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MARKETING CAMPAIGN
         MANAGEMENT DESIGN

         Using the Integrated Performance Solution (IPS)® to create
         effective marketing campaigns




Page 1    Copyright 2013 George B. Lampere, Ph.D.
Issue: The traditional approach to creating marketing campaigns no
         longer is effective. Internal data, existing CRM systems, outdated
         workflow, combined with outdated perceptions and behaviors has
         created costly and inefficient marketing campaigns.

         Approach: Using the activities of the Integrated Performance Solution®,
         a structured, collaborative method was used to aligning the People /
         Organization, the Business Processes, the Technology, and the
         information / Knowledge Management.

         Solution: Senior leadership had a transformational blueprint and road
         map to create a marketing campaign management process within 8
         weeks that was fully supported and aligned with the business.


Page 2    Copyright 2013 George B. Lampere, Ph.D.
Closed Loop Campaign Management

         The closed loop campaign management process provides continuous feedback to refine product
         offerings and campaigns to improve both retention and lead qualification.

         Key Best Practices
          Operational goals are defined forecasted, and planned.
          Analysis of previous campaigns can be used within the campaign planning process to
           maximize success and avoid previous failures.
          Historic information allows precise campaign targeting.
          Leads are qualified and scored before passing to Sales to maximize their time spent selling.
          Leads that are not yet sales ready can be fed into nurturing campaigns.
          Leads are tracked by Marketing through the sales cycle to see if the leads they generated were
           of the correct type and quality.
          Campaigns can be analyzed by the number and quality of leads they generated, the number of
           leads passed to sales, the sales cycle length, the number won and lost.
          Can provide ROI measurement of marketing budget and help in forecasting marketing
           expenditure based on sales targets.



Page 3    Copyright 2013 George B. Lampere, Ph.D.
Level 1 - Future State Campaign Management Process



         1. Planning               2. MODELING           3. Executing           4. Evaluating


          The campaign management process is divided into four distinct sub-processes.

          Each sub-process has a clearly defined input and output with results that are measurable.

          This is an iterative process, designed to provide refinement of each campaign to achieve a
           level of efficiency and performance for the business.

          The campaign management process is built upon industry defined functionality, proven best
           practices, and capabilities achievable in the updated CRM and the supporting architecture.

          The primary goal is to provide a holistic profile of the target customer using multiple data
           sources. Workforce automation and workflow shift competencies away from administrative
           tasks toward a collaborative team environment focused on problem-solving and decision-
           making.




Page 4    Copyright 2013 George B. Lampere, Ph.D.
Planning Process




          1. Planning                  2. Modeling        3. Executing   4. Evaluating




Page 5   Copyright 2013 George B. Lampere, Ph.D.
Marketing Planning Process links the business goals to the campaign


                     Goal            1. Mission
                     Setting
                                       2. Corporate Objective

                     Analyzing
                                          3. Marketing Audit
                     the current              4. SWOT Analysis
                     Situation
                                               5. Marketing Assumptions
 Concept




                                                 6. Marketing Objectives & Strategy
                     Creating the
                     Marketing Strategy               7. Forecasts of Expected Results
                                                         8. Create Alternative Plans

                     Allocating Marketing
                                                          9. Marketing Budget
                     Resources & Monitoring                   10. Detailed Action Plan


           Several activities have to be completed to arrive at a strategic marketing plan. This strategic
           planning process aligns the business goals to the marketing effort, and will define the
           campaign.



Page 6      Copyright 2013 George B. Lampere, Ph.D.
Process Description:
          The strategic planning process starts by identifying and defining the operational goals and priorities that are
           needed by the marketing department to generate revenue.
          Budgets are established at a high level which will be divided into the variety of campaigns.
          Resources are allocated at a high level to support the various marketing campaigns.
          Financial forecasts are made to determine program ROI.

          Products and services are designed to satisfy specific customer populations.
          Customer needs are analyzed and adjusts are made to the products and services based upon selected target
           markets, and business needs.
          Once the products and services have been developed, the marketing department segments the market to
           position the offerings.

Page 7     Copyright 2013 George B. Lampere, Ph.D.
Operational Strategy and Planning Process


         Process Name      1. Operational Strategy and Planning Process
         Purpose           The business goals and operational strategy is translated into short term opportunities that defined by product
                          and service objectives to be developed. These products and services are positioned into marketing campaigns
                          that will target specific customer segments
         Owner &          Owner:
         Description      Description: Strategic planning is a high level activity that translates the business goals into practical plans where
                          resources can be defined such as: people, time, finances, and effort. Products and Services are identified to meet
                          the needs of both the customer and the business. Each offering is designed to target a specific segment with a
                          defined service life. Understanding these requirements is essential for the development of marketing campaigns.
         Beginning &      Begins with: Business strategy, priorities, goals and operational objectives
         Ending           Ends with: Defined products and services for specific target audiences

         Inputs &         Inputs / Triggers: Resources, budgets, priorities
         Outputs          Outputs: Product and Service requirements

         Key decisions    •   Prioritization of objectives
                          •   Financial forecasting and budget to manage campaigns
                          •   Competitor products and services
                          •   Selecting appropriate target markets
                          •   Prioritization of customer needs
                          •   Selecting and supporting innovation opportunities




Page 8     Copyright 2013 George B. Lampere, Ph.D.
Industry Best Practices – Operational Strategy and Planning

            Best Practices                                                         Description

                                      The balanced scorecard is used to align business activities to the vision and strategy of the
                                      organization, improve internal and external communications, and monitor organization performance
     Use a Balanced Scorecard
                                      against strategic goals.

                                      Metrics focus on the performance against customer requirements and value. In campaign
                                      management, performance metrics are used to assess the health of the campaign and consist of the
     Manage by defined metrics
                                      measuring of six criteria: time, cost, resources, scope, quality, and actions.

     Include operational culture
     alignment as part of the         Creating an adaptive, constructive operational culture is an important factor in achieving increased
     transformation initiative        financial ROI. Research indicates on average 900:1 increase.

                                      Analytic tools provide a multi-dimensional view of the business operation for planning and forecasting
     Use analytic tools               over conventional reports.

                                      Placing the customer in the center of the process provides greater collaboration and ability to respond
     Create a customer centric
                                      quicker and more accurately than a customer focused approach which tends to be reactive.
     process
                                      A knowledge management system / process enables your organization to capture and evaluate
     Implement Knowledge              knowledge, and lessons learned from past performance so that past mistakes or inefficiencies will not
     Management                       be repeated.

                                      Campaign management is a continuous process where with each iteration, the process is refined and
     Closed-loop, iterative process   adjusted to meet the evolving requirements of the business and the customers.




