Plug The Leaks - Drive the ROI back into your channel

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Plug The Leaks - Drive the ROI back into your channel

  1. 1. JOIN THE CONVERSATION ON TWITTER QUESTIONS? COMMENTS? JOIN US LIVE ON THE 10TH FROM ST. LOUIS Go to: http://www.twitter.com/ Enter #EngagingTimes in search box Hit Search. Will need to refresh Use #EngagingTimes to comment Enter #EngagingTimes in search box #EngagingTimes 1
  2. 2. PLUG THE LEAKS: 4 STEPS TO IMPROVE CHANNEL ROI MARCUS TEWKSBURY, ALTERIAN JOHN SOUTH, RAZOR IMS, ST. LOUIS DECEMBER 10, 2009
  3. 3. CHEESEBURGERS & STOCKS WHAT DO THESE THINGS HAVE IN COMMON?!? 3
  4. 4. SELLING IN CHANNELS THE FLOWS RUN FROM NATIONAL TO LOCAL THROUGH MANY CHANGING HANDS Heat Map National Awareness Chain, Carrier, Supplier Distributor, Interest Master Franchisor, Ed Bailey State Farm, Co-ops, etc. Dominos, Desire Fidelity, etc. Agents, SBA, Mercury Stores, etc. Insurance , etc. Acquisition The ‘Final Mile’ Local 4
  5. 5. COST OF FEEDING THE FUNNEL GROWING LEAD GENERATION ACTIVITIES ARE ALL BECOMING MORE EXPENSIVE Search Display Awareness Traditional Email 5
  6. 6. SPENDING IS UP ACROSS THE BOARD … AND ITS SPREAD ACROSS ALL THE PLAYERS National $170m Traditional $20m Local $300m $170m $40m Mail $50m $50m Display $25m $25m Email $30m $5m Search $40m $10m Website $5m $470m 6
  7. 7. WHERE IT’S BEING FELT LIFE IN THE CHANNEL IS GETTING TOUGHER Ed Bailey Snapshot •Title: CEO of Bailey Enterprises • Stores: 63 • Year in Business: 25 • Annual Revenue: ~$150m • Net Worth: ~$500m • Former Occupation: Marine 7
  8. 8. SYSTEMATIC PROBLEMS INDEPENDENT OPERATIONS STOKES INEFFICIENCY AND DUPLICATION Brand 180 ° Traditional Data Islands Inconsistent Lead Handoffs Competition 2 1 Branding Lead Queue Carriers / Suppliers And finally, in this structure in agencies Necessarily,at times loop, and other While corporate thenot only can the words In order to close marketersorleads must be channel great job duplicate their efforts, passed off between the organizations. This can do a the prospect behavior and connect members developing compelling sometimes they can you one is has many and branding itbe competing story lines programs,even need to be able marketingimplications, butcan be that it to Marketing Fulfillment with one another like with to life certainly extends prospect search. cycle. exceedingly difficult customerdown the connect an initial theto push itthe final sale. 3 line through the channels. very In the existing model this is Not only is there Local 90 ° Limited a people / communication issue as you complicated because the interaction data is Search 4 1 Print Lead Queue cross organizational lines, but at captured across three different times the motivations of distributors and agents may organizations and three or more systems.. Distributor not be in line with marketing at the suppliers. 3 90 ° 1 Lead Queue Agent 8
  9. 9. PROBLEMS QUALIFYING THE INABILITY TO CLOSE THE LOOP INHIBITS THE ABILITY TO TRULY QUALIFY LEADS Brand 180 ° Traditional Lead Queue Data Islands + Multiple Handoffs = Big Problem Carriers / Suppliers Marketing Fulfillment The inability to relate activity to financial Local 90 ° Limited results, and correspondingly the ability to Search Print Lead Queue score, results in poor leads being injected into and then passed through the Distributor channels. 90 ° In turn, the cycle of poor leads results in Lead Queue slower responsiveness which further Agent lengthens the already long process and ultimately lead decay. 9
  10. 10. NET EFFECT DECLINING MARGINS WE ARE SPENDING MORE TO MAKE LESS (OR SOMETIMES THE SAME) Awareness Interest Desire Acquisition Profit 10
  11. 11. TRUST FACTOR BUILDING TRUST AND LOYALTY IN THE CHANNEL IS A CHALLENGE 11
  12. 12. REDUCE HANDOFF LAG … BY AUTOMATING OR ELIMINATING STEPS IN THE PROCESS Shorten the cycle… …. with technology 12
  13. 13. SQUEEZING PARTNER MARGINS SUPPLIERS BEGIN TO OFFER MORE SERVICES AND PASS ON THE COST Channel Demand Creation Lead Queue Carriers / Suppliers 35% Supplier to Partner 54% Partner to Customer Marketing Fulfillment 11% Supplier to Customer Local Limited Source: SeriusDecisions Search 90 ° Print Best-in-class suppliers are also leveraging their Lead Queue channel to create demand, with the majority of Distributor their channel incentives being applied towards PARTNER-TO-CUSTOMER demand creation programs. One approach some suppliers are taking is to beef up their co-op marketing offerings in part to eliminate the need of like services at the distributor level. Of course, in so doing they will also push the cost to the distributor in the form of lower margins. 13
  14. 14. ONE BRAND’S JOURNEY
