Charles Ehredt presented on ODIGEO's corporate venturing and intrapreneurship efforts. ODIGEO operates four leading online travel agency brands but only has about 7% of the online travel market in Europe. The company aims to anticipate shifts in technology, business models, and consumer preferences through its New Ventures team. This includes studying startups, supporting early-stage companies, and driving innovation internally. ODIGEO recognizes that the travel industry is changing with smartphones and new forms of travel aggregation, so it focuses on enhancing customer relationship management and engaging customers during their trips.
Are You Keeping up with Connected Consumers?Mary S. Butler
Presentation deck for the Are You Keeping up with Connected Consumers? panel at the 2012 J.D. Power Automotive Marketing Roundtable. The panel description:
The era of ubiquitous digital devices is changing consumer behavior, which has many repercussions for digital marketers. Your customers expect a media experience to move seamlessly from one screen to the next and from digital channels to physical environments. This panel will look at ways you can best serve these omnichannel shoppers and adopt a commerce-anywhere approach.
This document discusses strategies for retailers to develop successful mobile apps. It notes that smartphones and tablets are increasingly used for shopping and over 2/3 of smartphone users bring their devices to stores. Examples are provided of engaging mobile apps from companies like Sephora, Home Depot, GE, Overstock, Taco Bell, Redbox, and Tesco that drive user interaction, transactions, and sales. The presentation emphasizes starting with clear business goals and choosing the right mobile strategy and app type to align with those goals. It outlines initial steps for retailers to assess their current mobile capabilities and determine the best path forward.
The document discusses trends affecting marketing and customer service, including:
1) Customers are more demanding and volatile, with high expectations yet low satisfaction.
2) Customer interactions are complex with many touchpoints across channels.
3) Marketing must own the growth agenda and transform to address these new dynamics.
Mobile shopping-framework-study-2010-white-paper finalAshmeed Ali
1) The study examines current mobile shopping activities and the future outlook for mobile as a shopping channel using Nielsen data across 12 categories.
2) More than 60% of 169 million mobile internet users in the US have never seen mobile ads but are interested in mobile shopping. This represents huge potential for advertisers.
3) Nine in ten mobile users have used their device in-store, representing opportunities for real-time ads and branding to influence purchases.
The document discusses the trend of "omni-colleagues," where companies are re-integrating human employees into digital interfaces and customer experiences. It notes that while companies had been moving towards more automated and robotic customer service, replacing human interactions was not working. Specifically:
- Companies are emphasizing their employees as "colleagues" rather than "staff" to build camaraderie between employees and customers. Some services now rate and review individual employees.
- Companies are providing digital tools to employees but also training them in social skills to have more meaningful interactions with customers.
- Moving forward, companies will look to equip employees to take meaningful actions for users through digital tools, making employees "omni-
Citrix/Altimeter Dynamic Customer Jounrey webinar final as presentedChris Silva
Presented live on Tuesday Sept 11, 2012. Altimeter Group analyst Chris Silva along with host James Hilliard discussing the Dynamic Customer Journey based on Altimeter's research on how marketers can participate more effectively in the DCJ
The time for big brands to get strategic about marketing their apps is now. Mobile apps are no longer standalone entities for big brands. What we’re now seeing is brands integrating mobile apps into their business models and their overall marketing strategies -- to build closer customer relationships and drive business.
It’s no longer enough for brands to just have an app (or a suite of apps) and promote it through traditional channels. Now that brands recognize the impact mobile apps are having on business, their focus is shifting to employ a strategic marketing approach to their apps.
All this means that big brands are starting to treat their apps as more than just another channel – they’re treating them as a business. And they’re getting serious about marketing their apps, by putting the marketing resources behind them and incorporating apps as part of their ongoing strategy.
Top-tier brands like Coca Cola®, Sephora®, Wal-Mart®, and many more are all publically talking about the central role apps play in their marketing strategy. Here, we’ll describe what some of those brands are doing, how they’re doing it, and outline 10 strategic moves brands are employing to get more strategic about their mobile apps.
Are You Keeping up with Connected Consumers?Mary S. Butler
Presentation deck for the Are You Keeping up with Connected Consumers? panel at the 2012 J.D. Power Automotive Marketing Roundtable. The panel description:
The era of ubiquitous digital devices is changing consumer behavior, which has many repercussions for digital marketers. Your customers expect a media experience to move seamlessly from one screen to the next and from digital channels to physical environments. This panel will look at ways you can best serve these omnichannel shoppers and adopt a commerce-anywhere approach.
This document discusses strategies for retailers to develop successful mobile apps. It notes that smartphones and tablets are increasingly used for shopping and over 2/3 of smartphone users bring their devices to stores. Examples are provided of engaging mobile apps from companies like Sephora, Home Depot, GE, Overstock, Taco Bell, Redbox, and Tesco that drive user interaction, transactions, and sales. The presentation emphasizes starting with clear business goals and choosing the right mobile strategy and app type to align with those goals. It outlines initial steps for retailers to assess their current mobile capabilities and determine the best path forward.