Page 9       Copyright 2013 George B. Lampere, Ph.D.
Operating Strategy and Planning Metrics

          Strategic Planning Metrics                                                 Description

                                       Takes the revenue a campaign generates and attributes this to each regular full-time equivalent
          Revenue Factor
                                       (FTE).
                                       Takes the pre-tax profit a campaign generates and attributes this to each regular full-time equivalent
          Income Factor
                                       (FTE).
                                       The number of regular headcount employees each manager and executive supports (AKA span of
          Management Ratio
                                       control).
                                       The pre-tax profit an organization generates for each dollar invested in regular employee pay and
          Human Capital ROI
                                       benefits after non-human expenses are removed.

          Employee Cost Factor         The average compensation paid to each regular full time equivalent (FTE) employee.

          Training Cost Factor         The average amount spent on training for each regular employee receiving training.

          Operating Margin             The ratio of operating income divided by net sales



           Product / Service Metrics                                                Description


          Customer Satisfaction        The level of satisfaction that the customer expresses to a particular product or service

          Life Span Ratio              The forecasted product / service duration compared to the actual duration

                                       The target market segment ratio that the product is specifically designed to the total target
          Market Segmentation
                                       population
                                       The number of existing customers vs. the number of new customers forecasted that the
          Fulfillment Ratio
                                       product/service is designed

Page 10         Copyright 2013 George B. Lampere, Ph.D.
Segmentation Sub-Process




           1. Planning                  2. Modeling    3. Executing   4. Evaluating


                 Segmentation




Page 11   Copyright 2013 George B. Lampere, Ph.D.
Modeling creates a 360 degree view of the customer

            What is the “Ideal” customer for the product or service offering?
            What would that “Ideal” customer look like?
  Concept




Page 12      Copyright 2013 George B. Lampere, Ph.D.
Information available to crate a profile of the target customer and
            to define the marketing campaign.
             Public Records for People and                 Information available on             Company Information
             Companies                                     the Web
                                                                                                • Hoovers
             • Real estate sales and ownership             • Equifax
                                                                                                • Duns (D&B)
             • Postal service change-of-address records    • Experian
                                                                                                • OneSource
             • Telephone books, past and present           • Tans union
                                                                                                • Market Watch
             • Automobile registration records             • Zebra Search
                                                                                                • Goliath
             • Other vehicle registration, i.e., boats,    • US Search
  Concept




                                                                                                • Company Web sites
               private airplanes
                                                           • Canada 411
             • Subscription lists for magazines and
                                                           • People find       • Create a 360 Degree View of your Target
               periodicals
                                                           • People Search       Customer through profiling.
             • National marketing databases
             • National email directories
                                                           • Google            • Better understand your customers
                                                           • Face book           needs.
             • Voter registration lists
                                                           • Twitter
             • Bankruptcy filings                                              • Match campaigns to a specific target
                                                           • Linked In
             • Court proceedings/judgments                                       audience.
             • Professional licenses                                           • Use the information to filter the
             • SEC filings                                                       campaign.
             • Tax lien records
                                                                               • Information is available internally
             • Credit bureau records                                             (customer records) and through
             • Whois domain name registration records                            external sources.
Page 13      • Social Security Death Index                Copyright 2013 George B. Lampere, Ph.D.
Page 14   Copyright 2013 George B. Lampere, Ph.D.
Segmentation and Targeting Process



     Process Name    Segmentation and Targeting Process
     Purpose         Segmentation and targeting is needed to match the customer or potential customer with the most appropriate
                     product or service with the least amount of resources.
     Owner &         Owner:
     Description     Description: Profiles are created based upon a variety of filters defined by sociographic, demographic, and
                     psychographic criteria to create an “ideal” profile of the customer that would best fit the product or service
                     offering. The data is collected using a variety of sources both internal and external. The data is sorted and
                     cleansed to reveal a single version of the truth. Then the target segments are matched against the product or
                     service.
     Beginning &     Begins with: Identifying the segmentation filters
     Ending          Ends with: Targeting segmented population to the appropriate product or service

     Inputs &        Inputs / Triggers: Identification of the segmentation filters
     Outputs         Outputs: Segmented target audience groups

     Key decisions   •   Selecting the various segmentation filters
                     •   Determining existing customer requirements and satisfaction needs
                     •   Identification of the “Ideal” customer profile for the product / service
                     •   Rating and prioritizing high value characteristics
                     •   Determining the appropriate version of the truth of the data source
                     •   Identification of target audience characteristics by product / service




Page 15     Copyright 2013 George B. Lampere, Ph.D.
Industry Best Practices – Segmentation and Targeting
                Best Practices                                                        Description

                                           Manual data entry can create errors and take time. Capturing data and populating fields from
          Reduce manual data entry
                                           various databases reduces the administrative task
                                           Create a complete view of target audience characteristics to create a profile prospective
                                           customers. Use Sociographic, (education, economic, employment); Demographic (age,
          Profile target audience
                                           generational, family size) and Psychographic (values, lifestyles, personality, culture)

          Adjust target parameters
                                           During the campaign, filters and parameters can be adjusted to regulate the response.
          during the campaign
          Identify the best version of     There are a number of data sources that provide the same or similar information but report
          the truth                        different values. Determine which source is most reliable to select as the standard
                                           On average the rate of data change is 2% per month or stated in other terms, an organization will
          Recognized aged data             completely purge all of their information about every three years. Outdated data is worthless and
                                           costly to maintain
          Do not duplicate data, use       Data storage is costly and time consuming. Multiple sources of the same data is difficult to
          meta data to draw from           manage. Using meta data will define the characteristics of the data to be accessed.
          Keep data accessible as          Limit the controls placed on accessing data in the workplace to allow various groups to make a
          possible                         complete analysis to perform problem-solving and making informed decisions
                                           Reports are primarily management tools used for compliance, and process control. Reports show
          Limit the use of reports         one point of view and are a moment in time. They often limit the ability to make quick operational
                                           decisions.
          Use analytic tools for
                                           Analytic tools enable the user to view the problem from differing points of view. Using real-time
          problem-solving and
                                           data, analytic tools assist the user in making quick, informed choices.
          decision-making
                                           Dashboards provide a graphic display of key performance indicators that are identified at various
          Dashboards provide
                                           stages of the process. The information is provided in real time where adjustments can be quickly
          monitoring at a glance
                                           made
          User defined portals assist in   Each defined position has unique decision-making requirements. Allowing the user to identify their
          managing the process             specific needs and display them in a user defined portal enhances their performance.


