The document discusses using customer data and loyalty programs to increase retail footfalls and sales. It outlines how collecting customer data through loyalty signups and transactions allows retailers to better segment, target, and personalize marketing. This helps strengthen customer relationships and drives higher acquisition, activation, engagement, and retention. Loyalty programs combined with data analytics form the foundation for relevant rewards, recognition, and experiences that change customer behavior and convert footfalls into financial gains for retailers.
Ramkrishna is an interactive communications professional with experience in online advertising, brand strategy, and CRM. He has worked on campaigns for brands like Disney, Garnier, Sanofi, P&G Pharma, UBS, Harry&David and BMW. Some of his responsibilities included creating websites, product launches, and online marketing campaigns. He also has experience developing CRM strategies and digital customer engagement programs.
Loyalty programs are most effective when their design matches customer, market, and firm characteristics. An effective program offers relevant and attainable rewards to customers while aligning with the firm's goals, such as increasing profits or competitive advantage. Programs focused on value creation for customers are more likely to achieve sustainable loyalty versus those only offering deals. Starwood's loyalty program faces challenges in fully utilizing customer data and engaging non-members.
The document discusses business model canvases and how they can be used in the early stages of starting a business to experiment and validate assumptions. It provides examples of business model canvases for Godrej ChotuKool, Flipkart, and Crossword to illustrate how the canvases can be customized for different business models and customer segments. The canvases identify key partners, activities, resources, costs, revenue streams, value propositions, channels, and customer relationships/segments for each business.
This document summarizes an agenda for an SEM campaign management presentation. The agenda includes discussing SEM workflow and time allocation, match type strategies, and SEM industry metrics and trends. It also outlines how to set business goals and key performance indicators (KPIs) for optimization, and how to implement multi-KPI optimization, especially for tail keywords that have fewer data points, by factoring in leading indicator metrics.
This document discusses customer retention and maximization. It begins by defining different levels of customer relationships from always-a-share to lost-for-good customers. It then discusses the benefits of long-term customer relationships for sellers, including additional business opportunities, premium prices, and reduced costs. The document also covers sources of competitive advantage to build customer loyalty, factors that tie customers to relationships, and tools for customer retention like satisfaction surveys.
This document discusses integrated marketing communications (IMC) and the customer relationship management (CRM) process. It provides an overview of key aspects of developing an IMC strategy including segmenting customers, designing communications and pricing strategies, implementing the strategies, and evaluating results. The document outlines the continuous IMC planning process and tools that can be used, such as advertising, direct marketing, public relations, and personal selling. It also discusses how to allocate marketing communication budgets.
The document discusses customer loyalty solutions from Aimia. It highlights that Aimia has programs in multiple countries with hundreds of millions of members. It also notes that Aimia scored top marks in the 2016 Forrester Loyalty Provider Wave Report for best overall solution, technology capabilities, strategy, and loyalty management. The document provides an overview of Aimia's approach to strategy, technology, and operations for customer loyalty programs.
Ramkrishna is an interactive communications professional with experience in online advertising, brand strategy, and CRM. He has worked on campaigns for brands like Disney, Garnier, Sanofi, P&G Pharma, UBS, Harry&David and BMW. Some of his responsibilities included creating websites, product launches, and online marketing campaigns. He also has experience developing CRM strategies and digital customer engagement programs.
Loyalty programs are most effective when their design matches customer, market, and firm characteristics. An effective program offers relevant and attainable rewards to customers while aligning with the firm's goals, such as increasing profits or competitive advantage. Programs focused on value creation for customers are more likely to achieve sustainable loyalty versus those only offering deals. Starwood's loyalty program faces challenges in fully utilizing customer data and engaging non-members.
The document discusses business model canvases and how they can be used in the early stages of starting a business to experiment and validate assumptions. It provides examples of business model canvases for Godrej ChotuKool, Flipkart, and Crossword to illustrate how the canvases can be customized for different business models and customer segments. The canvases identify key partners, activities, resources, costs, revenue streams, value propositions, channels, and customer relationships/segments for each business.
This document summarizes an agenda for an SEM campaign management presentation. The agenda includes discussing SEM workflow and time allocation, match type strategies, and SEM industry metrics and trends. It also outlines how to set business goals and key performance indicators (KPIs) for optimization, and how to implement multi-KPI optimization, especially for tail keywords that have fewer data points, by factoring in leading indicator metrics.
This document discusses customer retention and maximization. It begins by defining different levels of customer relationships from always-a-share to lost-for-good customers. It then discusses the benefits of long-term customer relationships for sellers, including additional business opportunities, premium prices, and reduced costs. The document also covers sources of competitive advantage to build customer loyalty, factors that tie customers to relationships, and tools for customer retention like satisfaction surveys.
