Loewe digital strategy by @kerriarose

Madrid
Digital Strategy 03/01/2013

Rosa Fernández-Velilla

Introduction
Even thought luxury and digital have different roots, it is possible to successfully
combine them. The challenge is: how can we make it work?

Luxury Digital ecosystem

Authenticity Elevation
y Feedback Consumer control
Heritage
Uniqueness Interaction Cool features
Timelessness
Craftsmanship Ubiquity

Dream Real time
Rituals
Massification
Innovation Hedonism Segmentation

Theatralisation Self distinction
Art Huge Storage Sharing
Scarcity Brand control
Distance Accessibility

¿How can we leverage digital strengths in the luxury world?

Index

1. Market analysis
– Market volume
– New affluent consumer
N ffl t
– Competitors
– Trends
2.
2 Brand analysis
3. Digital approach for Loewe: objectives & strategies
4. Action plan for each objective
– Sales growth: multichannel approach
– Brand awareness and desirability
5. Organisational implications
6. Data measurement culture
7. Implementation plan
8. Conclusions

Appendix 1 Purchase trial
Appendix 2 Best practices
Appendix 3 Illustrative business plan
Appendix 4 New consumer purchase funnel

Market analysis: overview

1 ¿How is the 2 ¿How is the 3 ¿What are our
market evolving? affluent competitors
consumer? doing?

The digital luxury Almost all the
The affluent
market is growing. luxury brands have
consumer is very
a digital presence.
act e the digital
active in t e d g ta
(+25% - 2011) The diff
Th difference is
i
ecosystem.
HOW.

Market analysis: volume and trends
Sales in digital luxury market continue to grow at double-digit pace.

Luxury Market
Worldwide luxury goods market revenues will grow by 10 % in 2012, and pushing total luxury goods
revenues to an estimated € 212 billion
By market Main drivers
– Asia‐Pacific sales, driven by China, have a growth projection
– Accessories have become the core category in personal
of 18 % this year
luxury goods (27 % of sales.)
– Americas region is also projected to post strong gains, with
– Tourists now account for 40 % of global luxury spending
now account for 40 % of global luxury spending.
revenues rising by 13 % by year’s end. – E‐commerce is an important driver of the growth.
– Growth in Europe will approximately halve versus last year,
expected to grow by 5 % this year.

Luxury goods market will grow, in real terms by 4% to 6% per year between 2013 and 2015, pushing
the market between €240 and €250 billion by the middle of the decade (Bain´s estimation)

Digital Luxury
Digital Luxury Market
Ecommerce is continuing to grow at 25 % per year, while sales at off-price outlets will see 30 %
growth. Together, these emerging channels amount to €20 billion.

– Disparities between brands that are not keeping up with the quickening pace of change in the market

Source: Luxury Goods Worldwide Market Study, Bain & Company, 2012

Market analysis: affluent consumer & digital
The affluent consumer is the heaviest user of digital media. This represents a new
paradigm for brands that seek deeper relationships with them.

Social
Search
Strategic approach media Information around
value for
to social media influenced the product (origin,
money
/influencer
/i fl fabrics)

Mobile presence as Heavy user Experiences,
Experitional
of mobile
of mobile
1st priority
i it luxury
l services,
i
and tablets
personalisation

Product &
Seamlessly &
S l l & Use Online as 1st Content
Content and visual
coherent experience different source of consumer
channels (audio oriented site
in all channels information
and visual)

Coherent SEO/SEM strategy

– Young consumer: seeks uniqueness over heritage, 24/7 access over exclusivity, and Entry level products
entertainment over mere shopping. Being part of the elite is their dream. Consume the dream
– Aspirational consumer
– Super wealthy Unique experience: VP members only

Market analysis: competitors & digital
Luxury brands are taking different approaches for digital: some consider Internet
just as a communication channel (or have poor presence) and others are
e b ac g d g ta
embracing digital with a strategic approach.
t st ateg c app oac

Tactical approach Strategic approach
2012 Digital IQ Index: Fashion
– Brands:
– Lack of digital strtegy
– Poor image on their site
– Poor branding image on the Internet
– Lack of strategy in social media
– No integrated marketing campaigns
– No transaction features

Source: 2L2thinktank.com

Burberry best practice
While most of the luxury brands were focused on affluent babyboomers, Burberry
saw the “white space” on wealthy Millenials, especially in emergent markets. From
that moment on, the company focus has been on digital.