Page 16         Copyright 2013 George B. Lampere, Ph.D.
Segmentation and Targeting Metrics


            Segmenting and Targeting                                                   Description
                    Metrics
                                              The number of requirements identified to the number of requirements satisfied per product or
          Requirement satisfaction
                                              service

          Trend rate                          That rate of changing segmentation requirements per target group

          Sales Close ratio                   The number of sales closed per target group

          Qualified lead to sales close by
                                              The number of qualified leads of a particular target group that ended in a sale
          target

          Lead to qualified lead by target    The number of unqualified leads that qualify by target group
                                              The number of qualified leads that result in a sales close by product / service type
          Qualified lead to sales close by
          product / service type
                                              The number of unqualified leads that qualify by product / service type
          Lead to qualified lead by product
          / service type




Page 17          Copyright 2013 George B. Lampere, Ph.D.
Modeling Process




               1. Planning                   2. Modeling    3. Executing   4. Evaluating




Page 18   Copyright 2013 George B. Lampere, Ph.D.
Modeling aligns the target population to the appropriate
            product or service offering


                                    2.5, 3%   2.5, 3%               Gender
                            1, 1%
                  2, 2%
                                                                    Age Group
                                                12, 12%
                          7.5, 8%                                   Income
            4.5, 4%
                                                                    Employment
                                                          18, 18%
                                                                    Income level                    Product
                  11, 11%
                                                                                                      Product
  Concept




                                                                    Location                             Product
                                                          6, 6%                                             Product
                       9.5, 9%
                                                                    Investments

                                              21, 21%               Marital
                      2.5, 2%                                       status




            The purpose for modeling is to allow your marketing campaign to focus on the subset of
            prospects that are "most likely" to purchase your product / service offering. If done properly
            this will help to insure the highest return for your marketing/sales expenditures.
            Modeling uses “Filters” that can refine the target population to get the best return.




Page 19        Copyright 2013 George B. Lampere, Ph.D.
Page 20   Copyright 2013 George B. Lampere, Ph.D.
Campaign Modeling Process


      Process Name     Campaign Modeling Process
      Purpose          To test and analyze the results prior to execution

      Owner &          Owner:
      Description      Description: The campaign modeling process is designed to replicate a the live campaign to forecast ROI and
                       resources without actually committing resources to determine if it will yield the expected results.
      Beginning &      Begins with: The design of the specific marketing campaign
      Ending           Ends with: A decision to execute based upon a forecasted model

      Inputs &         Inputs / Triggers: business objectives and priorities, available resources, and a forecasted outcome
      Outputs          Outputs: A well analyzed and planned marketing campaign.

      Key decisions    •   Are the business goals and priorities defined specifically for this campaign
                       •   Are the marketing objectives clear for this campaign
                       •   Do the appropriate resources exist to support and sustain the marketing campaign
                       •   Does the marketing research support the projected returns for this campaign
                       •   Do the forecasting models show projected returns by channel and target audience group
                       •   Have the alternatives been identified and evaluated
                       •   Do the alternatives provide a viable solution
                       •   Are alternatives available if needed
                       •   Does the marketing mix provide the most effective results based upon a cost / benefit analysis
                       •   Is the organization and products / services ready to commit to going live with the marketing campaign




Page 21      Copyright 2013 George B. Lampere, Ph.D.
Industry Best Practices – Campaign Modeling Process
                Best Practices                                                          Description

         Provides an open source           Only meta data is stored to save money and avoid duplication of data.
         solution to the enterprise
         that utilizing centralized
         metadata

         Application configured an a       The manual entry of data created an increase of errors and will slow the process. There should be
         way that reduces the need for     very little need for the call center to implement data. Allow the customer to input data.
         manual input of data

         Ability of access data from all   The new CRM system functionality is designed with SOA that allows the application to accept various
         data sources                      sources of data from different formats.

         A single administration portal    For ease of administration, a portal or screen is used to administer all campaigns. Using a screen or
         or screen is used to support      portal for each campaign creates a administrative nightmare that is uncoordinated.
         multiple marketing
         administration functions,
         different product lines,
         geographies, and customer
         segments.

         Analytic tools are used to        It is important to determine the financial return on investment for the specific campaign. This analysis
         perform a cost / benefit          will include the cost per marketing channel, the number of staffing resources, advertising dollars
         analysis for the campaign.        spent, the lead generation rate per channel, and the lead qualification rate.

                                           It may be determined that the present market conditions are not favorable to support a specific
                                           marketing campaign. Unapproved campaigns can be stored and used when conditions are more
         Stored / Archived campaigns
                                           favorable with little effort.

        Business rules and workflow        Inputs to the campaign such as budgets and other resources control the cost associated with the
        creates used in the approval       campaign. If the model shows that the controls exceed the defined limits, then the budget can not be
Page 22 process                            approved unless other conditions are met.
               Copyright 2013 George B. Lampere, Ph.D.
Campaign Modeling Metrics



          Campaign Modeling Metrics                                              Description


          Campaign cost/benefit        The overall expense of the campaign vs. the forecasted revenue.

          Channel Cost                 The expense of the marketing channel vs. the forecasted revenue produced by that channel

          Target to Product ratio      The forecasted target population that will respond to the product being marketed

          Channel mix ratio            The forecasted target population per marketing channel

          Plan marketing mix           The percentage of target audience segments per offering in the campaign

                                       The amount of time to generate a given number of leads from a specific marketing channel
          Channel access time
                                       compared to other channels

          Data quality by source       The level of quality (completeness, accuracy) of the data that is provided from an outside vendor




Page 23        Copyright 2013 George B. Lampere, Ph.D.
Lead Management Sub-Process




               1. Planning                   2. Modeling   3. Executing    4. Evaluating


                                                                 Lead
                                                              Management




Page 24   Copyright 2013 George B. Lampere, Ph.D.
The Sales Pipeline




                            Leads                         A sales pipeline or sales        •Attract Attention
                                                          funnel refers to the         A
                                                          multiple states in the
                                                          customer interactions            •Raise Interest
                          Prospects                                                    I
                                                          that must be properly
  Concept




                                                          managed.
                                             Here is an example of a simple sales          •Create Desire
                             Clients         pipeline that defines three stages. The   D
                                             AIDA approach is used for each of the
                                             three stages.
                                                                                           •Generate Action
                                                                                       A
            The purpose of performance management within a
            pipeline is to monitor sales efforts in relation to
            existing and potential customers, thus forecasting
            short-term sales and workload.

