This document outlines steps for developing an integrated customer loyalty and value optimization strategy. It begins with introductions of panelists from DIRECTV and Clearwire. The importance of a customer communications strategy is discussed. Ten key steps for getting started are then presented: 1) Know your objectives 2) Define measurements 3) Conduct a communications audit 4) Listen to customers 5) Determine lifecycle phases 6) Define targets and messaging 7) Plot the journey 8) Set test and implementation plans 9) Create a brand and 10) Go to market and refine. Case studies from DIRECTV and Clearwire are also discussed.
This document discusses customer retention and lifecycle management strategies at eircom. It covers:
1) A brief history of the telecommunications market in Ireland since liberalization in 1998 and eircom's declining market share.
2) eircom's initial customer retention efforts in the late 1990s and 2000s, including establishing win-back teams and a professional development system for employees.
3) More recent strategies like customer profiling and segmentation, targeted lifecycle management, continuous process improvement, and communicating eircom's value proposition.
4) The importance of understanding customers, capturing insights, and using data to personalize engagement at different stages of the customer lifecycle.
The document provides instructions for laying out an article across a double page spread, including placing the band's name at the top, the article title just below, and an explanatory quote from the article. Secondary images from the band's gig will be placed alongside an interview formatted inside a black box to stand out from the background concert image.
El documento ofrece consejos para sacar el máximo provecho de los eventos de networking. Sugiere crear una estrategia y objetivos claros antes del evento, elegir públicos objetivos específicos, preparar una agenda propia e identificar personas clave, y desarrollar un discurso conciso para maximizar el valor de los encuentros breves.
This document describes an online marketing company focused on reaching the Hispanic market in the US and internationally. The company has an experienced team and offers a full range of digital marketing solutions like display advertising, direct response, email marketing, search engine optimization and media buying. It has a network of premium and long tail Hispanic websites across multiple categories like automotive, business, and lifestyle. The company uses advanced targeting capabilities to effectively reach Hispanic youth and other key demographics. It provides access to many quality Hispanic publishers and claims to make the large and growing Hispanic market accessible for advertisers.
Este documento presenta información sobre varios lugares y aspectos notables de Puerto Rico. Describe que San Juan es la capital de Puerto Rico y también se le llama "la ciudad amurallada". Explica que El Morro es una fortaleza construida entre 1539-1589 y que La Fortaleza, también conocida como el Palacio de Santa Catalina, ha servido como residencia para 170 gobernadores de Puerto Rico. Además, brinda detalles sobre el bosque tropical El Yunque, la rana endémica llamada coquí, y la Casa Blanca que anteriormente fue la resid
O documento descreve como um perfil falso no Twitter atribuído a Guga Kuerten gerou uma notícia falsa que foi replicada por diversos veículos de comunicação. Após a assessoria de Guga Kuerten esclarecer que ele não possui conta no Twitter, os veículos publicaram erratas, mas a informação incorreta já havia se propagado rapidamente.
The document provides a summary of Peter Nottingham's contact information, work experience, qualifications, and employment history. It details his roles at EDF Energy from 2007 to 2014 in positions including sales executive, outbound win-back sales executive, residential telesales advisor, and customer service advisor. In these roles, he consistently exceeded his targets and achieved earnings well above his OTE. It also lists his qualifications in business studies, sales and marketing, and customer service.
Niyaz Ahmed is a senior level sales and marketing professional with over 11 years of experience in banking. He has a strong background in sales, marketing, retail banking operations, business development, and client relationship management. Currently he works as a Sales & Service Officer at Mashreq Bank in Abu Dhabi, where he is responsible for providing excellent customer service and meeting sales targets. Prior to this he held sales and marketing roles at Emirates NBD and National Bank of Dubai, where he consistently exceeded sales goals.
This document discusses customer retention and lifecycle management strategies at eircom. It covers:
1) A brief history of the telecommunications market in Ireland since liberalization in 1998 and eircom's declining market share.
2) eircom's initial customer retention efforts in the late 1990s and 2000s, including establishing win-back teams and a professional development system for employees.