STRATEGY

Clear vision on digital
approach h

FRONT END BACK END INTEGRATION BIG DATA

Social CRM company culture
Marketing campaigns (70% budget)
(salesforce.com)
(salesforce com)
E‐commerce Operational excellence
Predictive analysis
Mobile
Organization: Social media
“Retail Theatre”
department, mobile department,
insight and analytics department

6 YEARS

Source: Interbrand, 2012

Market analysis: what is changing in digital?
Apart from mobile, social, local, contents, multichannel and big data other specific
trends are having a forceful impact on the market.

Lines between brands, retailers and Digital as a service
publishers are blurring

Seek for a content partner Provide services to engage customers

“Pinterestly” web designs
Super wealthy consumers

Redesign according to new tastes Create more unique experiences

Index

1. Market analysis
– Market volume
– New affluent consumer
N ffl t
– Competitors
– Trends
2.
2 Brand analysis
3. Digital approach for Loewe: objectives &strategies
4. Action plan for each objective
– Sales growth: multichannel approach
– Brand awareness and desirability
5. Organisational implications
6. Data measurement culture
7. Implementation plan
8. Conclusions

Appendix 1 Purchase trial
Appendix 2 Best practices
Appendix 3 Illustrative business plan
Appendix 4 New consumer purchase funnel

Brand analysis: general overview
Loewe has achieved good business results in the last year aligned with a new
interpretation of the brand, maintaining its roots.

“We are a company “We are art, not just
more productive, our styling
factories are more The creator is in the
efficient and the product center of the brand”
is perfect. Sales will Bernard Arnault,
grow
grow” Lisa Montague,
Montague LVMH Chairman and
Loewe CEO CEO

The griffle

The luxury brand

The upper range brand
pp g

The brand

Pyramid Brand: The New Strategic Brand Management, 2011, J.N Kapferer

“Loewe: passion, authenticity and excellence”
“This is a great time to reinterpret the DNA of a noble House to which so many Spaniards have a
deep emotional attachment. There’s a p
p pulled together, almost aristocratic sexiness to Spain that
g , p
I’m trying to do a provocative take on. I want people wherever they are to say, ‘That’s really
Loewe!’ Everything starts with a delight to the senses. Loewe – where one touch tells the story”.
Stuart Vevers, Loewe Creative Director

Brand analysis: Loewe digital overview
Loewe has made major improvements in recent years and the objective is to keep
up this pace.
Area Score Comments

Digital Strategy N/A The job description indicates that defining it is one of the job objectives

Organization & culture CEO support. Digital manager position. Collaborative culture

Corporate & brand presence Visual impact. Content focus on product/ craftsmanship/ art& culture& history

E‐shop = Room for improvement

‐ Visits = Too much dependency on search engines
Too much dependency on search engines

‐ Conversion X Poor site performance, usability can improve, lack of payment options. Not very
transactionally oriented
‐ Processes N/A Lack of information to evaluate

Relational strategy N/A Lack of information to evaluate

Mobile X No mobile version of the web

Social Media
l d Good focus on brand awareness. Lack of real engagement and service
df b d k f l d

SEO & SEM X Lack of optimized strategy

Inbound marketing N/A Lack of information to evaluate

Digital store experience = No digital brand experience in the store. Pick up in‐store option

Digital approach: objectives

Digital objectives:

Increase revenues through a multichannel approach, representing:
1 – O li
Online boutique: 3 M. € * i 2014 ( 200% vs 2012)
b ti M in (+200%
– ROPO (Research Online Purchase Offline): a significant % of
all revenues**

Increase brand awareness and desirability with deep focus in
2
international markets**

*Initial estimate which will be subject to a detailed analysis of economic/financial data and web analytics
** To quantify the objective , it will be necessary to see the type of reports made by Loewe

Digital Approach: strategies for objective 1
Estrategia Digital

1 Increase revenues through a multichannel approach

Strategies:

1.1. Optimising the e-boutique enhancing usab ty, e pe e ce a d se ce
Opt s g t e e bout que e a c g usability, experience and service
1.2. Increasing traffic to stores through ROPO (Research Online Purchase Offline)
1.3 Developing a mobile presence that serves as engine to increase sales
1.4 Developing the digital experience in store to leverage sales
1.5 Connecting all the “dots”



A specific strategy for the digital p
p gy g presence should be necessary in every different market:
y y
– China
– Japan
– Other emerging markets
– Rest of Europe p
– US

Topics to consider:
– ¿How can we optimise revenues: through Loewe e-boutique or through wholesale?
– ¿Is it necessary a multichannel approach or just a online focused approach?
– ¿Which is the main traffic source in each country?
– ¿How are the special characteristics of the digital consumer in this country?
– ¿Do we have to adapt the product offering?
– ¿Which is the better pricing policy?
– Etc.