Page 25         Copyright 2013 George B. Lampere, Ph.D.
Page 26   Copyright 2013 George B. Lampere, Ph.D.
Lead Management Process


      Process Name      Lead Management Process
      Purpose          For better utilization of resources, the Lead management process is designed to identify unqualified leads and
                       turn them into qualified leads to allow the sales staff to focus on closing the sale.
      Owner &          Owner:
      Description      Description: Unqualified leads are captured from various channels and routed to the appropriate area or person.
                       These leads are validated, information is updated or verified, then go through the qualification process. If
                       qualified, the lead will be routed to the appropriate sales associate. Those leads that are not qualified will get
                       archived for later processing.
      Beginning &      Begins with: An active campaign will capture unqualified leads through various channels
      Ending           Ends with: Qualified leads are funneled to a sales associate to close. Unqualified leads are archived for use in new
                       campaigns.
      Inputs &         Inputs / Triggers: Target customer responds to campaign
      Outputs          Outputs: Qualified leads to appropriate sales associates / unqualified leads for future campaigns.
      Key decisions    •   Determination of how unqualified leads are assigned
                       •   Determination of qualifying questions
                       •   How are leads validated
                       •   What determines qualification questions
                       •   Determination of assigning qualified leads to sales associates




Page 27      Copyright 2013 George B. Lampere, Ph.D.
Industry Best Practices – Leads Management Process


                 Best Practices                                                        Description

                                           Lead development is the process of using the Web, e-mail, phone, social media, and other online
          Develop leads prior to selling
                                           and offline channels to build relationships with qualified prospects who are not yet sales ready.
          Use thought leadership to        Demonstrate the value to provide and to position the client as a trusted partner to provide the
          qualify leads                    product or service
          Determine when a lead is
                                           Develop criteria to determine what steps or qualifying questions need to be asked
          sales ready
          Monitor a lead’s online          Using web 2.0 the ability to monitor online activity is available to determine when they are ready to
          activity                         make the next move. Tack clicks, downloads, web page visits, etc.
                                           Lead scoring provides a level of interest based upon their behavior not just their words. This is well
          Score lead activity
                                           suited for web functions
          Provide a smooth transition      Provide the sales associate with detailed information that the qualified lead was seeking. Include
          from lead qualification to       any other important information that will help provide the sales associate with enough information
          Sales                            to move forward.
          Use templates and scripts to     Create a list of qualifying questions, use a script when talking by phone, or an email temple.
          qualify                          Reference marketing materials that the lead may have viewed or downloaded.

          Adjust lead thresholds           Make adjustments to the qualification scoring criteria based upon business conditions

          Archive leads for further        Leads and opportunities that do no result in a sale close should be recycled to provide them with
          follow up                        other opportunities based upon various campaigns
          Track every marketing            Identify which campaigns have the greatest influence on the sales pipeline. Determine which type
          activity not just lead source    of lead responds to the campaign
          Track anonymous visitors
                                           Imbedded coding or cookies on web sites helps to track anonymous visitors who make repeat
          and tie their data to new
                                           visits. Track and link email, SMS, and other forms of electronic messaging to leads
          leads


Page 28       Copyright 2013 George B. Lampere, Ph.D.
Lead Management Metrics



           Lead Management Metrics                                                     Description


          Cost per opportunity              The total cost involved from taking an unqualified lead to the opportunity

          Cost per qualified lead           The total cost involved from lead capture to being qualified

          Lead volume per qualification     The amount of unqualified leads per every qualified lead expressed in a ratio

          Qualified lead to close time      The amount of time it will take for a qualified lead to a closed sale

                                            The amount of effort in time it will take from acquiring a lead to the time it takes to qualify the
          Lead capture to qualified time
                                            lead
                                            The total number of actions it will take to qualify a lead. This is from lead capture through
          Total actions
                                            qualification
                                            The rate expressed in percent of the conversion from a unqualified lead to a qualified lead per
          Qualification Rate per campaign
                                            each campaign

          Benchmark qualification rate      The difference between the estimated qualified leads to the actual qualified leads per campaign




Page 29         Copyright 2013 George B. Lampere, Ph.D.
Conversion and Retention Sub-Process




           1. Planning                  2. Modeling   3. Executing      4. Evaluating


                                                            Lead
                                                         Management


                                                         Conversion &
                                                           Retention




Page 30   Copyright 2013 George B. Lampere, Ph.D.
Shift work from administrative duties to a knowledge-based role



                                                Primary focus of customer
                                                management and retention process is
                                                the reduction of manual processes.
                                                Workforce automation, work triggers,
                                                and integration transitions the work
  Concept




                                                from administrative activities to
                                                problem-solving and decision-making
                                                roles.


                • User defined business rules allow specific actions to occur
                • Workflow automation routes information to the most appropriate person
                • Triggers are set by specific actions performed.
                • Integrated data eliminates or reduces manual entry by the staff thereby
                  reducing both time, and errors.


Page 31        Copyright 2013 George B. Lampere, Ph.D.
Page 32   Copyright 2013 George B. Lampere, Ph.D.
Conversion and Retention Process


          Process Name     Conversion and Retention Process
          Purpose          The ability to be proactive to converting and retaining customers after leaving their place of employment or
                           entering into retirement.
          Owner &          Owner:
          Description      Description: The process is designed to proactively respond to changes in the member status of their existing
                           account by providing automated triggers, coordinated and complete information and multiple access points for
                           the client customer to access. The activities are coordinated to respond quickly with the right information and
                           provide the appropriate level of service based upon defined criteria and business rules.
          Beginning &      Begins with: Member inquiry or action to either convert or change their account
          Ending           Ends with: The member making a choice to convert to another product or transfer their account
          Inputs &         Inputs / Triggers: Member Inquiry or action via one of multiple access modes
          Outputs          Outputs: Member provided required package information or other product / service offerings to make an
                           informed decision quickly.
          Key decisions    •   What business rules are needed per action
                           •   What are the termination events, their sequence, and timing
                           •   What are the key triggers that will automate the distribution of package options
                           •   What literature needs to be sent based upon the request
                           •   What is the appropriate time that the information needs to be sent
                           •   What is the appropriate delivery mode for the information
                           •   What are the factors that direct the member to either the call center of a field sales rep
                           •   Is the information complete, up-to-date, and accurate
                           •   How are opt out choices being captured and treated




Page 33     Copyright 2013 George B. Lampere, Ph.D.
Industry Best Practices – Conversion and Retention Process
               Best Practices                                                       Description

                                       Provide customers with multiple ways to access the system to make inquires or take actions 24/7.
        Multiple access modes          Options include but not limited to: post, email, phone (live), phone voice response, texting, web, SMS,
        available to customers         or in-person

        Workflow triggers can be set
        based upon customer            Based upon business rules and other criteria, automated triggers are used to start or stop events. The
        response and other             customer and/or representative has the ability to control these triggers
        conditions.

                                       Eliminate the administrative tasks that are associated with processing an action. This allows the
        Workflow automation            representative to focus on managing the customer and not the process

                                       Business rules that control the triggers and workflow activities can be configured by the business user
        User defined business rules    and not the IT department. These business rules can customized to each product or service offering

        Activities and tasks can be
        triggered based upon           User defined business rules that are incorporated into the application which allows specific
        customer responses             automated triggers for specific actions to occur

      Customer responses can be        Depending upon the access point, a customer can create an action without having to talk to a
      processed automatically          representative. The action is identified by the representative.
      Depending upon the way the
      customer / prospect responds,
                                       There are priority levels that are establish to funnel the customer to the right person or area. For
      their response can be routed
                                       example: low value accounts may be directed to the call center, where high value accounts are
      differently to provide quicker
                                       directed to an agent.
      and accurate service.