The document discusses trends affecting marketing and customer service, including:
1) Customers are more demanding and volatile, with high expectations yet low satisfaction.
2) Customer interactions are complex with many touchpoints across channels.
3) Marketing must own the growth agenda and transform to address these new dynamics.
Mobile shopping-framework-study-2010-white-paper finalAshmeed Ali
1) The study examines current mobile shopping activities and the future outlook for mobile as a shopping channel using Nielsen data across 12 categories.
2) More than 60% of 169 million mobile internet users in the US have never seen mobile ads but are interested in mobile shopping. This represents huge potential for advertisers.
3) Nine in ten mobile users have used their device in-store, representing opportunities for real-time ads and branding to influence purchases.
The document discusses the trend of "omni-colleagues," where companies are re-integrating human employees into digital interfaces and customer experiences. It notes that while companies had been moving towards more automated and robotic customer service, replacing human interactions was not working. Specifically:
- Companies are emphasizing their employees as "colleagues" rather than "staff" to build camaraderie between employees and customers. Some services now rate and review individual employees.
- Companies are providing digital tools to employees but also training them in social skills to have more meaningful interactions with customers.
- Moving forward, companies will look to equip employees to take meaningful actions for users through digital tools, making employees "omni-
Citrix/Altimeter Dynamic Customer Jounrey webinar final as presentedChris Silva
Presented live on Tuesday Sept 11, 2012. Altimeter Group analyst Chris Silva along with host James Hilliard discussing the Dynamic Customer Journey based on Altimeter's research on how marketers can participate more effectively in the DCJ
The time for big brands to get strategic about marketing their apps is now. Mobile apps are no longer standalone entities for big brands. What we’re now seeing is brands integrating mobile apps into their business models and their overall marketing strategies -- to build closer customer relationships and drive business.
It’s no longer enough for brands to just have an app (or a suite of apps) and promote it through traditional channels. Now that brands recognize the impact mobile apps are having on business, their focus is shifting to employ a strategic marketing approach to their apps.
All this means that big brands are starting to treat their apps as more than just another channel – they’re treating them as a business. And they’re getting serious about marketing their apps, by putting the marketing resources behind them and incorporating apps as part of their ongoing strategy.
Top-tier brands like Coca Cola®, Sephora®, Wal-Mart®, and many more are all publically talking about the central role apps play in their marketing strategy. Here, we’ll describe what some of those brands are doing, how they’re doing it, and outline 10 strategic moves brands are employing to get more strategic about their mobile apps.
Mobile Shopping Summit Fall, Day 2 Opening Day CommentsJanet Jaiswal
Opening comments at the Mobile Shopping Summit Fall in October 2011, day 2.
Describes user expectations of the mobile channel and how they respond to bad experiences on their mobile device.
Mobile Commerce: Why the User Experience MattersJanet Jaiswal
Presentation of how real-time customer experience management for mobile services enables companies to avoid costly business impact, negative ratings and brand risk. Results from the 2011 Harris Interactive survey on user reaction to their experience on mobile devices are also shown.
Presentation at the Mobile Payments Conference in SF, CA.
Results of studies that show an increase is user expectations for mobile channel & best practices on how to improve customer experience for the mobile channel.
The document discusses how corporate reputation and the company behind brands have become increasingly important to consumers in today's transparent digital world. A study of consumers and executives in major markets found that:
1) Executives believe that a strong corporate brand is just as important as strong product brands because corporate reputation can benefit and add luster to product brands.
2) An overwhelming majority (87%) of executives agree that corporate brand is as important as product brands, primarily because the corporate reputation can benefit product quality and add to product brands, and secondarily because consumers care about the companies behind the brands they buy.
3) The study identified six new realities of corporate reputation, including that corporate reputation provides quality assurance for products
Professionals sometimes struggle to achieve professional goals. Often, we are so busy juggling conflicting priorities and tasks that well-intentioned objectives stay indefinitely on our to-do lists or only half-heartedly get accomplished. This session helps you find the discipline to ensure that they make the things that are important happen.
This document discusses online privacy and video advertising. It introduces Jalal Nasir from TRUSTe and Jason Shulman from Adap.tv. It then provides information about the growth of online video advertising and behavioral targeted data usage. It discusses consumer perceptions of behavioral advertising and privacy. It explains how the Digital Advertising Alliance's self-regulation helps build trust with consumers. The document also covers questions and answers regarding video advertising, online behavioral advertising, and consumer privacy.
Brand stories are in a constant state of motion due to a rapidly changing media ecosystem that spans across devices, places and channels. Brands must create deliberate threads of content that engage consumers in their daily motion, as well as create, co-create and amplify content in real-time, living Stories in Motion.
Marketing Mobile Applications - MMA Webinar - iCrossingiCrossing
iCrossing's Mobile VP, Rachel Pasqua, guided attendees through the phases of the mobile app lifecycle including the essential pre-launch content planning and development phases and the essential post-launch combination of Bought, Earned and Owned media that ensures optimal app store search visibility and downloads. The webinar was held on December 1, 2011 in partnership with the Mobile Marketing Association (MMA).
