tag:econsultancy.com,2008:/topics/ecrm Latest CRM & loyalty programs content from Econsultancy 2017-06-30T11:33:00+01:00 tag:econsultancy.com,2008:Report/3008 2017-06-30T11:33:00+01:00 2017-06-30T11:33:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to two sector-specific reports, B2B and Healthcare &amp; Pharma) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are also available:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a><br></strong></li> <li><strong><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a></strong></strong></li> <li> <strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a></strong><strong> </strong> </li> <li><strong><a title="Retail Statistics Compendium" href="https://econsultancy.com/reports/retail-statistics-compendium/" target="_self">Retail</a></strong></li> <li><strong><a title="Travel Statistics Compendium" href="https://econsultancy.com/reports/travel-statistics-compendium/" target="_self">Travel</a></strong></li> </ul> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:econsultancy.com,2008:BlogPost/69176 2017-06-20T09:45:00+01:00 2017-06-20T09:45:00+01:00 A day in the life of... Head of CRM at Gumtree Ben Davis <h3>Please describe your job: What do you do?</h3> <p>I am head of CRM so I am responsible for working out how to get customers to visit and use Gumtree more often.</p> <h3>Whereabouts do you sit within the organisation? Who do you report to?</h3> <p>I am part of the Marketing Team, and so report to Head of Marketing who is on our Leadership Team (equivalent to the board).</p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>Strategic thinking, understanding of how different channels work, clear communication skills to communicate priorities, results, issues, questions and briefs across the organisation and its partners/agencies.</p> <p><img src="https://assets.econsultancy.com/images/0008/6847/mb.jpg" alt="matt button" width="350"></p> <p><em>Matt Button, Gumtree</em></p> <h3>Tell us about a typical working day… </h3> <p>It's usually office based – so starts with a pleasant walk along the Thames path from Twickenham to Richmond.</p> <p>The working day starts with strong coffee (we have a pretty good coffee machine) and a daily To Do list – I go through all my tasks and prioritise them in order. I also include whatever meetings I have scheduled that day. And I spend each day working through them. Occasionally I get through the list, but that’s rare, as the list is continually growing.</p> <p>The day will include a mixture of meetings – with peers and colleagues, 1-to-1s with team members, conference calls with agencies, time spent looking at results and insights, project management (pushing/checking progress on projects in play), checking and approving campaign components, responding to emails.</p> <p>If a task requires v strong focus and concentration, I may go out to think about it away from office distractions. I try and switch off my inbox when working so I am not continually distracted by new messages. But email is very addictive – it craves your attention and steals your attention easily.</p> <p>Lunchtime will involve a walk – Richmond is a beautiful area and it helps me ensure I walk at least four miles a day. </p> <h3>What do you love about your job? What sucks?</h3> <p>I love being empowered and being part of something ambitious, digital and part of the circular economy. I work with bright people, we don’t have layers of management, we don’t have loads of internecine departmental politics and internal battles. And eBay as a whole stands for a set of values that I share and has a very strong sense of responsibility and integrity.</p> <p>What sucks? Very little – unpredictable budgets/investment and very occasionally centralisation.</p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>My short term goals are visits/traffic to the site (generated from marketing channels) and engagement with campaigns (on social channels). My long terms goals are vibrancy (the number of listings and replies), frequency and retention. </p> <p><img src="https://assets.econsultancy.com/images/0008/6849/gumtree_logo.jpeg" alt="gumtree" width="300" height="168"></p> <h3>What are your favourite tools to help you to get the job done?</h3> <p>Smart, engaged and energetic people – attitude is all. Skills can be taught. Tools can be bought. But people power trumps all.</p> <h3>How did you get into CRM, and where might you go from here?</h3> <p>I have worked in CRM since the start of my marketing career  - which is well pre-internet, pre-Microsoft, pre-email. It used to be called direct marketing, dontchaknow! From here, I am going home to muck about with my daughter and make each other laugh.</p> <h3>Which brands do you think are doing CRM well?</h3> <p>Love Spotify. Love Thread. Love the <a href="http://www.the8020drummer.com/">80:20 Drummer</a> – he is an a class of his own. He is a killer drum teacher and just as good at CRM as he is teaching drums. </p> <h3>Do you have any advice for people who want to work in CRM or data-led marketing more broadly?</h3> <p>My career advice is simple – know yourself and understand what really motivates you and is non-negotiable to you. And be brutally honest – if status and title are important, admit it and focus on that, if it makes you happy. On the other hand, if culture and belonging are more important, go find them instead.</p> <p>In terms of CRM and data-led marketing – just remember that all marketing starts from the same place – understanding what you want to do with your customers and, equally importantly, what they want to do with you/your brand. If you really know that, then you will know what to do.</p> tag:econsultancy.com,2008:BlogPost/69127 2017-06-13T12:39:30+01:00 2017-06-13T12:39:30+01:00 How hotels are upping the fight against online travel agencies Patricio Robles <p>As <a href="https://www.wsj.com/articles/for-hotels-theres-no-room-left-for-online-travel-agencies-1495974698?mod=e2fb">detailed by</a> the Wall Street Journal, Marriott International, Hilton Worldwide and InterContinental Hotels Group have launched major marketing campaigns designed to get consumers to book stays directly through them instead of through large OTAs like Expedia and Priceline.</p> <p>Those campaigns include <a href="http://onemileatatime.boardingarea.com/2016/02/16/hilton-stop-clicking-around/">Hilton's 'Stop Clicking Around' campaign</a>, which, as the name suggests, was aimed at convincing consumers that booking through OTAs involves a lot of "clicking around," whereas booking directly through Hilton is fast and easy. It was said to be the largest ad campaign in Hilton's near hundred year-old history.</p> <p><img src="https://assets.econsultancy.com/images/0008/6769/stop.jpg" alt="hilton stop clicking around" width="400" height="445"></p> <p><em>Image via Onemileatatime</em></p> <h3>If hotels beat OTAs, it will be because of experience, not marketing</h3> <p>But while more marketing dollars will no doubt help hotel brands compete with OTAs, which themselves spend heavily to market themselves, realistically, increased marketing alone is not likely to help hotels win over consumers.</p> <p>Instead, hotels will need to offer guests a reason to book directly and that will require that they tap their ability to segment guests and deliver better experiences to guests that direct book.