LSE Online Marketing 100215
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The document provides an overview of Acxiom Corporation and its services in online marketing. It discusses Acxiom's data collection and analysis capabilities to help clients better understand customers. It also covers various digital marketing channels and how an integrated approach can optimize the customer experience across multiple touchpoints.
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LSE Online Marketing 100215
- 1. Online Marketing Louis M Fernandes, DipM, MCIM Client Executive, Acxiom © 2009 Acxiom Corporation. All Rights Reserved .
- 3. About Acxiom What we do and how we do it Acxiom has been collecting and collating consumer data and providing marketing services to clients for over 40 years Information Products & Technology Services
- 4. About Acxiom What we do and how we do it We provide services that help marketers track, understand, interact and transact with prospects and customers across channels and touch-points over time. Consulting & Data Analysis Services Background Screening Products Multi-Channel Marketing Services Customer Recognition Services Information Products & Technology Services
- 5. About Acxiom What we do and how we do it Although our heritage is in financial services, we work with clients in numerous enterprise market sectors and apply the best practices we’ve observed across them all Insurance Retail CPG T&E Health Manufacturing Financial Services Technology Telecom Media Brokerage Automotive Consulting & Data Analysis Services Background Screening Products Multi-Channel Marketing Services Customer Recognition Services Information Products & Technology Services
- 6. About Acxiom What we do and how we do it Over the last 40 years, we’ve used our experience to continually innovate and develop a whole suite of products and services that help marketers with all their needs across the entire customer lifecycle Background Screening Data Integration Marketing Segmentation Customer Loyalty Marketing Optimization Collections ROI Customer Recognition Response Rate or Click-Thru Optimization Application Pre-Population & Fraud Detection Attrition or Churn Master Data Management Retention Client Service Contact Centre Insurance Retail CPG T&E Health Manufacturing Financial Services Technology Telecom Media Brokerage Automotive Consulting & Data Analysis Services Background Screening Products Multi-Channel Marketing Services Customer Recognition Services Information Products & Technology Services
- 7. About Acxiom Global coverage & scalability; local service delivery and expertise 5000 clients 5 countries 175MM consumers reached monthly 500 clients 17 countries 70MM consumers reached monthly 200 clients 13 countries 130MM consumers reached monthly The Americas Europe Asia-Pacific 12 of the top 15 credit card issuers 9 of the top 10 telecom / media companies 9 of the top 10 automotive companies 7 of the top 10 banks 7 of the top 10 general / health insurers 7 of the top 10 retailers 3 of the top 5 pharmaceutical companies
- 8. Acxiom On The Web
- 16. Media Fragmentation Source: Google U.S. Media Change Radio TV Magazines 1990 106 18 6725 2005 267 338 8466
- 17. Market & Channel Fragmentation
- 24. Personicx Geo
- 25. Mapping copyright of MapInfo Copyright 2007 Acxiom Corporation. All Rights Reserved. Income £30-39,000 Income £0-9,999
- 26. Mapping copyright of MapInfo Copyright 2007 Acxiom Corporation. All Rights Reserved. The Sun Readers The Telegraph Readers
- 27. How a consumer looks to most organisations…
- 28. “ Do You Really Know Me?”
