The data profiling of cervical screening non-attendance in Yorkshire and Humber clearly showed that group N (Struggling Families) was over-represented and consistently prevalent among all PCTs profiled. This target audience, characterized by young single mums, needs to be better understood to influence their behavior and increase screening rates.
1) The document discusses how customer engagement can be measured in economic terms through its positive impact on key metrics like revenue, profits, and stock price. Improving customer engagement by even 1% can have significant financial benefits for companies.
2) It provides a hypothetical example of measuring customer engagement levels among customers of a retail bank. Based on survey data, 35% of customers are highly engaged, 56% could be swayed either way, and 9% are disengaged.
3) The document aims to demonstrate that customer engagement is not as difficult to measure and improve as many companies believe, and that doing so can translate into increased loyalty, revenue, referrals, and other financially valuable outcomes.
2019 Insights from top US retailers on new trends in digital CXiAdvize
Gatepoint Research partnered with iAdvize to survey US Marketing, Customer Experience and Strategy leaders to better understand new priorities emerging for digital customer experience.
How to Use One-to-One Digital Technologies to Execute Relevant Marketing Camp...Lisa Landry
How do personalized variable data technologies increase response rates over static direct marketing efforts? Often, the process is as much about art as it is science. We’ll discuss the relevant variables that influence the success of a one-to-one marketing campaign. These variables include the relevance of message, the offer, the timing, the size of the campaign, the list (house vs. outside) and the quality of the creative. Response rates vary greatly by campaign objective. This slide share discusses the five major objectives: Direct Order, Lead Generation, Lead Nurture/Follow Up, New Customer Experience, and Loyalty. We’ll review how utilizing PURLs and QR codes can support your efforts, helping to qualify and quantify results, especially when coordinated with a cross-channel, multi-media effort that includes email marketing and other mass media assets. Real life case studies have been provided to support you in implementing your own successful campaign.
Lisa Landry, Founder and Creative Director, Savvy Workshop
Most organizations use multiple methods to capture customer feedback, but rely heavily on surveys. A study found that over 80% of senior executives closely monitor survey results. While surveys are useful, each method has strengths and limitations. To develop an effective customer feedback strategy, organizations should understand how well different methods address key questions and account for potential biases. Using a combination of methods can provide more comprehensive insights.
Medicare Marketing in Our Digital World- The definitive digital marketing han...Scott Levine
The document discusses how Medicare marketers are struggling to develop digital marketing strategies despite their audiences increasingly using digital channels. It notes that 65% of Medicare marketers felt unprepared for digital strategies. While older generations are adopting digital at rising rates, with 76% of 60-69 year olds using the internet daily, Medicare marketers have been slow to shift marketing online. The document argues that Medicare marketers must recognize their audiences are digital and develop comprehensive digital strategies that incorporate all channels, including mobile. It provides data on older Americans' digital usage and outlines 50 questions organizations should consider before developing a digital Medicare marketing strategy.
1) The document discusses how customer engagement can be measured in economic terms through its positive impact on key metrics like revenue, profits, and stock price. Improving customer engagement by even 1% can have significant financial benefits for companies.
2) It provides a hypothetical example of measuring customer engagement levels among customers of a retail bank. Based on survey data, 35% of customers are highly engaged, 56% could be swayed either way, and 9% are disengaged.
3) The document aims to demonstrate that customer engagement is not as difficult to measure and improve as many companies believe, and that doing so can translate into increased loyalty, revenue, referrals, and other financially valuable outcomes.
2019 Insights from top US retailers on new trends in digital CXiAdvize
Gatepoint Research partnered with iAdvize to survey US Marketing, Customer Experience and Strategy leaders to better understand new priorities emerging for digital customer experience.
How to Use One-to-One Digital Technologies to Execute Relevant Marketing Camp...Lisa Landry
How do personalized variable data technologies increase response rates over static direct marketing efforts? Often, the process is as much about art as it is science. We’ll discuss the relevant variables that influence the success of a one-to-one marketing campaign. These variables include the relevance of message, the offer, the timing, the size of the campaign, the list (house vs. outside) and the quality of the creative. Response rates vary greatly by campaign objective. This slide share discusses the five major objectives: Direct Order, Lead Generation, Lead Nurture/Follow Up, New Customer Experience, and Loyalty. We’ll review how utilizing PURLs and QR codes can support your efforts, helping to qualify and quantify results, especially when coordinated with a cross-channel, multi-media effort that includes email marketing and other mass media assets. Real life case studies have been provided to support you in implementing your own successful campaign.
Lisa Landry, Founder and Creative Director, Savvy Workshop
Most organizations use multiple methods to capture customer feedback, but rely heavily on surveys. A study found that over 80% of senior executives closely monitor survey results. While surveys are useful, each method has strengths and limitations. To develop an effective customer feedback strategy, organizations should understand how well different methods address key questions and account for potential biases. Using a combination of methods can provide more comprehensive insights.
Medicare Marketing in Our Digital World- The definitive digital marketing han...Scott Levine
The document discusses how Medicare marketers are struggling to develop digital marketing strategies despite their audiences increasingly using digital channels. It notes that 65% of Medicare marketers felt unprepared for digital strategies. While older generations are adopting digital at rising rates, with 76% of 60-69 year olds using the internet daily, Medicare marketers have been slow to shift marketing online. The document argues that Medicare marketers must recognize their audiences are digital and develop comprehensive digital strategies that incorporate all channels, including mobile. It provides data on older Americans' digital usage and outlines 50 questions organizations should consider before developing a digital Medicare marketing strategy.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
What are the most significant challenges you face in relation to B2B digital marketing?
There were four particular areas into which the vocally expressed challenges fell overall - money, time, ideas that work and organisational structures.
As has been mentioned earlier – a consistent theme among B2B marketers is the challenge to increase and manage resources behind delivery, but a second significant area coalesced around the need to create cut-through, produce quality content or engage with the audience more effectively.
