Craig Sullivan is Group eBusiness Customer Experience Manager at Belron, a company which includes Autoglass among its brands.
Craig spoke at the first JUMP event last year, on the subject of using online data to optimise offline marketing.
Tell me about your JUMP presentation…
Online is still too often thought of as a separate, hermetically sealed bubble, set apart from the rest of the business. This is something that is really dumb, and it makes me angry.
Online is measurable, you can be experimental; you can test different things and find out a lot that you couldn’t possibly find out elsewhere.
The important thing to realise is that it isn’t just a channel that operates alone, the journey for the customer doesn’t end when they press the submit button on the website.
There are three parts of the triangle;
1. Having the technical capability to provide the experience for users.
2. Having the business capability.
3. The user’s experience of all of this. .
Some online people can be too much like Pontius Pilate, dealing with what happens online in their area of responsibility, then washing their hands and not caring what happens to customers after that.
You have to have an eye on what customers are doing before and after they visit the website; the SEO copy they are seeing, the TV and print advertising they read, all of this is important.
After all, you can build the world’s greatest online experience, but if the call centre or store staff screw it up by giving the customer poor service, what’s the point?
How have you used online data to improve offline marketing?
This Monday, we’ll be launching our first TV ad starring Izzie, a female technician. Last year, we had Gavin on the ads, and he has a large Facebook following, and has been popular with customers.
However, using multivariate testing (MVT) I was keen to test what works differently on the site when our TV ads are on, and when they’re off air.
We tested images of several different people on the website, including Gavin from the TV as, and I included Izzie to see what effect this would have.
When we had the same person on the site as on the TV ad, this worked well, but we had a huge uplift when the female technician was shown on the site at the same time as TV ads were showing.
The reason we found was that these TV adverts were often shown in daytime TV slots. It wasn’t that this audience was predominantly female, but we found that the people who were engaged enough to act on the ad and visit the site were female.
So this told us that we didn’t always have to have the same person on the website and the TV ad, the reaction may be different depending on the kind of person that heads to the site.
Using Izzie led to a 10% increase in conversions, so the obvious question was: why not use Izzie in the TV ads?
This is one way in which we have used online data offline, but this data can also feed into other areas.
For example, we can take some of the people scheduled to appear in TV ads and test them on the website first for strong reactions from users; positive or negative. In this way online testing is helping offline advertising.
Online testing drives insight, and can drive changes both on and offline.
How much data do you have to ‘play with’?
We’re testing over a million different recipes each month, buttons, copy, imagery of vans, and more, building up a library of what works, the audience it works on, and once we have a well baked recipe, we can use it again, confident that it has been proven to work.
For example, I know that certain images work best when users have typed in the term ‘windscreen repair’ on a search engine before arriving at the site, so that user sees a carefully tested version of the landing page that has been proven to work.
Is it a challenge to manage such a variety of data and turn in into actionable insights?
Everyone has too much data and not enough insight, and what is important is to use the data to produce actionable insights.
A lot of people, I call them report monkeys, are just churning out reports, but you need to get into the mindset of the customer to have a better understanding of the data and how it can be used to improve the business.
This is where looking across channels is so valuable; you have to do an analysis at local level to get an understanding of what works and where.
Some people in my position are drowning in a sea of data, nit insight. For us it’s about producing models that people can use to tune their local offering. There is a great deal that we can standardise though which helps.
Can you measure customers across channels?
We can use dynamic phone numbers, so we can tell which point the customer was at in the purchase funnel before they made a call.
What people also don’t do is look at the effect that online changes have offline. So, 5% uplift on conversions is great for the online side of the business, but the change that cause it may also have resulted in dropped call volumes.
You have to measure the flow of data to other channels, looking at where you can make changes that are good for the business as a whole.
One classic multichannel example is when one of our businesses came to us, as they were worried that a campaign they were running would produce an uplift in customer calls that they wouldn’t be able to handle.
So we changed the function on the website so they contact number wasn’t shown, and instead produced an email contact option.
This bought time for the call centre to clear the backlog, and is one example of how the online channel can support the rest of the business.
Once you want to act on what you have learned from testing data, are there challenges in getting the rest of business to learn the lessons and take action?
I’m lucky that my company is willing to learn from online data and use it to improve other areas of the business, and this is what a good multichannel business should do.
My job online takes me out into other areas of the business where other online people would not normally venture, and this is because you need to be customer focused and see the customer journey beyond the website.
You have to care about what happens beyond your own area of the business.