- 29. Data & Dialogue Drive Recognition
- 30. The Break-Up
- 31. Realising CLV through Customer Centricity Enabling Capabilities Around People, Process, and Infrastructure Return on Consumer Investment Maximising Customer Lifetime Value Consumer Value Time Acquisition Strategies Growth and Retention Strategies Attrition Strategies Y 2 Y 1 Y 0 Y 2 Y 2 Nursery Strategies Across Consumers Across Channels Across Actions Across Products
- 32. Realising CLV through Customer Centricity Enabling Capabilities Around People, Process, and Infrastructure Return on Consumer Investment Maximising Customer Lifetime Value Consumer Value Time Acquisition Strategies Growth and Retention Strategies Attrition Strategies Strategic Impact Y 2 Y 1 Y 0 Y 2 Y 2 Nursery Strategies Intelligently Prospect to Minimise CPA Across Consumers Across Channels Across Actions Across Products Level 1 Strategic Segment Management
- 33. Realising CLV through Customer Centricity Enabling Capabilities Around People, Process, and Infrastructure Return on Consumer Investment Maximising Customer Lifetime Value Level 2 Lifecycle optimisation Consumer Value Time Acquisition Strategies Growth and Retention Strategies Attrition Strategies Strategic Impact Y 2 Y 1 Y 0 Y 2 Y 2 Nursery Strategies Identify and Address Potential Attriters Across Consumers Across Channels Across Actions Across Products
- 34. Realising CLV through Customer Centricity Enabling Capabilities Around People, Process, and Infrastructure Return on Consumer Investment Maximising Customer Lifetime Value Level 3 Multi-Channel Optimization Consumer Value Time Acquisition Strategies Growth and Retention Strategies Attrition Strategies Y 2 Y 1 Y 0 Y 2 Y 2 Nursery Strategies Lengthen and Deepen Consumer Value Intelligently Prospect to Minimise CPA Across Consumers Across Channels Across Actions Across Products
- 35. Realising CLV through Customer Centricity Enabling Capabilities Around People, Process, and Infrastructure Return on Consumer Investment Maximising Customer Lifetime Value Level 2 Lifecycle optimisation Level 3 Multi-Channel Optimization Level 4 Single Value proposition Consumer Value Time Acquisition Strategies Growth and Retention Strategies Attrition Strategies Strategic Impact Y 2 Y 1 Y 0 Y 2 Y 2 Nursery Strategies Lengthen and Deepen Consumer Value Intelligently Prospect to Minimise CPA Identify and Address Potential Attriters Across Consumers Across Channels Across Actions Across Products Level 1 Strategic Segment Management
- 36. Channel Optimisation & Media Interplay
- 38. The Global Digital Marketplace – Categories Source: IAB/PwC Internet Advertising Revenue Report 2008 Note: UK mobile market estimated as being worth 3 billion euros
- 42. Getting Your Audience to Your Website
- 43. Search Bar Paid Search (PPC) Natural Search (SEO)
- 45. Search Innovation: Semantic Search
- 46. Search Specialisation: Computational Search
- 56. 1:1 Individualisation “ Spotlight” section customized by Industry Personalized greeting “ Your Features” articles customized by customer portrait Second “Spotlight” article customized by Job Responsibility One click away from viewing and updating personal portrait
- 57. Message Roll-Up: Dynamic Content Components
- 58. Targeted Time & Event Campaign Results: BAA Q3 2006 (Published)
- 59. Targeted Time & Event Campaign Results: BAA Q3 2006 (Published)
- 68. Viral Marketing on Social Networks
- 73. Data-driven, multi-channel customer experience and convergence
- 74. Data-driven, multi-channel customer experience and convergence
- 75. Data-driven, multi-channel customer experience and convergence
- 76. Data-driven, multi-channel customer experience and convergence
- 77. Data-driven, multi-channel customer experience and convergence
- 78. Data-driven, multi-channel customer experience and convergence
- 79. Integrated Marketing Data Infrastructure in a Multi-Channel Environment Enhanced Recognition Engine Business ODS Pre-Screen ODS Optimisation Campaign Management Web Personalisation Multi-Channel Analytical Environment Behavioural Segments E-Mail Direct Mail IBTM Database Predictive Models Call Centers In Store/POS
- 80. The Changing Face of Media
- 81. The Changing Face of Media
- 84. THANK YOU FOR YOUR ATTENTION http://www.acxiom.co.uk louis.fernandes@acxiom.com Please email me all enquiries http://uk.linkedin.com/in/louisfernandes http://twitter.com/louisfblog or @louisfblog louis.fernandes
Editor's Notes
- Selling ice cream to the Eskimos Selling skiing equipment in Barbados
- … And if you think that’s bad, what about the poor old consumer? Hundreds of thousands of marketing messages being blasted at them across dozens of unrelated channels, all creating a cacophony of confusion. How are you supposed to make your message stand out head-and-shoulders above the rest of the crowd?