3) More recent strategies like customer profiling and segmentation, targeted lifecycle management, continuous process improvement, and communicating eircom's value proposition.
4) The importance of understanding customers, capturing insights, and using data to personalize engagement at different stages of the customer lifecycle.
The document provides instructions for laying out an article across a double page spread, including placing the band's name at the top, the article title just below, and an explanatory quote from the article. Secondary images from the band's gig will be placed alongside an interview formatted inside a black box to stand out from the background concert image.
El documento ofrece consejos para sacar el máximo provecho de los eventos de networking. Sugiere crear una estrategia y objetivos claros antes del evento, elegir públicos objetivos específicos, preparar una agenda propia e identificar personas clave, y desarrollar un discurso conciso para maximizar el valor de los encuentros breves.
This document describes an online marketing company focused on reaching the Hispanic market in the US and internationally. The company has an experienced team and offers a full range of digital marketing solutions like display advertising, direct response, email marketing, search engine optimization and media buying. It has a network of premium and long tail Hispanic websites across multiple categories like automotive, business, and lifestyle. The company uses advanced targeting capabilities to effectively reach Hispanic youth and other key demographics. It provides access to many quality Hispanic publishers and claims to make the large and growing Hispanic market accessible for advertisers.
Este documento presenta información sobre varios lugares y aspectos notables de Puerto Rico. Describe que San Juan es la capital de Puerto Rico y también se le llama "la ciudad amurallada". Explica que El Morro es una fortaleza construida entre 1539-1589 y que La Fortaleza, también conocida como el Palacio de Santa Catalina, ha servido como residencia para 170 gobernadores de Puerto Rico. Además, brinda detalles sobre el bosque tropical El Yunque, la rana endémica llamada coquí, y la Casa Blanca que anteriormente fue la resid
O documento descreve como um perfil falso no Twitter atribuído a Guga Kuerten gerou uma notícia falsa que foi replicada por diversos veículos de comunicação. Após a assessoria de Guga Kuerten esclarecer que ele não possui conta no Twitter, os veículos publicaram erratas, mas a informação incorreta já havia se propagado rapidamente.
The document provides a summary of Peter Nottingham's contact information, work experience, qualifications, and employment history. It details his roles at EDF Energy from 2007 to 2014 in positions including sales executive, outbound win-back sales executive, residential telesales advisor, and customer service advisor. In these roles, he consistently exceeded his targets and achieved earnings well above his OTE. It also lists his qualifications in business studies, sales and marketing, and customer service.
Niyaz Ahmed is a senior level sales and marketing professional with over 11 years of experience in banking. He has a strong background in sales, marketing, retail banking operations, business development, and client relationship management. Currently he works as a Sales & Service Officer at Mashreq Bank in Abu Dhabi, where he is responsible for providing excellent customer service and meeting sales targets. Prior to this he held sales and marketing roles at Emirates NBD and National Bank of Dubai, where he consistently exceeded sales goals.
Successful Customer Communications Strategies in 8 StepsVivastream
This document outlines successful customer communication strategies in 8 steps and provides 2 case studies. It introduces the panelists discussing the topic. The key points are:
1. It is important to have a customer retention strategy in addition to an acquisition strategy since it costs more to acquire new customers than retain existing ones.
2. The 8 steps to developing a customer communications strategy are: know objectives and metrics, conduct a communications audit, listen to customers, determine customer segmentation, plot the customer lifecycle, define messaging, set an implementation roadmap, and launch the strategy.
3. Case studies from DIRECTV and Clearwire demonstrate applying the strategies. A discussion and Q&A with the panelists follows.
This document provides a statement of qualifications for Jacob Cane & Co., a marketing consulting firm. It outlines their services in market, design, and consult categories. Their market services include municipality marketing, business marketing, event promotion, and content marketing. Their goal is to help clients achieve their dreams through consistent brand messaging and marketing strategies that are tailored to each client.