</p> <p>Some are tweaking their loyalty programs to encourage direct bookings. Marriott and Hilton, for instance, last year began offering discounts of up to 25% to loyalty program members who booked directly through their websites. And Hilton now lets its loyalty program members redeem their points to make Amazon purchases.</p> <p>Price is an important experience lever because many consumers have come to believe that they receive lower prices from OTAs than they do from hotels themselves. </p> <p>But hotels aren't stopping there. Some are offering perks, like free WiFi, gift cards and even car rentals, to guests who book directly. Others allow direct-booked guests to select the room of their choice before they arrive.</p> <h3>These moves are a start, but hotels need to do even more at every step of the customer journey.</h3> <p>For example, to generate new demand, hotels can become a source of inspiration for travelers who might not yet have a trip in mind. To that end, in 2014, Marriott <a href="http://variety.com/2014/biz/news/how-marriott-wants-to-be-the-red-bull-of-the-hotel-industry-1201316184/">opened a content studio</a> "to appeal to the 'next-generation traveler' made up mostly of millennials with story driven content marketing."</p> <p>Additionally, to counter the OTAs, hotel brands need to recognize that one of the reasons many consumers turn to OTAs is that they can bundle hotel, air and car rental into a single transaction. Most large hotel brands offer package/vacation deals, but more often than not, these are not featured prominently on their sites or integrated into their search functionality. </p> <p>Finally, hotels should need to think of ways that they can innovate their experiences beyond the basics. For example, Hilton <a href="https://econsultancy.com/blog/68326-three-brands-succeeding-in-connecting-online-and-offline-experiences/">partnered with Uber</a> to allow its guests to book Uber rides directly through the company's HHonors app and InterContinental developed a suite of apps to help its guests. These include the Planet Trekkers app, which offer "children fun and exciting ways to engage with your family's travel destination before, during and after your holiday.</p> <p><em>More on hotels:</em></p> <ul> <li><a href="https://econsultancy.com/blog/68025-how-hotels-can-create-a-more-convenient-customer-experience/">How hotels can create a more convenient customer experience</a></li> <li><a href="https://econsultancy.com/blog/67658-how-hotels-can-personalize-the-customer-experience-to-compete-with-airbnb/">How hotels can personalize the customer experience to compete with Airbnb</a></li> <li><a href="https://econsultancy.com/blog/68778-four-ways-travel-hospitality-brands-are-targeting-younger-consumers/">Four ways travel &amp; hospitality brands are targeting younger consumers</a></li> </ul> tag:econsultancy.com,2008:BlogPost/69157 2017-06-08T15:28:00+01:00 2017-06-08T15:28:00+01:00 B2B marketers: Share your thoughts on account-based marketing Arliss Coates <p>Our aim is to line up perspectives from within the still-nascent ABM industry - along with the view from outside - for a report that will look at account-based strategy holistically.</p> <p>That means sourcing a variety of stakeholders - from industry leaders who have adopted an account-based approach, to ABM professionals' with a take on the future of their field and those B2B marketers who aren't yet sure if it's the right way to go.</p> <p>Please <a href="http://www.surveygizmo.com/s3/3620403/Interview-Participation-Form">click here</a> if you are available for a short interview by phone or email.</p> <p>For those unfamiliar with Account Based Marketing, read on for a brief explanation:</p> <p><strong>An overview of ABM</strong></p> <p>"How do you know when two marketers are talking about Account-based Marketing?" goes the new joke. "Their lips are moving"</p> <p>Terrible jokes aside, "account based marketing" is sometimes criticized for being a new buzz term for an old approach; the idea of crafting individualized marketing strategies for specific accounts is as old as a handshake.</p> <p>Enterprise-level organizations have long recognized the value in treating accounts as individual markets, paying managers handsomely to know the players and politics at key customers since the middle of the last century.</p> <p>As markets commoditize and the distinctions between products shrink in the minds of consumers, ABM has grown in importance as a method of outbound targeting.</p> <p>Increasing commoditization means B2B organizations have begun leaning on a specialized approach to gain, and retain, key accounts that may otherwise be lost to more competitive pricing.</p> <p><img src="https://assets.econsultancy.com/images/0008/6672/arrows_in_target.jpg" alt="" width="272" height="204"></p> <p><strong>The Northrop Grumman case</strong></p> <p>During Northrop Grumman's 2003 push to secure the state of Virginia's $2 billion IT infrastructure contarct, the well-known munitions producer had to advertise its expertise in a sector most supposed was outside its wheelhouse.</p> <p>Northrop Grumman enjoyed a reputation as a capable ships and munitions manufacturer, but even in Virginia (where NG is headquartered) few were aware of the company's experience in IT.</p> <p>NG's leadership recognized this as an obstacle that had to be overcome if they were going to convince VITA (Virginia Information Technologies Agency) that Northrop Grumman was the best firm for a 10-year long job that aimed to support economic development across Virginia.</p> <p>To remedy its reputation problem, Northrop Grumman adopted what ITSMA calls the "Understanding the Customer, Collaboration with Sales" approach. The first step was to spend significant time connecting with important players in VITA's initiative so that NG would better understand VITA's concerns.</p> <p>Once done, NG understood that its target account wanted top-notch IT expertise, obviously, but that a presence in Virginia was also very important and would likely determine which firm would ultimately win the contract.</p> <p>With that information, NG launched a marketing campaign that brought in its best IT experts for speaking opportunities, ran advertisiments across Virginia highlighting Northrop Grumman's long history in the state, and had its own executives speak at local community events and universities as part of a grassroots good-will initiative.</p> <p>Northrop Grumman's focused marketing effort worked - the defense contractor won an enviable contract for work not known to be its specialty. Other companies, particularly in IT where cusotmer base is small and the product is highly commoditized, report similar success stories with ABM techniques.</p> <p><strong>Technology changes the game</strong></p> <p>While most marketers can believe in the effectiveness of a specialized approach to account marketing, the cost of providing that attention was too high to implement at scale until recently.</p> <p>Companies like Demandbase, Engagio, and Terminus have seized on predictive analytics and the ability to assemble and select from databases of thousands of potential leads to help organizations overcome this problem.