- Organisations still tend to silo their marketing efforts generally in two ways: by channel and by lifecycle stage. This causes several issues: We end up with conflicting communications to the same prospect or customer We end up talking to prospects as customers and vice verca Lots of marketing effort and resource is wasted and we end up working hard not smart NEXT
- First, we have to remember that knowledge is power. That being the case the path to enlightenment starts with the data we collect about our consumers, the actionable insights it drives and the operational knowledge it empowers. It allows us to predict our next best actions and messages and effectively allocate our human and financial resources to the most effective media. NEXT
- Most organisations gather data by channel, so have a fragmented view of the consumer, dictated by channel. And unsurprisingly, channeled marketing yields channeled results. NEXT
- With no way of linking these results to individual consumers, at best, they provide a 1-dimensional view of the consumer, painting only a partial picture, but failing to give us a single view of the truth. Current models leave marketers in the dark when it comes to understanding consumer channel affinity, and to understanding what messaging is likely to resonate and lead to response. NEXT
- To be successful, companies need to have a more complete picture of who the consumer is, what they’ll respond to and how they prefer to communicate. Once companies understand their consumers and their channel preferences and motivations, they can start to analyze and optimize cross channel results and market with a high degree of consumer respect, relevance, and precision. And once consumers feel acknowledged and respected, they’re much more likely to turn into engaged, empowered, brand champions. NEXT
- We also use these insights to predict the optimum mix of channels by customer segment, so that brands have a better chance of ensuring that their messages are actually seen and experienced by their target audiences. START FLASH MOVIE In this example, we take a very different approach to media planning. First we see how traditional econometric models work to predict the channel mix for each campaign, but don’t take account of the differing consumers. We use the econometics models as a starting point, but then, by effectively turning the flow of information on its head and starting at the micro-level with the consumer, we can take the learnings from the macro-media mix view and adapt it dynamically over time based on the propensities of different audience segments to interact with different communications mixes to drive action. What’s particularly interesting about this is that it allows organisations to better attribute channel investments to returns, even where there hasn’t traditionally been a closed feedback loop. This works most successfully where EPOS or loyalty data can be tied back to the consumer, and we generally see lifts of between 10-20% over pure econometic models. NEXT
- Fastest growing sector in marketing. P&G and Unilever, the world’s two largest advertisers, are spending an increasing amount of their total marketing budgets on online. At P&G, the advertising budget for 2004 in the US was $3Bn of which 80% was spent on TV advertising. This percentage is shifting downwards as
- Cross referenced URLs on TV, print and other media. Web sites should reflect the style and content of other ATL and BTL campaigns as well as the brand/corporate identity. Consideration: Campaign specific sites should have their own URL – set up as a micro-site. No brand identity conflict. Search Engine Optimisation So that “spiders” find your site and list it under relevant key-words Your site needs to have relevant links from other sites NOT affiliates Pay Per Click This is paid for advertising on search engines like Google, MSN and Yahoo
- Cross referenced URLs on TV, print and other media. Web sites should reflect the style and content of other ATL and BTL campaigns as well as the brand/corporate identity. Consideration: Campaign specific sites should have their own URL – set up as a micro-site. No brand identity conflict. Search Engine Optimisation So that “spiders” find your site and list it under relevant key-words Your site needs to have relevant links from other sites NOT affiliates Pay Per Click This is paid for advertising on search engines like Google, MSN and Yahoo
- Cross referenced URLs on TV, print and other media. Web sites should reflect the style and content of other ATL and BTL campaigns as well as the brand/corporate identity. Consideration: Campaign specific sites should have their own URL – set up as a micro-site. No brand identity conflict. Search Engine Optimisation So that “spiders” find your site and list it under relevant key-words Your site needs to have relevant links from other sites NOT affiliates Pay Per Click This is paid for advertising on search engines like Google, MSN and Yahoo
- Cross referenced URLs on TV, print and other media. Web sites should reflect the style and content of other ATL and BTL campaigns as well as the brand/corporate identity. Consideration: Campaign specific sites should have their own URL – set up as a micro-site. No brand identity conflict. Search Engine Optimisation So that “spiders” find your site and list it under relevant key-words Your site needs to have relevant links from other sites NOT affiliates Pay Per Click This is paid for advertising on search engines like Google, MSN and Yahoo
- Acxiom Digital advanced custom engineering solutions can deliver 1to1 e-mail messages, this is an example from the HP Worldwide program. This newsletter is sent to 140+ countries in 22 languages, and individualised by 12 top level attributes, e.g. company size, job role .