4 Techniques to Succeed in Retaining your CustomersM-Connect Media
Customer Retention Plan - To own a profitable business is in either in your hands or in your customer’s hands. Yes, this is true. You own a business to help the customers in some or the other way. Customers may have different options for the same thing and if they choose you then it means they bring business for you. And it is up to you how to retain them and bring them back to you again and again. See some strategies to do so.
How to Leverage the Power of Customer Experience AnalyticsPeopleMetrics
The document discusses how to leverage customer experience analytics to drive improvement. It begins with an overview of key questions, including defining customer experience, how improvement can drive growth, whether banking experience is improving, and how to use analytics. It then provides examples of a bank that used analytics to deepen customer understanding through segmentation and identify experience drivers. The bank also used daily feedback to repair issues and innovate based on feedback. The document concludes that focusing on customer experience distinguishes growth banks by emphasizing listening to feedback and being disciplined in customer-centric decision making.
Customer Success Webinar Series: How Automation is revolutionizing Customer S...Gainsight
The document discusses how automation is revolutionizing customer success through 1:Many programs. It provides examples of how to structure a 1:Many program including establishing lifecycle-based, usage-based, and thought leadership content series. The roles of customer success, marketing, and a dedicated 1:Many program lead are also outlined. Case studies from Network For Good demonstrate how their customer marketing is the backbone of 1:1 interactions and how they leverage tools and content to improve customer outcomes through onboarding, risk mitigation, and successful customer campaigns.
Retaining & nurturing customers (Igniter breakfast seminar, 2008)Paul Roberts
The summary notes from a breakfast seminar I presented in 2008, on how to identify, engage and delight customers.
Presenting my '3 lens' model for retaining and growing the value of your existing customers, it includes case study examples for successful companies and clients.
The seminar was attended by people from several industries, including sport and banking.
The document discusses the DAGMAR framework for advertising planning and measuring results. DAGMAR (Defining Advertising Goals for Measured Advertising Results) was developed by Russel H Colley in 1961. It proposes that consumers progress through 4 stages - Awareness, Comprehension, Conviction and Action (ACCA) - before purchasing a product. The document outlines the 4 stages and provides examples. It also discusses how to set concrete, measurable advertising objectives according to DAGMAR by specifying the communication task, target audience, benchmark, degree of change and time period. Finally, it notes some criticisms of the DAGMAR approach.
Understanding the Customer Journey by Peggy KlingelPeggy Klingel
This is a simple reminder of some basics we often forget when working with customers. Paying attention to the customer experience throughout the life cycle of the customer increases satisfaction, drives revenue and lowers customer service costs positioning companies for profitable revenue growth.
This document outlines a marketing, sales, and support process offered by Zerobyte to help clients acquire and retain customers. Key points include:
- Zerobyte offers marketing services to find, sell to, and support clients in the UK, North America, and India on a pay-for-success model.
- Their services include developing marketing strategies, conducting research, acquiring new customers, and maintaining long-term relationships through customer retention programs.
- Effective marketing and support are important for acquiring one-time customers as well as developing lifetime customer relationships that increase sales and profits over many years.
This document discusses the importance of after-sales service and customer satisfaction. It notes that 68% of customers change suppliers due to problems with customer service. Customer satisfaction results from meeting or exceeding customer needs, wants and expectations throughout the product/service life. Dissatisfied customers will actively seek out competition and negatively impact the business through word-of-mouth. The document provides 20 guidelines for effectively handling customer complaints to resolve issues and build loyalty.
2020 b2b - Selling in the crisis - Driving client urgencyRaoulMonks
The media & events market continues to be hit hard by the Covid-19 crisis. Marketing budgets are being cut and remaining spend is being heavily scrutinised. It's harder than ever for your client to say ‘yes' to your solutions.
A compelling argument for prioritising marketing spend is therefore crucial if you and your clients are to come through these uncertain times in the strongest position possible.
In this webinar, we will explore:
What’s changed for your buyer and audience in this turbulent time
What works and doesn’t work in marketing right now
How to create a business case for your client to prioritise marketing now
Outcome: A business case to convince your client what to market and how to market their way through the crisis.
