tag:econsultancy.com,2008:/topics/multichannel Latest Multichannel content from Econsultancy 2017-03-22T11:19:22+00:00 tag:econsultancy.com,2008:BlogPost/68925 2017-03-22T11:19:22+00:00 2017-03-22T11:19:22+00:00 How ASOS targeted students via ‘Blank Canvas’ competition Nikki Gilliland <p>With help from marketing agency Seed, the ecommerce brand aimed to create an authentic and empowering campaign that would truly resonate and connect with this young audience. Here’s how it succeeded.</p> <h3>Understanding the student experience</h3> <p>ASOS says that its challenge was to become the number one destination for fashion-loving students. A rather broad aim, perhaps, but you get the idea. </p> <p>In order to do so, it first set out to better understand this target market and what it is they desire from an online brand. As well as determining specific characteristics of the consumer – someone who is likely to be fashion-forward, experimental, and highly targetable due to a high level of social media activity – it set out to identify key student trends.</p> <p>So, what do students want from university life today?</p> <p>ASOS suggests that the notion of ‘success’ is no longer as traditional as it once was – especially within university life. From starting a new business to becoming a social media influencer, the youth of today are far more set on creating their own version of success, as well as their own rules on how to achieve it.</p> <p>In turn, while fashion might have an impact on a student’s identify, it is clear that a curation of individuality and of one’s self is far more important than modern trends.  </p> <p>ASOS also emphasises the experience-seeking nature of today’s student audience – one that has grown up with the internet (and in fact has never been without it) - resulting in the expectation of a seamless consumer experience, whereby the real and digital worlds blur.</p> <p><img src="https://assets.econsultancy.com/images/0008/4945/ASOS_students.JPG" alt="" width="760" height="543"></p> <h3>An interactive campaign</h3> <p>Once the brand had determined the typical values and lifestyle of today’s student consumer, it aimed to craft a campaign that would ultimately align with and resonate with this audience.</p> <p>The ‘Blank Canvas’ competition – launched in time for the ‘back to uni’ period across multiple global markets – involved students creating their own version of a tote bag when they registered as a student on ASOS. </p> <p>There were a few ways to get involved, but it was all done via a simple app designed specifically for the campaign. Students could either create a bag from pre-designed emoji-style graphics, select from 10 designs by global professional artists, or upload a bespoke design that they had created themselves.</p> <p>Essentially, it meant that all students could have the opportunity to get involved, but it also gave the most creative the chance to truly stand out. The best design would win a prize – to be able to sell their creation on ASOS, as well as a bursary and dedicated mentor.  </p> <p>The winner would be decided by a voting system, with all voters receiving a 15% discount on the site to encourage participation.</p> <p><img src="https://assets.econsultancy.com/images/0008/4944/ASOS_blank_canvas.JPG" alt="" width="760" height="361"></p> <h3>The results</h3> <p>With over 22,000 custom-bags designed and over 80,000 votes from territories like the US and the UK, the competition drew a huge amount of interest.</p> <p>In turn, ASOS saw great results on-site, with a 178% success rate for targeted sign-ups, and a high conversion from sign-ups to shoppers.</p> <p><img src="https://assets.econsultancy.com/images/0008/4950/ASOS_stat.JPG" alt="" width="760" height="425"></p> <p>While the figures speak for themselves, the brand also measured success in terms of positive brand sentiment, citing excellent feedback from participants as well as the general overwhelming response of entries as proof. The competition element also meant that students essentially did the marketing on behalf of ASOS, using their own social presence to promote their entries and the campaign itself.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">last day to cast your votes for ASOS blank canvas! please click this link to vote for my bag design and share: <a href="https://t.co/Dt6Lun3uPK">https://t.co/Dt6Lun3uPK</a> xo <a href="https://t.co/O9I1u8kCmg">pic.twitter.com/O9I1u8kCmg</a></p> — Alison (@alison_geddes) <a href="https://twitter.com/alison_geddes/status/807582274996830208">December 10, 2016</a> </blockquote> <p>Finally, the brand was able to take away a few key discoveries about the student consumer, using it to inform future campaigns and targeting. Firstly, that the age-old student stereotype is far from the reality of this super-ambitious demographic. </p> <p>Secondly, that by empowering a young audience – offering them a chance to fulfil their own potential as well as explore their individuality – a brand is able to generate great results. </p> <p><em><strong>More on ASOS:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67823-what-makes-asos-s-online-customer-experience-so-enjoyable/" target="_blank">What makes ASOS's online customer experience so enjoyable?</a></em></li> <li><em><a href="https://econsultancy.com/blog/67950-eight-ecommerce-checkout-design-features-that-make-asos-great/" target="_blank">Eight ecommerce checkout design features that make ASOS great</a></em></li> <li><em><a href="https://econsultancy.com/blog/67870-why-asos-is-still-leading-the-online-retailing-pack/" target="_blank">Why ASOS is still leading the online retailing pack</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/68900 2017-03-16T14:58:00+00:00 2017-03-16T14:58:00+00:00 Ted Baker uses 360 video and Instagram Stories for new SS17 campaign Nikki Gilliland <p>Here’s a closer look at the various aspects of the campaign and why I think it works.