This document provides an analysis of the online local business ratings and reviews industry, with a focus on Yelp. It discusses Yelp's business model, revenue streams, key activities, partnerships, and competitive advantages. Yelp connects people with local businesses by allowing users to write and read reviews. It makes money primarily from selling ads to local businesses. With over 100 million monthly users generating reviews, Yelp provides a valuable user-generated content resource for finding and evaluating local companies.
Interbrand is a large global branding consultancy that has helped clients create and manage brand value for over 30 years. It assists clients in all aspects of branding including strategy, design, and ensuring brand messaging is consistent across channels. Interbrand publishes influential annual reports on the most valuable global and regional retail brands. While brick-and-mortar stores still matter, retailers face more competition in today's digital era and need to provide customers with engaging experiences across both online and offline channels to build their brands.
The Accenture Technology Vision for Insurance 2018 report highlights how rapid advances in technology are improving the ways people work and live, and how insurers are reinventing their businesses to keep pace.
For more classes visit
www.snaptutorial.com
1. In low-income countries, a higher percentage of entrepreneurs are considered
2. A(n) _____ is a formal document that describes a business concept and outlines the core business
The Financial Advisor business is transitioning to a new paradigm in which advice, customer experience, and personalized content will merge. Advisors will need to build and maintain their personal brand via social media networks whilst balancing regulatory constraints. The industry has started to adapt but much more opportunity exists to create new interaction models and grow one's book of business. Among consumers, there is a growing expectation that firms have a social media presence as part of their engagement model – digital natives have a “social media first” mindset. This presentation highlights recent trends, transformations the industry is going through, and a roadmap to respond to these changes.
The document discusses expectations for holiday spending in 2010. It reports that a survey found over 42% of consumers plan to spend significantly less during the holidays compared to last year. However, Deloitte forecasts only a modest 2% increase in total spending. While consumer debt and unemployment remain problems, a small rise in online and non-store sales is expected. Overall, retailers should prepare for a still challenging season with tight budgets and a growing emphasis on e-commerce.
Webchutney Digital Media Outlook Report 2009Sidharth Rao
To understand the status of the top 500 advertisers in India (who control most advertising spends) and to see how seriously and purposefully these prominent Indian marketers are looking at using the digital medium in their marketing plan, we decided to conduct a research study on the topic and share the findings as presented in the first ever Webchutney Digital Media Outlook 2009 report
Mobile retail summit 26 1-12 - incentivatedJason Cross
The document discusses how integrating mobile messaging and websites can help retailers reach shoppers. It notes that mobile users expect fast loading sites and are more likely to purchase from retailers with optimized mobile experiences. The company Incentivated is presented as a mobile marketing specialist that can help clients with acquisition, customer relationship management, and mobile commerce through technologies like SMS, mobile internet, apps, and location marketing.
Mobile automotive masterclass deck camerjam mobile marketingJames Cameron
This document discusses strategies for fine-tuning mobile sites and apps. It covers analyzing mobile stats and fragmentation across operating systems and browsers. It recommends building for the future by considering both in-house development and outsourcing options, as well as measuring performance. The document also stresses thinking across multiple channels and provides a checklist of important considerations.
Mobile marketing overview for B2B and B2C marketers, covering the unprecedented growth and opportunities of mobile--as well as a summary of mobile marketing tools available to today's companies.
IDC/Dolby Brief: The Mobile Audio Opportunity 2015EllisReidIV
This brief from Dolby and IDC outlines the business opportunity for mobile device companies that can be derived from offering an improved audio experience in new smartphones and tablets.
ECOMMERCE INTEGRATION - Tips to try and traps to avoid for a successful integ...Petrica Dan Ragalie
This white paper discusses tips and potential traps for successfully integrating an ecommerce platform. It emphasizes taking a realistic look at an organization's current state and identifying internal factors that could stymie integration projects. Key steps include getting executive buy-in, building the right cross-functional team, and taking a realistic approach to integration given existing systems and their limitations. The goal is to execute integration confidently while avoiding common issues and costly mistakes.
The document is a report on digital travel that summarizes the results of a survey of 110 senior travel executives across Europe. It finds that reducing online shopping basket abandonment is the top priority for travel companies in 2016/17. It also finds that most companies feel they could use better data analytics tools to gain insights from customer data. While most are using data analytics, around 60% want to improve their solutions. Understanding mobile customer behavior and user reviews are key to improving the mobile booking experience. Increasing ancillary sales through add-ons is also a major focus.
Top 7 Identifiers of a High-Intent ConsumerJornaya
Leveraging data to zero in on the high-intent consumer is on every smart marketer’s radar these days. However, most marketers are overwhelmed by data and unsure of where they should focus their efforts. Here are the seven leading behaviors that represent the most predictive contributors of consumer intent.
Mobile Shopping Summit Fall, Day 2 Opening Day CommentsJanet Jaiswal
Opening comments at the Mobile Shopping Summit Fall in October 2011, day 2.
Describes user expectations of the mobile channel and how they respond to bad experiences on their mobile device.
