Quería compartir esta presentación del nuevo producto TMC que creo que puede ser muy interesante para algunas organizaciones: Our approach to Customer Engagement. Sabemos la cantidad de dinero invertido (o mal invertido) en actividades para incentivar a los clientes a comprar más de nuestros productos, en ocasiones para que no dejen de comprarlos y en otras para fortalecer la relación comercial. Sin embargo, la evidencia indica, como veras en la presentación, que la mayoría de estos programas, por una u otra razón, fracasan. Este nuevo modelo, simple pero a la vez contundente, busca minimizar los factores que han generado el fracaso de la mayoría de estos programas.

1. Our approach to
CUSTOMER ENGAGEMENT
2015
April 2015

2. TMC has more than 18 years of experience in the design and implementation
of solutions for Consumer Goods and Retail Industries in the areas of sales,
distribution, trade and shopper marketing.
We are an international network of recognized senior professionals and
academic teachers.
Our teams count with extensive experience and knowledge in Latin America
We offer integrated solutions from diagnosis up to execution
Who is TMC?
An International Network of Commercial Experts

3. Where are we?
LONDON
VALENCIA - CENTRAL OFFICE
RIO DE JANEIRO
BUENOS AIRES
CARACAS
MIAMI
MONTERREY

4. Some of our Clients
INDUSTRY RETAIL

5. Our Competitive Advantages
The quality and seniority of our global partners directly involved
in projects from the outset
All consultants have significant Trade – Go To Market experience
The simplicity of solutions and methodologies provided by highly
experienced professionals
The highly competitive value equation
Customized support all the way up to implementation
Regional capabilities

6. ORGANISATION
DEVELOPMENT
SHOPPER
UNDERSTANDING
WHERE TO WINHOW TO WIN
Product Portfolio - Core Areas
• ORGANISATIONAL MODEL
• TRAINING & DEVELOPMENT
• INCENTIVE PROGRAMS
• SHOPPER PROFILE
• SHOPPER BEHAVIOUR
• SHOPPING OCCASIONS
• CUSTOMER SEGMENTATION
• ROUTE TO MARKET DESIGN
• SUPPLY CHAIN
• CUSTOMER SATISFACTION
• STRATEGIC PLANNING
• C&S ACTIVATION PLANNING

7. Our approach to Customer Engagement
MAIN OBJETIVE IS TO
PROTECT/INCREASE
SALES VOLUME
PROFIT
VOLUME MARGIN COSTS
`
WHILST ADJUSTING
TRADING TERMS & CONDITIONS
AFFORDABLE
MODULAR
EASYHIGHPERCEIVED
VALUE

8. INCENTIVES
ASPIRATIONAL
TO ACCESS - TO MANAGE – TO REDEEM
OUR HOLISTIC SOLUTION INTEGRATES THE BEST IN CLASS ELEMENTS PROVEN SUCESSFUL IN MOST MARKETS
Goes beyond software and apps

9. And avoid most common mistakes
WHY MOST ENGAGEMENT PROGRAMS FAIL?
TOP 5 REASONS
71%
88%
82%
58%
75%
Lack of understanding of REAL needs & motivations.
Irrelevant and rigid reward structures.
Underestimate resources required to sustainable
CHANGE behavior. Low or inexistent ROI
Isolated effort from the Corporate Marketing
Strategy. Perceived as reactive, tactic approach
rather than strategic and long term
Poor user interfaces. Difficult access and navigation
Lack of quality in customer service, fast problem
resolution. Difficulties to redeem prizes. Structure,
Process and Decision making process Capgemini 2014 (1400 Global Companies across Retail, Banking, Consumer, Telecom, Airlines, Hotels and
Electronics). Transera- Customer Analytics in the Cloud. ADMA – Association for data-driven Marketing &
Advertising. Harvard Business Review - http://hbswk.hbs.edu/item/6733.html. McKinsey & Company.
Charles Guhigg – Power of Habits.
% referred to the number of sources indicating the same reason

10. SEGMENTATION & ASSESSMENT OF INITIAL
SATISFACTION LEVELS
RELEVANT
INCENTIVES
WHERE WHAT
PLATFORM &
TOOLS
HOW
MEASURE
WIN WIN
HOW MUCH
It is presented in a modular process
1 2 3 4
EASY TO FOLLOW
STAGES Leveraging on
existing informationTO BUILD A SUSTAINABLE
CUSTOMER ENGAGEMENT
PROGRAM

11. Segmentation – WHY?
SEGMENTATION
• Not all strategic customers want THE SAME
• But you need to motivate most of them to CHANGE BEHAVIOR
• With RELEVANT OFFERS that will help to create differentiation from
all other engagement programs where they participate
• OPTIMIZING INVESTMENT by focusing on what really matters
DOES NOT MEAN
COMPLICATION
Companies that PULL this stage spend in average 30% more money on INNEFICIENCIES
WHERE1
Easy adapt to new situations.
Short period planners. Day by
Day philosophy. Money talks.
Always in the search for
alternatives. Resourceful people
who get water from stones
Team workers who value the
support from others. Trustable
people with long term plans
Working for a better future.
Value learning and
development.
CAMALEON SURVIVAL PLANNERS DREAMERS