</p> <h3>New season narrative on Instagram Stories</h3> <p>One of the most interesting things about Ted Baker is how it takes the opportunity to completely refresh its brand creative with each passing season. This means that it is able to ramp up interest on social, teasing fans with sneak peeks and first looks of the latest collections.</p> <p>This time, the campaign is centred around a comedy sitcom called ‘Keeping up with the Bakers’, featuring a fictional suburban family hiding a heap of secrets. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">There’s a new family in town. Watch the Spring 17 film that has everyone talking <a href="https://twitter.com/hashtag/meetthebakers?src=hash">#meetthebakers</a> <a href="https://t.co/deD1XqFItz">https://t.co/deD1XqFItz</a> <a href="https://t.co/u7VDsL7XiQ">pic.twitter.com/u7VDsL7XiQ</a></p> — Ted Baker (@ted_baker) <a href="https://twitter.com/ted_baker/status/838681641807724544">March 6, 2017</a> </blockquote> <p>Interestingly, the brand has chosen to use Instagram Stories to launch the sitcom in an <a href="https://econsultancy.com/blog/67977-four-examples-of-brands-using-an-episodic-content-marketing-strategy/">episodic format</a>, releasing daily content to capitalise on the platform’s storytelling element. It also worked with digital agency Poke to create this part of the campaign.</p> <p>As well as hooking the audience into the narrative, this also offers users the chance to get involved and potentially win prizes, providing a real incentive to follow the story to the very end.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">UFO sightings have been confirmed on Tailor’s Lane. Head to Instagram Stories to find out the classified information <a href="https://t.co/auSCp3J3s1">https://t.co/auSCp3J3s1</a> <a href="https://t.co/px7PpjCmQl">pic.twitter.com/px7PpjCmQl</a></p> — Ted Baker (@ted_baker) <a href="https://twitter.com/ted_baker/status/841725624293117952">March 14, 2017</a> </blockquote> <h3>Interactive windows in-store</h3> <p>While it has fewer stores than other competitor retailers, this fact has allowed Ted Baker to experiment more with <a href="https://econsultancy.com/blog/66591-ted-baker-s-virtual-store-what-is-the-point/" target="_blank">digital technology in its physical spaces</a> (as well as concentrate on a digital-first approach across the board).</p> <p>For its ‘Keeping up with the Bakers’ campaign, it has partnered with Nexus to create digital window displays in key Ted Baker stores in the UK. </p> <p>The windows include an interactive display that generates a photo and GIF when a passer-by places their hand on the glass screen. This focus on bringing the digital in-store is certainly something that sets the brand apart. While many other fashion retailers have also experimented with technology – such as <a href="https://econsultancy.com/blog/67962-zara-introduces-self-checkout-in-store-how-will-it-impact-the-customer-experience/" target="_blank">Zara introducing self-checkout</a> into its stores, for example – Ted Baker’s approach aims to be fun and creative rather than purely functional. </p> <p>Granted, a shareable GIF is not necessarily ground-breaking, but in the context of a busy shopping location it cleverly drives footfall as well as sticks in the mind of consumers.</p> <p><img src="https://assets.econsultancy.com/images/0008/4710/Ted_Baker.JPG" alt="" width="750" height="607"></p> <h3>360-degree shoppable film</h3> <p>The final part of the campaign is a shoppable film – a tactic <a href="https://econsultancy.com/blog/68275-ted-baker-unveils-shoppable-video-google-voice-search-stunt-for-aw16-campaign/" target="_blank">previously used by Ted Baker</a> to increase shopper engagement and drive online purchases. However, unlike past examples, the brand has this time incorporated 360-degree technology to further immerse users into the Bakers' world.</p> <p>Meanwhile, the brand has also added a VR-element, allowing viewers to use Google Cardboard to bring the story to life.</p> <p>While the virtual reality aspect is entertaining, I think the chance to experience the shoppable video in 360-degrees is what truly elevates it to another level. <a href="https://www.thinkwithgoogle.com/articles/360-video-advertising.html" target="_blank">Google suggests</a> that 360-degree video typically results is a higher click through rate, as well as a greater amount of engagement in the form of social shares. </p> <p><iframe src="https://www.youtube.com/embed/ZSSfIlQnZb8?wmode=transparent" width="854" height="480"></iframe></p> <p>It’s not difficult to see why Ted Baker has made use of the technology. With most fashion brands relying on traditional marketing, Ted Baker's innovative approach continues to make it one of the most interesting brands around.</p> tag:econsultancy.com,2008:BlogPost/68893 2017-03-16T10:17:12+00:00 2017-03-16T10:17:12+00:00 Four digital priorities for retailers in 2017 Nikki Gilliland <p>Here are four key charts highlighting what’s high on the priority list for retailers in 2017.</p> <h3>Striving to become digital-first</h3> <p>While bricks-and-mortar operations drive traditional marketing activities for a lot of retailers, the quest to reach digital maturity is also growing in importance.</p> <p>The below chart shows that 48% of retailers say that digital ‘permeates most of their marketing activities’ – which is compared to 46% for non-retail respondents. </p> <p><img src="https://assets.econsultancy.com/images/0008/4660/Digital_in_marketing_activities.JPG" alt="" width="780" height="578"></p> <p>Meanwhile, 16% of retailers say that digital permeates all their marketing activities. Despite this figure still being fairly low – especially in comparison to other sectors such as media or gambling - it reflects a growing recognition that a strong digital element is needed to complement offline campaigns like TV ads and direct mail.