</p> <p>These companies operate by drawing on large pools of B2B professionals in an automated process that identifies leads according to segmentation and marketing specifications.</p> <p><strong>ABM at scale presents new problems</strong></p> <p>As with any innovation, the new scalability of ABM comes with its own problems.</p> <p>For instance, ABM has been known to fall flat when it excludes existing customers from special deals designed for newly qualified leads.</p> <p>Other tentative users of ABM have worried that targeted outbound techniques might be "creepy."</p> <p>Econsultancy's research will delve into these and other issues around deciding to adopt an account-based strategy, implementing it, and gauging its success. An understanding of classical ABM and tech-driven ABM is critical for marketers on the cusp of adopting this strategy, as is an understanding of others' experiences for well-versed ABM practitioners.</p> <p>The report will draw on expert testimony, case studies, and a survey of several hundred B2B marketers to lay out benefits, drawbacks, and the future of ABM.</p> <p>If you have an opinion you'd like to share, please <a href="http://www.surveygizmo.com/s3/3620403/Interview-Participation-Form">click here</a>. We will share a free copy of the resulting report to all those who are interviewed.</p> tag:econsultancy.com,2008:BlogPost/69134 2017-06-06T13:00:00+01:00 2017-06-06T13:00:00+01:00 Amazon Books: What retail can learn from Amazon's new bookstores Patricio Robles <p>Amazon's victims over the years have also included countless local, independent bookstores. But a funny thing happened. With Borders gone, Barnes &amp; Noble less powerful, and a growing number of consumers developing nostalgia for the bookstore experience, in recent years independent bookstores have seen <a href="http://www.slate.com/articles/business/the_edgy_optimist/2014/09/independent_bookstores_rising_they_can_t_compete_with_amazon_and_don_t_have.html">a quiet revival</a>.</p> <p>Perhaps the biggest evidence that there is a not insignificant market for physical bookstores in our digital age: Amazon itself is building physical bookstores.</p> <p>Dubbed simply Amazon Books, the first was opened in November 2015 in Seattle. Six more followed in cities that include Chicago, Portland, San Diego and, last month, the first in New York City. Amazon has announced that another six are coming soon.</p> <p><a href="https://www.amazon.com/b?node=13270229011">According to</a> Amazon:</p> <blockquote> <p>As a physical extension of Amazon.com, Amazon Books integrates the benefits of offline and online shopping to help you find books and devices you’ll love. We select books based on Amazon.com customer ratings, pre-orders, sales, popularity on Goodreads, and our curators’ assessments. We place books face-out on the shelves, so each can communicate its own essence. Under each book is a review card with the Amazon.com customer rating and a review. Most have been rated 4 stars or above and many are award winners.</p> </blockquote> <h3>A different kind of experience</h3> <p>Calling it "a store without walls," Amazon Books is definitely a different kind of bookstore.</p> <p>Perhaps the most noticeable difference: there are no prices listed. To find out how much a book costs, would-be customers have to use the Amazon app or a store price scanner. Two prices are provided: one for Prime members and one for non-Prime members. As with Amazon's online store, prices can change in real-time; the price for a book at 9:00 am might not be the same at 3:00 pm.</p> <p>Another major difference between Amazon Books and traditional bookstores is that all books are displayed face-out. As New York Magazine <a href="http://nymag.com/selectall/2017/06/why-is-amazon-building-bookstores.html">explained</a>, "the store’s decision to display titles face out means it only carries about 3,000 titles, far less than it could if it displayed books more like a traditional bookstore with the same amount of space."</p> <p>Finally, Amazon displays books with review cards containing an actual unmodified user review from Amazon's site. </p> <p><img src="https://assets.econsultancy.com/images/0008/6564/1000638_books_landing-page_bookstore-photo-02.jpg" alt="" width="572" height="319"></p> <h3>Data versus heart?</h3> <p>Not surprisingly, Amazon is employing all of the data it collects to help determine what books are featured in its new physical stores. The company says that most of the books are "rated 4 stars or above," and it has created some interesting sections for books. For instance, the New York store has sections like "Books People Finished Within Three Days on Their Kindle" and "Books Rated 4.8 Stars or Above."</p> <p>While data is clearly a big part of the Amazon Books model, Amazon wants everyone to know that Amazon Bookstore isn't a heartless data-driven enterprise. Jennifer Cast, the VP of Amazon Books, pointed out that each store has curators who apply "data with heart."She says there's an "art versus science" process that takes place that ensures Amazon Books locations aren't exclusively stocking best-sellers customers already know about.</p> <h3>But not everyone is impressed.</h3> <p>Doug Garnett, CEO of Atomic Direct, a television ad agency, <a href="https://www.forbes.com/sites/retailwire/2017/06/01/what-amazons-new-bookstore-can-teach-struggling-retailers/">told</a> Forbes, "While I respect Amazon’s search for smarter retail, I think Amazon is attempting to create a value story where one doesn’t really exist."</p> <p>Others were less kind.</p> <p>In a piece entitled <em>The Amazon Bookstore Isn’t Evil. It’s Just Dumb</em>, New Republic's Alex Shephard <a href="https://newrepublic.com/article/142935/amazon-bookstore-isnt-evil-its-just-dumb">wrote</a>, "Everything in the store feels just a little bit off, and you’re constantly reminded that you’re interacting with the physical manifestation of an internet phenomenon."</p> <p>As Shephard sees it, "at their best, bookstores are community hubs" and Amazon Books falls well short of becoming that. "If Amazon Books’s raison d'etre is 'discoverability' and the blending of online and offline commerce, than its utility breaks down—it doesn’t do either thing particularly well," he concludes. </p> <p>When he visited an Amazon Books location, Shephard says that after spending an hour browsing and reading reviews, he had no idea what book to buy. That changed after a brief conversation with a store employee who made a personal recommendation. </p> <h3>An ironic lesson for struggling retailers?</h3> <p>Despite Amazon's online retail dominance, Amazon Books looks likely to be a limited threat to the independent bookstores because they're offering different experiences to different target markets. There's also the issue of economics; experts say it will be very difficult for Amazon to make much money from these stores given the limited inventory. Amazon obviously has enough money to subsidize losses, but if this is the case, don't expect Amazon Books to become a chain the size of Barnes &amp; Noble or the now-defunct Borders.</p> <p>So what can struggling retailers in other markets learn from Amazon's foray into physical bookstores? Ironically, the biggest lesson might be: don't try to compete with Amazon.