      Workflow automation allows
      for approvals among key          Paper is eliminated through the use of workflow and automation to speed the processing of key
      stakeholders defined in the      events. Timing may be set if a person does not respond within a predefined time.
      process
Page 34
               Copyright 2013 George B. Lampere, Ph.D.
Conversion and Retention Metrics


          Conversion and Retention                                                  Description
                  Metrics
                                        The number of times a particular access is used by a customer compared to other access points.
          Entry access ratio
                                        (Phone, email, web, etc.)

          Call volume per call center   The number of product or service calls the call center receives over a given period of time

          Call volume per agent         The number of product or service calls an agent receives over a given period of time

          Redirected calls              The number of calls received by the call center that need the attention of an agent

          Resolution percent            The number of issues that were resolved on the first call

          Retention Ratio               The number of customers retained from the customers action to leave the company or retire

          Accuracy rate                 The percentage of correct responses based upon automated triggers

          Service to product ratio      The number of service related calls vs. product sales calls




Page 35        Copyright 2013 George B. Lampere, Ph.D.
Evaluating Process




               1. Planning                   2. Modeling     3. Executing   4. Evaluating




Page 36   Copyright 2013 George B. Lampere, Ph.D.
Summary

          Using the Integrated Performance Solution®, a new and effective
          Marketing Campaign process was created.
          Listed are some of the key elements that made this successful:
          1. Creating an end-to-end process of the marketing campaign process
          2. Using the technical capabilities of the CRM, Analytics, and Social
             Networking enhance the process, not drive the process.
          3. Redefining the organizational structure, job roles, competencies, and
             behaviors to support the process
          4. Leveraging the information from several sources to create an “Ideal”
             profile of the customer.
          5. Using metrics and measures throughout the process.


Page 37    Copyright 2013 George B. Lampere, Ph.D.
For more information contact:
          George B. Lampere, Ph.D.
          Managing Director
          Navitsumo Consulting Ltd.
          847-794-8910
          www. Navitsumo.com
          glampere@navitsumo.com




                                          The Integrated Performance Solution and
                                          IPS is a registered trademark of George B.
Page 38                                   Lampere, Ph.D.

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Marketing Campaign Management