</p> <h3>Targeting and personalisation remain top priorities</h3> <p>While other sectors are prioritising factors like social media engagement and <a href="https://econsultancy.com/blog/67985-what-is-the-future-of-content-marketing/" target="_blank">content marketing</a>, targeting and personalisation is now the top priority for retailers – with 33% citing it as one of their current three key areas of focus.</p> <p>Through personalisation, retailers are able to provide more of an authentic, relevant and memorable experience for consumers, in turn increasing the likelihood of repeat purchases and brand loyalty. </p> <p>As a result, we can see that budgets are expanding, with 57% of retailers now planning to further invest in personalisation during 2017.</p> <p><img src="https://assets.econsultancy.com/images/0008/4662/Targeting_and_personalisation.JPG" alt="" width="780" height="593"></p> <h3>Understanding mobile users</h3> <p>With retail sales in the UK alone reaching £133bn in 2016, the impact of mobile is clear. </p> <p>For retailers, however, it’s becoming more about how mobile can be harnessed as part of an over-arching customer experience strategy – rather than a standalone area that competes for both attention and budget.</p> <p>The below chart demonstrates the importance of understanding the customer journey, more specifically in terms of how mobile users research and buy products on their smartphone. </p> <p><img src="https://assets.econsultancy.com/images/0008/4661/Mobile_users.JPG" alt="" width="780" height="550"></p> <p>75% of retailers now agree on the importance of taking all touchpoints into consideration when mapping the consumer journey, meaning both online and offline behaviour.</p> <h3>AR and VR breaking through</h3> <p>When it comes to how retailers plan to differentiate themselves in the face of competition, 34% cite making the experience as fun and valuable as possible - above and beyond other factors like customer service and the quality of products. </p> <p>With 28% of retailers also citing <a href="https://econsultancy.com/blog/67713-augmented-reality-vs-virtual-reality-where-should-brands-focus/" target="_blank">VR and AR</a> as the most exciting prospect ahead of 2020, many are embracing technology as a way of achieving a fun and unique customer experience. Whether it’s a virtual dressing room or an <a href="https://econsultancy.com/blog/68732-what-makes-a-good-chatbot-ux/" target="_blank">online chatbot</a>, technology is now being utilised to strengthen bonds with consumers. </p> <p>Finally, as technology trends are predicted to dominate the evolution of retail in the next five years, it remains to be seen how retailers will successfully integrate this alongside human-centred design.</p> <p><img src="https://assets.econsultancy.com/images/0008/4663/VR_AR_breaking_through.JPG" alt="" width="780" height="590"></p> <p><em><strong>For further insight, Econsultancy subscribers can download the </strong><strong>latest <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends-in-retail/">Digital Trends in Retail Report</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68760 2017-03-16T01:00:00+00:00 2017-03-16T01:00:00+00:00 Five key takeaways from our Cross-Channel Marketing in Australia & New Zealand report Donna-Marie Bohan <p>This is according to our new Cross-Channel Marketing Report produced in association with <a title="IBM Marketing Cloud" href="http://www.ibmmarketingcloud.com/" target="_self">IBM Marketing Cloud</a>.</p> <p>Cross-channel engagement is a modern marketing reality. Today, step-by-step approaches are not enough and success depends on every channel integrating with and supporting each other. </p> <p>For customers, there is only one brand experience. As they move seamlessly across channels, marketers need to be where their customers are.</p> <p>Our new report explores the extent to which organisations in Australia and New Zealand are equipped for cross-channel marketing. The research is based on a survey of around 300 marketing, digital and ecommerce professionals in Australia and New Zealand, carried out in September and October 2016.</p> <p>Here are some key takeaways from the research:</p> <h4><strong>1. Ownership and responsibility for cross-channel marketing is not evenly shared across organisations.</strong></h4> <p>In terms of access to customer engagement insights, 71% of respondents agree that this lies with marketing teams. Furthermore, 37% of client-side respondents and 57% of agency respondents say that their, or their clients’, marketing teams are only ‘somewhat integrated’.</p> <p>This emphasises that siloed behaviours, processes and organisational structures still exist within organisations, preventing cross-channel marketing from becoming a reality.</p> <h4><strong>2. Social is a priority channel.</strong></h4> <p>Social is considered the biggest priority, the greatest opportunity and will receive the greatest investment from marketers over the next year, yet greater efforts need to be made to integrate social channels in the overall cross-channel marketing mix.</p> <p><em><strong>Which three marketing channels are the biggest priorities for your organisation over the next year?</strong></em></p> <p><img src="https://assets.econsultancy.com/images/resized/0008/4673/fig27-blog-flyer.jpg" alt="Fig27" width="470" height="339"></p> <h4><strong>3. Organisations need to focus more on post-campaign elements such as testing, optimisation and evaluation/learning.</strong></h4> <p>When asked to rank the top five areas of a marketing campaign in terms of time spent, 43% of client-side respondents chose strategy and planning as their first choice while 32% chose design and content as their first choice.</p> <p>While these elements are important, this focus comes at the expense of testing (1%), optimisation (1%) and evaluation/learning (3%). A greater emphasis on these areas is required in order to iterate and improve cross-channel marketing efforts.