</p> <p>That doesn't mean that some of the things Amazon is doing, such as using data to inform decisions, are bad ideas. They're not, and most retailers are already employing data more heavily and wisely. But retailers can also take a page from the independent bookstores that have been thriving despite Amazon's continued rise. Two of the biggest areas worth exploring are:</p> <h4>Personal, expertise-driven experience</h4> <p>The foundation of the independent bookstore experience is expertise, expertise-driven curation and personal interaction. Consumers who patronize independent bookstores aren't looking for the best prices, and they don't need to go there to find out what everyone else is already buying. Instead, they patronize independent bookstores because they know that the operators are passionate and knowledgeable, and can help them find the books they want to read.</p> <p>Retailers in <em>all</em> retail markets should consider experience to be the first axis on which they can establish a competitive differentiator. </p> <h4>Community</h4> <p>As New Republic's Shepard noted, independent bookstores can serve as community hubs. Many, for example, bring communities together around special events like author talks and book groups. These not only bring potential customers into stores, they help build loyalty in ways that incentive-focused loyalty programs often can't.</p> <p>While speciality retailers in certain markets will have more of an ability to build community than others, community is an overlooked and underutilized element of retail strategy today.</p> <p><em><strong>More on retail customer experience:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68712-i-beg-you-retailers-don-t-digitize-the-in-store-customer-experience/">I beg you retailers, don't digitize the in-store customere experience</a></li> <li><a href="https://econsultancy.com/blog/69098-could-ai-revolutionize-high-street-retail-as-well-as-ecommerce/">Could AI revolutionize high-street retail as well as ecommerce?</a></li> </ul> tag:econsultancy.com,2008:BlogPost/68832 2017-02-24T10:05:00+00:00 2017-02-24T10:05:00+00:00 10 staggering digital marketing stats we've seen this week Nikki Gilliland <p>Please note, we've linked to all original studies where possible. Unfortunately not all of these studies are published online, they often come to us as press releases.</p> <h3>60% of millennials have used chatbots</h3> <p>A new study by Retale has delved into how UK millennials feel about chatbots.</p> <p>From a survey of over 500 consumers aged 18 to 34, nearly 60% of respondents were found to have used a chatbot in the past. Out of the percentage of people that had not, 53% said they were still interested in trying them. </p> <p>Interestingly, <a href="https://econsultancy.com/admin/blog_posts/68805-are-brands-failing-to-promote-chatbots/" target="_blank">branded chatbots</a> appear to be growing in popularity, with 71% of millennials saying they’d be happy to try a chatbot from a consumer brand. Lastly, 86% of respondents agreed that brands should use chatbots to promote deals, discounts and offers. </p> <p><a href="https://econsultancy.com/blog/68800-pizza-express-launches-booking-chatbot-is-it-any-good/" target="_blank"><img src="https://assets.econsultancy.com/images/0008/4128/Pizza_Express_5.JPG" alt="" width="750" height="678"></a></p> <h3>Retailers increasing investment in store technology</h3> <p>The <a href="http://now.jda.com/CEO2017.html" target="_blank">latest report</a> from JDA/PWC has found that 69% of CEOs plan to increase investment in digital technologies to improve the in-store customer experience. </p> <p>76% of CEOs have or are planning to invest in personalised mobile ‘push offers’ and beacons, while 79% are also investing or planning to invest in smart mobile devices for staff in stores. Despite this, 52% of respondents have not yet defined or started implementing <a href="https://econsultancy.com/training/digital-transformation/">a digital transformation strategy</a>. </p> <h3>68% of British retailers have no Brexit plans in place</h3> <p>According to new research from Global-e, 68% of retailers have yet to start planning for Brexit, despite 51% also saying that the vote to leave the EU has already impacted UK sales. The study, which involved a survey of 250 top British retailers, also found that 32% of those selling internationally have seen an increase in online orders from outside the UK. </p> <p>Additionally, 46% of UK retailers were found to be in favour of a soft Brexit, while 36% agreed that a hard Brexit - with no access to the single market - would be better for UK retailers.</p> <h3>Ad blocking levels stabilise</h3> <p>According to the Internet Advertising Bureau's UK <a href="https://iabuk.net/about/press/archive/iab-uk-reveals-latest-ad-blocking-behaviour" target="_blank">Ad Blocking Report</a>, the proportion of British adults online currently using ad blocking software has remained at around 22% for the last year.</p> <p>Despite a predicted rise in ad blocking, this has failed to materialise, perhaps due to many publishers working hard to promote a value exchange.</p> <p>24% of people cited not being able to access online content as the biggest reason for switching off their ad blocker - a figure up from 16% a year ago. Meanwhile, 24% said that it is because they have since switched to a new device.</p> <p><img src="https://assets.econsultancy.com/images/0008/4122/ad_blocking.png" alt="" width="750" height="453"></p> <h3>Travel brands expected to benefit from Oscar hype</h3> <p>Data from Lastminute.com suggests that travel brands have seen an increase in search interest on the back of this year’s Oscar nominations. Searches for flights to Los Angeles shot up by 21% on the day of La La Land’s release. Meanwhile, Martin Scorsese’s Silence prompted an even bigger surge, with searches for flights to Japan up 82% from the week before, and increasing a further 46% in the subsequent two days.</p> <p>Though it hasn’t been nominated for any Academy Awards, Brit flick Eddie the Eagle also prompted greater interest in ski holidays, with on-site searches jumping 10% after its release.</p> <p><img src="https://assets.econsultancy.com/images/0008/4123/Lastminute.JPG" alt="" width="750" height="424"></p> <h3>56% of CRM managers lack firm objectives</h3> <p>In a survey of 500 leading CRM managers, <a href="http://news.wiraya.com/news/crm-managers-dont-believe-theyre-generating-revenue-222319">Wiraya found that CRM</a> is perceived as a key business driver for over 30% of businesses. Despite this fact, it seems many still lack the data and strategy to support their goals and create profitability.</p> <p>While 91% of businesses are currently measuring aspects of their CRM work, 56% do not have firm objectives in place. What’s more, just 17% say that their CRM work is clearly contributing to the company’s overall revenue. This proves that major improvements still need to be made, as just 31% currently consider themselves ‘ambitious’ in terms of CRM maturity.