Marketers, it would seem place high importance not just on reaching people but on engaging them effectively when they do. The third area of consistency was around organisational structures – whether the challenge of scaling projects globally or breaking through the internal silo mentality.
Digital Marketing Guide: Mobile Marketing for Medical Technology CompaniesGrey Matter Marketing
For most U.S. adults, a mobile device is a constant companion. You use it throughout the day, in multiple physical locations, and you also probably check it one more time before going to sleep at night.
So defining mobile as a channel, strategy or technology doesn’t quite do it justice; mobile is how we behave. It is how we live, research, document, and communicate.
The point is: if you are a marketer and are not considering how to reach your target audience on mobile, you are missing a large portion of their day.
Mobile can no longer be ignored by marketers who want to succeed and thrive in the new healthcare marketing landscape.
The Customer Loyalty Conundrum by Forrester ConsultingPaul Writer
The document discusses a study on customer loyalty programs. It finds that while loyalty marketers are confident in their strategies, there are gaps in how they integrate data and insights. Most programs focus on discounts and retention, but struggle to innovate and prove ROI across channels. Emerging channels like mobile and social are underutilized despite being important to reach customers. Loyalty programs need better integration of data and the ability to deliver personalized offers in real time.
This document outlines a stepwise approach to using data to drive marketing growth. It involves: 1) integrating all relevant customer data sources, 2) determining relationships between sources and KPIs, 3) establishing the minimum contacts needed to impact KPIs, 4) predicting effects of new plans using an RPS index, and 5) defining audiences and growth drivers. The approach was used by a company to develop a growth path, launch a new campaign, and optimize their media plan to better achieve marketing goals.
Mass-Personalization Strategy in MarketingJorge Wise
Mass-personalization relies on collecting and analyzing large amounts of customer data to personalize marketing communications for each individual customer based on their unique buying behaviors and needs. By processing billions of data points from customers, companies can discover patterns to micro-segment markets and generate tailored and timely product offerings and marketing messages for specific customers. The goal is to recognize customers individually and provide a personalized experience through targeted and meaningful communications.
The document discusses key factors to consider when choosing a provider for an online survey and feedback management system. It outlines questions in two categories - feature factors and company factors. Feature factors include questions about functionality, customization options, reporting capabilities, and ease of use. Company factors include the provider's stability, support resources, account management structure, and commitment to ensuring client success. The document advises evaluating these criteria to identify the right solution and safeguard important data, time, and financial investment.
We are pleased to present the 2018 CMO Virtual Event: The Future of Digital Customer Engagement. In partnership with Argyle Executive Forum, we sponsored this one hour exclusive webinar to explore digital transformation’s impact across marketing, e-commerce, and CX strategies. Terrence Fox, Director of Strategy from iAdvize moderates a highly informative dialog with senior executives from Ethan Allen Global, Crayola and The Hain Celestial Group. Explore the changing dynamics driving brands to reinvent themselves utilizing conversational marketing strategies, leveraging online and offline engagement tactics and utilizing brand ambassadors as the voice of the customer. Get strategic and tactical insight into the customer expectations for interactions with brands and what business leaders must do to remain competitive. View our on-demand webinar at https://bit.ly/2QKwTjL
The Customer Engagement Roadmap - The Key to Increasing the Value of Your Membership Base
Want to increase your subscription site’s profitability? The Customer Engagement Roadmap will show you how!
The document discusses measurement and metrics for public relations. It provides examples of key performance indicators (KPIs) that organizations can use to measure objectives like awareness, engagement, message penetration and thought leadership. These include metrics like cost per message communicated, share of positive coverage, and improvement in reputation scores. The document also outlines best practices for developing a measurement plan, including defining goals and benchmarks, selecting appropriate tools, conducting research, analyzing results and taking action.
Insurance companies are great at acquisition but bad at retention. Jack Morton offers our unique POV and 5 ways insurance brands can keep more customers.
At The End of every B is a C: B2B Customer Engagement with Paul GreenbergDale Roberts
There is no more B2B or C2C, only Human to Human. Customer engagement is the number one priority for every business. All organisations are figuring out how to engage customers and keep them engaged. What do you have to do? Who else does this well? What are the benefits?
The answers to these differentiate companies in busy markets and are the source of sustainable and profitable business. Paul Greenberg, author of CRM at the Speed of Light, known as the bible of CRM, will help you figure that out.
How to Leverage Customer Data to Optimize Your Email Campaign - Wayne CarriganOnline Marketing Summit
How to Leverage Customer Data to Optimize Your Email Campaign
This session will outline an Email optimization framework to help marketers enhance the performance of their emails and email marketing programs. Marketers will hear how to conduct extensive analysis of customers' behaviors as well as leverage this data to form a strong foundation of all online (and offline) campaigns.
* Wayne Carrigan, Executive Vice President, Thindata 1:1
Empirical Public Relations Survey: Penn Schoen Berlandpsbsrch123
Empirical public relations Survey carried out by PSB depicts that Empirical Public Relations has yet to be fully adopted but much progress has been made. And the introduction of more effective methods of media measurement will further its development. Public Relations today need Empirical Public Relations more than anything else if it has to remain relevant to corporate reputation.
Morgan Rees Published Works
Includes:
Book: Marketing Action Plans
Podcasts: http://www.morganrees.com/podcasts.2
Published author involving numerous marketing articles in trade magazines:
Harvard Law School: The Record - “Network Access is a Question of Privilege”
Security Management Today magazine (Nov Part 1) - “A Word to the Web wise…”
Security Management Today magazine (Dec Part 2) - “Borderless Security Takes shape”
Computer Reseller News - “Viewpoint-Access”
Sales and Marketing Strategies & News - “Philips
Electronics Uses the World as its Stage”
Exhibitor Management Magazine - “Think Big” (Cover story) Consolidation Solution
Morgan Rees, Author, book,magazines,podcasts, branding,marketing,morgan rees,product launches and strategies
Customer Data and Channel Integration: Harnessing the Two Secrets to Your Fut...Online Marketing Summit
Customer Data and Channel Integration: Harnessing the Two Secrets to Your Future Success
This keynote focuses on innovative ways to combine new and well-established marketing tools and data to capture the attention, imagination and loyalty of customers. Drawing from real-life case-studies, Scott Jamieson will share leading-edge ways to lift key aspects of multi-channel marketing campaigns.
