Proosdij preso merlin_alberthartwig

agency for  
cross-channel  
communications

Mark Stadhouders 
Director Strategy, partnerships and sales
 
Creates valuable long-lasting connections with customers.
Over 15 years of experience with developing cross-channel
digital customer experiences in mobile, retail and
consumer electronics.
Samsung, Emakina
Albert Hartwig 
Creative Director, studio and project direction
 
Helps brands to understand consumers by using creative
strategy and concepting tools. With a data and result driven
foundation to deliver customer value growth and consumer
centric service propositions.
Yourzine, Philips
Mark and Albert developed innovative and engaging services for B2B2C brands and agencies
founders

we think users first and we design cross-channel experiences
the journey starts here

we build connected journeys that deliver valuable interactions

we connect rich data from each channel and make it actionable

we develop relevant content for each digital touchpoint

contact Merlin and start building meaningful relationships

Merlin is an agency focused on  
connected cross-channel experiences
We think users first and design 
connected journeys with rich profile data,
impactful experiences and customer centric
technologies to build meaningful relationships.

Cross Channel Visibility
WEB
SHOP
MOBILE
EDM
TABLET
SOCIAL MEDIA PRODUCT PURCHASE
CUSTOME CARE

Cross Channel Visibility
WEB
SHOP
MOBILE
EDM
TABLET
CUSTOME CARE1
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MUTUAL
VALUE
EXCHANGE
DATA & INSIGHTS
USER EXPERIENCE TECHNICAL SOLUTIONS
CREATIVE AND EFFECTIVE CONCEPTS
RIGHT BRAIN CREATIVE STRATEGY LEFT BRAIN IT
CREATIVE COMMUNICATION TECHNICAL DEPLOYMENT
Modern Marketeer balances between left brain, right brain, heart and guts.
not only cross channel, but also cross competence

Why, How, What - Simon Sineks Golden Circle (2009)
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=nl

understand your business and
consumers

First: business modeling and value proposition design
https://strategyzer.com/books

Business modeling and value proposition design (workshops)
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
channel phases
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
categories
Production
Problem Solving
Platform/Network
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we
offering to each Customer Segment?
Which customer needs are we satisfying?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment
dependent
Volume dependent
dynamic pricing
Negotiation (bargaining)
Yield Management
Real-time-Market
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.com
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer
Gain Creators
Pain Relievers
Products & Services
Gains
Pains
Customer Job(s)
List all the products and services your value proposition is
built around.
Which products and services do you offer that help your
customer get either a functional, social, or emotional job
done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer
perform the roles of:
Buyer
(e.g. products and services that help customers compare of-
fers, decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufac-
tured goods, face-to-face customer service), digital/virtual
(e.g. downloads, online recommendations), intangible (e.g.
copyrights, quality assurance), or financial (e.g. investment
funds, financing services).
Rank all products and services according to their
importance to your customer.
Are they crucial or trivial to your customer?
Describe how your products and services create
customer gains.
How do they create benefits your customer expects,
desires or would be surprised by, including functional utility,
social gains, positive emotions, and cost savings?
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Copy or outperform current solutions that delight
your customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power,
status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to
its relevance to your customer. Is it substantial or insignificant?
For each gain indicate how often it occurs.
Describe how your products and services alleviate customer
pains. How do they eliminate or reduce negative emotions,
undesired costs and situations, and risks your customer
experiences or could experience before, during, and after
getting the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them
a headache, …)
Fix under-performing solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate
resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or
eliminating worries, …)
Limit or eradicate common mistakes
customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve,
less resistance to change, …)
Rank each pain your products and services kill according
to their intensity for your customer. Is it very intense or
very light?
For each pain indicate how often it occurs. Risks your
customer experiences or could experience before, during,
and after getting the job done?
Describe the benefits your customer expects, desires or would
be surprised by. This includes functional utility, social gains,
positive emotions, and cost savings.
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
Describe negative emotions, undesired costs and situations,
and risks that your customer experiences or could experience
before, during, and after getting the job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires
substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a
headache, …)
How are current solutions under-performing
for your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting
things done, resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go aw-
fully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your
customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance
to change, …)
Rank each pain according to the intensity it represents for
your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
Describe what a specific customer segment is trying to get
done. It could be the tasks they are trying to perform and com-
plete, the problems they are trying to solve, or the needs they
are trying to satisfy.
What functional jobs are you helping your customer
get done? (e.g. perform or complete a specific task, solve a
specific problem, …)
What social jobs are you helping your customer get
done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer
get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer
satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs
ancillary jobs in different roles. Describe the jobs your
customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers
dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your
customer. Is it crucial or is it trivial? For each job
indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving,
outside, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of
ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success
and failure?
(e.g. performance, cost, …)
What would increase the likelihood of
adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain according to its relevance to your customer.
Is it substantial or is it insignificant? For each gain indicate
how often it occurs.
https://strategyzer.com/books

Empathy MapReally understand your consumers
Model in collaborative workshops

Human centric, agile, ﬂexible, inspired, disruptive 
passionate, creative, innovative, collaborative,  
playful, energetic, risk taking. 
Service design thinking is a holistic way for a
business to gain emphatic understanding of
customer needs.

