Data Strategy Combined Feb 2010 V2


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The slides from a joint Atrium & Data Strategy Magazine Seminar. It covers Singel Customer Views, CRM, Permission-based Marketing, Social media and much more

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  • Introduce myself – Sarah Keyes – Currently work for Vertu Vertu created the luxury mobile phone category just over 10 yrs ago – pioneers design excellence, Joined 18 months to a new role at Vertu managing CRM – one of the key challenges was to set the CRM strategy and build a customer database Previously, I worked at BA for 11 years working in loyalty as Global Customer Loyalty Manager. Share with you some of my experience from working in a blue chip company with a mature customer database and legacy systems vs a small luxury company with no CRM system
  • About Vertu Use of materials including ceramic, leather, sapphire, and aerospace grade aluminum. Luxury lifestyle assistance & services – concierge button & city brief Direct rel with customers – no mobile phone operator
  • Cultural Change – shift the organisation to become customer centric, view the customer as an entity – not a product or a service, how is the customer’s journey with your organisation captured and monitored e.g. BA lifecycle 2. Internal PR Data is not very sexy, you need to make sure that everyone understands why this is important - bring it life, get people engaged right from the front line staff to your IT developers, paint the vision – here’s how things could be Must do this right from the start, talk about the opportunities 3. Stakeholder buy in Clearly identify who they are – FD, IT dept, customer services teams and customer touchpoints Who needs this data, who do you rely on to help you deliver SCV. Involve them right from the start – requirements stage, get their requirements in, through to decision making process and solutions 4. What’s in what’s out Your SCV marketing database can suddenly become the answer to everyones solutions – e.g. customer service – of course it can be but manage this separately under a separate project and budget 5. Are you data privacy compliant , how are you currently handling data – nasty surprises - do a data audit to uncover what’s out there, will your new solution fix these issues 6. Be realistic what is achievable both from your suppliers and your internal depts
  • Creating a SCV is like building a jigsaw – taking all of the customer interactions around the business and consolidating the information Creates an understanding of who your customer is – Vertu’s case product portfolio, service usage, product failure. Allows a relevant dialogue if you know what they have bought, what they are using your company for Marketing spend – target where best to spend your budget, create customer segments using your SCV, creating objectives and targets for each. Pyramid. Partnership opportunities – database become a very lucrative asset to build mutually beneficial partnerships – BA & AMEX, Vertu and lifestyle services & luxury partnerships Identify your best customers – F2F events, reward and recognise them – customer scoring at BA
  • Buy-in is critical After you have set the vision and articulated the opportunity, share this with your key stakeholders. Gain their agreement right through to the end users and your IT dept. You will need their co-operation to build the data feeds Manage & understand resistance You will come across resistance, need to build in-house – fear of lack of control, ownership of data – stakeholder buyin critial Involve key stakeholders Right from setting the requirements, pitch presentations and evaluation Hard work but will pay off Data integrity Take a sample of your data to understand how clean your data is. Find the data source and put strict, measurable SLAs into place, monitor – stop the rot. You need to decide if you want to pay to cleanse the data or allow our customer touch point teams to cleanse over time. Identify integration points & data synchronisation What has to be done internally Understand the SCV users requirements – avoid rejection of users What are their requirements, what will make them use the SCV, demonstrate the benefits. Involve in a trial so you can evolve the solution Identify the key decision makers
  • Speed It will be your own company that will slow down the SCV devt, resource not available, not a priority – get it on IT/tech dept plans asap, get high level commitment on milestones Expertise This is the suppliers bread and butter, they know how to do this, they are the expertise and will bring leading edge thinking – they have the finger on the pulse so you don’t have to. Your own IT dept will be generalists unless you work for blue chip company with dedicated database resource. Flexibility Supplier will have worked with countless other companies – seen it all before and are likely to be flexible in finding a solution. You are the customer Unlike dealing with internal depts – you call the shots, you pay them, you set the timings and deliverables (within reason) – measurable SLAs it is not in their interest to miss deadlines, their livelihood depends on it, your IT’s dept doesn’t/ Systems integration It’s likely that the supplier has a system that readily integrates with other systems unlike legacy systems – e.g. campaign mgmt, micro sites etc Analytics The supplier will know your data, analytics readily available, agreed SLAs, you are not at the bottom of a long reporting list – BA. Quick turnaround of reporting Problem resolution Will have an SLA to fix things for you, won’t have to wait for your own IT dept to prioritise your problem resolution Cost Manage the cost carefully – visibility of what is in your package and what isn’t