* Scott Jamieson, Sr. Strategist & General Manager, Thindata 1:1
The document discusses the benefits of outsourcing channel marketing administration (CMA), including increased operational efficiency, cost reduction, and improved productivity and partner relationships. Outsourcing CMA allows companies to focus on core business operations while experts handle administrative tasks like lead qualification and sales development. This can increase qualified leads by 50% while reducing costs by 33%. The document also notes that most companies do not adequately measure cross-channel marketing activities or prioritize converting qualified leads, representing lost revenue opportunities.
The presentation explores the various strategic initiatives to be taken by Indian iron ore miners to survive the slowdown in iron ore demand, aggressive marketing by the world largest miner exporters from Australia and Brazil. The presentation calls for united effort from Indian iron ore miners/exporters to navigate the new scenario post global recession by suggesting strategies and action plan.
Science fiction is the most preferred book genre according to a survey, with 66.67% of respondents selecting it as their favorite. Fantasy and comedy were each preferred by 11.11% of participants, while romance, historical fiction, and mystery each received 0% of the votes. The results are based on a small sample size from an online survey.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
What are the most significant challenges you face in relation to B2B digital marketing?
There were four particular areas into which the vocally expressed challenges fell overall - money, time, ideas that work and organisational structures.
As has been mentioned earlier – a consistent theme among B2B marketers is the challenge to increase and manage resources behind delivery, but a second significant area coalesced around the need to create cut-through, produce quality content or engage with the audience more effectively.
Marketers, it would seem place high importance not just on reaching people but on engaging them effectively when they do. The third area of consistency was around organisational structures – whether the challenge of scaling projects globally or breaking through the internal silo mentality.
Digital Marketing Guide: Mobile Marketing for Medical Technology CompaniesGrey Matter Marketing
For most U.S. adults, a mobile device is a constant companion. You use it throughout the day, in multiple physical locations, and you also probably check it one more time before going to sleep at night.
So defining mobile as a channel, strategy or technology doesn’t quite do it justice; mobile is how we behave. It is how we live, research, document, and communicate.
The point is: if you are a marketer and are not considering how to reach your target audience on mobile, you are missing a large portion of their day.
Mobile can no longer be ignored by marketers who want to succeed and thrive in the new healthcare marketing landscape.
The Customer Loyalty Conundrum by Forrester ConsultingPaul Writer
The document discusses a study on customer loyalty programs. It finds that while loyalty marketers are confident in their strategies, there are gaps in how they integrate data and insights. Most programs focus on discounts and retention, but struggle to innovate and prove ROI across channels. Emerging channels like mobile and social are underutilized despite being important to reach customers. Loyalty programs need better integration of data and the ability to deliver personalized offers in real time.
This document outlines a stepwise approach to using data to drive marketing growth. It involves: 1) integrating all relevant customer data sources, 2) determining relationships between sources and KPIs, 3) establishing the minimum contacts needed to impact KPIs, 4) predicting effects of new plans using an RPS index, and 5) defining audiences and growth drivers. The approach was used by a company to develop a growth path, launch a new campaign, and optimize their media plan to better achieve marketing goals.
Mass-Personalization Strategy in MarketingJorge Wise
Mass-personalization relies on collecting and analyzing large amounts of customer data to personalize marketing communications for each individual customer based on their unique buying behaviors and needs. By processing billions of data points from customers, companies can discover patterns to micro-segment markets and generate tailored and timely product offerings and marketing messages for specific customers. The goal is to recognize customers individually and provide a personalized experience through targeted and meaningful communications.
The document discusses key factors to consider when choosing a provider for an online survey and feedback management system. It outlines questions in two categories - feature factors and company factors. Feature factors include questions about functionality, customization options, reporting capabilities, and ease of use. Company factors include the provider's stability, support resources, account management structure, and commitment to ensuring client success. The document advises evaluating these criteria to identify the right solution and safeguard important data, time, and financial investment.
We are pleased to present the 2018 CMO Virtual Event: The Future of Digital Customer Engagement. In partnership with Argyle Executive Forum, we sponsored this one hour exclusive webinar to explore digital transformation’s impact across marketing, e-commerce, and CX strategies. Terrence Fox, Director of Strategy from iAdvize moderates a highly informative dialog with senior executives from Ethan Allen Global, Crayola and The Hain Celestial Group. Explore the changing dynamics driving brands to reinvent themselves utilizing conversational marketing strategies, leveraging online and offline engagement tactics and utilizing brand ambassadors as the voice of the customer. Get strategic and tactical insight into the customer expectations for interactions with brands and what business leaders must do to remain competitive. View our on-demand webinar at https://bit.ly/2QKwTjL
The Customer Engagement Roadmap - The Key to Increasing the Value of Your Membership Base
Want to increase your subscription site’s profitability? The Customer Engagement Roadmap will show you how!
The document discusses measurement and metrics for public relations. It provides examples of key performance indicators (KPIs) that organizations can use to measure objectives like awareness, engagement, message penetration and thought leadership. These include metrics like cost per message communicated, share of positive coverage, and improvement in reputation scores. The document also outlines best practices for developing a measurement plan, including defining goals and benchmarks, selecting appropriate tools, conducting research, analyzing results and taking action.
Insurance companies are great at acquisition but bad at retention. Jack Morton offers our unique POV and 5 ways insurance brands can keep more customers.
