for customer retention, reducing costs, and growing business.
What Is a Customer Worth? Understanding Customer Lifetime ValueAdam Toporek
On November 29, 2011 we posted a “back of the napkin” guide for calculating the economic value a customer brings over their “lifetime” with a business. We designed Understanding Customer Lifetime Value: A Non-Geek’s Guide as a thorough, yet non-academic, approach to determining the lifetime value of customers
The step-by-step process of determining customer lifetime value seemed like a natural fit for SlideShare, so we decided to re-release the post in a presentation format.
Check out What Is a Customer Worth to learn more about Customer Lifetime Value and to make better decisions about marketing and retention.
50 Facts That Will Make Businesses Rethink their Customer ServiceDesk
Take a look at these cold, hard facts that might persuade you to rethink how you run your organization's customer service.
Curious about Desk.com? Download this free kit to get started: http://bit.ly/FreeCustomerServiceKit
A Better Approach to Customer RetentionFramed Data
Welcome to part 1 of 6 for our How to Improve User Retention series. Each week, we’ll provide a new post with best practices, advice, and real examples on how to keep your customers happy, engaged, and buzzing about your product. We’ll chat about high level planning strategy, how to apply specific advice, and point you to some of the web’s best tools. Enjoy!
5 ideal customer intimacy strategies that never failDeskXpand
The document discusses 5 effective customer intimacy strategies that never fail. It defines customer intimacy as a business strategy focused on understanding and prioritizing customer needs through close contact. The 5 strategies are: 1) Understand customer needs through journey analysis and research; 2) Offer tailored products and services through customization and segmentation; 3) Build a customer-centric culture; 4) Use analytics to measure intimacy through metrics like customer lifetime value and net promoter score; 5) Invest in customer-focused tech solutions for reporting, collaboration and omnichannel support.
Customer centricity: still in its infancy? presented by Ramon Pardo, Managing Director InSites Consulting NL for SAS. The purpose of this SAS research in collaboration with InSites Consulting was to validate a customer centric framework across industries and thus understand the progress organisations from different service industries have made in becoming more customer centric.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company. It is a subsidiary of Anglo-Dutch company Unilever, which owns a majority stake in HUL. HUL manufactures and markets foods, beverages, cleaning agents and personal care products. Its vision is to double the size of the business while reducing environmental impact and increasing social impact. HUL has a leading market share in India with brands in over 20 categories and over 700 million Indian consumers using its products. It focuses on rural markets, which contribute 55% of India's total FMCG consumption. HUL undertakes various corporate social responsibility programs related to health, hygiene, women empowerment, and
The presentation discusses strategies for retaining existing customers rather than focusing solely on acquiring new customers. It emphasizes listening to customers to understand their needs and determine their level of satisfaction and loyalty. The key metric discussed is Net Promoter Score (NPS), which measures how likely customers are to recommend the company to others. Companies with high NPS, such as USAA and Costco, see greater customer retention and profits. Adopting an NPS approach includes prioritizing customer experience over short-term gains.
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company with brands in food, beverages, home and personal care. It aims to earn the love and respect of India by making a real difference to every Indian. HUL has 35 power brands that meet daily needs with nutrition, hygiene and personal care products. The company focuses on rural expansion through initiatives like Project Shakti that empowers rural women and generates income. HUL also undertakes corporate social responsibility programs in health, education, women empowerment and rural development.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company. It has a strong brand portfolio and distribution networks across India. HUL faces competition from other companies in its various product categories like soaps, hair care, oral care, and laundry care. However, through strategic initiatives like Project Shakti and investments in rural markets, HUL maintains market leadership in India.
The document discusses how marketing automation can help companies better manage customer relationships across the entire customer lifecycle through automated campaigns for onboarding, education, community building, and other efforts. It also emphasizes the importance of measuring metrics like satisfaction, advocacy, and expansion to track the impact of customer marketing programs. Finally, it provides guidance on budgeting for customer marketing, recommending allocating 30-50% of program budgets to retention, enrichment, and advocacy over time.
High customer loyalty is one of the most important indicators of good performing companies. Since customer satisfaction is directly linked to customer loyalty it is evident`that measuring customer satisfaction without taking customer loyalty into account and vice versa would be misleading.
Cross-Selling: five keys to success in bankingAlexander Huun
Cross-selling has the potential to improve customer profitability and loyalty for banks. PA identifies five keys to successful cross-selling: 1) commitment from senior management, 2) objectives embedded in targets and incentives, 3) a sales coordination center, 4) systems to bridge different sales applications, and 5) training the sales force. When implemented correctly, cross-selling can dramatically increase a bank's market share.