Understand
consumers needs
in there daily life.
And make this
relationship
happen.
Consumer
needs, desires,
wishes
Understanding customer
needs and wishes
Capturing Customer Insights
Excellent and dedicated personal
services
Showing satisfaction
CONSUMER NEEDS OUR SOLUTIONSVALUE EXCHANGE
engagement
The best solutions
for you
Mutual Engagement
Mutual Value Exchange Modeling

Prototypes/Personas/Target groups
Get to know your audience and what drives them

Cross channel decision journey
INITIAL
CONSIDERATION
PURCHASE
ACTIVE EVALUATION
POST PURCHASE EXPERIENCE
LOYALTY LOOP
Trigger
1
2
3
4
5
6
7
8
@home on ipad
Browsing on
the Web
Touch and feel in
ofﬂine shop
Buy online
Engaging welcome
via E-mail
How to video’s on
Vimeo and Youtube
Upgrade campaign
via Social
Personalized
content via web and
social

Next Step: contact strategy
WEB
SHOP
MOBILE
EDM
TABLET
CUSTOME CARE1
2
3
2
1
4
5
5
3
5
6
7
6
6
Service history
Social Media Behavior (social logins)
Newsletter activity (OR/CTR/engagement)
Portal behavior (taxonomies)
Shopping behaviour
Communication history (newsletters, promotions, CCS)
Products (RFM via product registrations)
Living situation (family)
Promotional history (clearances)
Channel preference
Promotor ranking (first time buyer, fan, ambassador)
Targeted communication
based on profile depth
Omni channel personal communication
Ranking for loyalty prgram based
on quality profile
Product behaviour, preferences
Basic credentials
Persona type
Omni channel  
touchpoints
Profile depth for targeting & triggers
Inactive Lost
ProspectsCustomers
Other type of
users
CompetitorsClient users
Opt-ins
1st2nd>2Ambassador
1st2ndAmbassador
Ambassador
Ambassador
>2
>2 2nd
>2
Ambassador
Opt-ins
Product
registration
Profile
registration
Opt-ins
Our users
Profile depth
Value segmentation
Omnichannel lead management flow
Suspects Close
UpsellProspects Present@
——
——
—— @
Campaigns

We help you to
connect and engage
with customers.  
With expert knowledge
of digital consumer
behavior.
#merlinfact
!
@
Think
Engagement Value Index (EVI scorecard)
Marketing Eco-System Strategies
Digital Brand Mapping and touchpoint
analysis
Customer value proposition modelling
# ourservices

E
We design engaging
lifecycle strategies that
deliver. With smart
cross-channel
campaign flows
#merlinfact
Do
CRM Proﬁling and segmentation
Customer contact lifecycle strategies
Buyer Personas and Journey Mapping
Tooling Selection and Implementation
# ourservices

#merlinfact
Make
Responsive Landingpages and Websites
Mobile Applications and Omni-channel
Experiences
Relevant and Contextual Content
E-mail and Social Campaigns
We automate your
marketing and
increase conversion.
With the right tools,
processes and
platforms.
# ourservices

What makes us different
and stand out
Users first - UX design thinking
Dynamic Journey Thinking - optimising touchpoints
Content makes the difference - message house
CRM profiling - for a relevant and personal experience
Conversion tactics - lead and nurtering programs
Always result and data driven

inspiring projects we delivered for clients
cases

#samsung
Samsung CRM + Web
Consumer proposition
Social Integration Interactive forum