At The End of every B is a C: B2B Customer Engagement with Paul GreenbergDale Roberts
There is no more B2B or C2C, only Human to Human. Customer engagement is the number one priority for every business. All organisations are figuring out how to engage customers and keep them engaged. What do you have to do? Who else does this well? What are the benefits?
The answers to these differentiate companies in busy markets and are the source of sustainable and profitable business. Paul Greenberg, author of CRM at the Speed of Light, known as the bible of CRM, will help you figure that out.
How to Leverage Customer Data to Optimize Your Email Campaign - Wayne CarriganOnline Marketing Summit
How to Leverage Customer Data to Optimize Your Email Campaign
This session will outline an Email optimization framework to help marketers enhance the performance of their emails and email marketing programs. Marketers will hear how to conduct extensive analysis of customers' behaviors as well as leverage this data to form a strong foundation of all online (and offline) campaigns.
* Wayne Carrigan, Executive Vice President, Thindata 1:1
Empirical Public Relations Survey: Penn Schoen Berlandpsbsrch123
Empirical public relations Survey carried out by PSB depicts that Empirical Public Relations has yet to be fully adopted but much progress has been made. And the introduction of more effective methods of media measurement will further its development. Public Relations today need Empirical Public Relations more than anything else if it has to remain relevant to corporate reputation.
Morgan Rees Published Works
Includes:
Book: Marketing Action Plans
Podcasts: http://www.morganrees.com/podcasts.2
Published author involving numerous marketing articles in trade magazines:
Harvard Law School: The Record - “Network Access is a Question of Privilege”
Security Management Today magazine (Nov Part 1) - “A Word to the Web wise…”
Security Management Today magazine (Dec Part 2) - “Borderless Security Takes shape”
Computer Reseller News - “Viewpoint-Access”
Sales and Marketing Strategies & News - “Philips
Electronics Uses the World as its Stage”
Exhibitor Management Magazine - “Think Big” (Cover story) Consolidation Solution
Morgan Rees, Author, book,magazines,podcasts, branding,marketing,morgan rees,product launches and strategies
Customer Data and Channel Integration: Harnessing the Two Secrets to Your Fut...Online Marketing Summit
Customer Data and Channel Integration: Harnessing the Two Secrets to Your Future Success
This keynote focuses on innovative ways to combine new and well-established marketing tools and data to capture the attention, imagination and loyalty of customers. Drawing from real-life case-studies, Scott Jamieson will share leading-edge ways to lift key aspects of multi-channel marketing campaigns.
* Scott Jamieson, Sr. Strategist & General Manager, Thindata 1:1
The document discusses the benefits of outsourcing channel marketing administration (CMA), including increased operational efficiency, cost reduction, and improved productivity and partner relationships. Outsourcing CMA allows companies to focus on core business operations while experts handle administrative tasks like lead qualification and sales development. This can increase qualified leads by 50% while reducing costs by 33%. The document also notes that most companies do not adequately measure cross-channel marketing activities or prioritize converting qualified leads, representing lost revenue opportunities.
The presentation explores the various strategic initiatives to be taken by Indian iron ore miners to survive the slowdown in iron ore demand, aggressive marketing by the world largest miner exporters from Australia and Brazil. The presentation calls for united effort from Indian iron ore miners/exporters to navigate the new scenario post global recession by suggesting strategies and action plan.
Science fiction is the most preferred book genre according to a survey, with 66.67% of respondents selecting it as their favorite. Fantasy and comedy were each preferred by 11.11% of participants, while romance, historical fiction, and mystery each received 0% of the votes. The results are based on a small sample size from an online survey.
This document discusses how The Data People uses data analytics to help businesses better understand their customers. They identify a company's most valuable customers through analyzing data on profitability, attitudes, demographics and more. The Data People then builds customer profiles and segments to tailor marketing strategies. Case studies show how they helped clients like Alliance & Leicester and Holmes Place increase response rates, reduce costs and lower customer churn through data-driven insights.
The document discusses knowledge creation and capture for competitive advantage. It describes how Japanese companies achieve continuous innovation through knowledge sharing and teamwork, capturing new knowledge from each job. It outlines Nonaka's model of knowledge conversion between tacit and explicit knowledge, and the knowledge spiral of socialization, externalization, combination, and internalization. Finally, it discusses technologies that support knowledge management systems, including portals to enable knowledge sharing.
The document discusses how writers can use participle phrases to show rather than tell when describing scenes or events. It provides examples of sentences with participial phrases from student writing that vividly describe an Olympic long jumper in flight, a tangled rhino, and a cheerful clown who has just committed a crime. Writers are encouraged to look at pictures and use participles in phrases to describe what is happening and allow readers to visualize the scene.
This very short document does not contain enough meaningful information to summarize in 3 sentences or less. It consists only of random letters and symbols without any coherent words, sentences, or discernible meaning.
Europe and developing countries have the highest literacy rates, while Asia has the lowest rates, with a 20% difference between the highest and lowest continents. The document provides answers to questions about which continents have the highest and lowest literacy rates and the percentage difference between the highest and lowest.
The document discusses evolving a long-term benchmark price for Indian iron ore exports to China. It notes that India is currently China's third largest iron ore supplier, filling demand not met by term contracts. It proposes a model to set benchmark prices for high-grade and medium-grade Indian iron ore based on the Brazilian benchmark price, freight costs, and a cost compensation for India. Setting an Indian benchmark price could stabilize supplies and prices for both Chinese buyers and Indian sellers.
This document discusses how The Data People helps companies identify their best customers and maximize profits through data-driven strategies and analytics. They analyze customer data to build detailed profiles, identify valuable customer segments, predict churn, and develop targeted marketing strategies. Case studies show how they helped companies like Alliance & Leicester increase website visits by 100% through improved targeting, and helped Nescafe launch a successful direct marketing campaign by creating an accurate customer profile model.