- Louis – 2 mins The next two slides show how the eEmporium email campaign performed against the DMA benchmarks for retention emails in the retail sector. First off, retail has traditionally been a very difficult sector to get traction in, as most communications are quite explicitly trying to sell something. The DMA retail benchmark open rate for Q3 2006 = 18.6% The overall open rate for eEmporium for the same reporting period = 32.7% For the very best “Code 2” members, this increases to a staggering 49.9% The results are equally impressive for click-through rates
- Louis – 2 mins The benchmark rate for the period was 4.4% eEmporium overall performed at 8.2% The “Code 2”s click through rate goes up to an amazing 23.8% These email interaction rates are all very well, but how does this translate to advocacy, loyalty and ultimately spend and lifetime value? Over to Alistair…
- Acxiom Digital is the first company to provide the technology platform and unlock the final frontier in digital marketing. Acxiom Digital Message Effect product transforms a plain text e-mail into HTML allowing for brand consistency, up sell / cross sell in a more marketing friendly format therefore leading to greater success ME is replicating/automating the “personal shopper” the sales person who knows exactly what the customer might want next in products or services at the time of the sale.
- Acxiom Digital is the first company to provide the technology platform and unlock the final frontier in digital marketing. Acxiom Digital Message Effect product transforms a plain text e-mail into HTML allowing for brand consistency, up sell / cross sell in a more marketing friendly format therefore leading to greater success ME is replicating/automating the “personal shopper” the sales person who knows exactly what the customer might want next in products or services at the time of the sale.
- 2) being able to manage the voluminous changes to their site (SKUs and product data—80K per month)
- So, that’s all very well, but how does it actually work in practice? I’d like to show this customer journey from Comcast. Comcast describes itself as “The world’s biggest, badest cable, internet and phone behemouth” with revenues in excess of $34B and serving over 46 million customers across the US. Here, we start collecting data as soon as a consumer starts searching online for anything Comcast-related. We take the data, in this case the search term, and use it to dynamically populate the home content on the home landing page. NEXT You can see this in the “hero” slot, which shows revolving offers, but starts based on the most relevant offer to that search-term used. NEXT At all points in the journey, there are drives to get customers to sign up to email newsletters. You can see here that the level of detail required isn’t too onerous at sign up, but through the phone number question, gives Comcast the ability to reverse-append a physical address to the person and suddenly open up a whole host of additional actionable data. NEXT The initial email communications set the tone for further interactions, setting expectations and encouraging customers to go back to the Web site and [NEXT] give more details about their stated preferences. These in turn are used to dynamically populate subsequent [NEXT] email newsletters based on those preferences, and also [NEXT] the Web site content when a user logs in. NEXT
- So, that’s all very well, but how does it actually work in practice? I’d like to show this customer journey from Comcast. Comcast describes itself as “The world’s biggest, badest cable, internet and phone behemouth” with revenues in excess of $34B and serving over 46 million customers across the US. Here, we start collecting data as soon as a consumer starts searching online for anything Comcast-related. We take the data, in this case the search term, and use it to dynamically populate the home content on the home landing page. NEXT You can see this in the “hero” slot, which shows revolving offers, but starts based on the most relevant offer to that search-term used. NEXT At all points in the journey, there are drives to get customers to sign up to email newsletters. You can see here that the level of detail required isn’t too onerous at sign up, but through the phone number question, gives Comcast the ability to reverse-append a physical address to the person and suddenly open up a whole host of additional actionable data. NEXT The initial email communications set the tone for further interactions, setting expectations and encouraging customers to go back to the Web site and [NEXT] give more details about their stated preferences. These in turn are used to dynamically populate subsequent [NEXT] email newsletters based on those preferences, and also [NEXT] the Web site content when a user logs in. NEXT
- So, that’s all very well, but how does it actually work in practice? I’d like to show this customer journey from Comcast. Comcast describes itself as “The world’s biggest, badest cable, internet and phone behemouth” with revenues in excess of $34B and serving over 46 million customers across the US. Here, we start collecting data as soon as a consumer starts searching online for anything Comcast-related. We take the data, in this case the search term, and use it to dynamically populate the home content on the home landing page. NEXT You can see this in the “hero” slot, which shows revolving offers, but starts based on the most relevant offer to that search-term used. NEXT At all points in the journey, there are drives to get customers to sign up to email newsletters. You can see here that the level of detail required isn’t too onerous at sign up, but through the phone number question, gives Comcast the ability to reverse-append a physical address to the person and suddenly open up a whole host of additional actionable data. NEXT The initial email communications set the tone for further interactions, setting expectations and encouraging customers to go back to the Web site and [NEXT] give more details about their stated preferences. These in turn are used to dynamically populate subsequent [NEXT] email newsletters based on those preferences, and also [NEXT] the Web site content when a user logs in. NEXT