This document discusses integrated marketing communications (IMC) and the customer relationship management (CRM) process. It provides an overview of key aspects of developing an IMC strategy including segmenting customers, designing communications and pricing strategies, implementing the strategies, and evaluating results. The document outlines the continuous IMC planning process and tools that can be used, such as advertising, direct marketing, public relations, and personal selling. It also discusses how to allocate marketing communication budgets.
The document discusses customer loyalty solutions from Aimia. It highlights that Aimia has programs in multiple countries with hundreds of millions of members. It also notes that Aimia scored top marks in the 2016 Forrester Loyalty Provider Wave Report for best overall solution, technology capabilities, strategy, and loyalty management. The document provides an overview of Aimia's approach to strategy, technology, and operations for customer loyalty programs.
Vertex | Customer Managerment Outsourcing | Cross Sell / Up SellVertex Group
Are you making the most of every interaction with your customers? Vertex uses transformational strategies that analyze the process, technology, and business aspects of your organization to identify opportunities for upsell and cross-sell. We enable to you realize increased brand value and enhanced customer relationships, ultimately resulting in increased share of wallet, margins and revenue.
Indiana University - Accenture Case Competition 2009Matt Blair
This is a case recommendation that my team and I put together for a case competition put on by Accenture in 2009. We were given a company overview of a car manufacturer that wanted to get more in-tune with their service centers; we put together a sales presentation to illustrate the company-specific benefits for following through with our solution.
This document provides a matrix comparing various marketing automation vendors. It lists the company, target companies, offerings, highlights, notable customers, pricing, and year founded. Key details include that Aprimo targets large complex enterprises, Awebber and Constant Contact target small businesses, and Eloqua, ExactTarget, and HubSpot offer broader suites targeting a range of company sizes. Pricing ranges from low to high depending on the vendor and features.
This document discusses target pricing and how establishing appropriate target prices can help businesses manage revenue and margins. It explains that target prices serve as anchors in human decision making due to the psychological trait of anchoring. Target prices provide salespeople with pricing goals or benchmarks to aim for in negotiations with customers. The document then discusses how businesses can establish price guidance, including target prices, based on factors like historical price averages, percentile analysis of past deals, and segmentation of customers. It emphasizes setting realistic and data-driven guidelines to improve pricing performance and reduce need for manual price approvals.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
This document summarizes the credentials of a marketing research and consultancy firm established in 2001. It has expertise in conducting pan-India market research assignments using various techniques. The firm provides unbiased market insights and consulting services to help clients understand consumer behavior and address business issues. It has domain expertise in various industries and a geographic presence across India. The firm offers a range of market research services including advertising testing, demand forecasting, customer satisfaction studies, and brand tracking. It has infrastructure and resources to handle diverse research needs of clients in various sectors.
Achieving profitable to promise in distribution centric supply chainARC Advisory Group
The document discusses using activity-based costing (ABC) analytic engines to enable profitable-to-promise (PTP) order management in distribution-centric supply chains. Key points:
1) ABC analytic engines pull data from ERP and other systems to allocate costs by customer, product, and territory based on actual activities. This provides accurate customer profitability data needed for PTP.
2) Companies use the customer profitability data from ABC analytic engines to change unprofitable customer behaviors, renegotiate contracts, and decide which customers to drop if necessary.
3) Predictive modeling tools can also help price spot buys and orders in negotiation based on predicted profitability factors. The ABC engine then
1. The document describes a method for scalable, privacy-friendly targeted internet advertising using machine learning.
2. A bipartite graph is constructed from anonymized browser data and content URLs to measure each browser's proximity to different brands.
3. A two-stage modeling process is used, first estimating unconditional brand proximity scores, then a conditional model to find the best prospects given an ad impression.
The document discusses the freemium business model, which offers basic products or services for free while charging for premium features. It provides examples of companies using this model like Pandora, Dropbox, and Mailchimp. The key aspects covered include how to monetize the free users, typical conversion metrics from free to paid, challenges of the model, and the importance of establishing a culture of measurement to track performance.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
Profitable Selling at the "Moment of Truth"Vendavo
This document discusses how to enable sales representatives to drive profitable sales. It notes that market research found buyers are now more educated, social and independent. The traditional sales model of having to check prices and get approvals is outdated for today's fast-moving buyers. By arming sales reps with tools like Sales Advisor that provide pricing guidance, target prices, and approval workflows on mobile devices, reps can ensure optimal profitability on every deal at the "moment of truth" with customers. This allows reps to control profitability and improve margins on each deal.
The document discusses the freemium business model, which offers basic products or services for free while charging for premium features. It provides examples of companies using this model successfully like Pandora and Evernote. Key aspects covered include monetizing the free users, conversion metrics from free to paid, and establishing a culture of measurement to improve performance. Freemium can work if the free product is high quality and differentiated from the paid version, but it may cannibalize existing revenue and requires investment in infrastructure.