Mobile Commerce: Why the User Experience MattersJanet Jaiswal
Presentation of how real-time customer experience management for mobile services enables companies to avoid costly business impact, negative ratings and brand risk. Results from the 2011 Harris Interactive survey on user reaction to their experience on mobile devices are also shown.
Presentation at the Mobile Payments Conference in SF, CA.
Results of studies that show an increase is user expectations for mobile channel & best practices on how to improve customer experience for the mobile channel.
The document discusses how corporate reputation and the company behind brands have become increasingly important to consumers in today's transparent digital world. A study of consumers and executives in major markets found that:
1) Executives believe that a strong corporate brand is just as important as strong product brands because corporate reputation can benefit and add luster to product brands.
2) An overwhelming majority (87%) of executives agree that corporate brand is as important as product brands, primarily because the corporate reputation can benefit product quality and add to product brands, and secondarily because consumers care about the companies behind the brands they buy.
3) The study identified six new realities of corporate reputation, including that corporate reputation provides quality assurance for products
Professionals sometimes struggle to achieve professional goals. Often, we are so busy juggling conflicting priorities and tasks that well-intentioned objectives stay indefinitely on our to-do lists or only half-heartedly get accomplished. This session helps you find the discipline to ensure that they make the things that are important happen.
This document discusses online privacy and video advertising. It introduces Jalal Nasir from TRUSTe and Jason Shulman from Adap.tv. It then provides information about the growth of online video advertising and behavioral targeted data usage. It discusses consumer perceptions of behavioral advertising and privacy. It explains how the Digital Advertising Alliance's self-regulation helps build trust with consumers. The document also covers questions and answers regarding video advertising, online behavioral advertising, and consumer privacy.
Brand stories are in a constant state of motion due to a rapidly changing media ecosystem that spans across devices, places and channels. Brands must create deliberate threads of content that engage consumers in their daily motion, as well as create, co-create and amplify content in real-time, living Stories in Motion.
Marketing Mobile Applications - MMA Webinar - iCrossingiCrossing
iCrossing's Mobile VP, Rachel Pasqua, guided attendees through the phases of the mobile app lifecycle including the essential pre-launch content planning and development phases and the essential post-launch combination of Bought, Earned and Owned media that ensures optimal app store search visibility and downloads. The webinar was held on December 1, 2011 in partnership with the Mobile Marketing Association (MMA).
This document provides an analysis of the online local business ratings and reviews industry, with a focus on Yelp. It discusses Yelp's business model, revenue streams, key activities, partnerships, and competitive advantages. Yelp connects people with local businesses by allowing users to write and read reviews. It makes money primarily from selling ads to local businesses. With over 100 million monthly users generating reviews, Yelp provides a valuable user-generated content resource for finding and evaluating local companies.
Interbrand is a large global branding consultancy that has helped clients create and manage brand value for over 30 years. It assists clients in all aspects of branding including strategy, design, and ensuring brand messaging is consistent across channels. Interbrand publishes influential annual reports on the most valuable global and regional retail brands. While brick-and-mortar stores still matter, retailers face more competition in today's digital era and need to provide customers with engaging experiences across both online and offline channels to build their brands.
The Accenture Technology Vision for Insurance 2018 report highlights how rapid advances in technology are improving the ways people work and live, and how insurers are reinventing their businesses to keep pace.
For more classes visit
www.snaptutorial.com
1. In low-income countries, a higher percentage of entrepreneurs are considered
2. A(n) _____ is a formal document that describes a business concept and outlines the core business
The Financial Advisor business is transitioning to a new paradigm in which advice, customer experience, and personalized content will merge. Advisors will need to build and maintain their personal brand via social media networks whilst balancing regulatory constraints. The industry has started to adapt but much more opportunity exists to create new interaction models and grow one's book of business. Among consumers, there is a growing expectation that firms have a social media presence as part of their engagement model – digital natives have a “social media first” mindset. This presentation highlights recent trends, transformations the industry is going through, and a roadmap to respond to these changes.
The document discusses expectations for holiday spending in 2010. It reports that a survey found over 42% of consumers plan to spend significantly less during the holidays compared to last year. However, Deloitte forecasts only a modest 2% increase in total spending. While consumer debt and unemployment remain problems, a small rise in online and non-store sales is expected. Overall, retailers should prepare for a still challenging season with tight budgets and a growing emphasis on e-commerce.
Webchutney Digital Media Outlook Report 2009Sidharth Rao
To understand the status of the top 500 advertisers in India (who control most advertising spends) and to see how seriously and purposefully these prominent Indian marketers are looking at using the digital medium in their marketing plan, we decided to conduct a research study on the topic and share the findings as presented in the first ever Webchutney Digital Media Outlook 2009 report
Mobile retail summit 26 1-12 - incentivatedJason Cross
The document discusses how integrating mobile messaging and websites can help retailers reach shoppers. It notes that mobile users expect fast loading sites and are more likely to purchase from retailers with optimized mobile experiences. The company Incentivated is presented as a mobile marketing specialist that can help clients with acquisition, customer relationship management, and mobile commerce through technologies like SMS, mobile internet, apps, and location marketing.