  15. 15. THE VISION: ALIGN THE CHANNEL FOR HI-IMPACT PROSPECTING & ROI Local is the new National Consumers expect messaging, offers and customer service that is relevent to their life They don’t care about the dynamics of the distributed organization To them it’s all the same brand 15
  16. 16. KEY COMPONENTS TO PAYING OFF LOCAL PROSPECTING VISION Organizational Alignment & Governance Insight, Strategy & Planning Relevant Messaging, Offers And Service To Local Consumers 16
  17. 17. REAL-WORLD ACTIVATION OUR EXPERIENCE BRINGING THE SOLUTION TO LIFE
  18. 18. BRINGING THE SOLUTION TO LIFE: THE CLIENT PROBLEM • The client problem: Strengths NATIONAL Weaknesses Driven by the • National branding corporate office • National campaigns were not campaigns were solid activated locally and there was an overall lack of field participation in • Current digital efforts local marketing efforts covered the basics well (Web, E-mail, search, • Local Web sites were all over the display, etc.) board and didn’t support brand – Customers local sites couldn’t track leads or • Centralized campaigns conversion and Prospects for traditional media were also effective • ROI reporting wasn’t available (broadcast, direct mail, print, etc.) • Customer marketing data was decentralized and in a variety of • The network of sales formats managers, players in the • Limited “variable data” marketing distribution channel and even top producers were LOCAL / no use of segmentation data for Driven by local targeting engaged affiliates 18
  19. 19. BRINGING THE SOLUTION TO LIFE: FROM-TO OBJECTIVES • Our objective involved a series of from-to scenarios: FROM … TO… campaign National DB National DB Field Assignment Field Rep 1 DB Field Rep 1 DB coordinated campaigns Field Rep 2 DB with targeted messaging Field Rep 2 DB Field Rep 3 DB Field…n DB campaign Field Rep 3 DB • Separate campaigns • Coordinated campaigns • Multiple DBs / multiple formats • Unified data structure • Random (uninformed) messaging • Targeted (informed) messaging 19
  20. 20. BRINGING THE SOLUTION TO LIFE: FROM-TO OBJECTIVES • Our objective involved a series of from-to scenarios: FROM … TO… • Confusing Web experience • Coordinated Web experience • Poor trackability • Sophisticated tracking • Competing online marketing • Optimized marketing spend 20
  21. 21. BRINGING THE SOLUTION TO LIFE: FROM-TO OBJECTIVES • Our objective involved a series of from-to scenarios: FROM … TO… • One size fits all • Customization/localization (local toolkit) • Weak coop community and little dialogue • Strengthen co-op community and dialogue • Push all materials to all field reps • Pull through, measure usage, on demand shipping • No local marketing plans • Bottom-up local co-op marketing plans • No visibility into best practices (distrust) • Shared learning/best practices 21
  22. 22. BRINGING THE SOLUTION TO LIFE: AN INTEGRATED APPROACH • Our integrated and localized solution: Data driven marketing Tracking & optimization • Localized content • Ad performance • Consumer attributes • Call logging • Past behavior • Prospect tracking • Products purchased • Conversions • Predictive modeling • Iterative adjustments 22
  23. 23. BRINGING THE SOLUTION TO LIFE: THE RESULTS • Program results: – Improved field rep flexibility, campaign tracking, and participation in local marketing • Customized marketing packages • Template-driven Web sites with local content • One-on-one market planning – Improved consumer experience due to marketing consistency and higher messaging relevency – Increased efficiency of a coordinated marketing spend (national, coop, local) • Reduced search overlap • Targeted display media 12% initial lift – Identification of opportunity areas for improvement • Answer the call and follow-up promptly • Be available to close the deal – And most importaly, higher conversion rates 23
  24. 24. SUCCESS FACTORS TO PAYING OF THE VISION 1. Listening to needs from both sides (corporate and the field) 2. Solidifying the consistency of the consumer experience Organizational 3. Taking the time to develop an integrated Alignment & multi-channel marketing Governance plan and communication architecture 4. Investing in the data, systems, and technology required Insight, Strategy & 5. Placing a priority on the need to track Planning conversion results (for both phone and online) and to then optimize the media accordingly Relevant Messaging, Offers And Service To 6. Delivering on the promise of customized Local Consumers messaging where possible 7. Working with the field one-on-one in the planning, implementation, monitoring, and evolution of localized campaigns 24
  25. 25. THANK YOU! • Marcus R. Tewksbury • Director of Customer Intelligence • Alterian • Email: tewksbum@alterian.com • IM: tewksbum@hotmail.com • Twitter: @tewksbum • John South • Chief Digital Officer • Razor • Email: John.South@razordriven.com

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