1) Customer relationship management (CRM) is a strategy that places customers at the center of a business to foster mutually beneficial relationships. It requires understanding key CRM concepts and best practices.
2) Calculating a customer's lifetime value allows businesses to segment customers, focus on the most profitable, and tailor offerings. However, each customer desires unique relationship styles so one approach does not fit all.
3) Businesses can increase customer lifetime value by reducing defection rates through personalized service, strengthening relationships, and cross-selling/up-selling additional products. The goal is satisfying customers so they remain loyal and generate future profits.
The document discusses the importance of customer retention for businesses. It notes that customer retention focuses on current customers rather than acquiring new ones. Retaining customers is more profitable for businesses as it costs less than acquiring new customers and reduces operation costs. The document also outlines various customer retention tactics and programs that businesses can implement such as frequency marketing, relationship marketing, and service guarantees.
Customer Satisfaction VS. Customer RetentionAhmad Heshmat
it explains the difference between retention and satisfaction, and typed of loyal customers, and also discuss reasons behind churn, specially for telecom industry. (if you want to download,it is open now :)
The document discusses various strategies for improving customer retention rates. It outlines factors that influence customer retention such as service quality, satisfaction, and loyalty. It then describes several models for understanding the customer retention process and analyzing customer value and segmentation. Finally, it provides examples of tactics for enhancing retention rates such as customer relationship management, targeted programs, and measuring retention through metrics like lifetime value and RFM analysis.
The document discusses building customer relationships through relationship marketing. Relationship marketing focuses on keeping and improving current customers rather than acquiring new ones. The primary goal is to build and maintain a committed customer base that is profitable for the organization. Relationship marketing provides benefits for both customers and organizations, including reduced costs and increased revenues over time. Relationship development strategies can occur at different levels, from financial bonds like rewards to structural bonds like integrated systems, with each level creating stronger ties between the customer and organization.
This document discusses analytics in cross-selling in the retail banking sector. It outlines different approaches to cross-selling that leverage analytics, such as predictive analytics based on customer data models, rules-based approaches, and value-based approaches. It also discusses challenges in using analytics for cross-selling like lack of expertise, need for clean data, and operational difficulties. Emerging trends in analytics that could improve cross-selling are discussed, such as demand for packaged analytic applications and interest in real-time and advanced analytics.
The document discusses key concepts around customer value, satisfaction, and loyalty. It provides 10 multiple choice questions with explanations about organizational charts, customer perceived value, customer lifetime value, customer relationship management, and using customer databases. Specifically, question 10 asks about different ways companies use customer databases except to remove insignificant customers.
The document discusses customer relationship management (CRM). It defines CRM as establishing, developing, and sustaining long-term, beneficial relationships between organizations and their customers. CRM aims to increase customer retention through loyalty programs and databases. It reduces costs associated with acquiring new customers. CRM software helps companies provide better service and increase customer satisfaction. Properly managing customer relationships is important for customer retention, reducing costs, and growing business.
What Is a Customer Worth? Understanding Customer Lifetime ValueAdam Toporek
On November 29, 2011 we posted a “back of the napkin” guide for calculating the economic value a customer brings over their “lifetime” with a business. We designed Understanding Customer Lifetime Value: A Non-Geek’s Guide as a thorough, yet non-academic, approach to determining the lifetime value of customers
The step-by-step process of determining customer lifetime value seemed like a natural fit for SlideShare, so we decided to re-release the post in a presentation format.
Check out What Is a Customer Worth to learn more about Customer Lifetime Value and to make better decisions about marketing and retention.
50 Facts That Will Make Businesses Rethink their Customer ServiceDesk
Take a look at these cold, hard facts that might persuade you to rethink how you run your organization's customer service.
Curious about Desk.com? Download this free kit to get started: http://bit.ly/FreeCustomerServiceKit
A Better Approach to Customer RetentionFramed Data
Welcome to part 1 of 6 for our How to Improve User Retention series. Each week, we’ll provide a new post with best practices, advice, and real examples on how to keep your customers happy, engaged, and buzzing about your product. We’ll chat about high level planning strategy, how to apply specific advice, and point you to some of the web’s best tools. Enjoy!