Interactive Marketing – Being Relevant to your CustomerIBM Sverige
How can you be relevant to each an every customer and prospect and respond to their needs in today's multi-channel world? We explore how leading brands across Europe are delivering this highly personalised experience to drive revenues, profits and greater customer experience.
Vladimir Mosewicz, EMM Subject Matter Expert, IBM Europe
1) The document discusses how to measure customer value by focusing on customer lifetime value, cost of customer acquisition, and growth rate.
2) It provides tips on developing strategic plans to improve customer experience at different stages from pre-sales to after-sales. This includes assessing the market, identifying target audiences, analyzing competitors, and tracking key metrics.
3) A case study is presented on how a company increased its membership by over 1 million users through an online marketing campaign, reducing customer acquisition costs and increasing future revenue.
The document discusses distribution channels and how companies can test hypotheses about selling their product through different channels. It examines key questions around how companies want to sell their product and how customers want to buy, covering various channel types like direct, retail, wholesale, and licensing. Different channel economics are explored through examples like book publishing that involve multiple players like publishers, distributors, wholesalers, retailers and end customers.
BMA Chicago: Driving Leads through Channel EcosystemsBMAChicago
The document discusses SAP's strategy to drive revenue through channel partnerships. It outlines SAP's goal to double channel revenue in four years by providing partners with effective demand generation programs. SAP launched a Marketing Service Bureau (MSB) program to develop turnkey marketing campaigns and reporting for partners. The MSB program increased qualified leads and pipeline for partners. SAP continues optimizing the MSB to improve lead conversion and expand offered services to better support partners.
Breakfast Seminar: Driving Leads Through Channel EcosystemPepper
This document discusses driving sales leads through channel ecosystems. It outlines the importance of indirect sales pathways like distributors, resellers, and partners. While direct sales are simpler, indirect channels play a key role in influencing customer purchases. The presentation recommends a holistic approach that provides communication, support, incentives, and training to both vendors and channel partners. This integrated strategy considers the entire customer journey from discovery to advocacy. The SAP case study highlights their focus on developing marketing programs and a compelling funding model to better engage their network of channel partners in driving new business.
1) CRM focuses on understanding customers throughout the entire customer lifecycle from initial awareness to repeat purchases. Segmenting customers based on metrics like recency, frequency, and monetary value allows companies to better target high-value customers.
2) Analysis of a yogurt company's loyalty program showed that a small percentage of highly engaged customers accounted for a disproportionate amount of sales and brand advocacy.
3) Developing targeted marketing strategies for different customer segments through a "customer map" can help companies improve retention of high-value customers and re-engage inactive customers.
Chap002 the character of business marketingHee Young Shin
The document discusses key aspects of business-to-business relationships and supply chain management. It describes how Cessna Aircraft integrated new product development, strategic sourcing, and production processes into its turnaround strategy. Effective supply chain management involves information sharing, joint planning, and coordination to eliminate waste, encourage innovation, improve quality, and provide flexibility. The types of business relationships that can form are transactional relationships and strategic partnerships, depending on the motivation level of both the buyer and seller to maintain an ongoing relationship. High-performance relationships require more than just financial considerations and depend on factors like integrity, fairness, loyalty, flexibility, and commitment.
The document discusses the freemium business model, which offers basic products or services for free while charging for premium features. It provides examples of companies using this model like Pandora, Dropbox, and Mailchimp. The key aspects covered include how to monetize free users, typical conversion metrics from free to paid, challenges of the model, and the importance of establishing a culture of measurement to track performance.
The document provides an overview and sample report of a business performance measurement tool called The Business Mirror. The tool allows businesses to [1] analyze key areas of their operations in a short period of time, [2] critically assess their performance by benchmarking against industry standards, and [3] identify areas for improvement to help their business grow. The sample report shows performance metrics and targets across various business functions including sales, operations, finance, protecting the business, and people.
Vertex | Customer Managerment Outsourcing | Cross Sell / Up SellVertex Group
Are you making the most of every interaction with your customers? Vertex uses transformational strategies that analyze the process, technology, and business aspects of your organization to identify opportunities for upsell and cross-sell. We enable to you realize increased brand value and enhanced customer relationships, ultimately resulting in increased share of wallet, margins and revenue.
Indiana University - Accenture Case Competition 2009Matt Blair
This is a case recommendation that my team and I put together for a case competition put on by Accenture in 2009. We were given a company overview of a car manufacturer that wanted to get more in-tune with their service centers; we put together a sales presentation to illustrate the company-specific benefits for following through with our solution.
This document provides a matrix comparing various marketing automation vendors. It lists the company, target companies, offerings, highlights, notable customers, pricing, and year founded. Key details include that Aprimo targets large complex enterprises, Awebber and Constant Contact target small businesses, and Eloqua, ExactTarget, and HubSpot offer broader suites targeting a range of company sizes. Pricing ranges from low to high depending on the vendor and features.