12. OBJECTIVES
• How satisfied are your most
strategic customers with the
service you provide?
• Which company is the
Benchmark Supplier?
• How is your performance
compared to the benchmark
in your category?
• What to do to improve? Customer
Expectations
Perceived
Overall
Quality
Perceived
Value
Customer
Satisfaction
Customer
Loyalty
Customer
Complaints
HAVE TO vs WANT TO
INDEX
TM
Assessment of Satisfaction – WHY?WHERE1
Not all strategic Customers will require the same amount of effort and investment to get engaged with you

13. Benchmark Supplier
INDEX
YOU CATEGORY
LOYALTY HIGH
LOW
SWITCHINGMOOD
HIGH
LOW
WANT TO
HAVE TO
START - END
CRITICAL
CUSTOMER INDEX CUSTOMER MAP
VARIABLE
CORRELATION
(r2)
YOUR
SCORE
AVG
CATEGORY
BMK SCORE
Sales team profile
Frequency of visit
Quality of Service
Promotional Offers
VARIABLE TABLE
Assessment of Satisfaction – WHY?WHERE1
Our Model delivers critical insights in simple and easy to use tables and charts

14. Assessment of Satisfaction – WHY?
To understand the DEPARTING POINT in the relationship:
SATISFACTION
NETTURNOVER($$)
(Willingness to work to BAT)
WHERE1
Allowing to identify the investment required to CHANGE EXISTING BEHAVIORS
YOU WANT CUSTOMERS WANT
• There might be groups of strategic customers where the
investment required to recover or rebuild the necessary
engagement is beyond financial feasibility
• The risk of burning budgets before crossing the Emotional Point is
high (achieving CHANGE IN BEHAVIOR)
EmotionalSatisfaction
Time
Minimum required to take a positive action towards BAT
BAT Budget

15. Relevant Incentives – WHY?
TMC will help to build A RELEVANT INCENTIVE PACK by Customer Segment…
WHAT2
TO GENERATE ENGAGEMENT
BEYOND MONEY
IT IS REQUIRED TO BALANCE
PERSONAL & BUSINESS NEEDS
WHAT DO THEY REALLY WANT?
PROFIT
VOLUME MARGIN COSTS
PYRAMID OF NEEDS
COST MARGINVOLUME
PROMOTERS
FIXED
MERCHANDISE
GIVE AWAYS DISCOUNTS FEES CREDIT DAYS
SPECIAL
PROMOTION
EXISTING INFORMATION / MARKET KNOWLEDGE & TRENDS
(Country, Market, Channel, Retail specifics)
SKILLS & DEVELOPMENT
(Access to Professional Training programs for Managers, Executives and Staff with Diploma)
ACCESS TO SUPPLIERS
& AGENCIES
CONSULTANCY
(Marketing, Finance, Operation, Management)
CAMALEON SURVIVAL PLANNERS DREAMERS

16. …To define the appropriate set of Metrics that define SUCCESS in the short and long term
$$ SHORT TERM
MIDIUM TERM
LONG TERM
• Programs must be Financially Sustainable: more than 80% of Customer Engagement programs in
USA and Europe created since year 2000 are no longer operative.
• Only in US, companies spend more than 2 billion US$ / year in Engagement Programs without
clear definition of the expected RETURN OF INVESTEMENT
• More than 80% of Engagement Programs that are launched without clear objectives are closed
within a year.MIND
HOW MUCH3
Measure WIN WIN – WHY?
VALUE
BEAR IN

17. Measure WIN WIN – WHY?HOW MUCH3
• Does it worth to continue dealing with Industry products?
• Does it worth to continue dealing with your company and products?
• Does it worth to continue buying the same? Increase certain brands/skus?
• What is the ROI for the average strategic customer?
…To provide answer to the following critical questions
?CUSTOMER
• How much an effective program will COST?
• What could happen with Volume & Profit if we don’t do anything?
• What is the ROI? Is this good, average or excellent?
INTERNAL

18. Platform – WHY?
…And to Create a SECURE and SIMPLE platform to optimize management and control
HOW4
SELF MANAGED
LOW MAINTENANCE COSTS
To develop the mobile application, making
use of latest trends in terms of
communications and interfaces for user
experience
• Develop an app for Android 2.6+, based on our
sales force automation solution. sfanet.net. This
will be the face of the program for Customers.
• Develop a Web portal for management and control
also based on sfanet.net with the possibility to
export and download information and reports in
different standard formats. (Excel and XML)
• Building a "cloud" for data centralization, backup
and real-time processing of mobile application

19. Platform – WHY?
Flexible enough to interact in different ways with target Customers beyond just traditional point collection
HOW4
RAFFLES
INSTANT WIN PRIZES
COLLECT POINTS
Necessary to BUST PARTICIPATION in certain
periods of time (i.e. before, during and after a
change in Trading Terms)
Necessary to CHANGE BEHAVIOR by repetition
of desired actions for longer periods of time.
Build TRUST on the program by testing the
Platform, Process and Systems. Provide
frequency of interaction. Lowest Value prizes

20. We turn your challenges into solutions
We want to hear about your
Biggest Commercial
concerns and challenges
so we can prepare a business proposal
to quickly revert the situation and
accelerate growth!

21. Thanks
Carlos I. Alfonzo
M: (21) 981788488
O: (21) 20255709
Av. das Américas 500, Bloco 9, Sala 129-130.
Barra da Tijuca. Rio de Janeiro. RJ – Brasil.
22640-100
www.tmcconsultores.com
www.incompanybs.com