</p> <h4><strong>4. The potential of mobile within the marketing mix is not fully exploited by marketers in the region.</strong></h4> <p>Mobile channels rank at the bottom of the list in terms of channel usage and the extent to which they are integrated with marketing activities.</p> <p>It is disconcerting that marketers in Australia and New Zealand are not fully taking advantage of mobile given the pivotal role that the channel plays in the path to purchase.</p> <h4><strong>5. Marketers need to refine their systems, broaden their set of metrics and pay closer attention to measuring cross-channel influence.</strong></h4> <p>In terms of understanding customer interactions across channels, 51% of client-side respondents indicate that they do not have a measurement system in place between differing online channels while 80% of these respondents say that they do not have a measurement system between online and offline channels.</p> <p>Furthermore, 75% of client-side respondents and 84% of agency respondents say that they, or their clients, rely on sales/revenue as an indicator for cross-channel marketing effectiveness.</p> <p><em>To learn more and read the full analysis, download our <a title="Cross-Channel Marketing in Australia and New Zealand" href="https://econsultancy.com/reports/cross-channel-marketing-in-australia-and-new-zealand/" target="_self">Cross-Channel Marketing in Australia and New Zealand</a> report.</em></p> tag:econsultancy.com,2008:Report/4382 2017-03-15T01:00:00+00:00 2017-03-15T01:00:00+00:00 Cross-Channel Marketing in Australia and New Zealand <h2>Overview</h2> <p>The <strong>Cross-Channel Marketing in Australia and New Zealand </strong>report, produced in association with <a title="IBM Marketing Cloud" href="http://www.ibmmarketingcloud.com/" target="_blank">IBM Marketing Cloud</a>, explores how companies are orchestrating their marketing activities across a range of channels. The research is based on a survey of almost 300 digital marketers and ecommerce professionals, carried out in September and October 2016.</p> <p>The report provides insight into the extent to which organisations in the region are delivering integrated cross-channel marketing campaigns, the level of mobile integration and their most important priorities over the next year.</p> <h2>What you'll learn</h2> <ul> <li>Find out how well organisations in Australia and New Zealand (ANZ) are set up for cross-channel marketing and how they rate the impact of cross-channel interactions on various business objectives.</li> <li>Benchmark your cross-channel capabilities against those of ANZ marketers and discover if you're well equipped to deliver effectively orchestrated cross-channel marketing activities.</li> <li>Understand how organisations can enable orchestration of cross-channel marketing activities and what the most common barriers are.</li> <li>Find out where most time is spent on a typical digital marketing campaign and which channels are most time-consuming.</li> </ul> <h2>Key findings from the report</h2> <ul> <li>Over two-fifths (45%) of client-side marketers and over a third (36%) of agency respndents rate their cross-channel experience as 'fair'.</li> <li>Around four-fifths (83%) of responding companies agree that their messaging, execution and delivery strategies are still fragmented across touchpoints.</li> <li>Mobile channels rank at the bottom of the list in terms of channel usage and the extent to which they are integrated with marketing activities.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> tag:econsultancy.com,2008:BlogPost/68882 2017-03-13T10:00:00+00:00 2017-03-13T10:00:00+00:00 Four ways Tiger is transforming the in-store retail experience Nikki Gilliland <h3>Design-lead concept</h3> <p>Unlike other stores with a similar price range, Tiger does not lead with a low-cost concept. Instead, it is better known for its focus on design, stocking a wide range of cheap, cheerful and brightly coloured products – often sourced from Asia.</p> <p>It is a formula that has become a hallmark, and in turn, has made Tiger’s proposition about more than just affordable prices. </p> <p>You might go into a Tiger in search of a specific item, but more often than not, regular consumers also visit for the purpose of having a browse. This is because - drawing on its tagline of ‘everyday magic’ – it promotes the idea that you don’t know what you might find in its stores. </p> <p>While sourcing products from Asia surely helps to offer consumers something new, Tiger has also taken steps to commission artists to create original items specifically for the store. For example, it has previously partnered with Japanese artist Misaki Kawai to create a range of unique tote bags.</p> <p><img src="https://assets.econsultancy.com/images/0008/4520/Tiger_online.JPG" alt="" width="780" height="398"></p> <h3>Low-cost quality</h3> <p>While the majority of Tiger’s items are very low in price, often falling between just £1 to £3, Tiger doesn’t sell itself on this basis. More importantly, it manages to bypass the notion that low-price equals low quality, and this is largely due to the store’s all-inclusive nature.</p> <p>By refusing to shout about its prices, it has managed to disrupt the idea that cheap equals a poorly-made product.</p> <p>Of course, that is not to say that the consumer does not appreciate good value. Rather, perhaps that consumers are beginning to consider their money even more than ever before – with expectations becoming less about BOGOF offers and more about legitimate value as well as quality.