This document discusses target pricing and how establishing appropriate target prices can help businesses manage revenue and margins. It explains that target prices serve as anchors in human decision making due to the psychological trait of anchoring. Target prices provide salespeople with pricing goals or benchmarks to aim for in negotiations with customers. The document then discusses how businesses can establish price guidance, including target prices, based on factors like historical price averages, percentile analysis of past deals, and segmentation of customers. It emphasizes setting realistic and data-driven guidelines to improve pricing performance and reduce need for manual price approvals.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
This document summarizes the credentials of a marketing research and consultancy firm established in 2001. It has expertise in conducting pan-India market research assignments using various techniques. The firm provides unbiased market insights and consulting services to help clients understand consumer behavior and address business issues. It has domain expertise in various industries and a geographic presence across India. The firm offers a range of market research services including advertising testing, demand forecasting, customer satisfaction studies, and brand tracking. It has infrastructure and resources to handle diverse research needs of clients in various sectors.
Achieving profitable to promise in distribution centric supply chainARC Advisory Group
The document discusses using activity-based costing (ABC) analytic engines to enable profitable-to-promise (PTP) order management in distribution-centric supply chains. Key points:
1) ABC analytic engines pull data from ERP and other systems to allocate costs by customer, product, and territory based on actual activities. This provides accurate customer profitability data needed for PTP.
2) Companies use the customer profitability data from ABC analytic engines to change unprofitable customer behaviors, renegotiate contracts, and decide which customers to drop if necessary.
3) Predictive modeling tools can also help price spot buys and orders in negotiation based on predicted profitability factors. The ABC engine then
1. The document describes a method for scalable, privacy-friendly targeted internet advertising using machine learning.
2. A bipartite graph is constructed from anonymized browser data and content URLs to measure each browser's proximity to different brands.
3. A two-stage modeling process is used, first estimating unconditional brand proximity scores, then a conditional model to find the best prospects given an ad impression.
The document discusses the freemium business model, which offers basic products or services for free while charging for premium features. It provides examples of companies using this model like Pandora, Dropbox, and Mailchimp. The key aspects covered include how to monetize the free users, typical conversion metrics from free to paid, challenges of the model, and the importance of establishing a culture of measurement to track performance.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
Profitable Selling at the "Moment of Truth"Vendavo
This document discusses how to enable sales representatives to drive profitable sales. It notes that market research found buyers are now more educated, social and independent. The traditional sales model of having to check prices and get approvals is outdated for today's fast-moving buyers. By arming sales reps with tools like Sales Advisor that provide pricing guidance, target prices, and approval workflows on mobile devices, reps can ensure optimal profitability on every deal at the "moment of truth" with customers. This allows reps to control profitability and improve margins on each deal.
The document discusses the freemium business model, which offers basic products or services for free while charging for premium features. It provides examples of companies using this model successfully like Pandora and Evernote. Key aspects covered include monetizing the free users, conversion metrics from free to paid, and establishing a culture of measurement to improve performance. Freemium can work if the free product is high quality and differentiated from the paid version, but it may cannibalize existing revenue and requires investment in infrastructure.
Interactive Marketing – Being Relevant to your CustomerIBM Sverige
How can you be relevant to each an every customer and prospect and respond to their needs in today's multi-channel world? We explore how leading brands across Europe are delivering this highly personalised experience to drive revenues, profits and greater customer experience.
Vladimir Mosewicz, EMM Subject Matter Expert, IBM Europe
1) The document discusses how to measure customer value by focusing on customer lifetime value, cost of customer acquisition, and growth rate.
2) It provides tips on developing strategic plans to improve customer experience at different stages from pre-sales to after-sales. This includes assessing the market, identifying target audiences, analyzing competitors, and tracking key metrics.
3) A case study is presented on how a company increased its membership by over 1 million users through an online marketing campaign, reducing customer acquisition costs and increasing future revenue.
The document discusses distribution channels and how companies can test hypotheses about selling their product through different channels. It examines key questions around how companies want to sell their product and how customers want to buy, covering various channel types like direct, retail, wholesale, and licensing. Different channel economics are explored through examples like book publishing that involve multiple players like publishers, distributors, wholesalers, retailers and end customers.
BMA Chicago: Driving Leads through Channel EcosystemsBMAChicago
The document discusses SAP's strategy to drive revenue through channel partnerships. It outlines SAP's goal to double channel revenue in four years by providing partners with effective demand generation programs. SAP launched a Marketing Service Bureau (MSB) program to develop turnkey marketing campaigns and reporting for partners. The MSB program increased qualified leads and pipeline for partners. SAP continues optimizing the MSB to improve lead conversion and expand offered services to better support partners.