2 Increase brand awareness and desirability

Strategies:

2.1. Supporting general rebranding strategy through a consistent and innovative digital
communication approach

2.1.1. Defining and developing digital communication campaigns
2.1.2. Optimizing the social media strategy to generate brand awareness and engagement
2.1.3 Developing innovative experiences in stores
Coherence and a seamless experience are the best way to create a brand (objective 1)

2.2. Developing specific strategies for new markets

2.2.1. Analyzing specific characteristics of target in each market
2.2.2 Putting focus on digital PR and social media strategies adapted to each market

Digital approach: Loewe target
All the digital presence should be aligned with Loewe´s current and potential
target.
Baby
Multiple dimension analysis according to: Seniors
Boomers
Generation X Millenials

– market
– demographics
– product purchase h bit
d t h habits
– relation with technologies and passions/interests

Illustrative Example: USA Millenials

Celebrity addicts
Source: Kenan Flagler Business School, 2012

Estrategia Digital


Strategies:

1.1.
1 1 Optimising the e-boutique enhancing usability, experience and service
usability
1.2. Increasing traffic to stores through ROPO (Research Online Purchase Offline)
1.3. Developing a mobile presence that serves as engine to increase sales
1.4. Developing the digital experience in store to leverage sales
1.5. Connecting all the “dots”

Objective 1: multichannel approach
Multichannel approach is customer-centered. It´s all about giving freedom to the
customers to be able to shop wherever and whenever they want. It embraces the
whole bus ess so it s ou d be o t e C O age da
o e business t should on the CEO agenda.
¿What is multichannel shopping?

Shopping across a number of Buying goods from the same
Using a number of different
different channels (B&M, online, retailer but doing it across
channels to make a single
catalogue, etc.) depending on the different channels depending on
purchase
category/ brand the product

The impact is on the whole value chain. It implies new processes, new organizational structures,
and an expanded investment commitment

Loewe multichannel approach

– Deliver online purchase in-store – Holistic customer analysis and single view of the
– Drive traffic to store (ROPO) customer: social CRM
– Supply management processes: share – Synchronize multiple databases (sales, financial,
inventory, integrated return policies, etc etc.)
– Provide a similar experience online & offline
ff – New organizational structures
– Develop mobile strategy – New incentives
– Combine on & off in marketing campaigns

Objective 1: multichannel approach
We need to analyse carefully all the different customer journeys to attribute the
sale to the accurate channel to avoid conflicts between them.

Research Delivery at P&L & incentives
Buy online
online home online channel
PC, mobile
PC mobile, tablet PC, mobile
PC mobile, tablet

Yes P&L & incentives
¿Stock of
Research Delivery in the product store (100%)
Buy online in the store?
online store No P&L & incentives
PC, mobile, tablet PC, mobile, tablet online channel

Yes P&L & incentives
¿Stock of
Research Book the product store (100%)
in the store? Buy in t
B i store
online appointment No P&L & incentives
PC, mobile, tablet PC, mobile, tablet online channel

Research P&L & incentives
Buy in store store (100%)
online
PC, mobile, tablet

P&L & incentives
Research online channel
Buy online
store (100%)

Action plan: 1.1 – optimising e-boutique
Concerning Loewe´s site, some factors are necessary but not motivating. As a luxury
brand, to gain real engagement, we need to deliver an awesome experience, aligned
with the business objectives and the expectations of our target.

– Around Innovation –> something new
Motivating Experiences – Services
– Personalization
– ART – More content: partnership (Creativity/ Art / Innovation)
– Visual impact – Pictures in context of use
– Product catalogue Design Content – More product information (ie.: Product Page)
– “Pinterest design” – Content related to stores
– Minimum nº of clicks – Multiple payment options
– Clear call to action
Usability – Simple check-out process
Necessary – High page speed
Performance
P f – C
Capacity t support high volume of concurrent t ffi
it to t hi h l f t traffic
– Quick solution to performance failures

Excellent product Consistent price

As a minimum, we need to replicate the physical store experience to be consistent.
¿What are our strengths in our stores?
– Sensorial recreation – Visual merchandising – Uniqueness
– Product availability – Service

Our online presence has to be clearly aligned with our business objectives.

$$$

VS

Branding

Concerning traffic to e-boutique, Loewe´s is too dependent on search engine
marketing traffic (58% of traffic vs 37% industry average). A more diversified
strategy is required.