  • In-sourcing Depends on the size and expertise of your business BA – legacy systems, mature database integrate across many depts – tkting, check-in etc. Manage in house was appropriate – specific needs Strong IT dept with the necessary expertise Smaller business with reasonably off the shelf requirement outsourcing is appropriate You need to consider the following – Is your project prioritised within the business, has resource been allocated and set aside. Do you have the required resource in house, not outsourcing under a different guise e.g. contractors Legacy systems – ease of integration Infrastructure and governance
  • What’s important – agree your requirements upfront with stakeholders Clear objectives and criteria for measurement Avoid subjectivity Stakeholders Involve in supplier selection Chemistry Competency - Marketing agency vs data specialist – give example
  • Life on the other side – the grass is greener Understand your customers Having a holistic view of your customers can help you understand what message to give and when. Relevant dialogue by delivering triggered campaigns BA Tier Point runs – 3 months, count down to losing status – see customers booking flights just to retain their status. What data is missing, how many do you have? Allows you to manage the customer lifecycle you’ll know if they are a brand new customer – allows you to serve up activation messages – mileage collection to first reward flight, retention programmes and manage customer decline. Predict customer behaviour – intensive care programme at BA Cross sell and up-sell Timeliness of communication – upgrade communications 3 days before a flight, Vertu – accessories pushing the customer to the online store Measurable results - visibility Customer KPIs – Vertu now tracking the growth of “active customers” Customer insight generation Identify your best customers
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Every time you invite someone to interact with you over the web, you encourage them to a medium where it is EASY for them to compare YOU with your competition. Whereas all advertising has an effect on overall market growth, web based marketing can disproportionately benefit your competitors. Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Smartphones make it even easier for consumers to make comparisons and check prices AS they shop in the high street. The result is loyalty is degrading – fast! Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • There’s a reason DirectLine’s ads focus on CALLING them with the web as an aside and they refuse to use price comparison websites. We have heard from a couple of insurance companies that they are reverting to traditional Direct marketing because the customers they get that way have far greater loyalty. Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Trains generally have a poor reputation. But let’s look at ScotRail. In four years they have built up a permissioned database of rail travellers of nearly 1 million people. Their home page makes no less than three different offers to encourage registration. The ROI on some of their campaigns is nearly 300%. Open rates are regularly over 50%. And they were the Public Transport Operator of the Year in 2009 How? By sticking to the 4 “P’s - Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Take a look here at the level of detail they go into on the registration form – many people will tell you that this is way too much. But it shows that ScotRail are interested in their customers and, crucially, look at the bottom box in the far right column, it’s PRE-TICKED, automatically opting people out of third-party communications unless they SPECIFICALLY want them! Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page Dell claim to have sold $6M via their Twitter feed, but fewer than 100 people follow the feed. Even WallMart only has 8,000 followers for its offers feed, Coca-Cola has 10 who have tagged entries with Mycoke in the last ten days despite its featuring on the Coke website. The reality is that how you communicate with consumers has become immensely complex. You need them to tell you how they want you to talk to them – when, about what and through which channel. While Eurostar has created three Twitter feeds – Eurostarcomms with 232 followers, @little_break with 1400 followers and @creamoflondon with 700 followers. And Nectar have announced a tie-up to share data with Yahoo to merge on-line data with actual sales data. So far 20,000 people have signed up in return for extra points
  • The sheer rate of change in communication channels is beyond the capacity of many CRM systems to cope – for example hope to support Twitter by Q3 this year – but by then it may be all over for Twitter. Big monolithic CRM can’t react fast enough.
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page Today, many of your more valuable customers are “always-on” and it will become more intense Simply calling, texting or emailing at the wrong time or being unavailable at the right time will disrupt the dialogue. Permission Marketing is Consensual and Dynamic
  • FlexPoint is our value-based segmentation tool. It uses outbound marketing activity and the responses and non-responses to it to build a highly predictive index of precisely where to invest your direct marketing budget. Here is the raw data from a major insurance company, regardless of channel.
  • But when we look at a comparison of two communication channels we find a very interesting picture emerges.