  • 1. MARKETING CAMPAIGN MANAGEMENT DESIGN Using the Integrated Performance Solution (IPS)® to create effective marketing campaigns Page 1 Copyright 2013 George B. Lampere, Ph.D.
  • 2. Issue: The traditional approach to creating marketing campaigns no longer is effective. Internal data, existing CRM systems, outdated workflow, combined with outdated perceptions and behaviors has created costly and inefficient marketing campaigns. Approach: Using the activities of the Integrated Performance Solution®, a structured, collaborative method was used to aligning the People / Organization, the Business Processes, the Technology, and the information / Knowledge Management. Solution: Senior leadership had a transformational blueprint and road map to create a marketing campaign management process within 8 weeks that was fully supported and aligned with the business. Page 2 Copyright 2013 George B. Lampere, Ph.D.
  • 3. Closed Loop Campaign Management The closed loop campaign management process provides continuous feedback to refine product offerings and campaigns to improve both retention and lead qualification. Key Best Practices  Operational goals are defined forecasted, and planned.  Analysis of previous campaigns can be used within the campaign planning process to maximize success and avoid previous failures.  Historic information allows precise campaign targeting.  Leads are qualified and scored before passing to Sales to maximize their time spent selling.  Leads that are not yet sales ready can be fed into nurturing campaigns.  Leads are tracked by Marketing through the sales cycle to see if the leads they generated were of the correct type and quality.  Campaigns can be analyzed by the number and quality of leads they generated, the number of leads passed to sales, the sales cycle length, the number won and lost.  Can provide ROI measurement of marketing budget and help in forecasting marketing expenditure based on sales targets. Page 3 Copyright 2013 George B. Lampere, Ph.D.
  • 4. Level 1 - Future State Campaign Management Process 1. Planning 2. MODELING 3. Executing 4. Evaluating  The campaign management process is divided into four distinct sub-processes.  Each sub-process has a clearly defined input and output with results that are measurable.  This is an iterative process, designed to provide refinement of each campaign to achieve a level of efficiency and performance for the business.  The campaign management process is built upon industry defined functionality, proven best practices, and capabilities achievable in the updated CRM and the supporting architecture.  The primary goal is to provide a holistic profile of the target customer using multiple data sources. Workforce automation and workflow shift competencies away from administrative tasks toward a collaborative team environment focused on problem-solving and decision- making. Page 4 Copyright 2013 George B. Lampere, Ph.D.
  • 5. Planning Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Page 5 Copyright 2013 George B. Lampere, Ph.D.
  • 6. Marketing Planning Process links the business goals to the campaign Goal 1. Mission Setting 2. Corporate Objective Analyzing 3. Marketing Audit the current 4. SWOT Analysis Situation 5. Marketing Assumptions Concept 6. Marketing Objectives & Strategy Creating the Marketing Strategy 7. Forecasts of Expected Results 8. Create Alternative Plans Allocating Marketing 9. Marketing Budget Resources & Monitoring 10. Detailed Action Plan Several activities have to be completed to arrive at a strategic marketing plan. This strategic planning process aligns the business goals to the marketing effort, and will define the campaign. Page 6 Copyright 2013 George B. Lampere, Ph.D.
  • 7. Process Description:  The strategic planning process starts by identifying and defining the operational goals and priorities that are needed by the marketing department to generate revenue.  Budgets are established at a high level which will be divided into the variety of campaigns.  Resources are allocated at a high level to support the various marketing campaigns.  Financial forecasts are made to determine program ROI.  Products and services are designed to satisfy specific customer populations.  Customer needs are analyzed and adjusts are made to the products and services based upon selected target markets, and business needs.  Once the products and services have been developed, the marketing department segments the market to position the offerings. Page 7 Copyright 2013 George B. Lampere, Ph.D.
  • 8. Operational Strategy and Planning Process Process Name 1. Operational Strategy and Planning Process Purpose The business goals and operational strategy is translated into short term opportunities that defined by product and service objectives to be developed. These products and services are positioned into marketing campaigns that will target specific customer segments Owner & Owner: Description Description: Strategic planning is a high level activity that translates the business goals into practical plans where resources can be defined such as: people, time, finances, and effort. Products and Services are identified to meet the needs of both the customer and the business. Each offering is designed to target a specific segment with a defined service life. Understanding these requirements is essential for the development of marketing campaigns. Beginning & Begins with: Business strategy, priorities, goals and operational objectives Ending Ends with: Defined products and services for specific target audiences Inputs & Inputs / Triggers: Resources, budgets, priorities Outputs Outputs: Product and Service requirements Key decisions • Prioritization of objectives • Financial forecasting and budget to manage campaigns • Competitor products and services • Selecting appropriate target markets • Prioritization of customer needs • Selecting and supporting innovation opportunities Page 8 Copyright 2013 George B. Lampere, Ph.D.
  • 9. Industry Best Practices – Operational Strategy and Planning Best Practices Description The balanced scorecard is used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance Use a Balanced Scorecard against strategic goals. Metrics focus on the performance against customer requirements and value. In campaign management, performance metrics are used to assess the health of the campaign and consist of the Manage by defined metrics measuring of six criteria: time, cost, resources, scope, quality, and actions. Include operational culture alignment as part of the Creating an adaptive, constructive operational culture is an important factor in achieving increased transformation initiative financial ROI. Research indicates on average 900:1 increase. Analytic tools provide a multi-dimensional view of the business operation for planning and forecasting Use analytic tools over conventional reports. Placing the customer in the center of the process provides greater collaboration and ability to respond Create a customer centric quicker and more accurately than a customer focused approach which tends to be reactive. process A knowledge management system / process enables your organization to capture and evaluate Implement Knowledge knowledge, and lessons learned from past performance so that past mistakes or inefficiencies will not Management be repeated. Campaign management is a continuous process where with each iteration, the process is refined and Closed-loop, iterative process adjusted to meet the evolving requirements of the business and the customers. Page 9 Copyright 2013 George B. Lampere, Ph.D.
  • 10. Operating Strategy and Planning Metrics Strategic Planning Metrics Description Takes the revenue a campaign generates and attributes this to each regular full-time equivalent Revenue Factor (FTE). Takes the pre-tax profit a campaign generates and attributes this to each regular full-time equivalent Income Factor (FTE). The number of regular headcount employees each manager and executive supports (AKA span of Management Ratio control). The pre-tax profit an organization generates for each dollar invested in regular employee pay and Human Capital ROI benefits after non-human expenses are removed. Employee Cost Factor The average compensation paid to each regular full time equivalent (FTE) employee. Training Cost Factor The average amount spent on training for each regular employee receiving training. Operating Margin The ratio of operating income divided by net sales Product / Service Metrics Description Customer Satisfaction The level of satisfaction that the customer expresses to a particular product or service Life Span Ratio The forecasted product / service duration compared to the actual duration The target market segment ratio that the product is specifically designed to the total target Market Segmentation population The number of existing customers vs. the number of new customers forecasted that the Fulfillment Ratio product/service is designed Page 10 Copyright 2013 George B. Lampere, Ph.D.
  • 11. Segmentation Sub-Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Segmentation Page 11 Copyright 2013 George B. Lampere, Ph.D.
  • 12. Modeling creates a 360 degree view of the customer What is the “Ideal” customer for the product or service offering? What would that “Ideal” customer look like? Concept Page 12 Copyright 2013 George B. Lampere, Ph.D.
  • 13. Information available to crate a profile of the target customer and to define the marketing campaign. Public Records for People and Information available on Company Information Companies the Web • Hoovers • Real estate sales and ownership • Equifax • Duns (D&B) • Postal service change-of-address records • Experian • OneSource • Telephone books, past and present • Tans union • Market Watch • Automobile registration records • Zebra Search • Goliath • Other vehicle registration, i.e., boats, • US Search Concept • Company Web sites private airplanes • Canada 411 • Subscription lists for magazines and • People find • Create a 360 Degree View of your Target periodicals • People Search Customer through profiling. • National marketing databases • National email directories • Google • Better understand your customers • Face book needs. • Voter registration lists • Twitter • Bankruptcy filings • Match campaigns to a specific target • Linked In • Court proceedings/judgments audience. • Professional licenses • Use the information to filter the • SEC filings campaign. • Tax lien records • Information is available internally • Credit bureau records (customer records) and through • Whois domain name registration records external sources. Page 13 • Social Security Death Index Copyright 2013 George B. Lampere, Ph.D.
  • 14. Page 14 Copyright 2013 George B. Lampere, Ph.D.