Phase 1: Push Phase 2: Pull
ry
rand Territor

– SEO & SEM strategy
– Social Media for site traffic
generation
Br

– Email marketing

INBOUND MARKETING

Loewe as fashion luxury
target destination point
ritory of 3rd parties

– SEO strategy
– Digital PR: influencers
Terr p


It is crucial for an awesome brand experience to transmit an “I´m taking really
good care of you as a customer” culture. In order to achieve this, back office
operations optimisation is a key factor

Technology infrastructure & systems

Content Delivery: Logistics &
Order management Customer service
management transport

Key Factors for Loewe
– Product availability
– Accurate & integrated inventory system
– Order tracking culture & systems
– Agreements with different transport agencies
– Picking and packing optimised services
– Easy return policy
– Professional customer service center


The delivery experience is very important.
Outside Outside

Inside

Action plan: 1.2 – optimising ROPO

ROPO (Research online, purchase offline) is a very extended consumer behaviour.
Loewe needs to address it proactively.

Important things to consider

– Develop more “call to actions“ for the “book an appointment” functionality
call actions book appointment
– Develop more content related to Loewe´s Peter Marino stores

Example: “The Homes” by Dunhill

– Develop a more user friendly list of stores locations
– S
Special marketing campaigns t d i t ffi t stores
i l k ti i to drive traffic to t
– Search engines optimisation for store location

Action plan: 1.3 – mobile presence

More than 20% of searches for fashion occurs from a non-PC device. The iPad may
be transformative for luxury fashion brands, as the device enjoys twice the
conversion rate of PC (and twenty times that of smartphones).

Different options

1 Responsive Web 2 Mobile web 3 Mobile Apps

A single site that rebuilds itself for Specific web design for mobile Specific app development.
all devices phone and tablet. Download needed.
– Stella McCartney
– 2011.dconstruct.org – M-lanvin.com – Amble by LV
– Balenciaga.com – Armani EXX
– Swarovski Multifaces app
– Uniqlo
U i l

¿Which is the best option for Loewe? Not recommended in
phase 1

Action plan: 1.3 – mobile presence

Best practices for mobile presence:

Source: http://www.luxurydaily.com

Objective 2

2 Increase brand awareness and desirability

Strategies:

2.1. Supporting general rebranding strategy through a consistent and innovative digital
communication approach

2.1.1. Defining and developing digital communication campaigns
2.1.2. Optimizing the social media strategy to generate brand awareness and engagement
2.1.3 Developing innovative experiences in stores
Coherence and a seamless experience are the best way to create a brand (objective 1)

2.2. Developing specific strategies for new markets

2.2.1. Analyzing specific characteristics of target in each market
2.2.2 Putting focus on digital PR and social media strategies adapted to each market

Action plan: 2.1.1 – digital communication
Loewe should cover all the target touch points with a 360º degree approach, 365
days/ year and in an interactive way.

LOEWE UNIVERSE

3rd
3rd

3rd

3rd
Consumer
Potential consumer
Aspirational consumer

3rd

3rd
3rd

Even more, Loewe should become a destination point for affluent consumers


Digital is perfect to create awesome integrated marketing campaigns aligned with
strategic objectives as following:

Source: http://www.luxurydaily.com/top-10-multichannel-campaigns-of-2012/

Burberry best practice example of developing a new communication territory:

Tradition Tradition Innovation

HIGH END
BRITISH + COATS + TRENDY
PRODUCTS

Millenials

Acoustic Music

Action plan: 2.1.2 – social media strategy
The objective is to develop a strong visible social media presence aligned with
business goals.