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Thursday, 01 September 2005 Copyright 2005 Marketing Improvement Page
  • Data Strategy Combined Feb 2010 V2

    1. 1. Welcome to Customer Data Made to Measure A Seminar by Data Strategy & Atrium UK
    2. 2. Agenda 9.30 Introduction – David Reed, Data Strategy CRM vs SCV – Paul Schulz, Atrium 10.30 Coffee Rough Guide to SCV, Sarah Keyes, Vertu Permission-Based Marketing, Tim Beadle, Atrium Panel Q&A 12.30 Close
    3. 3. Some Views on Single Customer Views David Reed Editor Data Strategy
    4. 4. Some Views on Single Customer Views <ul><li>State of the Nation Survey </li></ul><ul><li>October 2008 and 2009 </li></ul><ul><li>377 Respondents </li></ul>
    5. 5. Some Views on Single Customer Views
    6. 6. Some Views on Single Customer Views <ul><li>SCV self-defined </li></ul><ul><li>Sample self-selecting </li></ul><ul><li>Anecdotally much lower level </li></ul><ul><li>Depends on your view of SCV </li></ul>
    7. 7. Some Views on Single Customer Views
    8. 8. Some Views on Single Customer Views <ul><li>Marketing main driver - contrast with IT-driven enterprise SCV </li></ul><ul><li>Significant board-level involvement </li></ul><ul><li>Surprising gap in </li></ul>
    9. 9. Some Views on Single Customer Views
    10. 10. Some Views on Single Customer Views <ul><li>Customer data widely siloed </li></ul><ul><li>Across the enterprise, but not enterprise-wide </li></ul><ul><li>Challenges of “ownership” are multiplied </li></ul>
    11. 11. Some Views on Single Customer Views
    12. 12. Some Views on Single Customer Views <ul><li>More department than enterprise focused </li></ul><ul><li>More tactical than strategic </li></ul><ul><li>ROI clearly in short rather than long term </li></ul>
    13. 13. Some Views on Single Customer Views
    14. 14. Some Views on Single Customer Views
    15. 15. Some Views on Single Customer Views <ul><li>No doubt about the importance of SCV </li></ul><ul><li>Reasons to believe delivery has not met expectations </li></ul><ul><li>Definitions part of the problem </li></ul>
    16. 16. Some Views on Single Customer Views
    17. 17. Some Views on Single Customer Views <ul><li>SCV still high on the agenda </li></ul><ul><li>Respondents from 2009 survey only </li></ul><ul><li>Still looking to realise the vision </li></ul>
    18. 18. Some Other Views on Single Customer Views
    19. 19. Some Other Views on Single Customer Views <ul><li>Greenplum Survey of 650 DWBI professionals </li></ul><ul><li>They saw as majority claiming it is unrealistic - arguable </li></ul>
    20. 20. Some Other Views on Single Customer Views <ul><li>CDI is one of the issues for SCV </li></ul><ul><li>One of the key issues when specifying a solution </li></ul>
    21. 21. Some Other Views on Single Customer Views <ul><li>CDI is one of the issues for SCV </li></ul><ul><li>One of the key issues when specifying a solution </li></ul>
    22. 22. Some Other Views on Single Customer Views <ul><li>Data growth a challenge, but can be met </li></ul><ul><li>Flexibility of solution likely to be critical </li></ul>
    23. 23. Your Views on Single Customer Views <ul><li>Do you need enterprise-wide or localised CDI? </li></ul><ul><li>Will the need to show ROI be a bigger driver of SCV specification? </li></ul><ul><li>Where is the data, who owns it and how easily can it be integrated? </li></ul>
    25. 25. Having the Right Systems in Place Big Software Vs Bespoke Build The Challenge that determines ROI
    26. 26. Where are you on the Marketing Operational Matrix? PAYBACK BAND 80% Rule MARKETING WASTE SYSTEM WASTE <ul><li>List Orientated </li></ul><ul><li>Manually Cranked </li></ul><ul><li>CRM System </li></ul><ul><li>Fully Automated </li></ul><ul><li>Database/Warehouse </li></ul><ul><li>Semi - Automated </li></ul>PROCESS Dialogue Push Segmented Targeted Profiled Integrated Response/RFM FUNCTIONALITY
    27. 27. Wherever you start point, there is path to the optimum position PAYBACK BAND 80% Rule MARKETING WASTE SYSTEM WASTE  Target Dialogue Push Segmented Targeted Profiled Integrated Response/RFM FUNCTIONALITY <ul><li>List Orientated </li></ul><ul><li>Manually Cranked </li></ul><ul><li>CRM System </li></ul><ul><li>Fully Automated </li></ul><ul><li>Database/Warehouse </li></ul><ul><li>Semi - Automated </li></ul>PROCESS