Breakfast Seminar: Driving Leads Through Channel EcosystemPepper
This document discusses driving sales leads through channel ecosystems. It outlines the importance of indirect sales pathways like distributors, resellers, and partners. While direct sales are simpler, indirect channels play a key role in influencing customer purchases. The presentation recommends a holistic approach that provides communication, support, incentives, and training to both vendors and channel partners. This integrated strategy considers the entire customer journey from discovery to advocacy. The SAP case study highlights their focus on developing marketing programs and a compelling funding model to better engage their network of channel partners in driving new business.
1) CRM focuses on understanding customers throughout the entire customer lifecycle from initial awareness to repeat purchases. Segmenting customers based on metrics like recency, frequency, and monetary value allows companies to better target high-value customers.
2) Analysis of a yogurt company's loyalty program showed that a small percentage of highly engaged customers accounted for a disproportionate amount of sales and brand advocacy.
3) Developing targeted marketing strategies for different customer segments through a "customer map" can help companies improve retention of high-value customers and re-engage inactive customers.
Chap002 the character of business marketingHee Young Shin
The document discusses key aspects of business-to-business relationships and supply chain management. It describes how Cessna Aircraft integrated new product development, strategic sourcing, and production processes into its turnaround strategy. Effective supply chain management involves information sharing, joint planning, and coordination to eliminate waste, encourage innovation, improve quality, and provide flexibility. The types of business relationships that can form are transactional relationships and strategic partnerships, depending on the motivation level of both the buyer and seller to maintain an ongoing relationship. High-performance relationships require more than just financial considerations and depend on factors like integrity, fairness, loyalty, flexibility, and commitment.
The document discusses the freemium business model, which offers basic products or services for free while charging for premium features. It provides examples of companies using this model like Pandora, Dropbox, and Mailchimp. The key aspects covered include how to monetize free users, typical conversion metrics from free to paid, challenges of the model, and the importance of establishing a culture of measurement to track performance.
The document provides an overview and sample report of a business performance measurement tool called The Business Mirror. The tool allows businesses to [1] analyze key areas of their operations in a short period of time, [2] critically assess their performance by benchmarking against industry standards, and [3] identify areas for improvement to help their business grow. The sample report shows performance metrics and targets across various business functions including sales, operations, finance, protecting the business, and people.
This document discusses the differences between traditional marketing and relationship marketing. Relationship marketing focuses on customer retention through long-term collaborative relationships, while traditional marketing focuses on customer acquisition. The goals of relationship marketing are to create value and retain customers through care and concern after purchases. Building trust, commitment, cooperation and exchanging information can help minimize relationship decay and strengthen bonds.
Recorded webinar from Sales Benchmark Index: Designing organizational models for inside sales. Links, downloads and registration for future presentations are included.
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
Van surfer naar koper en terug connecting the dotsBisnode Belgium
The document discusses connecting online and offline customer data and interactions to improve marketing efforts. It addresses challenges like identifying valuable customers across channels, understanding declared and undeclared customer behavior online, and getting online window shoppers to visit physical stores. The opportunity lies in collecting diverse data, qualifying customers, segmenting them based on business and consumer factors, and creating multi-channel marketing programs tailored to segments. This requires integrating customer data and conversations across channels and systems to develop a holistic understanding of customers.
Group 1 presented on Tata Tea and its acquisition of Tetley Tea. Key points include:
- Tata Tea was formed in 1964 and acquired Tetley in 2000 after initially losing a bid in 1995.
- Tetley was a pioneer in tea bags and specialized in fruit and herbal teas. It had a strong presence outside of India.
- A SWOT analysis found Tata Tea's strengths were its large size and brand loyalty, while weaknesses included technology and cost control.
- Valuing Tetley used approaches like income, market, and cost. The income approach examined metrics like price and volume premiums.
- Brand valuation looked at financial performance, brand strength, and the role of brands in purchasing
Alexander Group 2012 SaaS Benchmarking Study SaaS sales leaders looking for actionable insights to inform their 2012 strategy will receive a comprehensive set of metrics, including information on sales coverage, job roles, sales productivity, customer acquisition and retention, and sales compensation.
CRM Manufacturing - Birmingham 25th Jan 2012antonioferrin
This document discusses how customer relationship management (CRM) can help manufacturing companies. It defines CRM as "the company's response to the customer's control of the conversation." It explains that CRM focuses on understanding customers, their needs and value to the company. CRM helps manufacturers through initiatives like loyalty programs, customized offers and pricing, and analytical CRM to transform transactional data into customer insights and predictions. The document outlines key factors for successful CRM implementation, such as leadership from business areas, implementing in phases starting with highest ROI, communication, and defining clear metrics.
Kneebone financial services presentation Kneebone Inc.
Marketing Performance Management Presentation for financial services industry. Drive new accounts by increasing your marketing effectiveness. Kneebone is a cross marketing performance software platform.
Communicating the Value of SEO at a C-Suite LevelDoug Platts
It’s your 15 minutes of fame; you’ve got SEO onto the exec-level agenda and you want to make sure what you say has a positive impact on continuing to develop your SEO campaign.
