Taking control of communication with data-driven marketing
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This document discusses marketing campaigns at Lexmark and Ericsson. It describes how Lexmark used customer segmentation, predictive modeling and a loyalty program to increase engagement and sales. The program resulted in higher membership, activity and purchases than predicted. The document also outlines Ericsson's global marketing processes and how they use events and digital tools to engage customers worldwide. It provides examples of how they plan, promote and track events. Overall it presents case studies on how two large companies use data and technology to improve marketing effectiveness, efficiency and ROI.
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Taking control of communication with data-driven marketing
- 3. …………………………………………………………………………………… Taking control of communication Outing Outing Outing Outing Outing Outing Outing Outing Outing Outing Outing OutingOuting Outing Outing Outing Outing Outing Outing Outing Outing Outing Outing
- 6. …………………………………………………………………………………… Lexmark • Lexmark: • $5 billion in revenue – 30% from Europe • Sell in 150 countries • Sell printers to consumers, small bus, and large enterprises • Most printers sold at a loss • A customer is only profitable after buying several ink cartridges • A large percentage of customers never become profitable • Growth in sales of non-OEM ink cartridges • All email communications have been “one size fits all” • Attempts to build direct relationships with consumers were failing • Their business model is in jeopardy
- 7. …………………………………………………………………………………… List Fatigue: Serious Problem Correlation Between Emails Sent and Response Rates 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% Q2 2004 Q3 2004 Q4 2004 Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006 Q1 2007 Click-Through-Rate 0 2 4 6 8 10 12 EmailsSent CTR Emails Sent Per Quarter CTR: click through rate
- 8. …………………………………………………………………………………… Challenge: Strategically • Identify profitable, potentially profitable, and unprofitable customers • Incent customers to buy more cartridges / Extend life of printer / Buy new printer • Create the most loyal customers in the industry • Build dialogs • Create customer lifetime value (CLV) model • Use prediction models • Create loyalty/rewards program
- 9. …………………………………………………………………………………… • Provides free cartridges to customers to buy and recycle OEM cartridges • Drive to website enrollment from: – In box promotion (printers and cartridges) – Product registration – E-store sales • Triggered and lifecycle emails based on: – Product registration – Anniversary of purchase – Parsing online sales data and sending email invites – Low-ink warning (for opt-ins) – Primary use of printer The Rewards Program
- 10. …………………………………………………………………………………… The Results • In first 6 months: 171.217 members • 343.941 email drive-to-customer satisfaction Surveys, 38% response Predicted Actual Result Active Members 5,243 18,529 253.40% Percentage of Members that are Active 2.95% 10.42% 253.40% Purchase Actions 8,010 33,209 314.59% Purchase Actions per Active Member 1.53 1.79 17.31% Purchase Actions per Enrolled Member 0.05 0.19 314.59% Predicted Actual Result
- 13. …………………………………………………………………………………… • Founded in 1876, Ericsson is a leading provider of communications networks, related services and handset technology platforms. Through their Sony Ericsson joint venture, they are also a major provider of handsets. • Headquartered in Stockholm, Sweden • Global: 24 market units across 175 countries • 65,000 employees
- 14. …………………………………………………………………………………… Ericsson’s Global Marketing Organization GF Marketing MU BU Strategy /Objectives Themes Product Areas Launch Programs P M P P Local launch Activity R&D Activity Activity PLCM Sub Activity
- 15. …………………………………………………………………………………… The race: a great vehicle for events • MU Iberia • MU SA • MU ME • MU INLK • MU SEA • MU China • MU Brazil • MU NA • MU NWE • MU NOBA • MU EE&CA
- 16. …………………………………………………………………………………… 1. PROJECT PLANNING • 8 Event Workflows 2. INVITATIONS • 4 Interactions Templates 3. REGISTRATION • Inbound Forms • 2 Custom Registration Reports 4. TRACK ATTENDANCE • Custom Contact History 5. POST EVENT PROCESS • Surveys 6. LEAD • Incl. Facility Mgmt. 7. ANALYSIS • Event Global Spend Report, ”The race is won before the start”
- 17. …………………………………………………………………………………… Event Management – Describing the process Plan and Budget Event Select Event Workflow 1 Create Event activities in Plan and Budget Module 2 Select workflow to manage event. 3 Segmentatio n Prepares and sends event emails. Prepare Invitation Details 4 Manage Onsite Activities Create Leads 5 Manages event. 6 Leads are created from events or via the ”Suspect Contact” process. Response Rate Follow Up Monitors registration response. ------- P&B ------- --------------------- Event Management / Dialogue Management -------------------- Lead Management ---
- 18. …………………………………………………………………………………… Events around events Ericsson and B2B showcase Portals Crew solution Customer Demos Pre-race & Pavilion Experience Crew stories Consumer storiesSony experience Racing technology VOR Community
- 20. …………………………………………………………………………………… Email is sent to customer with a link to the registration event landing page Interactive Dialogs that autoatically drive communication at the right time
- 22. …………………………………………………………………………………… Dialog waits for customer to actually fills out registration form (and send reminder if not done within certain period of time)
- 24. …………………………………………………………………………………… If customer registers, their lead score is increased, using lead scoring rules in Marketing Studio
- 25. …………………………………………………………………………………… If lead score is higher than a certain threshold value, a lead will automatically be created in the Sales Application
- 27. …………………………………………………………………………………… Marketing Transformation wins! • 12,000 hours per year saved • 14 systems eliminated • Apples and Apples • Full EMM within 12 months • Integrated Communication for Major Event Worldwide • 10% Reduction in number of weeks spent developing a marketing campaign • 15% Reduction in the time spent preparing for and managing event execution
- 30. …………………………………………………………………………………… Who is MGM MIRAGE? •One of the world's leading and most respected development companies with significant holdings in gaming, hospitality and entertainment •Owns and operates 16 properties located in Nevada, Mississippi & Michigan; has 50% investments in four other properties in Nevada, New Jersey, Illinois & Macau •MGM MIRAGE is developing major casino and non-casino resorts, separately and with partners in Las Vegas, Vietnam, the People's Republic of China and Abu Dhabi, U.A.E
- 31. …………………………………………………………………………………… MGM MIRAGE Goal & Vision Goal: Provide the best guest experience to the high and mid-end customers More Customer Trips to Our Properties Customers Spending More While Visiting Properties Increased Guest Satisfaction Across High & Mid-End Customers Give Customers What They Want, When They Want It Increase in New & Repeat Customers At All MGM MIRAGE Properties Achieve “measurable” returns on campaigns implemented
- 32. …………………………………………………………………………………… Rich Information: – Marketing preferences – Reservation data – Demographic segmentation – Hotel folio transactions – Gaming transactions – Marketing campaign data – Personality-based segmentation The Single Customer View
- 35. …………………………………………………………………………………… Discovering the value of our data Modeling our customers • Predicting New Member value • Identifying changes in playing patterns (Increase / Decrease) • Identify cross property graduation • Understand impact of marketing on gaming behavior • Understand if day of week or time of day has an impact on selling • Propensity to book add-ons • Propensity to respond models • Propensity to Book • Predicting Customer lifetime value • Identify preferred Offer / Creative / Message
- 36. …………………………………………………………………………………… Creatives based upon Segment “The Reel News” For Slot players “The Deal” For Table players
- 40. …………………………………………………………………………………… Dus verschillende aspecten Effectiviteit Efficiency ROI © 2010 Aprimo, Inc. 40