Mobile automotive masterclass deck camerjam mobile marketingJames Cameron
This document discusses strategies for fine-tuning mobile sites and apps. It covers analyzing mobile stats and fragmentation across operating systems and browsers. It recommends building for the future by considering both in-house development and outsourcing options, as well as measuring performance. The document also stresses thinking across multiple channels and provides a checklist of important considerations.
Mobile marketing overview for B2B and B2C marketers, covering the unprecedented growth and opportunities of mobile--as well as a summary of mobile marketing tools available to today's companies.
IDC/Dolby Brief: The Mobile Audio Opportunity 2015EllisReidIV
This brief from Dolby and IDC outlines the business opportunity for mobile device companies that can be derived from offering an improved audio experience in new smartphones and tablets.
ECOMMERCE INTEGRATION - Tips to try and traps to avoid for a successful integ...Petrica Dan Ragalie
This white paper discusses tips and potential traps for successfully integrating an ecommerce platform. It emphasizes taking a realistic look at an organization's current state and identifying internal factors that could stymie integration projects. Key steps include getting executive buy-in, building the right cross-functional team, and taking a realistic approach to integration given existing systems and their limitations. The goal is to execute integration confidently while avoiding common issues and costly mistakes.
The document is a report on digital travel that summarizes the results of a survey of 110 senior travel executives across Europe. It finds that reducing online shopping basket abandonment is the top priority for travel companies in 2016/17. It also finds that most companies feel they could use better data analytics tools to gain insights from customer data. While most are using data analytics, around 60% want to improve their solutions. Understanding mobile customer behavior and user reviews are key to improving the mobile booking experience. Increasing ancillary sales through add-ons is also a major focus.
Top 7 Identifiers of a High-Intent ConsumerJornaya
Leveraging data to zero in on the high-intent consumer is on every smart marketer’s radar these days. However, most marketers are overwhelmed by data and unsure of where they should focus their efforts. Here are the seven leading behaviors that represent the most predictive contributors of consumer intent.
Jetzet is developing an evolved travel marketplace and management system to address the needs of frequent travelers. It will provide an organized, intuitive platform accessible via mobile with full social controls. The solution is being designed by experienced frequent travelers to deliver a beautiful user experience with thoughtful conveniences. Currently in alpha testing, Jetzet aims to capitalize on the growing business travel market with innovative features, elegant design, and a one-stop approach.
Mobile UX Research: Travel Consumer Preferences for Mobile and TabletUserZoom
Webinar hosted by UserZoom on travel consumer preferences and landscape for mobile and tablet. Ania Rodriguez, CEO at Key Lime Interactive, also talked about mobile user experience research methods (both, qualitative and quantitative).
Key considerations for implementing mobile confirmitMerlien Institute
The document discusses the benefits of implementing a mobile engagement strategy to interact with customers. Mobile adoption is growing rapidly worldwide and changing customer expectations and behaviors. Customers now want interactions to be timely, relevant, and brief via their mobile devices. To maintain relationships, organizations need mobile strategies to engage customers anytime, anywhere. Some benefits include capturing more accurate feedback close to experiences, validating responses with location data and multimedia, and targeting customers based on location. Mobile engagement can make it easier for customers to provide feedback whenever convenient.
1) The document discusses how marketing has shifted from an "art" to a "science" due to changes in technology and customer expectations. Advances like social media, mobile devices, and cloud computing have given customers more control over brand conversations and empowered them to expect personalized, seamless experiences across channels.
2) It proposes a "Customer Value model" with four interconnecting layers: customer value at the core, surrounded by customer journey, customer value analytics, and finally company value. This model aims to continuously link customer insights and data to business decisions in real-time in order to maximize value for both customers and the company.
3) Achieving customer value now requires understanding customer needs, behaviors, and motiv
Australian Retail and the Digital AdvantageBen Gilchriest
This document discusses how Australian retailers can gain a digital advantage. It finds that while Australian consumers are early adopters of digital technologies, retailers are struggling to keep up with evolving customer demands. The document advocates developing a digital maturity by balancing investments in digital capabilities ("what" an organization does digitally) with strong digital transformation management ("how" an organization approaches digital transformation). Only a few "Digirati" retailers have achieved this, demonstrating both a digital vision and measurable business results from integrated digital initiatives. The document argues all retailers should take action now to develop their own digital DNA and close the gap with digitally mature competitors.
Reshaping the Bank around Pervasive Service DesignMauro Giorgi
The document discusses how banks can reshape themselves around pervasive service design and embrace mobile technology. It notes that customer behaviors have changed, with customers wanting constant connectivity, customization, and freedom of choice. New technology trends are enabling greater adoption of mobile channels. The document outlines how banks can leverage their assets like technology investments and customer data to expand their footprint across the entire customer journey. This requires new operating models, organizational structures, partnership models, and service creation processes. A case study of Hello Bank is presented as an example of a digital-focused bank.