</p> <h3>One in six UK shoppers have switched supermarkets in the past year</h3> <p>In light of Aldi becoming the nation’s fifth largest supermarket, <a href="http://www.tccglobal.com/en/blog/article/uk-shopper-loyalty-study">TCC Global has undertaken a study</a> on the state of consumer loyalty to grocery stores. It found that 32% of UK discount shoppers and 16% of all shoppers have switched their main grocery store in the last 12 months. Meanwhile, 39% of shoppers said that it wouldn’t matter to them if their usual grocery store closed.</p> <p>The research also found that growing convenience is making it even easier to switch between retailers, with shoppers having an average of 11 ‘reachable’, 10 ‘easily reachable’ and five ‘very easily reachable' stores.</p> <p><img src="https://assets.econsultancy.com/images/0008/4124/Aldi.jpg" alt="" width="720" height="480"></p> <h3>UK online retail sales grow 12% year on year in January</h3> <p>The latest figures from <a href="https://www.imrg.org/data-and-reports/imrg-capgemini-sales-indexes/" target="_blank">IMRG Capgemini</a> has revealed that UK online retail sales were up 12% year-on-year in the first month of 2017, with retailers seeing the highest average January spend since 2010. The average basket value was recorded as £85 in January 2017, up from £79 a year earlier. </p> <p>In terms of sectors, growth for gifts reached an eight-year high, with an increase of 62% year-on-year. Meanwhile, electricals were down 9%, falling for the second month in a row.</p> <h3>Consumers struggle to identify British brands</h3> <p>A recent <a href="https://www.spreadco.com/blog/uk-baffled-by-the-origins-of-their-favourite-brands">poll by Spread Co</a> has found that the majority of consumers are baffled by the origins of their favourite brands. 50% of consumers believe Tetley Tea to be British, when it is in fact owned by a foreign company. Similarly, 42% think the same about Branston Pickle and 37% about HP Sauce, when they are actually Indian and Japanese.</p> <p>The survey also found that 61% of UK adults don’t know that The Body Shop is part of L’oreal, while 19% think Tesco is the biggest company in Britain (even though it only represents 0.84% of the market share).</p> <p><img src="https://assets.econsultancy.com/images/0008/4127/body_shop.jpg" alt="" width="650" height="490"></p> <h3>Mulberry and Burberry are the most searched-for brands during LFW</h3> <p>Captify has revealed that the top three searched for designers during London Fashion Week were Mulberry, Burberry and JW Anderson. Other designers saw online searches go through the roof, with Ryan Lo experiencing a jump of 2,000% over the week, followed by surges for Topshop Unique and Sadie Williams.</p> <p>In terms of the most searched-for items, designer trainers rose by 60%, followed by minimalist clothing and 90’s style, which both rose 20%.</p> tag:econsultancy.com,2008:BlogPost/68811 2017-02-16T14:33:00+00:00 2017-02-16T14:33:00+00:00 Loyalty programs are losing their sway: here's what brands can do about it Patricio Robles <p>The consulting firm polled 25,000 consumers around the world, of which 10% were located in the US, and found that more than three-quarters (78%) say they'll pull their loyalty more quickly than they would have three years ago, and slightly more than a third (34%) indicate that what drives their loyalty today is the same as it was three years ago.</p> <p>Despite the prevalence of loyalty programs, over half (54%) reported switching a provider in the past year. As <a href="http://adage.com/article/cmo-strategy/consumers-fickle-billions-spent-loyalty/307974/">reported by</a> AdAge, "Retailers, cable and satellite providers, banks and internet service providers were the most likely victims of switchers."</p> <p>For many brands, loyalty programs have been seen as a potent driver of sales for years, but there's evidence that the effects of these programs are dwindling. That evidence includes slowing same-store sales growth and "millions of points that are laying dormant" in various rewards programs.</p> <p>According to Robert Wollan, a senior managing director at Accenture Strategy, "You have to really look at whether you're suffering from the loyalty illusion – that it worked before so it will keep working – or is it time for a fresh look?"</p> <h3>Giving consumers what they really want</h3> <p>Here are several ways that brands can take a fresh look at their loyalty programs.</p> <h4>1. Offer rewards that really appeal to customers</h4> <p>One of the most obvious implications of Accenture's data is that brands are failing to deliver rewards that appeal to their customers. Knowing that consumer preferences and expectations are rapidly changing, brands operating loyalty programs should constantly be polling their customers and performing market research to determine what components are most appealing.</p> <p>Given the growing <a href="http://adage.com/article/digitalnext/consumers-experiences-things/299994/">consumer preference for experiences over things</a>, in many cases brands might find that their customers value experience-based rewards, such as event invitations, <a href="https://econsultancy.com/blog/68737-why-brands-are-increasingly-creating-experiences-adventures-to-woo-consumers/">adventures</a> and early access to new products, more than they do cash-based rewards or free "stuff."</p> <h4>2. Don't seek to buy loyalty</h4> <p>The Beatles had it right: money can't buy love. While there is clearly opportunity for brands to encourage loyalty through rewards to customers, many consumers expect more from the brands they choose to patronize.</p> <p>Accenture found that younger consumers in particular are highly influenced by an emotional connection to a brand and the brand's alignment to their social values.</p> <p>While there is risk in getting political, to build loyalty in their relationships with consumers, it appears that brands will increasingly have to find ways to create emotional connections, so savvy brands will identify causes and lifestyles with broad appeal that aren't too controversial.</p> <h4>3. Focus on product and customer service experience</h4> <p>For consumers aged 18-34, product and customer service experience are two of the three biggest drivers of loyalty today, a reminder to brands that if they're not delivering a quality customer experience overall, a loyalty program isn't likely to make up for it. </p> <h3>The perfect case study?</h3> <p>A great example of a brand that is doing much of the above is REI. The retailer, which sells outdoor gear, operates as a co-op and allows its customers to become members.</p> <p>With a $20 lifetime membership, customers receive 10% cash back in the form of an annual member dividend, member-only special offers and exclusive access to REI Garage Sales, semi-annual events at which returned products are available at hefty discounts.</p> <p>In addition, REI members receive special pricing on the brand's services, which include classes, rentals and REI Adventures - tours that offer participants trips to "extraordinary places with handpicked local guides."</p> <p>Beyond the benefits REI offers its members directly, the company actively supports conservation efforts, donates millions of dollars annually to non-profits, purchases green power and carbon offsets, and releases an annual Stewardship and Earnings Report. In 2015, it made headlines with its <a href="https://econsultancy.com/blog/67109-rei-opts-out-of-black-friday-sort-of/">#OptOutside campaign</a> in which the company chose to sit out Black Friday, instead giving its employees the day off and encouraging consumers to enjoy the outdoors.