  • 15. Segmentation and Targeting Process Process Name Segmentation and Targeting Process Purpose Segmentation and targeting is needed to match the customer or potential customer with the most appropriate product or service with the least amount of resources. Owner & Owner: Description Description: Profiles are created based upon a variety of filters defined by sociographic, demographic, and psychographic criteria to create an “ideal” profile of the customer that would best fit the product or service offering. The data is collected using a variety of sources both internal and external. The data is sorted and cleansed to reveal a single version of the truth. Then the target segments are matched against the product or service. Beginning & Begins with: Identifying the segmentation filters Ending Ends with: Targeting segmented population to the appropriate product or service Inputs & Inputs / Triggers: Identification of the segmentation filters Outputs Outputs: Segmented target audience groups Key decisions • Selecting the various segmentation filters • Determining existing customer requirements and satisfaction needs • Identification of the “Ideal” customer profile for the product / service • Rating and prioritizing high value characteristics • Determining the appropriate version of the truth of the data source • Identification of target audience characteristics by product / service Page 15 Copyright 2013 George B. Lampere, Ph.D.
  • 16. Industry Best Practices – Segmentation and Targeting Best Practices Description Manual data entry can create errors and take time. Capturing data and populating fields from Reduce manual data entry various databases reduces the administrative task Create a complete view of target audience characteristics to create a profile prospective customers. Use Sociographic, (education, economic, employment); Demographic (age, Profile target audience generational, family size) and Psychographic (values, lifestyles, personality, culture) Adjust target parameters During the campaign, filters and parameters can be adjusted to regulate the response. during the campaign Identify the best version of There are a number of data sources that provide the same or similar information but report the truth different values. Determine which source is most reliable to select as the standard On average the rate of data change is 2% per month or stated in other terms, an organization will Recognized aged data completely purge all of their information about every three years. Outdated data is worthless and costly to maintain Do not duplicate data, use Data storage is costly and time consuming. Multiple sources of the same data is difficult to meta data to draw from manage. Using meta data will define the characteristics of the data to be accessed. Keep data accessible as Limit the controls placed on accessing data in the workplace to allow various groups to make a possible complete analysis to perform problem-solving and making informed decisions Reports are primarily management tools used for compliance, and process control. Reports show Limit the use of reports one point of view and are a moment in time. They often limit the ability to make quick operational decisions. Use analytic tools for Analytic tools enable the user to view the problem from differing points of view. Using real-time problem-solving and data, analytic tools assist the user in making quick, informed choices. decision-making Dashboards provide a graphic display of key performance indicators that are identified at various Dashboards provide stages of the process. The information is provided in real time where adjustments can be quickly monitoring at a glance made User defined portals assist in Each defined position has unique decision-making requirements. Allowing the user to identify their managing the process specific needs and display them in a user defined portal enhances their performance. Page 16 Copyright 2013 George B. Lampere, Ph.D.
  • 17. Segmentation and Targeting Metrics Segmenting and Targeting Description Metrics The number of requirements identified to the number of requirements satisfied per product or Requirement satisfaction service Trend rate That rate of changing segmentation requirements per target group Sales Close ratio The number of sales closed per target group Qualified lead to sales close by The number of qualified leads of a particular target group that ended in a sale target Lead to qualified lead by target The number of unqualified leads that qualify by target group The number of qualified leads that result in a sales close by product / service type Qualified lead to sales close by product / service type The number of unqualified leads that qualify by product / service type Lead to qualified lead by product / service type Page 17 Copyright 2013 George B. Lampere, Ph.D.
  • 18. Modeling Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Page 18 Copyright 2013 George B. Lampere, Ph.D.
  • 19. Modeling aligns the target population to the appropriate product or service offering 2.5, 3% 2.5, 3% Gender 1, 1% 2, 2% Age Group 12, 12% 7.5, 8% Income 4.5, 4% Employment 18, 18% Income level Product 11, 11% Product Concept Location Product 6, 6% Product 9.5, 9% Investments 21, 21% Marital 2.5, 2% status The purpose for modeling is to allow your marketing campaign to focus on the subset of prospects that are "most likely" to purchase your product / service offering. If done properly this will help to insure the highest return for your marketing/sales expenditures. Modeling uses “Filters” that can refine the target population to get the best return. Page 19 Copyright 2013 George B. Lampere, Ph.D.
  • 20. Page 20 Copyright 2013 George B. Lampere, Ph.D.
  • 21. Campaign Modeling Process Process Name Campaign Modeling Process Purpose To test and analyze the results prior to execution Owner & Owner: Description Description: The campaign modeling process is designed to replicate a the live campaign to forecast ROI and resources without actually committing resources to determine if it will yield the expected results. Beginning & Begins with: The design of the specific marketing campaign Ending Ends with: A decision to execute based upon a forecasted model Inputs & Inputs / Triggers: business objectives and priorities, available resources, and a forecasted outcome Outputs Outputs: A well analyzed and planned marketing campaign. Key decisions • Are the business goals and priorities defined specifically for this campaign • Are the marketing objectives clear for this campaign • Do the appropriate resources exist to support and sustain the marketing campaign • Does the marketing research support the projected returns for this campaign • Do the forecasting models show projected returns by channel and target audience group • Have the alternatives been identified and evaluated • Do the alternatives provide a viable solution • Are alternatives available if needed • Does the marketing mix provide the most effective results based upon a cost / benefit analysis • Is the organization and products / services ready to commit to going live with the marketing campaign Page 21 Copyright 2013 George B. Lampere, Ph.D.
  • 22. Industry Best Practices – Campaign Modeling Process Best Practices Description Provides an open source Only meta data is stored to save money and avoid duplication of data. solution to the enterprise that utilizing centralized metadata Application configured an a The manual entry of data created an increase of errors and will slow the process. There should be way that reduces the need for very little need for the call center to implement data. Allow the customer to input data. manual input of data Ability of access data from all The new CRM system functionality is designed with SOA that allows the application to accept various data sources sources of data from different formats. A single administration portal For ease of administration, a portal or screen is used to administer all campaigns. Using a screen or or screen is used to support portal for each campaign creates a administrative nightmare that is uncoordinated. multiple marketing administration functions, different product lines, geographies, and customer segments. Analytic tools are used to It is important to determine the financial return on investment for the specific campaign. This analysis perform a cost / benefit will include the cost per marketing channel, the number of staffing resources, advertising dollars analysis for the campaign. spent, the lead generation rate per channel, and the lead qualification rate. It may be determined that the present market conditions are not favorable to support a specific marketing campaign. Unapproved campaigns can be stored and used when conditions are more Stored / Archived campaigns favorable with little effort. Business rules and workflow Inputs to the campaign such as budgets and other resources control the cost associated with the creates used in the approval campaign. If the model shows that the controls exceed the defined limits, then the budget can not be Page 22 process approved unless other conditions are met. Copyright 2013 George B. Lampere, Ph.D.
  • 23. Campaign Modeling Metrics Campaign Modeling Metrics Description Campaign cost/benefit The overall expense of the campaign vs. the forecasted revenue. Channel Cost The expense of the marketing channel vs. the forecasted revenue produced by that channel Target to Product ratio The forecasted target population that will respond to the product being marketed Channel mix ratio The forecasted target population per marketing channel Plan marketing mix The percentage of target audience segments per offering in the campaign The amount of time to generate a given number of leads from a specific marketing channel Channel access time compared to other channels Data quality by source The level of quality (completeness, accuracy) of the data that is provided from an outside vendor Page 23 Copyright 2013 George B. Lampere, Ph.D.
  • 24. Lead Management Sub-Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Lead Management Page 24 Copyright 2013 George B. Lampere, Ph.D.
  • 25. The Sales Pipeline Leads A sales pipeline or sales •Attract Attention funnel refers to the A multiple states in the customer interactions •Raise Interest Prospects I that must be properly Concept managed. Here is an example of a simple sales •Create Desire Clients pipeline that defines three stages. The D AIDA approach is used for each of the three stages. •Generate Action A The purpose of performance management within a pipeline is to monitor sales efforts in relation to existing and potential customers, thus forecasting short-term sales and workload. Page 25 Copyright 2013 George B. Lampere, Ph.D.
  • 26. Page 26 Copyright 2013 George B. Lampere, Ph.D.