</p> <p><img src="https://assets.econsultancy.com/images/0008/4518/Tiger_store.JPG" alt="" width="780" height="521"></p> <h3>Seasonal products and travel stores</h3> <p>Another reason why Tiger has generated a loyal following is its dedication to the changing seasons. </p> <p>You only have to look at its social media channels to see how it taps into events like Easter and Pancake Day – conveniently selling season-related products you probably never knew existed.</p> <p>Similarly, it is able to drive sales of its craft and DIY products by continuously introducing new ranges, in turn ensuring that its stores remain interesting and exciting to even the most regular consumers.</p> <p><img src="https://assets.econsultancy.com/images/0008/4519/Tiger_Insta.JPG" alt="" width="780" height="519"></p> <p>Tiger has also recently entered the <a href="https://econsultancy.com/blog/68371-why-travel-retail-is-big-business-for-beauty-brands/" target="_blank">travel retail</a> space, opening its first ever store in a London tube station. With a slightly different product-range, skewed to ‘on the go’ consumers, it is a sign that Tiger is intent on expanding – as well as evidence that there is a demand for it.</p> <h3>In-store discovery</h3> <p>When it comes to its in-store layout, Tiger has clearly been inspired by fellow Scandinavian brand, <a href="https://econsultancy.com/blog/67694-10-examples-of-great-ikea-marketing-creative/" target="_blank">Ikea</a>. Its larger shops are distinctly labyrinthine, taking consumers on a one-way journey through the entire store.</p> <p>It’s a clever concept. Not only does it ensure consumers will travel past all potential products before they leave, increasing the likelihood of an impulse purchase, but it also builds on consumer panic. For example, by placing food and drink items near the checkout, but not quite the nearest thing to it, consumers will pick up these items knowing they won’t easily be able to turn back again.</p> <p>It’s not only the layout that sets Tiger apart, of course. Its focus on the ‘surprise and discovery’ concept of its stores extends even to the background music, with the stores playing a familiar soundtrack of songs from the 1960’s to the 1990’s. </p> <p>Whether or not you actually need anything it sells, there’s no doubt Tiger is intent on changing the stale shopping experience of most low-price stores.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">These mini notebooks from <a href="https://twitter.com/FlyingTigerCph">@FlyingTigerCph</a> really speak to my soul <a href="https://t.co/DLois99DFO">pic.twitter.com/DLois99DFO</a></p> — Billy Davis (@Billy_Davis85) <a href="https://twitter.com/Billy_Davis85/status/838089100385271809">March 4, 2017</a> </blockquote> <p><em><strong>Related articles:</strong></em></p> <p><a href="https://econsultancy.com/blog/68787-why-did-poundland-s-ecommerce-trial-fail/" target="_blank">Why did Poundland’s ecommerce trial fail?</a></p> tag:econsultancy.com,2008:BlogPost/68871 2017-03-10T13:30:00+00:00 2017-03-10T13:30:00+00:00 How travel brands are capitalising on YouTube adventure search trend Nikki Gilliland <p>Here are some key insights from <a href="http://hitwise.connexity.com/02172017_Travel_Report_CD_UK_L.html" target="_blank">the research</a>, along with a few examples of brands driving sales through adventure-driven video content.</p> <h3>Emerging destinations on YouTube</h3> <p>According to Hitwise, search interest for destinations associated with adventure has grown rapidly across social and video platforms of late, with YouTube in particular seeing a spike.</p> <p>Searches for Iceland have grown 118% on the platform since 2015, closely followed by the destinations of Vietnam and Sri Lanka, which both increased 75% and 72% respectively.</p> <p><img src="https://assets.econsultancy.com/images/0008/4402/Hitwise_destinations.JPG" alt="" width="780" height="424"></p> <h3>So, what does this tell us about consumers?</h3> <p>First and foremost, that people are looking for unique experiences rather than standard getaways. Instead of typically popular European locations, travellers appear to be showing a greater desire to explore unusual or unfamiliar locations.</p> <p>Secondly, it also shows that video is an increasingly powerful tool for engagement. Now, consumers are turning to sites like YouTube for the sole purpose of discovery, rather than starting their journey on Google or travel websites.</p> <h3>Driving traffic from YouTube</h3> <p>The report also shows that brands are tapping into YouTube data in order to successfully transition interest from social media to brand websites.</p> <p>By profiling users to determine what kind of content they are watching, as well as the types of content that typically drives subscription to YouTube channels – companies are aiming to convert passive viewers to active consumers.</p> <p>With a 59% increase in referral traffic year-on-year, Skyscanner has been one of the brands to best capitalise on YouTube interest.</p> <p><iframe src="https://www.youtube.com/embed/xrHy2CcLpFE?wmode=transparent" width="854" height="480"></iframe></p> <p>Meanwhile, <a href="https://econsultancy.com/blog/68505-a-closer-look-at-booking-com-s-customer-focused-strategy/" target="_blank">Booking.com</a> has also seen success with a rise of 31% in referral traffic from YouTube.</p> <p><img src="https://assets.econsultancy.com/images/0008/4403/Hitwise_brands.JPG" alt="" width="780" height="392"></p> <h3>Further examples of adventure-driven video content</h3> <p>While Hitwise has highlighted how aggregator sites have benefitted from this adventurous video content, many other travel brands have also been getting in on the action.</p> <p>Here are just a few more examples worth a look.</p> <h3>Expedia</h3> <p>Expedia's video content strategy is typically based on a 'travel guide' format, showcasing the sights and sounds of a particular place. However, one of the most popular on its channel is the 'How Far' video in a collaboration with Explore Australia.