This document discusses how The Data People uses data analytics to help businesses better understand their customers. They identify a company's most valuable customers through analyzing data on profitability, demographics, lifestyle, and usage. The Data People then builds customer profiles and segments customers to tailor marketing strategies. Case studies show how they helped Alliance & Leicester increase website visits by over 100% and Holmes Place reduce customer acquisition costs and increase retention rates through predictive modeling.
After 15+ years of leading relationship marketing initiatives, I've developed this blueprint for a comprehensive customer loyalty strategy.
The focus is primarily on digital content subscriptions and SaaS, however these principles will work for any business looking to increase customer loyalty and lifetime value.
Please share your comments and questions!
My contact information is on slide 31 if you'd like a copy.
Online Test, Target and Measurement
The pressure to deliver results and show ROI for all marketing spend is further complicated by market pace changes and economic climate. Learn how to find the optimal mix of ideas, and do it faster to increase ROI on marketing spend and provide relevant content and interactions to target audiences through the different channels including web, email, and mail.
* Nancy Shaver, Consulting Principal, Experian Marketing Services
This document discusses approaches to measuring the impact of social media marketing. It begins by noting that measurement is a journey and that customers' experiences have changed significantly with the rise of social media. It then outlines five stages of social media integration for organizations, from initial experimentation to a fully engaged enterprise. The document focuses on challenges of linking social media activity to business outcomes. It proposes four approaches to measurement: behavioral, claimed, testable, and data mining. Each approach is described along with examples and limitations. Finally, the document advocates starting measurement efforts and noting that solving complex measurement problems requires an iterative approach.
The document discusses how to effectively measure social media by listening to online conversations, setting objectives and key performance indicators, benchmarking metrics, and producing monthly reports. It provides examples of how companies have increased customer engagement, referrals, and sales by monitoring social media. The presentation also includes case studies of how healthcare provider MD Anderson and technology company Techrigy achieved returns on investment from their social media monitoring and engagement efforts.
The document describes how athenahealth uses surveys and Salesforce to listen to customers. It discusses how athenahealth transitioned from a lack of integrated customer feedback to a mature voice of the customer program. The program now collects meaningful feedback across multiple channels using an intuitive survey platform integrated with Salesforce. This allows athenahealth to better understand customers and prioritize improvements based on diagnostic feedback.
Acquired Data Benchmark Report Resource Overview Dun & Bradstreet sponsored ...Demand Metric
Two broad approaches exist to improve data quality, accuracy and completeness: an in-house data hygiene process, and using external data or services. In a study sponsored by Dun & Bradstreet, Demand Metric studied both approaches, looking closely at the use of acquired data in sales and marketing applications/solutions.
The goal of the study was to learn how companies are using acquired data and how that data is making a difference in campaigns, demand generation and other key results. This report details the findings of this study, providing benchmarks for acquired data performance and making the case for its use.
The document discusses using customer insight to drive performance for a large wireless communication company. It describes implementing a phased approach including developing tactical targeting tools, identifying growth opportunities, and establishing an infrastructure to capture value. Case studies demonstrate segmenting the customer base to understand needs, prioritize initiatives, and maximize revenue and retention through targeted campaigns.
LSA17: Best Practices for Local Advertiser Retention (Green Banana, Boostabil...Localogy
The document provides best practices for advertiser retention based on research conducted with small and medium sized businesses. The research found that the top reasons advertisers cancelled were poor results, poor customer service, and high costs. Additional findings indicated that customers cared more about customer experience than the product or sales. The company analyzed the findings and implemented solutions like improved communication of success milestones, personalized customer service, and entry-level pricing packages. As a result, the company saw a reduction in churn, happier employees and clients, improved brand, and a more energetic company culture.
Machine learning for customer classificationAndrew Barnes
Machine learning can be used to classify customers into segments based on their behavior patterns and perceptions. This allows companies to better target customers. Traditional approaches provide a narrow view of customers due to limited data sources. Machine learning uses both internal customer data and market research to understand customers. Case studies showed how machine learning was used to segment customers for a telecommunications provider to improve bundle fit and satisfaction, segment physicians for a pharmaceutical company to target sales, and predict potential purchasers for a retailer.
The document discusses the importance of measuring customer experience through various metrics in order to improve customer satisfaction and loyalty. It explains that only 11% of marketers' decisions are currently based on data, despite customers now controlling information flow. The document outlines three key reasons for measurement: return on investment, optimizing key performance indicators, and gaining strategic insights. It then provides a framework for implementing a measurement process through defining objectives, metrics, analytics, and continuous improvement. The impacts of effective measurement include becoming more customer-centric, leveraging big data and technologies like gamification to enhance engagement.
This document discusses strategies for effective eDetailing to physicians. It begins with an analysis of the current situation for field promotion, noting that physicians are overwhelmed with details from pharmaceutical reps and spend more time online. The key questions covered include identifying appropriate eDetailing uses, determining the right marketing mix, overcoming organizational barriers, and measuring impact. Recommendations focus on optimizing reach and impact through recruitment, extended viewing audiences, best practices, and metrics. The future will likely see more medical work integrated into physicians' online activities.
Driving Results through Strategic Data Sourcing and Optimization: Life Line G...Vivastream
Life Line Global is a leading provider of preventative health screenings that screens over 1 million people annually. They were looking to rapidly grow their customer base in the US and globally. Merkle developed an analytical data sourcing and optimization solution for Life Line to improve targeting and performance. For the US, Merkle analyzed contact history, developed predictive models, and tested new targeting methods, increasing response rates by 38%. For the UK expansion, Merkle built separate predictive models for those with and without prior contact, yielding up to 62% improved performance. Merkle continues working with Life Line to further optimize targeting globally through advanced analytical solutions.
This is the presentation from our Exclusive Sydney CBD Event 7:30am August 24th 2017 as Industry Leaders shared their insights and thoughts on how to achieve scale and success with Social.