5 ideal customer intimacy strategies that never failDeskXpand
The document discusses 5 effective customer intimacy strategies that never fail. It defines customer intimacy as a business strategy focused on understanding and prioritizing customer needs through close contact. The 5 strategies are: 1) Understand customer needs through journey analysis and research; 2) Offer tailored products and services through customization and segmentation; 3) Build a customer-centric culture; 4) Use analytics to measure intimacy through metrics like customer lifetime value and net promoter score; 5) Invest in customer-focused tech solutions for reporting, collaboration and omnichannel support.
Customer centricity: still in its infancy? presented by Ramon Pardo, Managing Director InSites Consulting NL for SAS. The purpose of this SAS research in collaboration with InSites Consulting was to validate a customer centric framework across industries and thus understand the progress organisations from different service industries have made in becoming more customer centric.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company. It is a subsidiary of Anglo-Dutch company Unilever, which owns a majority stake in HUL. HUL manufactures and markets foods, beverages, cleaning agents and personal care products. Its vision is to double the size of the business while reducing environmental impact and increasing social impact. HUL has a leading market share in India with brands in over 20 categories and over 700 million Indian consumers using its products. It focuses on rural markets, which contribute 55% of India's total FMCG consumption. HUL undertakes various corporate social responsibility programs related to health, hygiene, women empowerment, and
The presentation discusses strategies for retaining existing customers rather than focusing solely on acquiring new customers. It emphasizes listening to customers to understand their needs and determine their level of satisfaction and loyalty. The key metric discussed is Net Promoter Score (NPS), which measures how likely customers are to recommend the company to others. Companies with high NPS, such as USAA and Costco, see greater customer retention and profits. Adopting an NPS approach includes prioritizing customer experience over short-term gains.
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company with brands in food, beverages, home and personal care. It aims to earn the love and respect of India by making a real difference to every Indian. HUL has 35 power brands that meet daily needs with nutrition, hygiene and personal care products. The company focuses on rural expansion through initiatives like Project Shakti that empowers rural women and generates income. HUL also undertakes corporate social responsibility programs in health, education, women empowerment and rural development.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company. It has a strong brand portfolio and distribution networks across India. HUL faces competition from other companies in its various product categories like soaps, hair care, oral care, and laundry care. However, through strategic initiatives like Project Shakti and investments in rural markets, HUL maintains market leadership in India.
The presentation contains Marketing Strategies of Hindustan Lever Limited(HUL) which helped it in becoming India's number 1 in FMCG. It is made as an assignment report in first semester of MBA.
This document discusses using email marketing to develop a lifecycle messaging program. It outlines various strategies for collecting email addresses, segmenting lists, nurturing leads over time, and re-engaging past customers. The goals are to send the right message to the right people at the right time and get consumer insights to improve engagement and reduce unsubscribes. Measurement is important to test different approaches and understand what content resonates with audiences.
Project Shakti aims to empower underprivileged rural women in villages with populations under 2,000 by providing income opportunities and health education. It organizes women into self-help groups to improve living standards. Over 5,000 villages have benefitted, with typical entrepreneurs earning around Rs. 15,000 per month. After disasters like earthquakes and floods, HUL provides relief through rebuilding villages, constructing disaster-proof housing and distributing relief kits. It also supports vulnerable groups through homes and centers for abandoned children, the handicapped and those with HIV/AIDS. Mobile medical services have benefited over 1.5 lakh patients. Scholarships and education programs further women's empowerment. Water conservation efforts in scarce areas have increased incomes
Pathways to Growth: Job Development, Retention and Advancement for Out-of-Sch...Michele Martin
The document discusses strategies for job development, retention, and advancement for out-of-school youth. It outlines serving both business and youth customers, preparing youth for employment, and providing supports to help youth transition to, maintain, and progress in jobs. The key roles of a job developer are to understand business needs, pre-screen candidates, provide training and support services to businesses and youth, and market placement programs to employers.
HUL distributes its products through a network of around 7,000 redistribution stockists covering over one million retail outlets. It uses a point of purchase method for direct contact with customers through in-store facilitators, sampling, education and experiences. HUL has developed supply chain capabilities for partnering with emerging self-service stores and supermarkets, and its decentralized factories are served by 2,000 suppliers and 7,500 distributors across 2 million square miles.
Customer Retention...and strategies that work.MPAY Inc.