</p> <p>Using 360 degree technology, it allows users to explore Australia's awe-inspiring landscapes and oceans, while drawing them in with a daring and emotion-stirring narrative.</p> <p><iframe src="https://www.youtube.com/embed/VcaT_wRwmuw?wmode=transparent" width="854" height="480"></iframe></p> <h3>GoPro</h3> <p>While GoPro is a camera brand, it famously uses travel content to engage with adrenaline-hungry consumers.</p> <p>While slick, brand-produced video is a big part of its strategy, user-generated content is also a regular fixture, helping to build the brand's reputation as the ideal camera to use abroad.</p> <p><iframe src="https://www.youtube.com/embed/8KzjJobzFmM?wmode=transparent" width="854" height="480"></iframe></p> <h3>Intrepid Travel</h3> <p>Unsurprisingly for a brand rooted in adventurous experiences, Intrepid Travel's YouTube channel is full to the brim with action-packed video content.</p> <p>Its not <em>always</em> adrenaline-fuelled, however.</p> <p>Despite the name, the 'Adventure Collective' series follows a 'day in the life' format, showcasing the unique and varied nature of what it's like to immerse yourself in a local culture.</p> <p><iframe src="https://www.youtube.com/embed/TqdkP3t6n2o?wmode=transparent" width="854" height="480"></iframe></p> <h3>Lonely Planet</h3> <p>Lastly, Lonely Planet is a brand that uses YouTube videos to capture interest in a specific place.</p> <p>Interestingly, it often chooses to forgo narrative for a solely visual approach, managing to capture the otherwordly nature of locations while still providing in-depth insight.</p> <p><iframe src="https://www.youtube.com/embed/qhlrI_16Gvw?wmode=transparent" width="854" height="480"></iframe></p> <p><strong><em>Related reading:</em></strong></p> <ul> <li><em><a href="https://econsultancy.com/blog/67766-10-examples-of-great-travel-marketing-campaigns/" target="_blank">10 examples of great travel marketing campaigns</a></em></li> <li><em><a href="https://econsultancy.com/blog/67404-seven-creative-innovative-videos-for-travel-advertising/" target="_blank">Seven creative &amp; innovative videos for travel advertising</a></em></li> <li><em><a href="https://econsultancy.com/blog/65957-video-content-strategy-why-do-it-will-anyone-watch-it/" target="_blank">Video content strategy: why do it &amp; will anyone watch it?</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/68772 2017-02-03T09:20:11+00:00 2017-02-03T09:20:11+00:00 Four key CX charts from our Digital Trends 2017 Report Nikki Gilliland <p>Customer experience is now the biggest priority for 63% of marketers, with 49% currently citing it as the most important of all. Of course, ‘customer experience’ is somewhat of an umbrella term, involving multiple areas of focus. </p> <p>With this in mind, here’s a bit of insight into how marketers are honing in on the customer experience, as well as a few key challenges they face. And for further insight, you can download the Adobe <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends">2017 Digital Trends Report</a>.</p> <h3>Greater focus on CX</h3> <p>First, why has customer experience overtaken data-driven marketing?</p> <p>On one hand, this could be because data is also considered as part of the customer experience, meaning that there is in fact just as much of a focus as before. </p> <p>Alternatively, last year’s concentration (and investment) in the area means it has naturally slipped down the list of pressing priorities.</p> <p><img src="https://assets.econsultancy.com/images/0008/3632/Figure_8.JPG" alt="" width="780" height="565"></p> <h3>Driving perceptions of value</h3> <p>Drilling down into what ‘customer experience’ actually means for marketers, we can see that there is a bigger focus on overall ‘value’ rather than individual customer touchpoints.</p> <p>This means that instead of one aspect, such as diligent customer service or next day delivery, the experience in itself is considered to be of over-arching importance.</p> <p>While 23% of companies place the highest emphasis on creating that valuable experience, it is a natural that other elements within this remit – such as personalisation and consistency – are also ranked highly.</p> <p><img src="https://assets.econsultancy.com/images/0008/3633/Figure_9.JPG" alt="" width="780" height="600"></p> <h3>Importance of internal factors</h3> <p>The below chart supports the notion that data-analysis is part and parcel of the customer experience, with 96% of marketing executives saying it is fundamental to improving it. </p> <p><img src="https://assets.econsultancy.com/images/0008/3634/Figure_10.JPG" alt="" width="780" height="561"></p> <p>Similarly, internal collaboration is also key, with 53% of client-side respondents agreeing that this is ‘very important’.</p> <p>Despite this notion, it is clear that organisational silos continue to be one of the biggest barriers to improving CX. Findings from <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-cx-challenge/">Econsultancy’s CX Challenge Report</a> prove this, with companies that are highly advanced in customer experience sharing the responsibility across departments.</p> <h3>Striving for a design advantage</h3> <p>In this year's survey, culture and strategy were ranked as the most important elements for CX success, with UX design cited as the third most important driver to success.</p> <p>In actual fact, client-side marketers deemed UX design's importance in delivering customer experience success lower in 2017 than they did in 2016.</p> <p><img src="https://assets.econsultancy.com/images/0008/3636/Figure_13.JPG" alt="" width="780" height="581"></p> <p>Design impacts every part of the customer experience, meaning this perspective could prove to be a big limitation. Meanwhile, with 44% of respondents not having the processes and collaborative workflows to achieve a design advantage, this goes back to the problem of internal barriers getting in the way of success.