Brand awareness Engagement Purchase Services

– Tell stories – Feedback culture – Drive traffic to e- – Customer services
– Showcase products – Engagement specific boutique or stores – Post –sale service (i.e:
– Amplify PR events campaigns (Currently: maintenance)
– Show celebritiy interaction with Facebook:1.294 visits/
the product month: 0,6% vs 4%
– Product vs lifestyle messages average of the
industry)

Key Factors for Loewe
– Easy to spread “Loewe World” to the whole digital ecosystem (ie: share buttons in the product page).
– Different objectives for each social platform planned calendar for all of the different networks
– Focus on driving traffic to e-boutique (i.e: Pinterest)
– Deeper engagement in marketing campaigns (i.e: “The art of the trench”)
– Strategy for reputation challenges.
– Visually focused presence: Instagram, Pinterest, Youtube
– Social presence in influencers ecosystem

Action plan: 2.1.2 – social media strategy

Influencer Territory VS Brand Territory

Source: Instagram

Action plan: 2.1.3 – innovative in-store experience
Loewe should consider the roles of their stores now and in the future. Are they
flagships for the brand? Are they a combination of flagship and technology
emporiums? Are they showrooms for product display? What future role will
p y p p y
digital play in the retail store?

1 2
Showroom f i i ti
Sh for inspiration Convenient Transaction Point
C i tT ti P i t

Loewe general strategy will determine the role that digital will play in stores:

– Terminals in the store to shop the web if there is no in-store inventory
– Interactive windows
– Shop assistance ipad enabled
ipad-enabled
– Smartphone check-out
– Immersive and interactive digital experiences

Action plan: 2.2 – new markets approach
Each market requires a different approach. See below China ´s social media
landscape.

Marc Jacobs Sina Weibo presence

Source: L2thinktank, 2012

Organisational implications

Digital impacts the whole value chain of a company. One of the keys to success is
the CEO approach to digital and the organisational model.

¿Where is Loewe right now?, ¿What is the ideal model?

Nivel O Nivel 1 Nivel 2
El CEO no tiene claro/ no cree en la ventajas El CEO cree que la digitalización se El CEO es consciente del impacto de la
Liderazgo/ de la digitalización para su empresa. No está circunscribe a la generación de una página digitalización en toda la cadena de valor de la
presente en la estrategia de la empresa. web o similar o a la automatización de empresa y ha realizado el análisis pertinente
Estrategia procesos. La digitalización es un apartado (o está en ello). La digitalización está
colateral de la estrategia de la empresa
empresa. incorporada en la estrategia de la empresa

No existe responsable concreto del área El área digital tiene un responsable y está El área digital es una función horizontal que
digital. Las acciones se ponen en marcha de integrado dentro de un departamento concreto depende directamente del CEO y está al
Modelo manera desorganizada dentro del área que (generalmente marketing o sistemas) mismo nivel que el resto de direcciones
corresponde según la coyuntura específica. generales
organizativo

Existe una norma que prohíbe el acceso a Está permitido el uso de redes sociales. Se fomenta el uso de la Intranet y de
redes sociales externas. No existe una Existe una intranet pero no se incentiva herramientas colaborativas para transmisión
Cultura de intranet, ni herramientas colaborativas para demasiado su uso. de información y recogida de feedback de
trabajos de equipo /multidisciplinares empleados. Se utilizan redes sociales para
empresa procesos críticos (ej: recruiting)

Source: WINK TTD, 2012

Organisational implications

Once the digital strategy is set and approved, we need to define the functions and
the organisational model to support them.

DIGITAL GENERAL STRATEGY MARKETING WEB CONTENT MANAGEMENT

• Strategic Plan • Digital Marketing Plan • Create, update, translate and maintain web
, p ,
• Business Plan • Marketing campaigns content
• Strategic plan for each market • E‐PR • Contribute with web solutions for our internal
• Follow –up • SEO &SEM customers according to the communication
• Governance model • Social Media needs
• Email marketing • Oversee suppliers for web support projects
• Team management
• CRM • Web optimisation

ORDER MANAGEMENT &CUSTOMER
E‐BOUTIQUE PURCHASES LOGISTICS & DELIVERY
CARE
• Wholesale order management • Order tracking management • Daily orders management
• Inventory management
Inventory management • Incidents resolutions
Incidents resolutions • Customer care
Customer care
• Service optimisation • Sales
• Post‐sale
• Cross‐selling

REPORTING MOBILE OTHERS

• Web analytics
• Mobile strategy • Technology infrastructure & systems
• Dashboard follow ‐up & action plan
• Mobile action plan • In‐store experiences

Data measurement culture

Concerning revenue growth, there is a simple formula to optimize:

Sales= Visits X Conversion RateX Average Purchase

Initial Focus for Loewe

Data measurement culture

It is crucial to develop a metric system to measure the full cycle of an online customer
in the Loewe marketing funnel and follow the achievement of the objectives.