Retaining customers is key to boosting profits. Research shows that companies can increase profits by almost 100% by retaining just 5% more customers. The document outlines four steps to build customer loyalty: 1) build employee loyalty by empowering and motivating employees, 2) develop remarkable products by identifying customer needs, 3) leverage customer relationships by providing additional products/services and creating partnerships, 4) identify customer needs through research, feedback, social media, and collaboration. It also discusses developing customer relationships by empowering customers, engaging in continuous dialogue, and exceeding expectations.
The 5 most powerful retention strategies for your business - SME recruitment ...Michael Page Australia
Watch the webinar here: http://expertise.michaelpage.com.au/sme-recruitment/retention-webinar/
The training covers:
- The five most powerful retention strategies that will make your best employees stay
- Clear guidelines on how to leverage your business size as your competitive advantage
- Practical tips from our most successful SME clients that will have a big impact at a low cost
- Specific recruitment questions from SMEs answered by our SME recruitment expert, Clare Johnson
8 Signs Talent Retention Strategies are faltering - APACTodd Wheatland
This ebook is extracted out of the report Acquisition and Retention in the War for Talent. It belongs to the Kelly Global Workforce Index, a global questionnaire of the workforce solution company Kelly Services across 30 countries with more than 165,000 participants.
Internal Branding To Strengthen Talent Retention StrategiesKenny Ong
*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.
Customer Retention Strategies: 5 Steps to Winning and Keeping Customers for LifeSalesChannel International
We all want Revenue Growth? No, we all want profitable Revenue Growth! That means minimising Churn and/or maximising Retention. The challenge is that Retention is not a long-term, sustainable strategy. If the Customer wants out she will find a way. The better long-term, sustainable strategy is finding ways to make them want to stay. The Million dollar question is: How do you make them want to stay?
The document provides an overview of the FMCG industry and Hindustan Unilever Ltd (HUL) in India. It states that the FMCG industry is the 4th largest sector in India, with a size of US$13.1 billion. It then discusses major domestic and foreign players in the industry such as HUL, Britannia, Dabur, and PepsiCo. The document focuses on HUL, describing it as India's largest FMCG company and part of Unilever Group. It outlines HUL's mission, geographic presence, product portfolio, and strategic acquisitions. SWOT and Five Forces analyses are also presented.
Engagement and retention of talent is critical for organizations today. A practical strategy is needed to identify, attract, engage, develop and retain key talent. This involves customizing initiatives to meet the needs of different talent segments through diagnostics like focus groups and interviews. The diagnostics revealed gaps between current retention initiatives and employee preferences for the future across areas like company, jobs, rewards, leaders and culture. Customizing initiatives for different segments can help close these gaps and improve engagement and retention.
HUL has expanded its rural distribution network through 4 phases:
1) Direct coverage of large villages through van-based routes.
2) Indirect coverage of smaller nearby villages through local distributors.
3) Operation Streamline established sub-distributors called "Star Sellers" to reach more remote areas.
4) Project Shakti engaged women's self-help groups as direct sales agents in small villages (<2,000 people). This network now covers over 500,000 outlets. HUL continues improving its rural distribution through technology, data collection, and targeted initiatives.
Hindustan Unilever Ltd. (HUL) is India's largest fast moving consumer goods company with leadership across home and personal care and food and beverages. The document discusses HUL's company overview, strategic position analyzing Porter's five forces, SWOT analysis and market segments. It also covers HUL's strategic choices regarding corporate strategies like acquisitions and joint ventures, business strategies around product innovation and pricing. Finally, it discusses HUL's strategy implementation covering their organization structure, balance scorecard, managing people and more. In summary, the document provides an in-depth analysis of HUL's business strategies across various levels to achieve their mission of adding vitality to people's lives in India.
The document outlines sales strategies for companies to succeed in a recessive economic environment. It recommends focusing on current customers, making strategic acquisitions of weakened competitors, increasing spending on professional development, and rebalancing sales teams. Tactical strategies include exploring new markets, improving referral processes, and prioritizing customers most able to purchase products. The presentation emphasizes assessing sales aptitude and developing skills, processes, knowledge, and motivation.
It’s all about the customers. Only that it’s not. - Juliana Jackson, Ecommerc...Juliana Jackson
Repurchase rates do not vary over time by a whole lot. I know vendors and agencies promise this a whole to DTC brands.
If your annual purchase rate is 28%, it might vary by plus or minus 10%on that level. And that is a great win.
I remember always being very cautious when promising brands an increase there. I always stood in the statistical 10% yearly increase.