</p> <p>Ultimately, with poor customer experience often relating to a lack of consistency across all channels – be it in terms of content, data insights <em>or</em> design – organisations need to start considering these elements in conjunction to faciliatate progress.</p> <p><em><strong>For further insight, you can download the <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends">2017 Digital Trends Report</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68749 2017-02-01T14:21:00+00:00 2017-02-01T14:21:00+00:00 Why online travel sites are focusing on tours and activities Nikki Gilliland <p>Here’s a look at why (and how) brands have been incorporating the trend.</p> <h3>Demand for adventurous travel experiences</h3> <p>While hotels, hostels and flights have long been the bread and butter of many travel companies, the once side-lined tours and activities sector has recently seen a greater focus.</p> <p>Why? Well, it appears to be in recognition of the changing consumer mind-set, with travellers seeking out adventurous travel experiences and choosing to spend money on memorable moments rather than souvenirs.  </p> <p>TripAdvisor is one brand that has introduced bookable tours onto its site, recently redesigning its homepage to make this feature more visible and easier to use.</p> <p>The decision has apparently been a success. TripAdvisor reports that its non-hotel segment, comprising rentals, restaurants and attractions, grew <a href="http://www.fool.com/investing/2017/01/14/4-signs-tripadvisor-may-be-about-to-turn-the-corne.aspx" target="_blank">35% in the third quarter of 2016</a>, now making up 24% of its total revenue.</p> <p>Considering that TripAdvisor’s hotel segment declined 6% - it is clear that consumers are keen to use the platform for more than just reviews.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">You don't want to miss THIS experience of a lifetime (Hint: bookable on TripAdvisor, it's great, a wall &amp; in <a href="https://twitter.com/hashtag/China?src=hash">#China</a>) <a href="https://t.co/txeh7SHoc6">https://t.co/txeh7SHoc6</a></p> — TripAdvisor UK (@TripAdvisorUK) <a href="https://twitter.com/TripAdvisorUK/status/802110034448711680">November 25, 2016</a> </blockquote> <h3>Desire for curated and personalised customer experience</h3> <p>It’s not just the travel mindset that’s changing. </p> <p>With the expectation for a seamless and convenient experience across all channels, it makes sense that consumers would prefer to use a single company for all travel requirements.</p> <p>Why would you book accommodation with Airbnb and use an aggregator like Kayak for flights, if you could do it all in one go? Brands are now recognising this opportunity, aiming to capture interest and deliver a curated and personalised experience across all key touchpoints.</p> <p>Indeed, it’s not just traditional tours and activities that sites are now introducing - many are expanding to include airport transfers, trains and even money exchange to provide this end-to-end experience.</p> <p>Naturally, there are still big barriers, and for consumers, a pressing issue remains being able to book tours and activities direct.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">For a look inside Day 1 of <a href="https://twitter.com/hashtag/AirbnbOpen?src=hash">#AirbnbOpen</a>, watch <a href="https://twitter.com/ednacz">@ednacz</a> on our Snapchat as she explores LA and the new world of trips. <a href="https://t.co/Dwv5nNI7y5">pic.twitter.com/Dwv5nNI7y5</a></p> — Airbnb UK (@Airbnb_uk) <a href="https://twitter.com/Airbnb_uk/status/799350352948531201">November 17, 2016</a> </blockquote> <p>While some do include this feature - a large percentage of TripAdvisor’s tours are bookable, for instance - there are still challenges in providing consumers with relevant and up-to-date offerings, mainly due to the complex nature of syncing with ticket operators. </p> <h3>Capturing mobile moments</h3> <p>Despite the aforementioned issues, mobile innovation is beginning to bridge the gap. Airbnb Trips also allows consumers to book tours, restaurants and activities directly, delivering on both inspirational and functional elements. </p> <p>While Google's new travel guide app, <a href="https://econsultancy.com/blog/68688-four-key-features-to-appreciate-about-google-trips/" target="_blank">Google Trips</a>, does not have this feature - currently sending users to third-party sites to make reservations - it still aims to meet the consumer demand for contextual and in-the-moment discovery. </p> <p>Bookable or not – this is certainly a key priority for travellers. Research from <a href="https://www.thinkwithgoogle.com/articles/micro-moments-travel-customer-journey.html" target="_blank">Google found that 72% of travellers</a> using a smartphone look for the most relevant information, regardless of the travel company providing it. </p> <p>Consequently, it suggests that travel brands should create a ‘micro-moments’ strategy in order to meet customer demand across four key areas – dreaming, planning, booking and experiencing.</p> <p><img src="https://assets.econsultancy.com/images/0008/3458/Google_Moments.JPG" alt="" width="462" height="554"></p> <p>As it stands, none of the big players currently offer this.</p> <p>However, with suggestion that Airbnb is currently in the process of developing a flight-booking tool, it might not be too far off.