Watch here: https://www.crowdcast.io/e/driving-client-urgency
For more resources, click here: https://flumetraining.com/covid-19-response/
Email marketing - Build loyalty and level up slidesLaura Thwaites
Join us for a special masterclass on how to boost customer loyalty in your email campaigns. We'll be joined by email marketing legend Kath Pay, Founder and CEO of Holistic Email Marketing. Kath lives and breathes email marketing and is recognized as an international email marketing thought leader. This is one session not to miss!
Therese Jerrard, a gifted sales trainer at Deluxe Corp, gives a presentation that has great value for Small Business Sales – regardless of your comfort with selling or your type of business.
- Lynsey Gair is seeking new challenges and provides a summary of her relevant work experience and skills.
- She has over 10 years of experience in sales, account management, marketing, and customer service roles.
- Her most recent role was as an Account Manager and Project Manager at BIP Solutions Ltd where she exceeded sales targets and managed projects and teams.
Kailash Patel is seeking a job in sales and has over 7 years of experience in business development and sales. He has worked at Idea Cellular Limited for over 3 years as a Business Development Executive where he was responsible for managing sales targets and the distribution channel. Currently he works at Go Processing Ltd. as a Business Development Executive where his duties include making sales calls, qualifying leads, and managing client relationships. He has an MBA in Marketing and is proficient in MS Office, with strong communication, problem solving, and organizational skills.
"A strong market orientation does not occurs by mere proclamation. To attain a strong orientation, a business needs to adopt a market-based management philosophy. This means implementing a process for tracking market performance and restructuring an organization around market rather than products or factories and creating employee culture that is responsive to customers and changing market condition." -Robert J. Best
This document discusses strategies for connecting with customers and maximizing customer lifetime value. It covers building customer value and satisfaction through delivering high quality products and services. It also discusses measuring customer satisfaction and loyalty over time. The document emphasizes cultivating long-term customer relationships through customer relationship management and database marketing. The goal is to attract, retain, and grow the most profitable customers by deepening engagement and reducing customer defection.
The document discusses managing direct marketing campaigns. It begins by explaining what direct marketing is and discussing database marketing. It then explores setting objectives for campaigns, including financial, communication, and marketing objectives. Key aspects of managing campaigns that are covered include identifying target audiences, making creative decisions, choosing appropriate media, executing the campaign, and evaluating its performance. Metrics for evaluating campaign success such as response rates, new customers acquired, and customer lifetime value are also examined.
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This document outlines successful customer communication strategies in 8 steps and provides 2 case studies. It introduces the panelists discussing the topic. The key points are:
1. It is important to have a customer retention strategy in addition to an acquisition strategy since it costs more to acquire new customers than retain existing ones.
2. The 8 steps to developing a customer communications strategy are: know objectives and metrics, conduct a communications audit, listen to customers, determine customer segmentation, plot the customer lifecycle, define messaging, set an implementation roadmap, and launch the strategy.
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How to Leverage the Power of Customer Experience AnalyticsPeopleMetrics
The document discusses how to leverage customer experience analytics to drive improvement. It begins with an overview of key questions, including defining customer experience, how improvement can drive growth, whether banking experience is improving, and how to use analytics. It then provides examples of a bank that used analytics to deepen customer understanding through segmentation and identify experience drivers. The bank also used daily feedback to repair issues and innovate based on feedback. The document concludes that focusing on customer experience distinguishes growth banks by emphasizing listening to feedback and being disciplined in customer-centric decision making.
Customer Success Webinar Series: How Automation is revolutionizing Customer S...Gainsight
The document discusses how automation is revolutionizing customer success through 1:Many programs. It provides examples of how to structure a 1:Many program including establishing lifecycle-based, usage-based, and thought leadership content series. The roles of customer success, marketing, and a dedicated 1:Many program lead are also outlined. Case studies from Network For Good demonstrate how their customer marketing is the backbone of 1:1 interactions and how they leverage tools and content to improve customer outcomes through onboarding, risk mitigation, and successful customer campaigns.
Retaining & nurturing customers (Igniter breakfast seminar, 2008)Paul Roberts
The summary notes from a breakfast seminar I presented in 2008, on how to identify, engage and delight customers.