Todays top performing companies compete based on customer experience. Todays customers want a SMARTER customer service experience through their social channel of choice — one that is both FAST and PERSONAL. In fact, 64% of customers expect companies to respond and interact with them in real-time or they will take their business elsewhere.
What was covered?
* Social Customer Service & Crisis Management - How to offer a ubiquitous and robust service experience across social
* Social Listening - How to drive strategic decisions across your business based on customer and competitive insights
* Social Leads - How to generate Social leads for your sales team to nurture
* Command Centre - How to drive change and awareness within an organisation by making your internal stakeholders aware of everything that's happening on Social, Email, Web, Ads, Journeys and through Sales Leaderboards
At this exclusive event we learned how major brands are able to listen to their customers at scale, control communications in a crisis, and engage with their customers with personal service, in an instant... creating advocacy in this culture of immediacy.
Agenda:
* 7:30am Registration and Networking
* 8:00am Opening Remarks
* 8:05am Presentation: Adam Brown
* 8:45am Panel Discussion
* 9:05am Closing Remarks
* 9:15am Networking
Presenter
Adam Brown is Executive Strategist for Salesforce Marketing Cloud. He and his team deliver integrated social marketing strategy to customers and work with product teams to develop the best marketing products and solutions in the industry. Before joining Salesforce in May of 2013, Adam was Executive Director of Social Media at Dell, where he led the company’s consumer strategy around social media marketing, engagement and social commerce initiatives. Adam joined Dell in 2010 after spending four years creating and leading the Office of Digital & Social Media at The Coca-Cola Company.
The document discusses customer relationship management (CRM) strategies and the use of data in CRM. It describes the C-MAT model for customer management, which involves understanding customer value, behavior and attitudes. It also discusses integrating customer data into CRM strategies using tools like data warehousing and data mining to collect and analyze large amounts of customer data. The document provides examples of how companies can use data mining techniques like correlation, segmentation and propensity analysis to gain insights into customers.
MBA Projects, synopsis, and synopsis of various regular as well as distance learning undergraduate and postgraduate courses for various institutions like SMU – Sikkim Manipal University, SMUDE, AIMA, AMITY, IGNOU, SCDL, JAMIA, AMU, JHU etc.
The document discusses 20 marketing trends for 2022. Some of the key trends include:
1. Consumer values and expectations have shifted drastically due to the COVID pandemic, requiring brands to strategize and create new strategies to meet these changes.
2. Marketers must focus on building their first-party data strategies and personalizing experiences as third-party cookies are being phased out.
3. Research is becoming more democratized, with insights being generated through collaboration across organizations rather than isolated reports.
4. Testing and optimization are becoming ingrained in marketing organizations through increased investment in testing technology and dedicated teams.
The Best Practices 2013 Digital Marketing Consortium will bring together Executives from various leading companies around the world to tackle one question:
How do we make the most of Digital Marketing?
All members of the year-long Digital Marketing Consortium will receive not just results of our three-part study conducted throughout the year, but also access to the information and intelligence of fellow Consortium members, and updates by Best Practices researchers.
Early admission to the Consortium will begin December 2012. Membership rate increases January 1st and spaces will be limited. Contact Marty to enroll or learn more.
An online community intelligence audit follows a 4-step scalable process to deliver actionable insights for organizations:
1. Discovery - Define audit parameters mapped to objectives through keyword research and data modeling.
2. Data Modeling - Build and test a data model to ensure data integrity and validity.
3. Measurement - Measure community presence, reach, engagement and influence using benchmark metrics.
4. Analysis - Provide quantitative metrics and qualitative insights through measuring conversations and identifying themes.
The process begins with data collection and sampling to understand where target audiences are active online and validate strategies. Both quantitative and qualitative analysis are used to understand perceptions and conversations to develop effective online strategies. Ongoing audits are recommended
3. The Brief A major development in the Nescafe UP’s brand strategy was to narrow the target audience that all marketing communications were aimed at. Extensive work by the brand team had re-defined the audience that Nescafe UP would target. Two target audiences called Roast & Ground Dippers and Instant Dippers had been identified – c1.7m HH’s The brief was how, from a data perspective, do we find this audience to allow a major dm sampling campaign to take place
4. The Solution Nescafe did not have marketing data of their own There was not sufficient volumes of external data to purchase that identified ‘dipping’ In order to get the quantity and quality of data needed we proposed data modelling In simple terms, this meant creating a profile of the people we wanted and then finding lookalikes. The secret lay in having the most accurate profile at the start We recommended using Tesco Clubcard data to create the profile that the data model would be built around The model would then be applied to external lifestyle data sources
5. The Model TGI DATA VALUE DATA £ Build Data Model Matched to Claritas database Audience Characteristics
6. The Results The data model used in the direct marketing campaign proved to be highly successful The mailing delivered £280k uplift in the first three months alone The mailing had an impact on customers behaviour resulting in sustained change over a year – once customers had tried it they remained loyal Customers moved from the targeted product areas of Freeze Dried and R&G proving the model’s accuracy At a brand level customers were most likely to have moved from Kenco Ultra Premium and other Premium freeze dried coffees
8. The Brief Historical events and staff changes had led to there being a number of different unlinked customer and prospect databases Whilst these were being used as a growing repository of new leads as they arose, the following operations were not routinely performed: company name & address validation or cleansing identification of “gone-aways” linking multiple records for the same company tracking the progress and outcome of leads received Loctite required help in formulating the requirements for a consolidated ‘single view’ customer database
9. The Solution We conducted a short, intensive consultancy exercise: to review in detail the business requirements that should drive the future database system to identify the functional and information requirements of key decision-makers and members of staff within the business to critique the current databases in more detail and document their strengths and weaknesses to recommend a database solution going forward: proposing the most appropriate database software solution retaining and building on the strengths of the existing systems
10. The Solution Proposing a single company view that links and makes available all information relating to an individual company defining a closed-loop approach which tracks leads from outset to outcome defining rigorous data capture, cleansing and maintenance processes proposing a suite of reports tailored to the needs of key decision-makers identifying staff training needs and suggesting an appropriate programme addressing questions of core data fields and standardisation of data formats