So, in other words, it might be 25% when you have a terrible year, and it might be 31 or 32% in a good year, but it's always going to be in that range generally, and there's not a lot you can do about it.
The products that you sell frequently dictate what that repurchase rate is. It has very little to do with the marketing smarts of the people working in the marketing department.
30th June 2011, We had Dan Storey from Guerrilla Marketing your Business run a workshop on International Marketing - Developing a Strategy for small business owners on a limited budget.
The document discusses the strategic role of product management. It argues that product management is needed to make companies truly market-driven by understanding customer needs and problems. Effective product managers identify market opportunities, communicate them within the organization, and ensure the development of products that solve customer problems. The document contrasts this view of product management and marketing with common misconceptions, such as equating marketing with promotional activities alone or believing sales and other functions can substitute for dedicated product management.
The document discusses trends in marketing organization and evaluation. It describes how marketing organizations are evolving from simple sales departments to become more integrated, customer-focused processes. It also outlines various tools and approaches for evaluating marketing performance, including annual plans, financial analysis, and marketing audits. The goal is to help companies improve their marketing implementation, monitor activities, and determine necessary corrective actions.
Download the 2018 Product Marketing Trends Report to learn where tech and cyber security companies are focusing their product marketing efforts.
Download The 2018 Product Marketing Trends Report Showing:
1. Non public versus public companies
2. Cyber security
3. Martech
4. Fintech
5. Infotech Services
6. Infotech
This document provides frameworks for analyzing different aspects of a business for strategic planning purposes. It includes frameworks for analyzing customers, corporations, competitors, as well as external factors like market landscape. The analysis can be used for understanding the market and developing business plans and strategies to outperform competition. Key aspects covered include customer segmentation, needs, pricing, partnerships, and threats. For the corporation, it covers reputation, barriers to entry, capabilities, supply chain, costs, branding. For competitors, it focuses on market share, products, supply chain, branding, benchmarks. The document presents this as a holistic framework to identify interlinkages between these elements for strategic analysis.
Our Marketing Strategy Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to develop a comprehensive strategic marketing plan.
The document discusses marketing processes and strategic marketing planning. It covers defining a corporate mission and goals, establishing business units, conducting SWOT and environmental analyses, developing marketing strategies using frameworks like Ansoff's matrix and Porter's generic strategies, creating a marketing plan, and analyzing marketing opportunities through internal records and market intelligence. The purpose of strategic planning and having a marketing plan is to help firms deliver targeted profits and growth.
The document outlines a 6-stage sales enablement plan to develop and implement a sales enablement strategy. Stage 1 involves getting project approval, including assessing organizational readiness, building a business case, and creating a strategy scorecard. Stage 2 prepares the company by surveying sales, aligning sales and marketing, and auditing assets. Stage 3 implements enabling solutions like CRM and marketing automation. Stage 4 builds a sales playbook. Stage 5 launches the strategy to sales. Stage 6 measures results and evolves the strategy. The plan provides templates, tools and resources to execute each stage.
Sales Management and Marketing Management- JIMS India, DelhiJIMS Rohini Sector 5
This explains the sales versus marketing, nature and scope of sales management, sales oriented organization and marketing concept oriented organization, role and function of sales manager.
No more product-driven but market-driven !
A great support from Pragmatic Marketing.
How a market-driven focus focus leads companies to build products people want to buy !
Strategic Planning: Developing and Implementing a Marketing PlanMarjorie Rice
The document outlines the key components of developing and implementing an effective marketing plan, including conducting a situation analysis, setting objectives, selecting strategic alternatives, describing the marketing strategy with the four P's, and following up with implementation, evaluation, and control. The marketing plan provides a guide for marketing activities and allows companies to examine opportunities and problems in the market. Developing a plan involves understanding the business mission and creating specific, measurable objectives to direct marketing activities and measure success.
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From Me to You: Best Practices in Customer Acquisition, Retention, Growth and Winback
1. From “Me” to “You” Best-in-Class CEM Strategies that Drive Acquisition, Retention, Growth & WinBack Andrew Boyd, PhD President, Aberdeen Group, a Harte-Hanks Company
12. Marketing in “You” Terms Sure, I’ll try it! It’s really good, I think I’ll use it some more You should try it too! They’re really good, I’m going back to them.
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15. Aberdeen’s Methodology End-User Investigation: PACE P A C E P ressures: External and internal forces that impact an organization’s market position, competitiveness, or business operations. A ctions : The strategic approaches that an organization takes in response to industry pressures. The business competencies (organization, process, etc…) required to execute corporate strategy. C apabilities: E nablers: The key technology solutions required to support the organization’s business practices.