Notes Version: Paradigm Shift The Changing Face of LoyaltyVivastream
The document discusses how four trends - disintermediation, socialization, gamification, and monetization - are changing loyalty marketing. Disintermediation refers to the elimination of intermediaries between companies and customers, allowing for more direct relationships. Social media and mobile platforms are uniquely suited to play a major role in loyalty programs by allowing customization and engagement. Programs are increasingly rewarding customers based on actual spending levels rather than proxies, improving marketing efficiency and the customer experience. These trends are driving more industries to launch loyalty programs with direct customer relationships.
Notes Version: Paradigm Shift The Changing Face of LoyaltyVivastream
The document discusses how four trends - disintermediation, socialization, gamification, and monetization - are changing loyalty marketing. Disintermediation refers to the elimination of intermediaries between companies and customers, allowing for more direct relationships. Social media and mobile platforms are uniquely suited to play a major role in loyalty programs by allowing customization and engagement. Programs are increasingly rewarding customers based on actual spending levels rather than proxies, improving marketing efficiency and the customer experience. These trends are driving more industries to launch loyalty programs with direct customer relationships.
Customers are becoming increasingly mobile, and, as a result,
the customer journey is in need of an overhaul. In May 2014,
mobile platforms accounted for 60% of total digital media time
spent.
1
Mobile spending is correspondingly increasing to match
customer behavior, with mobile devices accounting for one in four
of all online purchases in November 2014.
2
Although companies
understand the importance of mobile, it is Altimeter Group’s
belief that brands both underestimate and underinvest in mobile’s
promise. In our latest research into the evolving landscape of
digital transformation and the digital customer experience, we
learned that an understood and unified mobile strategy remains
largely elusive to many executives and strategists.
The Inevitability of a Mobile Only Customer ExperienceEric Espinosa
Mon précieux... diront certains annonceurs. Longtemps perçu comme second écran, le mobile joue du coude et s’empare à vitesse grand V du statut de premier écran chez la majorité des consommateurs connectés. Cette prise de pouvoir exige une adaptation par les marques de leurs expériences consommateurs. Un nouveau rapport de l’Altimeter Group indique la marche à suivre.
The document discusses how mobile has become the primary screen for many customers, with over half of online retail time now spent on mobile devices. However, many companies still do not have a unified mobile strategy and underestimate mobile's potential. The document outlines how companies need to adopt a mobile-first approach, designing customer journeys and experiences optimized for mobile to better meet customer expectations and engage customers across all touchpoints. It emphasizes that mobile should not be treated as just another channel but the primary platform for the customer experience.
The Inevitability of a Mobile-Only Customer ExperienceBrian Solis
Brian Solis and Jaimy Szymanski published new research to show how companies need to think Mobile-first and Mobile-only.
Customers are becoming increasingly mobile, and, as a result, the customer journey is in need of an overhaul. In this report, Altimeter Group focuses on how organizations can approach mobile design strategy through the lens of the evolving connected customer. Focusing on activities and outcomes with an understanding of consumer needs, objectives, and behaviors, companies are able to see past mobile as the latest “bright, shiny object.”
Following the four steps to building customer-centric mobile strategies outlined in this report, leaders can evolve mobile beyond being “just” another digital screen or channel to achieve greater business results.
Customer Experience Journeys and planning for data-fueled personalized experiences The customer journey is no longer linear. Planning and executing personalized and data-fueled customer journeys is becoming more and more imminent and an expectation. Brands should strive to provide a consistent and personalized experience for the customer using data and technology to understand their customers’ preferences and needs. The journey is constantly evolving as new technologies emerge and customer expectations change. Companies must stay attuned to these developments and continually update their approach to ensure they are delivering the best possible digital customer experience. Learn how to stay ahead in this ever-evolving world.
WHTA 10 Ways to Boost Your Business With Barcodes 20110629finndigital
This document discusses ways that businesses can boost their business through the use of barcodes and mobile technology. It outlines several primary uses of barcodes, including brand awareness, information gathering, influencing actions and purchases, and improving post-purchase experiences. It also provides examples of how barcodes can be used for mobile coupons, instructions, training materials, loyalty programs, and more. The document advocates for best practices like providing directions, ensuring cell coverage, adding value for users, measuring landing page traffic, and keeping promotions fresh.
Apple Passbook - The impact on mobile vouchering, and what it means for brand...BrandEmotivity
With the new mobile app Passbook, Apple is pushing ahead with a common infrastructure for the delivery of coupons, tickets, boarding passes and loyalty cards, straight into consumers’ pockets.
This whitepaper explores the advantages and challenges of Apple’s Passbook platform, why it matters for marketers and which brands will be able to benefit
from it.
Beyond Analysis provides data analytics and customer insights services. It has grown significantly since being founded in the UK in 2007, expanding internationally and increasing its product offerings and client portfolio. One of its major clients is Visa Europe, for which it develops segmentation and profiling of Visa cardholders to provide insights into spending behaviors. These insights help Visa and its banking partners better understand customers and engage them through targeted marketing campaigns. Beyond Analysis has also worked with companies like Flight Centre to analyze transaction data and customer profiles to improve marketing effectiveness and business efficiencies. Its services aim to help clients unlock value from their customer data by gaining a more comprehensive understanding of customers and their needs.