What do you cover? How do you get that buy in? What level do you pitch your ideas at?
This document discusses the importance of search engine optimization (SEO) for CEOs and business leaders. It notes that organic search traffic is increasingly important for driving brand awareness and revenue. The document provides tips for SEO strategy and measurement, including aligning SEO to business goals, understanding analytics, forecasting growth, and managing expectations for SEO programs.
The document discusses sales management practices in the IT industry. It introduces the different segments of the IT industry and describes the sales cycle and challenges in IT sales. It then outlines the sales hierarchy and roles/responsibilities of sales teams. The document also covers compensation management, evaluating sales personnel, and the two main types of sales evaluation criteria: quantitative and qualitative.
The document discusses various traditional and non-traditional sales and marketing channels for hotels. It provides details on the rates, volume, sales expenses, and timelines associated with different channels like inbound/outbound travel agencies, websites, online travel agencies, global distribution systems, and review/discussion forums. It then evaluates the effectiveness of various digital marketing channels based on criteria like interaction, brand exposure, traffic generation, and search engine optimization.
This document provides a summary of the professional experience and qualifications of Priyadarshini Rajkumar. She has over 8 years of experience in marketing, business development, and digital solutions consulting for industries in India, the United States, and Europe. She holds a Management Studies graduate degree with a major in Marketing from BITS Pilani and is accredited with the National Retail Federation's Professional Retail Business Credential.
Achieving Dialogue In The Age Of The Omni-Channel CustomerG3 Communications
"Blast" marketing strategies of the past are no longer sufficient to engage today's customers and foster loyalty. Typical campaign response rates have plummeted while customer opt-out rates have ascended, limiting your ability to converse with even your most valuable customers. New automated dialogue strategies can help retailers create a seamless experience across all channels and engage with each of their customers as individuals, connecting every customer communication - outbound, inbound, marketing, sales or service - into an ongoing dialogue where customer insight and understanding forms the basis for each and every interaction.
This document discusses setting objectives, planning, and budgeting for integrated marketing communications (IMC) programs. It defines marketing versus communications objectives and explains how to establish specific, measurable objectives based on understanding customer purchase funnels and how different communications tools can impact awareness, interest, and conversion at various stages. The document also covers methods for determining IMC budgets, including top-down versus bottom-up approaches and using marginal analysis to optimize spending levels. It provides examples of how companies assess return on investment for marketing activities.
Similar to Workshop by Loyalty One- Turning customer footfalls into nancial gains (20)
Knowledge Report - Making Retail a preferred employment choice in the digital world by Anil Talreja, Partner M&A Tax, Deloitte India & Sucheta Hota, Director, Human Capital Consulting, Deloitte
This document outlines the life journey and career of an individual from 1965 to the present. It describes growing up in poverty with no resources and facing many failures early in their career. They went on to get an education and secure a government job, but still felt unfulfilled. They took several risks by leaving their job, getting married, and starting their own pathology business. Through focus, discipline, embracing risk, and creating value for others, their business grew rapidly to serve thousands of customers across many cities. They were able to provide jobs for many while also achieving personal financial success and valuations in the billions for their company. The document emphasizes values of creating value for others, enjoying life, investing in family and employees, and achieving
This document summarizes Accenture's research on the future of retailing and brand experiences. It discusses how living services have emerged from advances in technology over the past decades, including the web/internet and mobility. Accenture conducted a two-year study analyzing survey responses from 27,000 people to identify five dimensions (fun, relevant, engaging, social, and helpful) that measure customers' feelings toward brand experiences. The research aims to understand what makes people love a brand experience and what sustains that love over time. Accenture believes businesses need future-ready platforms with "dual velocity" to integrate core functions with third parties and platforms using technologies like artificial intelligence.
Bruce Harryman's document summarizes the history and evolution of John Lewis' supply chain and logistics network from 2002 to 2017. Over this period, John Lewis grew from 46 shops and 346 Waitrose shops to over 90,000 partners and £11 billion in annual sales. The key developments included establishing a single pool of shared stock across all channels in 2002, building a large automated distribution center called Magna Park in 2008, and continually expanding Magna Park to improve efficiencies around store-friendly deliveries, direct-to-customer capability, picking accuracy, and stock reduction. The document notes future challenges will involve adapting to changing customer behaviors like omnichannel shopping and responding to promotional events and seasonal demands.
This document discusses three megatrends reshaping retail: the store strikes back, shopping deconstructed, and Me2B (from B2C to focusing on individual shoppers). It notes that shoppers now research online and buy in stores, expect consistency across channels, and value personalization. The document promotes Salesforce's Shopper Success Platform for connecting stores, service, shoppers, and enabling agile innovation to meet modern shopper demands. It provides an example of an Indian furniture company using Service Cloud and Chatter to strengthen customer loyalty through omnichannel support and faster employee collaboration.