    28. 28. CRM vs SCV <ul><li>Is SCV (Single Customer View) simply another new name that the marketers have given to a marketing database? </li></ul><ul><li>Or are the major differences in approach, costs and outcomes for marketers that make SCV the “ Rumble in the Jungle ” for CRM Systems? </li></ul><ul><li>We look at the arguments for each in a tight market </li></ul>
    29. 29. The Tangled Webs we Weave Send me the bulletin Use my email Don’t Text me I’m on TPS [email_address] [email_address] [email_address] [email_address]
    30. 30. CRM <ul><li>Customer Relationship Management ( CRM ) consists of the processes a company uses to track and organize its contacts with its current and prospective customers. CRM software is used to support these processes; the software system can be accessed, and information about customers and customer interactions can be entered, stored and accessed by employees in different company departments. Typical CRM goals are to improve services provided to customers, and to use customer contact information for targeted marketing. </li></ul><ul><li>While the term CRM generally refers to a software-based approach to handling customer relationships, most CRM software vendors stress that a successful CRM effort requires a holistic approach. CRM initiatives often fail because implementation was limited to software installation, without providing the context, support and understanding for employees to learn, and take full advantage of the information systems. </li></ul>
    31. 31. CRM – A Process on a Customer 0 1 2 3 4 5 6 7 Month Welcome pack sent External data overlaid Product Predictive Segmentation Added to the Loyalty Scheme Loyalty Points Activated Behavioural Segmentation Product based emailing Customer transacts through website Catalogue Mailing Customer Transacts Through Catalogue Customer/Prospect first loaded into CRM system Loyalty Welcome Pack
    32. 32. CRM Evaluation <ul><li>Great for: </li></ul><ul><ul><li>Long term customer development </li></ul></ul><ul><ul><li>Customer retention programmes </li></ul></ul><ul><ul><li>Cross sell programmes </li></ul></ul><ul><ul><li>Companies with big budgets and distant horizons </li></ul></ul><ul><ul><li>Great for companies with masses of detailed data on small numbers of customers/prospects </li></ul></ul><ul><ul><li>Changing the way a company relates to its customers </li></ul></ul><ul><li>Weaknesses </li></ul><ul><ul><li>Requires a change of corporate philosophy to get real ROI </li></ul></ul><ul><ul><li>Expensive </li></ul></ul><ul><ul><li>Inflexible </li></ul></ul><ul><ul><li>Slow to change </li></ul></ul><ul><ul><li>Difficult to integrate to other systems </li></ul></ul><ul><ul><li>Seldom has a complete customer picture </li></ul></ul><ul><ul><li>ROI is long term </li></ul></ul>If you have one already maximise its value – if not, a recession is not the time to buy
    33. 33. SCV – Single Customer View <ul><li>“ Organizations typically have customer data spread across many systems. It is fragmented and often inconsistent. This makes it difficult for organizations to understand the true value of customers, their likely behaviour, their needs, and also the risks associated with them. Without a single view of those customers, organizations are in the dark and cannot effectively retain customers, cross-sell to them, deliver the right customer experience to them, or manage the risk associated with them. Some form of single customer view is, therefore, fundamental to managing customer relationships. ” </li></ul><ul><li>Gartner, “ Creating the Single Customer View with Customer Data Integration, ” by John Radcliffe, 2006 </li></ul>
    34. 34. The 5 Touch Points that must occur only once in a marketing database Transactions Permissions Interests Sources Person Email Address Mobile Phone Address Landline