16. Aberdeen Maturity Class Framework Selected Performance Criteria (KPI) Change in Annual Revenue Total Respondents As of 09/30/10: 453 - Top 20% - Middle 50% - Bottom 30% Respondents are scored individually across KPIs Best-in-Class Industry Average Laggard Marketing’s Contribution to Sales Forecasted Pipeline
21. Strategic Actions management process 18% 24% 38% 23% 26% 33% 23% 28% 50% 0% 10% 20% 30% 40% 50% 60% Adopt or enhance a multi-channel marketing strategy Establish or refine the lead Tightly align marketing activities to specific sales objectives and goals Number of respondents, n=453 Best-in-Class Industry Average Laggards
22. Process & Organizational Capabilities 26% 38% 38% 42% 48% 49% 60% 62% 64% 0% 20% 40% 60% 80% Well-defined process for tracking and measuring marketing results Process for disseminating results from marketing campaigns to key decision makers Dedicated Marketing Operations staff Number of respondents, n=453 Best-in-Class Industry Average Laggards
23. Knowledge & Performance Management Capabilities 48% 33% 41% 60% 54% 58% 68% 71% 72% 0% 20% 40% 60% 80% Process to monitor marketing costs/budget Regular communications with customers to ascertain needs Ready access to marketing campaign strategy / business plan information Number of respondents, n=453 Laggards Industry Average Best-in-Class
24. Top Technology Enablers 26% 54% 59% 69% 34% 54% 67% 72% 47% 65% 76% 84% 0% 20% 40% 60% 80% 100% Campaign management software Web Analytics solution Customer Relationship Management or Sales Force Automation Email Marketing Number of respondents, n=453 Laggards Industry Average Best-in-Class
25. Additional Best-in-Class Findings – Level of Collaboration 100% 68% 59% 57% 54% 47% 43% 36% 36% 34% 0% 40% 80% Business and organizational goals of Sales and Marketing are aligned and well understood Mutual understanding of lead management activities by both Marketing and Sales Sales and Marketing agree to a common definition of a qualified lead Number of respondents, n=453 Best-in-Class Industry Average Laggards
29. The Secret Formula* for Marketing Success 10(You) + √ Me = Us * Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense. Not a real formula. Formula should not be used to measure marketing success. In fact, you really should just use commons sense.
30. 10(You) + √Me = Us You You You Us You You Me Us You You Us You You You You You You Us You You Us Us Me You You You You
Currently the President of the Aberdeen Group, Andrew Boyd has 20 years of experience in general management, marketing and product strategy/management. Throughout his career, he has designed and developed go-to-market strategies and implemented high-impact marketing programs for clients in the United States, Europe and Asia. Along the way, he earned a Ph.D. from The City University London, an MS in Information Systems from Drexel University and a BBA in Marketing from Temple University. Additionally, he is fluent is 37 marketing languages and has achieved the rank of “ninja” and/or “guru” status in all known and yet to be discovered marketing disciplines.
“ Zero latency” campaigns Expectations of measurability Rise of digital digital / social channels Increased competition for both “wallet” and “attention” Talent gap – hard to find “left brain” marketers Implications Punching parity” of smaller competitors Increased importance of brand Rise of inbound marketing channels User generated content “ Sales-led” models decline Increase in outsourcing marketing functions
Dichotomy is produce greater ROI while doing it with less money and people. Pace of change is among top pressures for marketing and sales – relevant later in the PPT
Given that BIC is measured by Revenue Gain and Mktg contribution, that data sales & marketing alignment is a key strategy to achieving those results. Note that the BIC also look to technology solutions to support this alignment as well.
Again, to achieve those results BIC develop institutionalize organizational processes the achieve marketing and sales alignment. Dedicated staff doesn’t mean that is their job title – just work that has been assigned to them to produce.
Not only organizational process but enterprise-wide knowledge is used to drive sales/marketing alignment Technology solutions that support these processes and assist knowledge acquisition are key components of BIC organizations whose S&M functions are tightly aligned
Each of these technologies enables the acquisition of customer (prospect) knowledge acquisition Reference vendors on the phone by solution (web, Lead Mngt Automation social media etc) and how they are the focal point.
Don’t underestimate basic blocking and tacking BIC demonstrate to align marketing and sales