This document discusses how automation can help retailers address challenges in their supply chains, specifically in distribution centers and warehouses. It begins by providing context on the growth of the Indian retail industry and trends driving changes. It then outlines typical retail supply chain and warehouse operations before identifying key challenges such as high SKU volume, fragmented supply chains, and shortage of skilled labor. The document explains how automation can help with tasks like sorting, order fulfillment, and managing changing requirements. Finally, it provides examples of how automation solutions like sortation and goods-to-person picking can help a retailer improve efficiency and productivity.
This document discusses how digital and physical retail experiences are converging. It provides examples of brands that are merging digital and physical elements, such as Burberry broadcasting live catwalk shows to stores and mobile devices. It also discusses how technologies like RFID, mobile phone penetration, and the Internet of Things are influencing the customer experience. The document emphasizes the importance of connecting with customers across their entire journey from awareness to advocacy through both digital and physical touchpoints in an holistic way. It identifies vision and leadership, digital customer experience, and having a digital transformation team as the three key elements needed for successful digital transformation.
Santosh Gopal is the founder and CEO of a company that allows shipping without a recipient's mailing address. As the world becomes more mobile and social, mailing addresses are often missing from mobile contacts. The company has patented a solution that uses an email, mobile number, or social ID instead of an address to allow shipping. This enables new transactions and sales that were previously not possible without an address. It provides consumers with accessibility to all contacts without needing an address and merchants with faster checkouts and the ability to reach new prospects. Case studies showed growth in transactions, new merchant acquisition, and receivers becoming customers after using this address-free shipping solution.
This document discusses the growth of e-commerce globally and in India. Some key points:
- B2C e-commerce sales are expected to grow significantly worldwide by 2018, especially in Asia Pacific. India's e-commerce market is also expected to grow substantially, potentially reaching $76 billion by 2021.
- Mobile devices are becoming increasingly important for online shopping. Apparel and electronics are the most popular product categories purchased online.
- The SAP Hybris platform provides omni-channel capabilities to help retailers engage customers across multiple online and offline channels through features like CRM, marketing, commerce, order management, and APIs that integrate different systems.
The document discusses how retailers can use analytics to improve decision making in the digital era. It outlines how the scope of analytics has expanded from basic queries to complex algorithms to uncover patterns. Analytics can help retailers better understand customers, optimize pricing, promotions, and marketing spend. It also describes how analytics can streamline supply chains and inventory. While analytics have disrupted retail, the document notes retailers must focus on building internal capabilities like processes, culture, and resources to fully leverage analytics.
The document discusses how retailers need to connect with shoppers in new ways through personalization. It summarizes Salesforce's "Shopper Success Platform", which aims to help retailers personalize the retail experience for customers. The platform includes features like clienteling for personalized in-store shopping, personalized service across channels, real-time analytics to gain shopper insights, social tools to improve associate experiences, and agile app development to enable new forms of customer connection. The goal is to help retailers transform from transaction-focused systems to engaging customers through personalized experiences.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document summarizes the findings of a 2015 study on e-marketing in the Indian retail sector. It reports feedback from 80 retailers, including CXOs and marketing managers from both multi-brand and single-brand stores. The study found that print promotion remains the top offline marketing activity, while social media is the primary online activity. It also found that customer acquisition is the primary marketing goal, and most retailers plan to expand their business and product lines in the coming financial year. The document provides key insights into Indian retailers' online and offline marketing strategies and initiatives.
1) The document discusses the rise of "deletist consumers" who actively manage and reduce the communications they receive from companies.
2) It finds that consumers are overwhelmed by the volume of communications, especially email, SMS, and push notifications. Many have taken steps like closing accounts or deleting apps to reduce unwanted messages.
3) The document also reports that poor communication from companies can strongly negatively impact consumers, while good communication is merely satisfactory. Privacy and relevance are important factors for consumers.