Mobile commerce is growing rapidly as consumers spend more time on their mobile devices and shift their preferences and purchasing habits to mobile-first businesses. Nearly all growth in digital commerce now comes from mobile, so businesses that do not invest in a mobile-first strategy risk losing customers and market share. The document provides tips and data for developers to help their clients understand the case for investing in mobile development, including native apps, responsive websites, return on investment calculations, and addressing common objections around customers' preferences, budget concerns, and unclear ROI.
A Catalunya ja hi ha 626 empreses que ofereixen solucions en economia circular, un àmbit que creix en importància a mesura que augmenta la consciència mediambiental. Consulta les dades al nou informe d’ACCIÓ.
A Catalunya ja hi ha 626 empreses que ofereixen solucions en economia circular, un àmbit que creix en importància a mesura que augmenta la consciència mediambiental. Consulta les dades al nou informe d’ACCIÓ.
Your Go-To Press Release Newswire for Maximum Visibility and Impact.pdfPressReleasePower4
This downloadable guide explains why press releases are still important for businesses today and the challenges you might face with traditional distribution methods. Learn how [Your Website Name] offers a comprehensive solution for crafting compelling press releases, targeting the right media outlets, and maximizing visibility.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
The Biggest Threat to Western Civilization _ Andy Blumenthal _ The Blogs.pdfAndy (Avraham) Blumenthal
Article in The Times of Israel by Andy Blumenthal: China and Russia are commonly considered the biggest military threats to Western civilization, but I believe that is incorrect. The biggest strategic threat is a terrorist Jihadi Caliphate.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
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1. ACC1Ó Esmorzars de Finançament
Corporate Venturing y Intrapreneurship
Charles Ehredt (Chuck)
Group Director, New Ventures & Innovation
charles.ehredt @ odigeo.com
@ChuckEhredt
March 19, 2013
2. ODIGEO Operates 4 Leading Online Travel Agency Brands
New Ventures Team
NEW
TECHNOLOGIES
NEW
BUSINESS
MODELS
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3. ODIGEO is the largest ecommerce business in Europe with only about 7% of the
Online Travel market
Competitive environment is
constantly changing
Consumer preferences are
constantly changing
Technologies are constantly
changing
Start-ups bring constant
innovation through
business models and/or
technology
Barriers to entry are very
low, but barriers to success
are very high
SOURCES: Nielsen, June 2012 (Italy, France, Spain); Omniture, June 2012 (UK, Germany); Google Adplanner,
June 2012 (Nordics, Portugal)
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4. ODIGEO offers early-stage companies marketing support and capital
investment, but the bigger opportunities are through internal innovation
The New Ventures & Innovation Team is dedicated to:
Study and anticipate shifts in the competitive landscape
Study and anticipate shifts in consumer preferences
Study new business models and technologies
Work across internal departments to drive innovation/coordination
Work with 3rd parties to access skills, products, and services not available internally
Key Observations:
Cost of Customer Acquisition has gone up dramatically in Europe in recent years
The Smartphone is driving structural changes in many industries
The Travel Market is maturing – leading to greater price transparency
Massive industry fragmentation implies a need to work with the eco-system
Deep expertise is required in a few operational areas for sustainable differentiation
Market demands have led to several shifts in the focus of the New Ventures team
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5. Global travel is large, growing, and customer habits are changing
Global Travel-related spend is $3,463B
Flights Lodging Auto In-destination Spend
$425B $581B $351B $2,106B
Food Local Transit Local Activities Travel Retail
$803B $598B $351B $346B
< 1% of destination travel spending is booked by OTAs (because it is not “planned“)
Even when bookable, less than 5% of local activity is booked online in advance
Local service providers are extremely fragmented, little publication of offers online, little
use of international standards for ease of distribution, and few global players
Source: USTravel.org, WTTC 2010, IATA 2010
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6. Technical and Cultural changes will likely affect the 6 traditional
phases of travel
Travel Spending Today – by Phase of Travel
Excell in online flight sales Leverage into new fields
$ $ $ $$$$$ $$$$$$$ $
20 years ago, these phases of travel were integrated – as a human travel
agent in a brick & mortar Travel Agency provided ideas and services.
During the past 15 years, the phases have not changed, but simply
migrated online with technical advances.
Unfortunately, the degree of fragmentation enabled by technology does not
serve the traveler´s primary objectives of simplifying the process and
having access to someone for help when there is a problem.