- So, that’s all very well, but how does it actually work in practice? I’d like to show this customer journey from Comcast. Comcast describes itself as “The world’s biggest, badest cable, internet and phone behemouth” with revenues in excess of $34B and serving over 46 million customers across the US. Here, we start collecting data as soon as a consumer starts searching online for anything Comcast-related. We take the data, in this case the search term, and use it to dynamically populate the home content on the home landing page. NEXT You can see this in the “hero” slot, which shows revolving offers, but starts based on the most relevant offer to that search-term used. NEXT At all points in the journey, there are drives to get customers to sign up to email newsletters. You can see here that the level of detail required isn’t too onerous at sign up, but through the phone number question, gives Comcast the ability to reverse-append a physical address to the person and suddenly open up a whole host of additional actionable data. NEXT The initial email communications set the tone for further interactions, setting expectations and encouraging customers to go back to the Web site and [NEXT] give more details about their stated preferences. These in turn are used to dynamically populate subsequent [NEXT] email newsletters based on those preferences, and also [NEXT] the Web site content when a user logs in. NEXT
- So, that’s all very well, but how does it actually work in practice? I’d like to show this customer journey from Comcast. Comcast describes itself as “The world’s biggest, badest cable, internet and phone behemouth” with revenues in excess of $34B and serving over 46 million customers across the US. Here, we start collecting data as soon as a consumer starts searching online for anything Comcast-related. We take the data, in this case the search term, and use it to dynamically populate the home content on the home landing page. NEXT You can see this in the “hero” slot, which shows revolving offers, but starts based on the most relevant offer to that search-term used. NEXT At all points in the journey, there are drives to get customers to sign up to email newsletters. You can see here that the level of detail required isn’t too onerous at sign up, but through the phone number question, gives Comcast the ability to reverse-append a physical address to the person and suddenly open up a whole host of additional actionable data. NEXT The initial email communications set the tone for further interactions, setting expectations and encouraging customers to go back to the Web site and [NEXT] give more details about their stated preferences. These in turn are used to dynamically populate subsequent [NEXT] email newsletters based on those preferences, and also [NEXT] the Web site content when a user logs in. NEXT
- So, that’s all very well, but how does it actually work in practice? I’d like to show this customer journey from Comcast. Comcast describes itself as “The world’s biggest, badest cable, internet and phone behemouth” with revenues in excess of $34B and serving over 46 million customers across the US. Here, we start collecting data as soon as a consumer starts searching online for anything Comcast-related. We take the data, in this case the search term, and use it to dynamically populate the home content on the home landing page. NEXT You can see this in the “hero” slot, which shows revolving offers, but starts based on the most relevant offer to that search-term used. NEXT At all points in the journey, there are drives to get customers to sign up to email newsletters. You can see here that the level of detail required isn’t too onerous at sign up, but through the phone number question, gives Comcast the ability to reverse-append a physical address to the person and suddenly open up a whole host of additional actionable data. NEXT The initial email communications set the tone for further interactions, setting expectations and encouraging customers to go back to the Web site and [NEXT] give more details about their stated preferences. These in turn are used to dynamically populate subsequent [NEXT] email newsletters based on those preferences, and also [NEXT] the Web site content when a user logs in. NEXT
- So, we’ve seen a few tactical applications of how some of the data we’ve looked at can be used to improve marketing effectiveness. But what do you need to do to re-create those environments? NEXT This shows a high-level outline of the kind of infrastructure that organisations should aspire to to be able to deliver seamless, integrated, customer journeys across all touch-points. I know that this at first sight might look daunting, but it doesn’t need to happen all on day one. We’ve shown you a mix of both tactical applications and strategic implementations, all of which have provided the organisations that have employed them with significant commercial benefit. Hopefully, we’ve given you a taste of what is possible today. The rest is up to you. NEXT