Implementation plan 2013 - 2014
2013 2014
General
Digital analysis
strategy General
definition 2013/2014s
strategic
plan Markets

Conversion optimisation
E-boutique Web innovative experiences
SEO/SEM optimisation

ROPO Specific ROPO plan
1.1 Increase
revenues
Mobile Mobile
Mobile implementation
Strategy

International Pending strategic roadmap
markets

Corporate Content
web Support to branding campaigns & develop new contents aligned with digital strategy (inbound marketing)
Plan

Social 2013 Social Traffic to store & e-boutique action plan 2014 Social
Services oriented action plan
1.2 Increase
media Media Plan Brand awareness & preference action plan Media Plan
brand
Mobile
awareness Mobile Mobile implementation
strategy
&
desirability
In-store & “Digitail” plan and implementation
digital

International
Pending strategic roadmap
markets

Data culture Balanced scorecard plan and
implementation

Quick wins

Implementation plan: detailed calendar

A detailed implementation plan is necessary once the high level one is approved
with the strategic priorities.

Conclusions

Loewe online presence is an excellent way to enhance the brand image and make
revenues grow. The real challenge is to embrace digital as a meaningful part of
Loewe s strategy.
Loewe´s strategy

– Innovative communication approach to digital
space carefully aligned with Loewe´s brand image
p y g g

– Focus on international markets

– Strong link to younger potential consumers
g y g p

– Multichannel approach

– Online store as flagship store
g p

Appendix 1: purchase Trial

Quick wins to improve conversion rate

– Create a complete breadcrumb for easier navigation.
– Wh changing th l
When h i the language, maintain th current page.
i t i the t
– The filters are not easy to remove.
– The bac bu o does always work.
e back button doesn´t a ays o
– In the basket resumé, differences between links and data are not evident.
– The format of the shipping method is not aligned with brand image.
– The check-out process is too long and the end is confusing Important .
– The list of regions has misspellings.

Appendix 1: purchase Trial: SEM

Reviewing SEM strategy

– Almost all the strategy and budget is being spent on brand campaigns with low activity

related to generic searches for luxury goods.

– Few customised ads are used by keywords.

– They don´t use the title in the copies.

– They don´t use extensions on ads : telephone information, store location, social

(google +), etc.
( l )

– The landing page for ads is always the home of the store, when more specific landing

pages could be used (i.e.: L
ld b d (i Loewe h db
handbags).
)

Appendix 2: best practices

Product launch campaign:
– Burberry´s Body fragance launch (samples through the internet for fans Buzz, feedback)

Social media campaign:
– Burberry: artofthetrench.com
– Hermés: Paris, mon ami

Share functions:
– www.balenciaga.com

Catalog:
– www.dunhill.com
– www.tourneau.com
– www.lyst.com

Page product:
– www.outlier.com
www outlier com
– www.ofakind.com

Web design:
– www.dazeddigital.com
g
– www.anothermag.com
– www.whitewallmag.com
– www.outlier.com
– www.pinterest.com
– http://www.vogue.co.uk/
– www.net-a-porter.com
– www.fab.com

Appendix 3: illustrative business plan

Illustrative estimated P&L from other company

Appendix 4: new consumer purchase funnel
The Internet has empowered the consumer in three ways: 1.) during the
decision-making process leading to the purchase, 2.) at the actual moment of
p
purchase and 3.) throughout the product ownership period (including product
) g p pp ( gp
delivery, maintenance, and return)

BEFORE

Fuente: Purchase funnel basado en la teoría tradicional de Procter & Gamble

AFTER

Fuente: Purchase funnel basado en la teoría de Google, The Zero Moment of Truth, 2011

Source: Wink TTD , 2012, based on on Google Theory: The Zero Moment of Truth, 2011

Appendix 4: new consumer purchase funnel

Each of the phases of the new purchase funnel comprises multiple levers that
activate purchasing decisions with greater or lesser order of importance.

STIMULUS ZMOT FMOT SMOT

Source: Wink TTD , 2012, based on on Google Theory: The Zero Moment of Truth, 2011

Madrid
Thank you! 03/01/2013

Rosa Fernández-Velilla

Loewe digital strategy by @kerriarose

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