11. The Solution In-bound Leads Dashboard Management Reporting Single Customer Database Data Capture Data Appending Data Cleaning De-Duplication Sales Force Lead Generation Marketing Sales Outcomes Sales Tracking
12. The Results The consultancy was completed within 3 weeks of being agreed As a result of this work a comprehensive brief was developed to appoint the database solution provider Continued consultancy was provided to assist the tendering and appointment process
14. The Brief Coverage rates in the cervical screening programme in the Yorkshire and the Humber were in rapid decline If nothing was done to address this decline then Primary Care Trusts would struggle to meet the national coverage targets A social marketing intervention will be undertaken to halt the steady decline in coverage rates amongst 25-34 year olds Our brief was to profile this age group to get a clearer understanding of which sections of society non-attendance of cervical screening is greatest so that a targeted research programme could be undertaken
15. The Solution The first challenge was to ascertain whether we could access data on non-attendees. We were able to access full post code data on non-attendance for each of the 14 PCTs in the SHA but no other data would be made available to protect patient confidentiality Working in partnership with Yorkshire & Humber Public Health Observatory we profiled the non-attendance data against 5 geo-demographic classification systems We analysed the data at regional and PCT level and split the age bands into 25-29 and 30-34 sub age bands We also profiled the general female population for the above to allow for indexing
16. Comparing Non-attendance Volume 25–34 Years of Age with Eligible Population Volume 25–34 Years of Age As a percentage, Group N (Struggling Families) is over-represented when compared against the Eligible population, which means that this group is ‘non-attending’ far more than it should
17. The Results The data profiling clearly showed Group N (Struggling Families) to be the dominant target audience when it comes to non-attendance This group is consistently prevalent amongst all PCTs profiled High incidence of young single mums appear to be a key feature after further analysis This key audience comes out through all the classification systems This will be a difficult group to influence but we now need to understand ‘why’ they are not attending their screenings and what messages and service offerings will positively influence their behaviour
19. The Brief Like many of its competitors, Holmes Place concentrated on acquisition during the unprecedented growth phase of the industry Customer retention and improved targeting for acquisition were recognised as important business drivers as: competition increased cost of acquisition increased attrition rates exceeded 50% per annum Little was known about the customer, and no estimates of customer value and what drives it had been evaluated The brief was to understand the customer better to allow for smarter and more efficient marketing activity
20. The Solution The first step was to take the client’s membership and transaction databases and combine them Append demographic and lifestyle information Identify valuable customers – including length of membership and additional spend (e.g. personal training) Profiles for each club by value band were compiled In addition, value groupings by type of membership and by number of visits to clubs were made
21. The Solution Key variables – transactional and lifestyle - for predicting closure of membership were identified The resulting model was applied to the customer base to predict the likelihood of attrition Although there are many factors affecting renewal of membership (such as moving away from the area), many members do not renew because of their lack of usage of the facilities available The models allowed us to identify the probability of each member renewing, and allows communication strategies to be put into practice for valuable but potentially disloyal customers
22. The Results Targeting for new customers has been revitalised After years of reducing returns from marketing targeted by demographics only, the new models coupled with data cleaning processes have resulted in a five-fold increase in response rates Costs per new member have been reduced Average value of each new member acquired was increased Early indications are that the modelling of likely defectors, coupled with communications designed to retain them, is starting to reduce churn rates
24. The Brief Alliance & Leicester had been using cold contact lists to direct potential customers to their web site, with limited success Registered users of the site were segmented by answers to basic financial questions only upon registration Communications to registered users had minimal tailoring With results from nearly 2 years’ activity now available, our brief was to optimise results – Increase visits to the site from dm activity Maximise the potential value of visitors to the site
25. The Solution The first step was to take the client’s database of registered users, plus a sample file of non-respondents, and append lifestyle and demographic overlays to the data CHAID modelling based on each set of overlays was carried out and gains charts compared to improve targeting The client’s registered user base was segmented in terms of their long-term behaviour in relation to the site The resulting 6 clusters were profiled in terms of their likely financial requirements and long-term value potential The rules for optimum allocation to segments were modelled using discriminant analysis
26. The Solution A series of new questions at registration were identified to give the client data to allocate the new user immediately to the appropriate segment
27. The Results There was an immediate increase of over 100% in site visits generated from direct mail through the improved targeting Value models within the segmentation allowed the client to estimate long-term potential value Thus determining the products advertised and marketing investment for each segment In addition, extra information about customers’ potential value are being added to the model as experience gives us more accurate information about the web-site’s longer term usage patterns and sales values
29. The Brief Jordans needed to increase its market share in a very competitive marketplace Research showed that the client suffered from low levels of heavy purchase customers relative to the competition Also many of its existing customers did not purchase more than one product in the client’s range Apart from general research the client knew little about its customers The brief was to understand the customer better and to address the above issues
30. The Solution The only customer data was contained in a file of entrants to promotions and competitions, most of them off-pack The recommendation was to build a customer database from which to run a CRM strategy It would attract new and existing customers by offering free sampling and trialling of the client’s products in return for information on purchasing This would enable us to: understand better the customer base improve targeting of all advertising, both above the line and below the line identify cross-selling and up-selling opportunities evaluate all marketing activity on ROI basis
31. The Solution Prior to any analysis, the client’s data was cleaned, enhanced and de-duped, and compiled into a relational database Segmentation using appended demographics, lifestyle and attitudinal data was undertaken Several down-market segments of “coupon clippers” rather than existing customers were identified and excluded A re-specified database was compiled to record mailings, coupon redemptions, purchasing data, demographics and lifestyle data