This document discusses the changing retail landscape driven by digital disruption. It notes that digital natives aged 18-24 do most mobile shopping. Retail is being transformed by mobile technology, social networks, and how consumers interact and make decisions. Stores are also evolving in their role. The premium in the future will be on creating unique offers that keep customers coming back. An increasingly digital world is creating empowered consumers and new business environments. Technologies like analytics, cloud, mobility, and social media are top priorities for CIOs. India's IT-BPM exports to retail are growing and analytics are increasingly important. Key investments are in consulting, CRM, supply chain management, and sales/marketing. Startups also provide opportunities for
Workshop by Loyalty One- Turning customer footfalls into nancial gains
1. TURNING RETAIL FOOTFALLS
INTO GAINS
Caroline Papadatos, SVP International & Head of Global Alliances
Retail Leadership Conference, Mumbai, India
February 2013
7. 1 lac members mentioned their favourites
18,000 Gujaratis 16, 000 Bengalis
4000 GM / Directors 1.67 lacs – Members with 2 children
25,000 members with daughters of marriageable age
900+ million mobile phone users
15,000 Teachers
21,000 Marathis
31,000 Tamilians
6000 Doctors
46 million Indians active on Facebook 13+ million Indian broadband users
8. DATA & ANALYTICS
Contact Data Segmentation
Propensity
Marketing Modeling
Data Trigger-Based
Campaigns
Transactional
Data Geo-Targeting
Social Media Spend Curves
Data
Store
Redemption Assortment
Data Pricing
Optmization
20. SUPERNOSSO OUTPACED OVERALL MARKET SALES BY 7.5%
Jan 09 to Sep
Supernosso Store Sales, Pre and Post Dotz Oct 09 to
09, Grocer Launch July 09
trending Grocer
4.79% below (% Growth vs. previous year) trending
market 7.5%
Super Nosso YOY Growth Brazil Market YOY Growth
over
Market YOY Growth pre Dotz-launch: 5.4% YOY Growth since Dotz Launch: 13% market
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun ' Jul
'09 '09 '09 '09 '09 '09 '09 '09 '09 '09 '09 '09 '10 '10 '10 '10 '10 10 '10
SN YOY Growth pre Dotz-Launch: 0.7% Market YOY Growth since Dotz-launch: 5.5%
Sources: Abras BR Metrics Grocery sales Trend (www.abras.com.br ) - using the “REAL” numbers for the brazil market YOY growth.
24. DATA FUELS RELEVANCE
Potential to migrate or
consolidate spend in
Organized Retail
Indicator of increased Grocery
retail spending potential Value Added Spends,
Services on Frequency
smart phone?
Opportunities to drive
Travel Specialty cross-shop between
frequency, Retail Spends, brands
national / Frequency,
international? Preferences
Drive two- % of overall
wheeler, four- spend on
wheeler? credit card?
Premium Which
Indicators of household gas? categories?
spending and Identification of potential for
consumption increased card usage
25. PERSONALIZATION
1:1 tailored
and
relevant
messaging
Ability to
integrate into
broader
marketing
platform Highly
personalized
to individual
locale
Insight into
using Currency more
currency vs. cost-efficient
price (lower offer)
discounts
28. Welcoming customers Interaction with Senior management
Teachers from UP understanding the finer Doctors from Ahmedabad & Surat, busy in
details of jewellery manufacturing Diamond Session
30. 3 R’S AT WORK
MCI Friends & Family Program
– 22 members in your “calling circle”
– 10M customers within 24 months
– Market share lift of 6%
– Lower COA
– Higher conversion rate
30
32. Average Basket Size Average Transactions/Member
15%
25%
3 2.7
120 26% 42%
96 2.5
100 1% 1.9
27%
76 2 1.8
80
63 64 1.5 1.4
60
1
40
0.5
20
0
0 DM Responder DM Control
DM Responder DM Control
Pre Promo
Pre Promo
• Promotion lifted average basket size by 25% and average transactions per
member by 15% pre vs. post
34. “POTENTIAL”
Who are my most important Customers?
SEGMENTATION
Most current sales come from Biggest opportunity comes
Families with Children from Active Singles and
Couples
Segment Current Value & Potential Value
Sales $
Value- Famililies Older Familes with Working Active Active Empty Golden
Conscious with Teens Familieis Young Singles Couples Singles Nesters Years
Families Children
Current Sales Potential Sales
Provides the foundations for Customer-Centric strategy by
identifying, quantifying & prioritizing Customer Segments
35. APPAREL & FOOTWEAR RESULTS
AIR MILES AIR MILES
AIR MILES Same store sales annual member
member vs. non-member rewards markets spend increase
vs. rest of Canada during bonus period
84%
82 5.2 62 ROI!
% % %
Average spend / member Same store sales Average spend / member
• On average, Air Miles members responding to bonus offers spend 74% more at a footwear partner
• For example, a four-month bonus offer of 10x the Air Miles at the footwear partner resulted in 62%
increase in annual spend per Collector and 44% increase in spend per transaction, generating a
84% ROI for the retailer
35
36. PRODUCT SEQUENCING
Definitions
Visit #1 Visit #2 Visit #3
Plumbing Drywall Paint Cabinetry
“Sequence Rule: {Plumbing & Drywall} => {Paint} => {Cabinetry}”
• Support (%): 2%
– 2% of collectors purchased Plumbing and Drywall in one visit and then purchased paint and cabinetry
in the next two visits (regardless of any other items purchased in those visits)
• Confidence (%): 20%
– Of those customers that purchase Plumbing and Drywall on one trip and Paint on subsequent trip,
20% purchased Cabinetry after that
• Lift: 3.2
– Collectors who purchase Plumbing and Drywall on one trip and Paint on a subsequent trip are 3.2
times more likely to purchase Cabinetry then people who do not
36