    35. 35. SCV is a Process on the Customer Data <ul><li>Data is taken from many relevant sources: </li></ul><ul><ul><li>Sales & Finance systems </li></ul></ul><ul><ul><li>Web sites </li></ul></ul><ul><ul><li>Call Centres </li></ul></ul><ul><ul><li>Partners </li></ul></ul><ul><ul><li>External Suppliers </li></ul></ul><ul><ul><li>Marketing Campaigns </li></ul></ul><ul><ul><li>CRM systems </li></ul></ul><ul><li>The data is loaded through a series of rules based automated processes </li></ul><ul><li>A Single view of the customer is created </li></ul>External Data Internal Systems Acquired Data A B C Validation Rules Rules Rules Rules Cleanse & Enhance Match & De-dupe LOAD SCV Marketing Database Automated Reporting Automated Reporting Source Archive Automated Reporting Automated Reporting Automated Reporting Z E D
    36. 36. Integration is the Key to getting ROI SCV Loyalty Programme Sales/Retail Suppliers Analytics Fulfillment Website Call Centre Email
    37. 37. SCV Evaluation <ul><li>Great for: </li></ul><ul><ul><li>Seeing a complete picture of a customers brand interaction </li></ul></ul><ul><ul><li>Identifying crossover between group busineses </li></ul></ul><ul><ul><li>Getting built rapidly and inexpensively </li></ul></ul><ul><ul><li>Integration with other customer facing systems </li></ul></ul><ul><ul><li>Being fleet of foot and getting relevant communications out very quickly </li></ul></ul><ul><ul><li>Getting payback on investment </li></ul></ul><ul><li>Weaknesses </li></ul><ul><ul><li>Requires feeds from multiple source systems which will need input from Internal and External IT departments </li></ul></ul><ul><ul><li>Requires very clear thinking about the cleansing, validation and de-duplication rules </li></ul></ul><ul><ul><li>Does not come as an ‘ off the shelf ’ package so internal IT department may not currently have the requisite skills </li></ul></ul>If you need quality data for direct customer communication this is the fastest route to market and ROI
    38. 38. Conclusions <ul><li>Bespoke build is more likely to get you the system you need not the one the software salesman wants you to have </li></ul><ul><li>100% of the cost of SCV is for your use </li></ul><ul><li>On average 17% of a CRM system is usable by your organisation </li></ul><ul><li>Very surprisingly bespoke build gets better ROI by being both more useful to your orgainisation and cheaper </li></ul>
    39. 39. The Key things to Remember <ul><li>Its not where you keep your data that matters: </li></ul><ul><ul><li>Marketing Database </li></ul></ul><ul><ul><li>Data Warehouse </li></ul></ul><ul><ul><li>CRM System </li></ul></ul><ul><ul><li>Single Customer View </li></ul></ul><ul><li>Its having the right data: </li></ul><ul><ul><li>The right people in it </li></ul></ul><ul><ul><li>Good quality well cleansed and validated data </li></ul></ul><ul><ul><li>Lots of emails </li></ul></ul><ul><ul><li>Current data </li></ul></ul><ul><li>Most importantly – its what you do with it that really matters </li></ul>
    40. 40. COFFEE
    41. 41. Sarah Keyes – Global Head of CRM - Vertu
    43. 44. SINGLE CUSTOMER VIEW - PRINCIPLES <ul><li>Cultural change – customer heart of your business </li></ul><ul><li>Internal PR </li></ul><ul><li>Stakeholder buy in </li></ul><ul><li>Be clear on the scope </li></ul><ul><li>Look after your best asset </li></ul><ul><li>Be realistic </li></ul>
    44. 45. OBJECTIVES OF A SINGLE CUSTOMER VIEW <ul><li>Understand your customers </li></ul><ul><li>Engage in a relevant dialogue </li></ul><ul><li>Prioritise your direct marketing spend </li></ul><ul><li>Partnership opportunities </li></ul><ul><li>Identify your best customers </li></ul>
    45. 46. THE CHALLENGES – A FEW WORDS OF WARNING <ul><li>Buy-in is critical </li></ul><ul><li>Manage & understand resistance </li></ul><ul><li>Involve key stakeholders </li></ul><ul><li>Data integrity </li></ul><ul><li>Identify integration points & data synchronisation </li></ul><ul><li>Understand the SCV users requirements – avoid rejection </li></ul><ul><li>Identify the key decision makers </li></ul>