32. The Results Mailings and door-drops have attracted more “tasters” than was anticipated, most of whom have volunteered information on the brands they buy and how often Purchasing information is now being used as a vehicle for cross-selling purposes, and to identify customers who may be persuaded to buy larger packs more regularly The database now forms an integral part of the client’s knowledge base, and is helping to drive above-the-line activity as well as traditional direct marketing
34. The Brief NTL, suppliers of TV, telephone and BroadBand services via cable, had experienced a significant reduction in acquisition rates from their direct marketing – for new BroadBand services as well as their more traditional fare of Analogue and Digital TV and Telephone services With little understanding of the types of customer which were responding to different product offers, they had resorted to mailing everyone with generic offers, and hoping that “something would stick” Of course, less and less was sticking and they need help to market smarter
35. The Solution Initially, demographic and lifestyle data was matched and appended to the company’s customer and prospect base Profiles were built of customers with each product combination (analogue or digital TV, telephone, BroadBand – the latter at different speeds) and compared with the company’s defined catchment area Within each product combination, cluster analysis identified different groups with different requirements and different lifestyles, identifying opportunities for targeted creative treatments and offers As a result, CHAID analyses for each product combination were carried out
36. The Solution The models allowed us to rank every prospect and existing customer in terms of their likelihood to respond to each product offering Customers were further classified into segments using cluster analysis, so we were able to: rank all customers and prospects in terms of their likelihood to respond to each product offering identify the best product offering(s) for each customer or prospect use appropriate creative treatments and offers for each customer or prospect use different approaches and compile different offers for existing customers and prospects
37. The Results Testing of the models against control groups have verified the efficiency of the modelling as well as providing additional information for segmentation Significantly improved response rates have resulted, enabling the client to obtain more new customers and additional cross-selling for the same budget In addition, all new residents in the client’s catchment area can now be scored and the appropriate product offering and creative treatment assigned to them as soon as fresh data is received about the customer or prospect
39. The Brief In the de-regulated electricity market, there has always been a perceived danger of utilities “cherry-picking” profitable customers and using price to deter poorer customers Higher fuel prices for prepayment customers were seen as penalising poorer customers, based on the assumption that only those poorer customers used prepayment methods The Government put pressure on utilities to introduce pricing regimes for prepayment fuel to reduce the incidence of fuel poverty The client wanted to test the assumed relationship between prepayment methods and fuel poverty to enable it to respond to regulatory pressure regarding prepayment fuel charges
40. The Solution Segmentation and profiling of the utility’s prepayment customer database with appended lifestyle data, identified several discrete clusters of customers who take advantage of the prepayment facility Simplistically, they can be divided into two groups: the relatively poor, who use prepayment out of necessity e.g. for fuel budgeting purposes those who choose the prepayment option because it suits their lifestyle e.g. young professionals, perhaps renting privately A section of the former are estimated to be fuel poor, but very few of the second group are classified as such
41. The Results The client used the results of this research to convince government bodies and charity organisations that prepayment fuel purchase and fuel poverty are not necessarily related Subsidising prepayment costs would be wasteful since it would have the by-product of also helping much more wealthy sectors of the community. The analysis of prepayment customers differed significantly between areas of the country, with many more relatively wealthy prepayment fuel purchasers in London and the South East than in more rural areas of the UK So a national prepayment price regime would help the poor more in some areas than in others.
43. The Brief Loyalty to existing fuel suppliers is an important element of utilities’ marketing strategy in the de-regulated market and paramount to continued profitability We were asked to identify likely defectors – to and from the utility, in each catchment area and by combination of fuel – to enable an appropriate communications strategy to be implemented
44. The Solution Segmentation and profiling of “switchers” (those customers who have already switched their fuel supplier) identified discrete groups of people, with different reasons for switching Discriminant modelling of the separate groups of switchers allowed us to predict switching by an average of 3 times greater accuracy than chance alone
45. The Results The client was able to develop communications strategies with their creative agencies aimed at the most “vulnerable” customers, both inside and outside their catchment areas Each target group received a different message depending on their profile and likely reasons for switching As a result, customer acquisition costs have been reduced dramatically, and communication strategies for potentially disloyal customers have shown extremely positive returns on investment
47. The Brief Jif had been in the market place for 28 years (since 1973). Housewives had literally been using it for years. In January 2001, Jif changed its name to Cif because of Global Realignment The challenge was to migrate as many consumers as possible from Jif to Cif Extensive research had identified considerable resistance to any change of name amongst Jif's core audience Our brief was to Identify the most valuable Jif Cream users who would be resistant to the change
48. The Solution There were approx. 400k over 55yr. old Jif Cream consumers on Cif’s database. To find more users, we used external data sources. In addition we needed to identify the most vulnerable and valuable consumers - ‘The cream of the Cream users’ To find these 'change resistors' we used Social Value Groups (which groups consumer according to their values, beliefs and motivations) Three Social Value Groups (SVGs) - Social Resistors, Survivors and Belongers - were overlaid onto 55+ Jif Cream users SVGs also gave us the flexibility to be able to tailor messages to a particular group's 'hot buttons'
49. The Solution The three SVG data sets were then run against TNS tracking information to enable us to identify the most valuable consumers There were 200k consumers who were identified as most valuable and vulnerable – ‘Cream of the Cream users’ There were also another 800k Jif consumers who formed the next layer in terms of value and vulnerability - ‘Heavy Cream users’ The 200k most valuable and vulnerable consumers were targeted with a two stage mailing The 800k heavy cream users received a simple one stage mailer
51. The Results Contrary to the fear of losing sales the brand value has in fact increased by 9% overall The first ‘Cream of the Cream users’ mailing achieved a 32% coupon redemption rate and the follow-up mailing generated a staggering 58% response The sophisticated targeting undertaken to identify the target audience was used in future communications to these groups