  • 27. Lead Management Process Process Name Lead Management Process Purpose For better utilization of resources, the Lead management process is designed to identify unqualified leads and turn them into qualified leads to allow the sales staff to focus on closing the sale. Owner & Owner: Description Description: Unqualified leads are captured from various channels and routed to the appropriate area or person. These leads are validated, information is updated or verified, then go through the qualification process. If qualified, the lead will be routed to the appropriate sales associate. Those leads that are not qualified will get archived for later processing. Beginning & Begins with: An active campaign will capture unqualified leads through various channels Ending Ends with: Qualified leads are funneled to a sales associate to close. Unqualified leads are archived for use in new campaigns. Inputs & Inputs / Triggers: Target customer responds to campaign Outputs Outputs: Qualified leads to appropriate sales associates / unqualified leads for future campaigns. Key decisions • Determination of how unqualified leads are assigned • Determination of qualifying questions • How are leads validated • What determines qualification questions • Determination of assigning qualified leads to sales associates Page 27 Copyright 2013 George B. Lampere, Ph.D.
  • 28. Industry Best Practices – Leads Management Process Best Practices Description Lead development is the process of using the Web, e-mail, phone, social media, and other online Develop leads prior to selling and offline channels to build relationships with qualified prospects who are not yet sales ready. Use thought leadership to Demonstrate the value to provide and to position the client as a trusted partner to provide the qualify leads product or service Determine when a lead is Develop criteria to determine what steps or qualifying questions need to be asked sales ready Monitor a lead’s online Using web 2.0 the ability to monitor online activity is available to determine when they are ready to activity make the next move. Tack clicks, downloads, web page visits, etc. Lead scoring provides a level of interest based upon their behavior not just their words. This is well Score lead activity suited for web functions Provide a smooth transition Provide the sales associate with detailed information that the qualified lead was seeking. Include from lead qualification to any other important information that will help provide the sales associate with enough information Sales to move forward. Use templates and scripts to Create a list of qualifying questions, use a script when talking by phone, or an email temple. qualify Reference marketing materials that the lead may have viewed or downloaded. Adjust lead thresholds Make adjustments to the qualification scoring criteria based upon business conditions Archive leads for further Leads and opportunities that do no result in a sale close should be recycled to provide them with follow up other opportunities based upon various campaigns Track every marketing Identify which campaigns have the greatest influence on the sales pipeline. Determine which type activity not just lead source of lead responds to the campaign Track anonymous visitors Imbedded coding or cookies on web sites helps to track anonymous visitors who make repeat and tie their data to new visits. Track and link email, SMS, and other forms of electronic messaging to leads leads Page 28 Copyright 2013 George B. Lampere, Ph.D.
  • 29. Lead Management Metrics Lead Management Metrics Description Cost per opportunity The total cost involved from taking an unqualified lead to the opportunity Cost per qualified lead The total cost involved from lead capture to being qualified Lead volume per qualification The amount of unqualified leads per every qualified lead expressed in a ratio Qualified lead to close time The amount of time it will take for a qualified lead to a closed sale The amount of effort in time it will take from acquiring a lead to the time it takes to qualify the Lead capture to qualified time lead The total number of actions it will take to qualify a lead. This is from lead capture through Total actions qualification The rate expressed in percent of the conversion from a unqualified lead to a qualified lead per Qualification Rate per campaign each campaign Benchmark qualification rate The difference between the estimated qualified leads to the actual qualified leads per campaign Page 29 Copyright 2013 George B. Lampere, Ph.D.
  • 30. Conversion and Retention Sub-Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Lead Management Conversion & Retention Page 30 Copyright 2013 George B. Lampere, Ph.D.
  • 31. Shift work from administrative duties to a knowledge-based role Primary focus of customer management and retention process is the reduction of manual processes. Workforce automation, work triggers, and integration transitions the work Concept from administrative activities to problem-solving and decision-making roles. • User defined business rules allow specific actions to occur • Workflow automation routes information to the most appropriate person • Triggers are set by specific actions performed. • Integrated data eliminates or reduces manual entry by the staff thereby reducing both time, and errors. Page 31 Copyright 2013 George B. Lampere, Ph.D.
  • 32. Page 32 Copyright 2013 George B. Lampere, Ph.D.
  • 33. Conversion and Retention Process Process Name Conversion and Retention Process Purpose The ability to be proactive to converting and retaining customers after leaving their place of employment or entering into retirement. Owner & Owner: Description Description: The process is designed to proactively respond to changes in the member status of their existing account by providing automated triggers, coordinated and complete information and multiple access points for the client customer to access. The activities are coordinated to respond quickly with the right information and provide the appropriate level of service based upon defined criteria and business rules. Beginning & Begins with: Member inquiry or action to either convert or change their account Ending Ends with: The member making a choice to convert to another product or transfer their account Inputs & Inputs / Triggers: Member Inquiry or action via one of multiple access modes Outputs Outputs: Member provided required package information or other product / service offerings to make an informed decision quickly. Key decisions • What business rules are needed per action • What are the termination events, their sequence, and timing • What are the key triggers that will automate the distribution of package options • What literature needs to be sent based upon the request • What is the appropriate time that the information needs to be sent • What is the appropriate delivery mode for the information • What are the factors that direct the member to either the call center of a field sales rep • Is the information complete, up-to-date, and accurate • How are opt out choices being captured and treated Page 33 Copyright 2013 George B. Lampere, Ph.D.
  • 34. Industry Best Practices – Conversion and Retention Process Best Practices Description Provide customers with multiple ways to access the system to make inquires or take actions 24/7. Multiple access modes Options include but not limited to: post, email, phone (live), phone voice response, texting, web, SMS, available to customers or in-person Workflow triggers can be set based upon customer Based upon business rules and other criteria, automated triggers are used to start or stop events. The response and other customer and/or representative has the ability to control these triggers conditions. Eliminate the administrative tasks that are associated with processing an action. This allows the Workflow automation representative to focus on managing the customer and not the process Business rules that control the triggers and workflow activities can be configured by the business user User defined business rules and not the IT department. These business rules can customized to each product or service offering Activities and tasks can be triggered based upon User defined business rules that are incorporated into the application which allows specific customer responses automated triggers for specific actions to occur Customer responses can be Depending upon the access point, a customer can create an action without having to talk to a processed automatically representative. The action is identified by the representative. Depending upon the way the customer / prospect responds, There are priority levels that are establish to funnel the customer to the right person or area. For their response can be routed example: low value accounts may be directed to the call center, where high value accounts are differently to provide quicker directed to an agent. and accurate service. Workflow automation allows for approvals among key Paper is eliminated through the use of workflow and automation to speed the processing of key stakeholders defined in the events. Timing may be set if a person does not respond within a predefined time. process Page 34 Copyright 2013 George B. Lampere, Ph.D.
  • 35. Conversion and Retention Metrics Conversion and Retention Description Metrics The number of times a particular access is used by a customer compared to other access points. Entry access ratio (Phone, email, web, etc.) Call volume per call center The number of product or service calls the call center receives over a given period of time Call volume per agent The number of product or service calls an agent receives over a given period of time Redirected calls The number of calls received by the call center that need the attention of an agent Resolution percent The number of issues that were resolved on the first call Retention Ratio The number of customers retained from the customers action to leave the company or retire Accuracy rate The percentage of correct responses based upon automated triggers Service to product ratio The number of service related calls vs. product sales calls Page 35 Copyright 2013 George B. Lampere, Ph.D.
  • 36. Evaluating Process 1. Planning 2. Modeling 3. Executing 4. Evaluating Page 36 Copyright 2013 George B. Lampere, Ph.D.
  • 37. Summary Using the Integrated Performance Solution®, a new and effective Marketing Campaign process was created. Listed are some of the key elements that made this successful: 1. Creating an end-to-end process of the marketing campaign process 2. Using the technical capabilities of the CRM, Analytics, and Social Networking enhance the process, not drive the process. 3. Redefining the organizational structure, job roles, competencies, and behaviors to support the process 4. Leveraging the information from several sources to create an “Ideal” profile of the customer. 5. Using metrics and measures throughout the process. Page 37 Copyright 2013 George B. Lampere, Ph.D.
  • 38. For more information contact: George B. Lampere, Ph.D. Managing Director Navitsumo Consulting Ltd. 847-794-8910 www. Navitsumo.com glampere@navitsumo.com The Integrated Performance Solution and IPS is a registered trademark of George B. Page 38 Lampere, Ph.D.