</p> <p>REI's formula appears to be working: its membership has swelled to more than 6m, with more than 1m new members <a href="http://www.geekwire.com/2016/outdoor-retailer-rei-reports-23-increase-digital-sales-record-membership-growth/">being added</a> in the company's fiscal year 2015. That was the first time ever the retailer, which was founded in 1938, gained more than a million members in a year.</p> <p>And those members proved loyal and willing to open their wallets, with fiscal year 2015 revenue growing by nearly 10% to nearly $2.4bn.</p> tag:econsultancy.com,2008:BlogPost/68769 2017-02-06T10:32:10+00:00 2017-02-06T10:32:10+00:00 What's the difference between CRM, marketing automation and DMPs? Ben Davis <h3>CRM in layman's terms</h3> <p>It is common for troubled CEOs to utter the immortal line, "we are putting the customer at the heart of everything we do". Well, old-fashioned CRM did exactly that.</p> <p>CRM programmes were designed to allow companies to foster customer feeling and loyalty, rather than simply transactional interactions. This focus on retention (keeping track of communication with the customer) delivered greater ROI than simply chasing more and more novel sales prospects.</p> <p>CRM enables the analysis and management of customer interactions with sales, marketing and service departments, ultimately shaping the customer lifecycle but also, more broadly, organisational processes.</p> <h3>Isn't that marketing automation?</h3> <p>Marketing automation systems often work closely with CRM software, indeed many CRM solutions have incorporated marketing automation functionality (e.g. Salesforce Pardot).</p> <p>However automation is a fairly generic idea, reducing the repetitive labour of customer communications - for example, triggered emails or website messaging.</p> <p>Characteristically, marketing automation has been used for lead nurturing, with resultant customers looked after by the CRM, but that distinction is perhaps no longer a helpful one, given marketing automation is more and more embedded with CRM systems.</p> <h3>How is CRM different from a data management platform?</h3> <p>Data management platforms (DMPs) are most associated with online advertising, where large amounts of cookie and campaign data can be managed (including third-party data), and are often managed entirely separately from CRM.</p> <p>However, the integration of CRM and DMP platforms is a nascent but growing area. <a href="https://econsultancy.com/blog/68639-how-crm-and-a-dmp-can-combine-to-give-a-360-degree-view-of-the-customer/">As Chris O'Hara points out</a>, this can enable marketers to target non-openers of emails with display advertising (using anonymised email IDs), for example.</p> <p>In Chris's hypothetical example, a pizza company could deliver display ads during the week, up to Thursday (the day it knows certain customers are likely to order a pizza) when it could send an email coupon.</p> <p>It makes sense that CRM and <a href="https://econsultancy.com/reports/customer-lifetime-value/">customer lifetime value data</a> can be brought to bear on paid media, not just in an ad hoc fashion. It also makes sense that data management platforms should start to be used for more than simply display advertising, but to improve attribution of value to multiple marketing channels.</p> <p>However, as many marketers make plain, increasing IT complexity can sometimes distract the organisation, particularly if there isn't enough analyst capacity to dig into the newly expanded data.</p> <p>Andrew Campbell, CRM expert, expands on this point:</p> <p>“As the quantity of data increases, the need to identify quality data becomes a marketing imperative. Data management platforms have industrialised the processing and management of big data, but marketers need to find a way to drink from the hose!</p> <p>"It is no longer practical (even in the cloud) to pull all available data (posts, tweets, app usage etc.) into a single Master Customer record.”</p> <h3>Where does CRM fit into small and large organisations?</h3> <p>CRM's impact on sales, marketing and service makes it pretty central to any organisation. And CRM doesn't just impact on these three departments, but should be viewed at the organisational level, often affecting supply chains and back-office processes.</p> <p>Microsoft even uses the term XRM ('anything' relationship management) to define this idea of managing relationships across a business, not just the customer facing parts.</p> <p>Customer data is often fragmented, stored in different parts of the organisation - bringing this together is one of the challenges of CRM. Some organisations have CRM departments that still sit separately to online marketing.</p> <p>Using a slightly dry but useful typology model (see figure 1 below, taken from Econsultancy's <a href="https://econsultancy.com/reports/customer-relationship-management-in-the-social-age-a-best-practice-guide">CRM in the Social Age</a> report), we can look at the various development stages of CRM.</p> <ol> <li> <strong>Operational CRM:</strong> 'reengineering the customer-facing business processes and systems to ensure the efficiency and accuracy of day-to-day operations across sales, marketing and customer service'.</li> <li> <strong>Analytical CRM:</strong> Storing, extracting, interpreting and reporting on customer data - to optimise business decisions and support customer-centricity.</li> <li> <strong>Collaborative CRM:</strong> 'integration of the front- and back-office processes that combine to support customer interactions.'</li> <li> <strong>Social CRM:</strong> Deliver a consistent customer experience across social media, using analytics to support customer conversations and response handling. Integration of social data with broader CRM.</li> </ol> <p><img src="https://assets.econsultancy.com/images/0008/3662/crm.jpg" alt="crm" width="800"></p> <p><em><strong>Now read:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/the-role-of-crm-in-data-driven-marketing/">The Role of CRM in Data-Driven Marketing</a></li> </ul> tag:econsultancy.com,2008:BlogPost/68633 2016-12-13T11:17:11+00:00 2016-12-13T11:17:11+00:00 How Britain's favourite brands are attracting consumers this Christmas James Collins <p>Our recent research revealed that <a href="https://econsultancy.com/blog/68590-10-dazzling-digital-marketing-stats-from-this-week/" target="_blank">Marks &amp; Spencer is the UK’s favourite Christmas shop</a>. Of the 2,000 consumers we surveyed, 28% said they will spend the most on gifts at M&amp;S this month, with Boots, John Lewis, Next and House of Fraser making up the rest of the top five.</p> <p>Attracting Christmas shoppers pays off for these brands, and not just in the short term. Our survey also revealed that 84% of UK shoppers plan to carry on spending in their chosen stores after the Christmas season has ended.</p> <h3>The modern consumer journey</h3> <p>The top five brands are ones which UK shoppers have known and loved for a long time. Although the stores aren’t new, their methods of attracting customers have changed dramatically since the stores were founded.