Presenting my '3 lens' model for retaining and growing the value of your existing customers, it includes case study examples for successful companies and clients.
The seminar was attended by people from several industries, including sport and banking.
The document discusses the DAGMAR framework for advertising planning and measuring results. DAGMAR (Defining Advertising Goals for Measured Advertising Results) was developed by Russel H Colley in 1961. It proposes that consumers progress through 4 stages - Awareness, Comprehension, Conviction and Action (ACCA) - before purchasing a product. The document outlines the 4 stages and provides examples. It also discusses how to set concrete, measurable advertising objectives according to DAGMAR by specifying the communication task, target audience, benchmark, degree of change and time period. Finally, it notes some criticisms of the DAGMAR approach.
Understanding the Customer Journey by Peggy KlingelPeggy Klingel
This is a simple reminder of some basics we often forget when working with customers. Paying attention to the customer experience throughout the life cycle of the customer increases satisfaction, drives revenue and lowers customer service costs positioning companies for profitable revenue growth.
This document outlines a marketing, sales, and support process offered by Zerobyte to help clients acquire and retain customers. Key points include:
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- Their services include developing marketing strategies, conducting research, acquiring new customers, and maintaining long-term relationships through customer retention programs.
- Effective marketing and support are important for acquiring one-time customers as well as developing lifetime customer relationships that increase sales and profits over many years.
This document discusses the importance of after-sales service and customer satisfaction. It notes that 68% of customers change suppliers due to problems with customer service. Customer satisfaction results from meeting or exceeding customer needs, wants and expectations throughout the product/service life. Dissatisfied customers will actively seek out competition and negatively impact the business through word-of-mouth. The document provides 20 guidelines for effectively handling customer complaints to resolve issues and build loyalty.
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The media & events market continues to be hit hard by the Covid-19 crisis. Marketing budgets are being cut and remaining spend is being heavily scrutinised. It's harder than ever for your client to say ‘yes' to your solutions.
A compelling argument for prioritising marketing spend is therefore crucial if you and your clients are to come through these uncertain times in the strongest position possible.
In this webinar, we will explore:
What’s changed for your buyer and audience in this turbulent time
What works and doesn’t work in marketing right now
How to create a business case for your client to prioritise marketing now
Outcome: A business case to convince your client what to market and how to market their way through the crisis.
Watch here: https://www.crowdcast.io/e/driving-client-urgency
For more resources, click here: https://flumetraining.com/covid-19-response/
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Join us for a special masterclass on how to boost customer loyalty in your email campaigns. We'll be joined by email marketing legend Kath Pay, Founder and CEO of Holistic Email Marketing. Kath lives and breathes email marketing and is recognized as an international email marketing thought leader. This is one session not to miss!
Therese Jerrard, a gifted sales trainer at Deluxe Corp, gives a presentation that has great value for Small Business Sales – regardless of your comfort with selling or your type of business.
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- She has over 10 years of experience in sales, account management, marketing, and customer service roles.
- Her most recent role was as an Account Manager and Project Manager at BIP Solutions Ltd where she exceeded sales targets and managed projects and teams.
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2. Integrated Strategies for
Customer Loyalty and
Value Optimization
Presented By:
David Azulay – The Kern Organization
Judy Mitchell – The Kern Organization
Dan Ferguson – DIRECTV
Karlene Swalley – Clearwire
2
3. “This may seem simple, but you need to give
customers what they want, not what you think they
want. And, if you do this, people will keep coming
back.”
- John Illhan, Entrepreneur and Founder of Crazy John's
(Mobile phone retailer)
According to research done by Bain & Company:
No company is immune to the pressures of the market.
But companies that focus on building loyal relationships…
are better positioned to remain strong.
3
4. Consider the cost of serving a long-standing
customer versus the cost of courting a new one…
5% increase in customer retention produces
more than a 25% increase in profit
Why?