    46. 47. IN SOURCE VS. OUT SOURCE OUTSOURCING <ul><li>Speed </li></ul><ul><li>Expertise </li></ul><ul><li>Flexibility </li></ul><ul><li>You are the customer </li></ul><ul><li>Systems integration – leading technology </li></ul><ul><li>Quality of analytics </li></ul><ul><li>Problem resolution </li></ul><ul><li>Cost </li></ul>
    47. 48. IN SOURCE VS. OUT SOURCE INSOURCING <ul><li>Prioritisation </li></ul><ul><li>Expertise </li></ul><ul><li>Legacy systems </li></ul><ul><li>Infrastructure </li></ul>
    48. 49. SELECTING A SUPPLIER <ul><li>What’s important </li></ul><ul><li>Clear objectives and criteria </li></ul><ul><li>Stakeholders </li></ul><ul><li>Chemistry </li></ul><ul><li>Competency </li></ul>
    49. 50. BENEFITS OF A SINGLE CUSTOMER VIEW <ul><li>Understand your customers </li></ul><ul><ul><li>Relevant, timely dialogue </li></ul></ul><ul><li>Effectively manage the customer lifecycle </li></ul><ul><li>Cross sell and up-sell </li></ul><ul><li>Measurable results </li></ul><ul><li>Customer insight generation </li></ul><ul><li>Identify your best customers </li></ul>
    50. 51. SUMMARY <ul><li>Single Customer View Principles </li></ul><ul><li>Objectives </li></ul><ul><li>The challenges </li></ul><ul><li>In source vs. out source </li></ul><ul><li>Selecting a supplier </li></ul><ul><li>Benefits of creating a Single Customer View </li></ul><ul><li>A final thought </li></ul>
    51. 52. A FINAL THOUGHT Your focus should be generating the customer insight and maximising the single customer view’s value NOT managing the data maintenance and systems functionality
    52. 53. Tim Beadle - Head of Consulting Atrium
    53. 54. Permission Based Marketing or why your database just got a whole lot more complicated
    54. 55. What we do <ul><li>We help clients make better and more profitable use of their Marketing Data </li></ul>=
    55. 56. What we do <ul><li>Data </li></ul><ul><li>Consultancy </li></ul><ul><li>Consumer touchpoint/ </li></ul><ul><ul><li>Data auditing </li></ul></ul><ul><ul><li>Systems optimisation </li></ul></ul><ul><ul><li>Customer targeting </li></ul></ul><ul><ul><li>Data privacy </li></ul></ul><ul><ul><li>E-Marketing </li></ul></ul><ul><li>Marketing </li></ul><ul><li>Database </li></ul><ul><li>‘ SCV ’ </li></ul><ul><li>Design </li></ul><ul><ul><li>Build </li></ul></ul><ul><ul><li>Host </li></ul></ul>ROI-Based Modelling Prospect-Profitability Index FlexPoint FraudScreen
    56. 57. Some of our Clients
    57. 58. First, some “blue-sky” observations from people smarter than us © Tim Beadle 2008
    58. 61. On-line budgets are expanding <ul><li>46% are increasing overall marketing budgets in 2010 </li></ul><ul><li>Digital Marketing will be 24% of the average Marketing budget in 2010 </li></ul><ul><li>70% are investing more in “off-site” social media </li></ul><ul><li>54% are investing more in E-mail marketing </li></ul><ul><li>45% say getting an integrated view across on-line marketing is the single biggest issue </li></ul>Sources: Econsultancy, ExactTarget, CoreMetrics
    59. 62. But there is a problem with this
    60. 63. And its only going to get worse
    61. 64. Loyalty is more ephemeral Source: GoCompare Jan 2010
    62. 65. So, what do customers want? Source: 2010 Edelman Trust Barometer
    63. 66. What re-enforces trust? <ul><li>“ Offer customers a greater sense of of control and certainty” Patti Williams, Wharton Professor of Marketing </li></ul><ul><li>“ Communicate frequently and relevantly” – Don Peppers, Peppers & Rogers </li></ul><ul><li>“ Putting the customer in the driving seat” </li></ul>
    64. 67. Contrasting CRM and PBM <ul><li>Customer Relationship Management requires: </li></ul><ul><ul><li>That customer value, needs and behaviour are predictable and stable; </li></ul></ul><ul><ul><li>That companies can institutionalize and control their response to an individual customer; </li></ul></ul><ul><ul><li>That products and services can be mass-customised; </li></ul></ul><ul><ul><li>It requires “commercial know-ability” </li></ul></ul>