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7. Changes in Consumer Behavior create opportunities for suppliers who can present
compelling offers during Inspiration/Planning and engage travelers during their trip
Travel Spending Today – by Phase of Travel
Excell in online flight sales Leverage into new fields
$ $ $ $$$$$ $$$$$$$ $
Travel Spending in 2-5 years based on new Aggregators & Smartphones
Planning/Shopping/Booking
will blur together in Social
Travel (standalone Meta and
Excell in online flight sales
Booking sites will still exist) Leverage into new fields
$ $$$$$$$$ $$$ $$$$$$$$$$$$ $
Google, Apple, Facebook, and others will Mobile booking on the smartphone will
fiercely compete for the attention of customers be the transaction vehicle of choice
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8. ODIGEO is only involved in a few of the major areas of expenditure in the
Travel Eco-system
ODIGEO OTAs are not involved in some of the biggest areas of travel spending
Local Activities
Local Transit
ODIGEO
Restaurants/Bars
Flights
Accommodation
Rental Cars
Darker blue circles indicate services that would be Mobile-friendly. Offering such services makes Mobile solutions
much more sticky/useful, i.e., the smartphone will be the in-destination device of choice for discovery and booking.
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9. We are clearly in an age where the customer is highly empowered. Brands
must engage the customer with great services if we want their business
The consumer was
Time Magazine´s
“Person of the
The
Year” in 2006.
By 2012, Customer
is in
the Smartphone
has exponentially
added to the
Consumer´s
influence over Control !!
whom they choose
to do business
with, and how they
want to be served.
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10. Who is this customer and what do they want / need ?
Customers only care about reduced hassle and richer experiences
Customers vary, but generally align with 8 primary profiles
The ¨Sharing¨ economy has taught customers that a lot of
information is free, but quality still has a cost
To ¨win¨ in the marketplace, ODIGEO must allow the customer to
do business with us the way they choose
In response to market shifts, ODIGEO is increasingly focused on:
Enhancing Customer Relationship Management (CRM)
Engaging customers during their trips
Aggregating Long Tail products and services
Building a collaborative eco-system to rapidly adapt to changing
customer requirements
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11. Customer Engagement with a brand evolves through fairly predictable stages
that ODIGEO - through valuable products or services - can strongly influence
Striving for a “relationship” Loyalty and
Advocacy Drive Advocacy
with the customer Down the Cost
increases Lifetime Of Customer
value Acquisition Loyalty
Eventually Satisfaction
there is a
First Purchase
Selection
Pre-purchase
Consideration
Assessment
of Alternatives
Knowledge The only way to proactively
manage this process is with an
integrated, enterprise-wide
Awareness
CRM System
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12. Engaging and useful services are required to remain engaged with
customers
Nearly all employees are involved in Mobile Travel Companion
innovation, raising problems and Access to useful information
opportunities that get evaluated (Before & During Trips)
ODIGEO is interested in collaborating
with 3rd parties who can help deliver
customer value in-destination
(ByHours, ReallyLateBooking, TEPWireless, etc.) Flights
Internal projects include: Hotels
Passenger Rights for cancelled or Rental Car
delayed flights Tours
Delivering passenger itineraries on Guides
mobile devices Insurance
Proactively alerting customers of
delays or cancellations
CRM enhancements
Improving information quality
(booking confirmation emails, etc.)
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13. Gaining consensus across ODIGEO requires a lot of communication and
“data” to substantiate hypotheses
Adjusting business models is very difficult when
you have been so successful for many years
ODIGEO is remarkably innovative around its core
¨flights¨ product, but can be so focused on
optimizing the core business, that other
opportunities are missed
Measuring everything enables improves agreement
What we don´t know
concerning priorities that we don´t know
But sometimes, you must rely on instinct
What we know
that we don´t
know
What we
know
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14. Typical weekly activities for the ODIGEO New Ventures and Innovation Team
Respond to inquiries from Start-ups & Early Stage companies 4-6 hours
Conduct interviews with interesting candidates 4-6 hours
3 Major
Follow-up with companies on ODIGEO´s “Watch List” Internal 6-8 hours
Projects
Manage portfolio companies & commercial relations 12-16 hours
Conduct Due Diligence on Investment Prospects 0-20 hours
Almost Zero
Participate in Industry Conferences Time in 0-20 hours
Operations
Internal Meetings 8-16 hours
60-80 New
Design New Solutions Companies/ 8-20 hours
Ideas
Reviewed 14
Manage Internal Projects Companies 8-12 hours
per Quarter
in Portfolio
Prepare Company Presentations or on 4-12 hours
Watch List
Industry Research & Analysis 6-10 hours
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15. Innovation is often a matter of perspective
Be sure that “perspective” is objective
Companies compete based on:
Price
Innovation VS
Customer Relationships
Innovation is not only customer-facing, but can include internal processes and
supply-side improvements
For leaders in Operational roles, there is never time left over at the end of the day
for innovation
Innovation initiatives have a profound, positive impact on employee morale (hope)
Innovation should be led by people with credibility across the entire organization
(not a young MBA)
Innovation efforts can fail, but risk management can reduce the negative impact
Innovation is part of the long-term survival of a company; it cannot be started and
stopped frequently
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16. Thank You !
“In most organizations, change only comes
in two flavors: trivial and traumatic.”
- Gary Hamel, Wall Street Journal, Sept. 29, 2009
* Gary Hamel is considered the world s leading strategist by the Wall Street Journal and Financial Times
Charles Ehredt (Chuck)
Group Director, New Ventures & Innovation
charles.ehredt @ odigeo.com
@ChuckEhredt
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