</p> <p>These changes have been driven by the transformation of consumer behaviour. According to research by Webloyalty &amp; Conlumino, the average consumer typically used around two touchpoints during their path to purchase in the year 2000. By 2015, this had increased to around five.</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0008/2364/christmas-shoppers-on-smartphone.jpg" alt="Christmas shoppers on smartphone" width="800" height="450"></p> <p>Shoppers are interacting with more touchpoints across more marketing channels and devices than ever before.</p> <p>But which of these is having the biggest impact on consumer choice, and how are Britain’s favourite brands making the most of it?</p> <h3>The famous Christmas TV ad campaign</h3> <p>Despite the big budgets and hype, our research found that only 27% of people make a purchase based on brands’ TV adverts alone.</p> <p>This may seem a small percentage in return for the huge investment in TV ads, but no channel performs in a silo. As multi-device ownership increases – according to the IAB’s 2015 Full Year Digital Adspend Results, there are an average of 8.3 connected devices per home – the ways to reach consumers increase too.</p> <p>For a TV advert to be most effective, it must be part of a multichannel campaign delivering consistent messaging across channels and devices. </p> <p>John Lewis – whose Christmas campaign is often the most talked about – is taking this multichannel approach seriously, <a href="https://econsultancy.com/blog/68512-john-lewis-combines-tv-ad-with-snapchat-lens-and-email/">combining both on and offline experiences</a>.</p> <p>Buster the Boxer soft toys and picture books are on sale, and the brand has partnered with Snapchat to produce a custom filter, created bespoke Twitter stickers, and offered an Oculus Rift VR experience in the Oxford Street flagship store. </p> <p>The brand’s creative multichannel approach pays off. Speaking before the release of this year’s campaign, John Lewis’ head of marketing, Rachel Swift, said that the Christmas TV ad campaign is the store’s most profitable return on investment. </p> <p><iframe src="https://www.youtube.com/embed/sr6lr_VRsEo?wmode=transparent" width="560" height="315"></iframe></p> <h3>Advice from friends and family</h3> <p>Our survey found that 31% of people listen to advice from friends and family about where to purchase Christmas gifts from.</p> <p>Social media is the modern equivalent of word of mouth. Today’s brands understand the importance of using social media as part of a multichannel campaign.</p> <p>For example, M&amp;S has ‘Mrs Claus’, the star of its TV ad, taking over its Twitter account, has created the hashtag #lovemrsclaus, and has even designed its own Mrs Claus emoji.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">A delightful morning full of giving (and receiving) awaits. Stay tuned... <a href="https://twitter.com/hashtag/LoveMrsClaus?src=hash">#LoveMrsClaus</a> <a href="https://t.co/au6wzme7AC">pic.twitter.com/au6wzme7AC</a></p> — M&amp;S (@marksandspencer) <a href="https://twitter.com/marksandspencer/status/806770300905848833">December 8, 2016</a> </blockquote> <p>According to Waggener Edstrom, from 4–20 November 2016, M&amp;S clocked up 43,376 mentions across social media, second only to John Lewis (which had a huge 203,199).</p> <p>Again the scale of the social buzz surrounding these big campaigns helps hammer home the importance of creating a campaign that is active across multiple channels.</p> <h3>Browsing a retailer’s own website</h3> <p>Our survey results also showed that 33% of shoppers browse a brand’s own website to help them decide where to buy gifts. So, it’s essential to make sure people can navigate around your site easily.</p> <p>Next’s online Christmas store is a prime example of so many retail websites at this time of year – there’s an obvious Christmas section in the main navigation, ‘gifts for…’ category pages, Secret Santa guides, the list goes on. It’s easy for consumers to find what they’re looking for in whatever way that suits them.</p> <p>But this on-site experience is only beneficial if people are actually visiting your website in the first place. Attracting relevant traffic isn’t just about the short term tactics, like <a href="https://econsultancy.com/blog/68573-seven-examples-of-black-friday-email-marketing-from-retailers/">the barrage of Black Friday emails</a> we experienced last month.</p> <p>Campaigns that focus on the long term, like partnerships with relevant blogs and online magazines, can help you attract more of your target customers over a longer period of time. </p> <p>The tricky thing is measuring the impact of campaigns like this. If a customer reads your Christmas gift guide on their favourite fashion blog and then visits your website a few days later, last-click measurement won’t acknowledge the contribution of the content campaign. </p> <p>Brands, including some of those in our top five, are moving towards attributed measurement to help them understand the value of marketing channels that appear earlier in the user journey.</p> <p>House of Fraser, for example, saw an 83% rise in the number of affiliate touchpoints awarded commission when it moved away from the last-click model.</p> <p>This view of the full user journey allowed House of Fraser to recognise the touchpoints that were driving customers to its website on a longer term basis.</p> <h3>Saving money with vouchers and loyalty schemes</h3> <p>Finally, we found that 44% of consumers are encouraged to buy from a store if they know they can use a voucher code, and 23% are persuaded by the chance to build up loyalty points.</p> <p>Boots is a great example of a store that uses vouchers and loyalty points well. You can quickly find offers on voucher and cashback sites, the brand’s Advantage Card is extremely popular, and its 3-for-2 offers at Christmas practically fill the store.</p> <p>Typically, online vouchers are associated with short-term gains at the last click – arguably perfect for the Christmas push. But it’s important to understand the incremental value that vouchers offer.</p> <p>As our survey shows, they can prompt shoppers to choose one brand over another. Vouchers can also add value across the whole user journey: We found a 22% uplift in revenue from voucher sites when taking earlier touchpoints into account, rather than just last click.</p> <p>So, we’ve seen that the modern consumer journey is complex. Christmas shoppers are influenced by lots of different touchpoints – there’s no one channel that trumps them all. The UK stores that win the Christmas retail battle are the ones that target their audience across all the relevant channels available to them.</p> <p>The brands that truly win at this time of the year, however, are the ones that understand the importance of <a href="https://econsultancy.com/blog/65435-what-is-customer-lifetime-value-clv-and-why-do-you-need-to-measure-it/">lifetime value</a>. Attracting customers and encouraging them to buy Christmas gifts is only the first step.</p> <p>Retailers that succeed are those that use their data cleverly to help them make the most of the 84% of Christmas shoppers who intend to shop at their chosen store again – and attract as many of the remaining 26% as possible.