#philips
Philips - Cross Channel CRM
Alex checks
out the
product
landing page
for the new
Shaver Series
9000. this is
a cool
innovative
shaver. And
yeah, I need a
new one!
Partner Mail
30 year old Alex gets
an e-mail from a
Philips partner.
Alex is a 30 year old account manager not especially a Philips fan but loves gadgets and innovative technology
Trigger mail using external
database directing to the Space
Contest
TRIGGER:
Alex allowed to
receive partner
mails from a gadget
magazine he really
trusts. How cool,
there is a great
‘Space Contest’.
You can win a ticket
to Space!!
Joining the contest:
What a great challenge.
Of course Alex is going
to join this campaign.
OK! Would be very wise
to also opt-in before I
miss extra offers
related to the contest.
E-mail opt-in on
Contest Landing Page
1
2
3
Product landing page
4
5 ACTIVE
EVALUATION:
All information
on- and offline
about the new
shaver are pretty
convincing.
Two weeks after
the first e-mail
Edward receives
another e-mail
with even more
information but
above all a very
nice offer.
INITIAL
CONSIDERATION:
Besides the contest
updates Alex also
receives an e-mail
from Philips a week
later with campaign
updates and
promotion on this
new Philips shaver.
It’s clear that this
new shaver is great.
Buy in the Philips Online
Shop with extra Grooming
Club promotion if you
directly register your
product
Enough reason to go to the Philips online shop
Grooming Club
S9US123456
7890
www.phil
ips.com/m
yshaverse
ries9000
MEMBERSHI
P CARD
Campaign updates and
more on the
Shaver Series 9000 A good offer to interest
prospects to buy
GROOMING APP:
Besides the news-
letter the new App
is helping Edward
managing his styles
and Grooming Club
settings.
POST PURCHASE:
Edward is the proud owner of the Shaver
Series 9000 and is unpacking his new
device.
IN THE BOX:
All DFU’s are in an envelop. Pretty handy
because he puts it right away in his
cupboard where all his other Manuals are.
You never know when you need them.
Behind the Edward finds all relevant
information needed.
Grooming Club
S9US1234567890
www.philips.com/myshaverseries9000
MEMBERSHIP CARD
7
8
GROOMING CLUB:
Edward automatically will be a
Grooming Club member after
registering his device on the registration
page.
Starting with an extra year of warranty
and more future benefits only for
premium Grooming Club members
9
User friendly registration page
focussed on the relevant product
NEW SIMPLIFIED REGISTRATION:
The URL directs to the new simplified
registration page. Edward never registered a
Philips device earlier, but it’s pretty simple to
register and done in a couple of minutes.
Congratulations with buying
your new shaver
10
WARM WELCOME:
Directly after registration Edward gets a
confirmation e-mail. One day later he receives
a Warm Welcome e-mail. Call to actions to
everything Edward wants and needs to know
about his new Shaving device
Bi-monthly Grooming Club
Newsletter
11
BI-MONTHLY NEWSLETTER:
Edward decided to Opt-in for the Bi-monthly
newsletter because he will get loads of
Shaving and Grooming tips and special
Grooming Club offers specially for him each
quarter.
12
All DFU’s together in one
envelop, also online available
A personal code on the card
for Grooming Club Benefits
6
THE PERFECT
SHAVE, EVEN IN
ZERO-G
The first shaver to detect and hug the
contours of your face, cutting more hair in
every pass
Welcome Oswald Reisner
DONT FORGET TO
REFILL YOUR
SMART CLEAN
Or simply subscribe for
3 monthly shipments without
hassle with just one click.
GROOMING CLUB
GROOMING CLUB
THNKS FOR
REGISTERING YOUR
SHAVER 9000
Use your personal code for
even more personal offers
in the online shop
S9EU1234567890
Logged in as oswald@reisner.com
MALE GROOMING
ARTICLES -15% IN
ONLINE SHOP
GROOMING CLUB
-15%
CROSS SALES
Inspired by the contents on the
Experience Centre, Edward wants
to buy a Beard Trimmer 9000 to
style even more. 6 months after
purchase he gets this great offer
to buy it with 20% off.
ALERT TO REFILL THE
SMART CLEAN &
SUBSCRIPTION OFFER:
Two months later
Edward gets another mail
alerting him to refill his
Smart Clean system and
the necessity to do so.
Edward thinks the
subscription model is
very handy. He will get
his refills send home and
gets 20% off if he decides
now.
Tell us about your experience of
the perfect shave
13
15
Reset your shaver to new with
new SmartClean cartridges
Product Landing Page
Purchase your
refills directly
from online shop
16
17
Cross Sales
Shaver head
replacement
20
Upgrade to new
and better shaver
21
RATINGS & REVIEWS:
Edward is happy to share his thoughts on
the Philips online shop where he bought
his shaver and on Twitter where he is pretty
active. It only costs him 5 minutes of his
time
18 ONGOING CONTENT
In the meanwhile
Edward is very happy
with the personal style
tips and ‘very nice to
knows’ about the use of
his products served
regularly via the news
letter, the Cutting
Room (Experience
Centre) and the
Grooming App.
Product focussed
accessories mail
14
19
SHAVER HEAD
REPLACEMENT
Right on time! Edward read
that it’s wise to replace your
shaver head after 18 months.
Really cool that Philips is
helping Edward to remind this
one and also making it
attractive to replace with an
offer
PERSONALIZED SERVICE
He is always the first to know about the valuable Grooming
Club offers. And via these personalized touch points it’s
always easy to get personal service and information when
needs it
TIME TO UPGRADE
3 years Edward enjoyed his Shaver Series
9000. Edward is checking out some new
shavers already. Great, Philips is giving him
an upgrade offer to their latest new shaver.
RATINGS &
REVIEWS:
Edward really likes
his new Shaver. 4
weeks after
registration his
product he gets a
mail form Philips
with the kind
request to share
his experience
Your grooming expertise begins here:
www.philips.com/myshaverseries7000
Welcome to a more premium
shaving experience
Register your Shaver series 7000
online
www.philips.com/
myshaverseries7000
And receive:
Additional 6 months
extended warranty
for 2 1/2
years total
Registering will make
you a Grooming Club
member with extra
personal benefits
Register and get
personal advice on
which style suits you
best and how to
succeed
Register and get 50% off
your next Philips Norelco
SmartClean cleaning
cartrdidge purchase
Strategy Customer Journeys
Loyalty Personalized content

We help brands to connect, touch and engage  
Driven by consumer insights
albert.hartwig@merlincreatives.com | +31 6 83 54 55 54

Proosdij preso merlin_alberthartwig

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