4
5. Return customers tend to buy more from a company over
time, and as they do, the cost to serve them declines
Customers often pay a premium to continue to do
business, rather than switch to a competitor with whom
they are unfamiliar and uncomfortable
5
6. Today’s Agenda
Introductions
The Importance of a Customer Communications Strategy
Getting Started –10 Key Steps
Cases –DIRECTV & Clearwire
Moderated Panel Discussion
Q&A
6
7. Introducing Our Panelists
David Azulay Dan Ferguson Judy Mitchell Karlene Swalley
Senior Vice President, Senior Director of Vice President, Senior Customer
Client Services, Marketing, Client Services, Base Marketing
The Kern Organization DIRECTV The Kern Organization Manager,
Clearwire
7
8. The Importance of a Customer
Communications Strategy
Just as important to have retention strategy in place as
acquisition strategy
It costs more to acquire a new customer than it does to
keep one
Most customers want to be appreciated and thanked along
the way for their business
Expectations are increasing. Customers expect their
experience to be consistent, relevant and personalized at
every touch point
8
9. Getting Started – 10 Key Steps
1. Know your objectives
2. Define methods of measurement and success metrics
3. Conduct a communications audit
4. Listen to your customers
5. Determine customer lifecycle phases
6. Define targets and messaging
7. Plot the journey
8. Set Test and Implementation Plans
9. Create a brand
10. Go to market and refine again
9
10. Step 1: Know Your Objectives
Primary –Should be quantifiable
• Example: Increase revenues by 10%; Increase renewals or mitigate churn
by xx%
Secondary –Should be extensions of meeting primary goals
• Example: Satisfied customers and advocates, which lead to increased
purchases and increased revenues; increase customer opt in; generate buzz
Are these realistic?
• Align costs and ROI to meeting your goals
10
11. Step 2: Define Methods of
Measurement and Success Metrics
• Improved customer satisfaction scores
• Positive testimonials
• Lower churn rates
• Increased revenue or
purchases
• New customer referrals
• Higher online registrants
• Other qualitative and quantitative measures?
– Always good to look at more than one
11
13. Step 3: Conduct a
Communications Audit
• Dedicate resources – commit 2-4 months
• Review all existing metrics
• Analyze impact of current touches on costs and revenues
• Perform competitive analysis
• Evaluate current offer library
• Build a map of existing communications
to identify gaps/holes/opportunities to
better address customer needs
• Result should enable specific plans by segment,
customer type, etc.
13
14. Step 3: Communications Audit
Evaluate contact strategy variations
based on customer segment
Questions to ask yourself:
What actions do you want
prospective customers to take as
they move through their
relationship with you?
What channels are they likely to
prefer?
What will define success for each
type of dialogue?
Be sure to make improvements based
on findings
14
17. Step 4: Listen to Your Customers
• Use immediate feedback channels
– Surveys, one on one interviews, focus groups
• Build longer term feedback channels
– Customer panels to contact regularly for feedback
• Be prepared to act on the information you hear
– Customers appreciate being asked
for their feedback but expectations
are that their opinion will be taken
into account
17
19. Step 4: Listen to Your Customers
SURVEY FOLLOW UP TREATMENT
Weekly
1 2 3 4 5 6 7 10 5
0
Landing
Page
Thank
You EM
Thank You, Tell
us how we can
help EM
OBTM
Offer
No open
A
Reason 1
Products
No click
thru
Offer
B
Reminder
EM EM
No open
A B
Financial
Reason 2
No click
thru
“Call us -- we Reminder
can help” & EM
IBTM # EM
Reason 3
related
Service
Test to determine
effectiveness of
benefit Value Value Value
communications EM 1 EM 2 EM 3
Roll into Loyalty if
good response
Reason 4
Other
Benefit Benefit Benefit
EM 1 EM 2 EM 3
19
20. Step 5: Determine Customer
Lifecycle Phases
Activation
Winback On-boarding
Churn
Engagement
Litigation
Communications framework,
data, investment &
measurement strategies need Adoption
Loyalty
to be specific by phase
Renewal Growth
Retention Nurture
20
21. Step 5: Determine Customer
Lifecycle Phases
Create specific strategies for each stage
21
22. Step 5: Customer Lifecycle Phases
Investment Strategy
Based on your likelihood for good lifetime value and churn litigation, you can
determine how much money to put into a campaign
22
23. Step 6: Define Targets
and Messaging
• Know your strategy
– Education, cross-sell, etc.