</p> <p>Having a rounded understanding of the user journey, and the many touchpoints that users encounter both pre- and post-purchase, allows you to test and discover what messages to use – and when – to encourage more customers to return again and again.</p> tag:econsultancy.com,2008:BlogPost/68574 2016-11-30T01:00:00+00:00 2016-11-30T01:00:00+00:00 The five pillars of an online to offline tracking programme Jeff Rajeck <p>One thing which is still eluding brands, though, is how to continue tracking customers when they move from online to offline.  </p> <p>That is, <strong>marketers know their customers' online behaviours but when customers step foot in the store they lose track.</strong></p> <p>Some companies have come up with a number of solutions to this problem, as shown in a recent Econsultancy report, <a href="https://econsultancy.com/reports/understanding-the-customer-journey">Understanding the Customer Journey</a>. </p> <p><img src="https://assets.econsultancy.com/images/0008/1872/graph.png" alt="" width="800" height="486"></p> <p>As none of the systems listed in the graph are being used by more than two in five marketers, however, it seems that <strong>many companies are still struggling with how to track customers from their various online platforms to offline locations.</strong></p> <p>To find out more about what successful companies are doing, we spoke to a number of marketers at our recent Digital Cream Singapore at a table sponsored by Universal Data Hub provider, <a href="http://tealium.com/">Tealium</a>.</p> <p>The result was five key requirements, or 'pillars', for an online to offline tracking programme.</p> <h3>1. The business case</h3> <p>According to one participant, tracking customers from online to offline is a long-term project and will require resources and buy-in from senior management.</p> <p>In order get buy-in, though, the project needs to be a priority to the business and so <strong>marketers need to draw up a business case.</strong></p> <p>It doesn't have to be extensive, but the business case should include resources required and let management know why tracking customers from online and offline is important to the business.</p> <p>Ideally, it will also include data which gives the business a reason to invest. One source of this data is the <a href="https://www.consumerbarometer.com/en/">Google Consumer Barometer</a> which offers data about how customer behaviour has changed in recent years.  </p> <p>This can form the basis for the argument that if the business doesn't cater to these new behaviours, customers will start doing business elsewhere.</p> <p>Additionally, one attendee noted, the business case should offer a 'clear vision' of why the department heads should support the project. Otherwise, an initiative of this size may never get off the ground.</p> <p><img src="https://assets.econsultancy.com/images/0008/1873/1.jpg" alt="" width="800" height="533"></p> <h3>2. Responsibility</h3> <p>Once senior management is bought-in, <strong>marketers need ensure that the right departments are on-board.</strong>  </p> <p>Tracking customers between online and offline is not just a marketing project, said one participant. IT and sales, at the very least, should be involved from the start, as well.</p> <p>Responsibilities need to be assigned, too. Without defining roles, it is likely that the project managers will face resistance from departments which will, naturally, be protecting their domains.</p> <p>One participant noted that, at their firm, IT initially protested that adding tracking tags slowed down the website. Additionally, the CRM team was hesitant about sharing customer data with marketers.</p> <p>Getting support from the CTO and the CIO was the only way to overcome these objections.</p> <p>Through ensuring that these departments are on-board at a senior level, marketers will have the leverage they need to access the relevant data and push through the changes required to implement customer tracking.</p> <p><img src="https://assets.econsultancy.com/images/0008/1874/2.jpg" alt="" width="800" height="533"></p> <h3>3. Goals</h3> <p>In addition to drafting a business case and assigning responsibilities, <strong>project leaders will also need to set goals for the initiative.</strong> That is, what exactly is the team trying to achieve?</p> <p>One suggestion was that the goal should be to 'stitch together online and offline data' to obtain 'a single view of the customer' throughout the organisation.</p> <p>To find out more about what this goal achieves for the project team, and indeed the business, watch this short video by the table subject matter expert, Andy Clark.</p> <p><iframe src="https://player.vimeo.com/video/193306758" width="480" height="360"></iframe></p> <h3>4. Tactics</h3> <p>After plans are signed and goals are agreed upon, marketers need to get to work.  </p> <p>The consensus at the table was that<strong> the team should not try too many tactics at one time</strong>, but instead they should 'chip away at small blocks'.</p> <p>This could be as simple as implementing tracking codes on online coupons or collecting customer data at point-of-sale.</p> <p>Participants encouraged those just starting out to use free services at first and learn about how the technology works. After some time, they will likely need to upgrade to a more feature-rich solution but, having learned from their initial efforts, they will have data to support their requests for more budget and resources.</p> <p><img src="https://assets.econsultancy.com/images/0008/1875/3.jpg" alt="" width="800" height="533"></p> <h3>5. Measuring success</h3> <p>The final pillar of tracking customers from online to offline is to agree from the outset about how the team should measure and report success.</p> <p>This should not be an afterthought, said one delegate, as project members will have so much data on their hands that it will be 'coming out of their ears'.  </p> <p><strong>Agreeing on metrics and key performance indicators (KPIs) beforehand will help the team avoid 'data overload'</strong> and assist them in producing reports which are meaningful to the team and to the business.</p> <p>One suggestion was that<strong> marketers should look at customer-based metrics as well as ones which are more business-oriented</strong>.  </p> <p>This is because tracking the customer between their device and an offline location may not immediately demonstrate financial ROI and so expectations need to be set accordingly.</p> <p>Marketers should, instead, look for uplifts in customer satisfaction, engagement, and loyalty and include these both as goals and as ongoing KPIs.</p> <p>Without agreeing on achievable success criteria, one attendee suggested, a programme which takes this much effort and resources will struggle to get the continuous support from management that it requires.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day, our table moderator, Econsultancy trainer Martin Ross, and our table sponsor for the day, Tealium.</p> <p>We hope to see you all at future Singapore Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/1877/4.jpg" alt="" width="800" height="533"></p>