    65. 68. Contrasting CRM and PBM <ul><li>Permission Based Marketing requires: </li></ul><ul><ul><li>That the customer or prospect has given consent for some form of communication; </li></ul></ul><ul><ul><li>That the company does not exceed the bounds of the consent; </li></ul></ul><ul><ul><li>That consent is retained through intelligent use of the permission </li></ul></ul>Permission Puts the Customer in Charge
    66. 69. Contrasting CRM and PBM <ul><li>Customer Relationship Management </li></ul><ul><ul><li>The Company predicts needs and initiates contact </li></ul></ul><ul><ul><li>The Customer reacts </li></ul></ul><ul><ul><li>Response rates usually less than 2% </li></ul></ul>
    67. 70. Contrasting CRM and PBM <ul><li>Permission Based Marketing </li></ul><ul><ul><li>The Customer expresses a need </li></ul></ul><ul><ul><li>The Company reacts </li></ul></ul><ul><ul><li>Response rates 35% - 72% </li></ul></ul>Permission Has REAL Value
    68. 71. The 4P’s Revisited <ul><li>Product </li></ul><ul><ul><li>Competitiveness is critical. CRM, PBM or any other customer centric approach does not substitute for a competitive offer </li></ul></ul><ul><ul><li>Customers have access to comparative pricing in a few clicks, at worst a phone call. </li></ul></ul><ul><li>Permission </li></ul><ul><ul><li>Permission acquired for specific purpose, refreshed and expanded </li></ul></ul><ul><li>Proximity </li></ul><ul><ul><li>Visible permitted presence at the right time, place and media </li></ul></ul><ul><li>Place </li></ul><ul><ul><ul><li>People now have “multiple identities” – how and where do you interact? </li></ul></ul></ul>
    69. 72. Permission In Practice – a Case Study
    70. 73. Case Study - ScotRail
    71. 74. Case Study - ScotRail
    72. 75. The Results <ul><li>Database up from 70,000 to 800,000 permissioned emails </li></ul><ul><li>Response rates up from 3% to 46% </li></ul><ul><li>Lead generation costs down by 75% </li></ul><ul><li>Winner 2009 UK Transport Awards </li></ul>
    73. 76. Permission, Privacy and Personalisation is the key Customers and Prospects expect and respond to Personalisation Personalisation has to be relevant Privacy is critical and trust is required Personalisation is only possible with Permission Source: Banta Corp Name (89.8%) E-mail address (78.1%) Street address (60.7%) Past transactions (46.8%) Net worth (8.2%) Employer (10.9%) Job title (12.1%) Income (12.5%) Weight (14.4%) What will be shared? Source: National Retail Assoc
    74. 77. Communications: Device and channel are converging Do you go through or round the cloud – or both? Application Device Vendor Handset Computer TV SmartPhone
    75. 78. What IS the communication channel – and where? Send me the bulletin Use my email Don’t Text me I’m on TPS [email_address] [email_address] [email_address] [email_address]
    76. 79. What do you think you’re Interrupting Now? When is the right time to contact John? What is the right channel?
    77. 80. Is there a way of finding the right channel?
    78. 81. FlexPoint Consumer Insurance
    79. 82. Predicting Channels to Market FlexPoint Code = Relative Investment to Acquire 1= Low Investment 20 = High Investment Cross Tabulation Showing Number of Prospects in the Marketing Database FlexPoint Code For Direct Mail FlexPoint Code For OutBound TeleSales Only Respond to Mail Only Respond to TeleSales Always Respond Never Respond
    80. 83. 10 Rules For Permission Based Marketing <ul><li>Put the customer in control – direct access to permissions </li></ul><ul><li>Ask customers about themselves – they love to talk </li></ul><ul><li>Use the simplest appropriate technology – complex fails </li></ul><ul><li>Collect only the data you can afford to maintain </li></ul><ul><li>Have reasons for the dialogue that benefit the customer </li></ul>
    81. 84. 10 Rules For Permission Based Marketing <ul><li>Never, ever abuse permission </li></ul><ul><li>Maintain dialogue through regular communications </li></ul><ul><li>Actively refresh permissions </li></ul><ul><li>Don’t let permissions last forever </li></ul><ul><li>Apply permissions consistently across channels </li></ul>
    82. 85. What Next? Take a seat and have a chat with us Tell us where you are and where you want to get to
    83. 86. Thanks for your time Tim Beadle [email_address]