• Determine available data
– Revenue, tenure, products purchased, etc
• Consider attributes for segmentation
– Profile or model against most profitable customers to
identify opportunities within your base
• Personalize where possible
– Targeted, personalized, relevant messages ensure
customer engagement for lifetime loyalty
23
24. Step 6: Messaging Hierarchy
Customer Segment
Benefits message
Product Features
and Benefits
24
25. Step 7: Plot the Journey
• Define key stages to reach customers
– Before contract expiration
– After 3 months of no purchase activity
– On purchase or activation anniversary date
• Determine which targets are highest value to
your organization to set frequency accordingly
• Test different formats and channels to get the
most bang for your buck
25
30. Step 8: Set Test and
Implementation Plan
• Evaluate audiences that are most critical to impacting
goals
– Identify groups of customers that will move the needle on
your business most if more engaged
– Identify best media mix to reach your audience
• Set revenue goals to make sure costs are offset and
positive ROI is achieved
• Schedule implementation with enough time to read
results accurately and rollout next steps
• An implementation plan will help ensure that no steps are
overlooked and that each team member is clear on their
role
30
32. Step 9: Create a Brand
• Consider a “voice” for your communications so that
all touches are consistent
• Make sure look and feel of touches are clearly
from the same family of communications
– Informational, promotional, whatever the objective
• Carry the branding throughout the customer’s
lifecycle even if touches are internally managed
in different groups
– All touches should clearly be coming from one company
32
34. Step 10: Go to Market and Refine
Build the
communications map
Refine strategies to Define the target to test
test again against control
Measure results
against objectives
34
36. Case Study: DIRECTV
Building a New Customer On-Boarding Strategy
• The Business Problem
– In 2008, DIRECTV found that the number of new customers that were
churning off the platform within their first 90 days was on the rise and
communication weren’t consistent across the various internal groups
• The Solution
– Launched project to create an on-boarding strategy
– Executed the 10 key steps above beginning with setting
quantifiable objectives to:
• Reduce churn and improve engagement
• Increase customer satisfaction numbers
• Improve installation experience
– Created an integrated multi-channel plan to reach
customers via installers, email, direct mail, and phone
during their first 30 days of service
36
38. Case Study: DIRECTV
Building a New Customer
On-Boarding Strategy
• The Results
• In 2011, conducted a review and found an increase in all key metrics
including reduced churn and improved customer satisfaction
• Next Steps
• Now building the 2.0 version to evolve to a hyper-customized
approach based on psychographic and lifestyle information to
increase relevance
– Asking key questions at registration to target messages
– Respecting how customers want to be contacted
– Creating a community online through a Welcome Center
– Integrating the website into the experience rather than just sending
customers there
38
39. Case Study: Clearwire
Developing a Customer
Communications Program
• Started with zero customers and had to develop
a plan
• Closely aligned to 10 step process to develop a
CRM program
• Set priorities and timeline
• Internal mapping
39
40. StrategyMaster™ Planning Process
• Designed to help marketers make significant improvements to their
communication programs
• Will establish a visual strategic mapping framework to help manage
tactical implementations of marketing activities aligned around specific
strategies that have been determined to achieve the given goal(s)
• The first three steps within our strategic process include:
– Strategic planning
– Visual mapping
– Road mapping and prioritization of implementation plans
• The structure ensures the plan is rooted in activities that are focused on
achieving the goals and objectives established
• Designed to ensure that the plan is adhered to, while being flexible to
adapt to changing market conditions and shifts in strategic priorities
• Participation by key stakeholders and support teams is a critical
component to the success of the planning process
40
44. Need for Multi Channel Approach
• Only 20% of customers open one or more emails
with weekly contact strategy
• Although DM 5X cost of EM – the CPS were the
same opening up available universe and increasing
the total number of reactivations
DM had X times higher response rate
DM had X times higher take rate
44