</p> <p><strong><em>Further reading:</em></strong></p> <ul> <li><a href="https://econsultancy.com/reports/digital-trends-in-the-travel-and-hospitality-sector/"><em>Digital Trends in the Travel and Hospitality Sector</em></a></li> <li><a href="https://econsultancy.com/blog/67766-10-examples-of-great-travel-marketing-campaigns/"><em>10 examples of great travel marketing campaigns</em></a></li> <li><a href="https://econsultancy.com/blog/67493-how-digital-can-revolutionise-the-customer-experience-in-travel-leisure/"><em>How digital can revolutionise the customer experience in travel &amp; leisure</em></a></li> <li><a href="https://econsultancy.com/blog/68604-why-ugc-is-the-future-of-social-media-in-travel-and-tourism-marketing/"><em>Why UGC is the future of social media in travel and tourism marketing</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68739 2017-01-26T11:05:13+00:00 2017-01-26T11:05:13+00:00 How has Click & Collect evolved, and is it still in high demand? Nikki Gilliland <p>Here’s a few facts and figures on the current state of click and collect, as well as a bit of insight into how the service might evolve in future.</p> <h3>Consumer demand for convenience</h3> <p>Before we get on to any changes in the click and collect model, it's worth noting that consumer expectations for a seamless and multichannel experience have heightened in the past few years. Consequently, <a href="https://econsultancy.com/blog/67534-from-checkout-to-conversion-how-to-prevent-basket-abandonment/" target="_blank">basket abandonment</a> remains a huge problem for online retailers.</p> <p>Of course - from complicated sign-in forms to an absence of guest checkout - there are many reasons why consumers fail to follow through on purchases.</p> <p>However, two of the biggest remain surprise delivery charges and a lack of convenient delivery options.</p> <p>A <a href="http://www.retailtimes.co.uk/retailers-cant-rely-brand-integrity-guarantee-seasonal-sales-says-shutl/" target="_blank">recent Shutl survey</a> of over 1,070 shoppers found that 95% of consumers would consider going to another retailer if their first choice didn’t offer a suitable delivery time.</p> <p>What’s more, it also concluded that 45% of consumers now have higher expectations of online delivery than in 2015.</p> <p><img src="https://assets.econsultancy.com/images/0008/3353/Shutl.JPG" alt="" width="480" height="501"></p> <h3>Increase in services</h3> <p>The question is - are online retailers meeting this demand?</p> <p>As of early 2016, it was reported that just over half of online retailers were offering a click and collect service, with <a href="http://edelivery.net/2016/03/72-of-uk-shoppers-now-using-click-and-collect-but-in-store-experience-lets-things-down/" target="_blank">72% of consumers</a> also making use of it. </p> <p>So, it appears we’re not far from reaching the 76% prediction, and this is likely due to many more retailers introducing click and collect since 2014, as well as an increase in the types of services offered.</p> <p>Instead of just multichannel retailers such as Next or John Lewis offering in-store pick up, both ecommerce brands and supermarkets are now partnering with third-party companies to offer greater convenience.</p> <p>Just one recent example is Missguided, which added a Collect Plus option last year to give loyal online shoppers the chance to pick up goods from local convenience stores and newsagents. It also partners with delivery startup Doddle.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/hashtag/Shoesday?src=hash">#Shoesday</a>! <a href="https://twitter.com/Missguided">@Missguided</a> have you covered with up to 75% off. Order pre-8pm for FREE delivery to Doddle. No brainer. <a href="https://t.co/9hojruFoBc">https://t.co/9hojruFoBc</a> <a href="https://t.co/2v4g52bAw4">pic.twitter.com/2v4g52bAw4</a></p> — Doddle (@Doddle) <a href="https://twitter.com/Doddle/status/823802521655316480">January 24, 2017</a> </blockquote> <p>Many retailers are also cottoning on to the fact that click and collect is not only a way of reducing online abandonment, but increasing footfall and in-store sales.</p> <p>Take Morrisons, for instance, which also partnered with Doddle to add click and collect concessions to its larger outlets. By introducing this feature, it has been able to give greater incentive for consumers to shop in its physical supermarkets, in turn capitalising on spontaneous in-store purchases. </p> <h3>Challenges and consumer dissatisfaction</h3> <p>Despite the increase in click and collect usage, shoppers have been left increasingly frustrated with the experience of late.</p> <p>According to JDA, <a href="http://www.retailtechnology.co.uk/news/5903/more-than-a-third-experience-christmas-click--collect-problems/">36% of shoppers encountered a problem</a> with collection last Christmas, with long waiting times and a lack of in-store employees being cited as the biggest areas of dissatisfaction. </p> <p><img src="https://assets.econsultancy.com/images/0008/3354/JDA.JPG" alt="" width="760" height="372"></p> <p>Implementing the service can be a risk for retailers.</p> <p>While the added convenience and increase in sales might prove irresistible, there is the danger that consumer perception will be damaged, and margins will become even tighter.</p> <p>With click and collect costing retailers four times more than in-store purchases, a lack of profit is indeed a significant problem.</p> <p>And as a result, even big retailers like John Lewis and Tesco have begun charging for click-and-collect orders under £30, potentially putting off consumers from using it in the process. Indeed, after angry responses from Tesco consumers, the supermarket subsequently dropped the charge.</p> <p>Other retailers have introduced measures to try and prevent this type of backlash. Sports Direct, for example, charges £4.99 for collection, but also offers a £5 voucher if consumers pick up from a store instead of a Collect Plus outlet.</p> <p>Of course, another factor that could impact click and collect usage is the option for same day delivery. </p> <p>72% of consumers <a href="http://edelivery.net/2016/09/retailers-missing-4-9bn-day-delivery-goldmine-says-stuart/" target="_blank">say that they would be willing to pay more</a> to ensure their items are delivered on the same day, which means that standard collection services could be sidelined if even more retailers introduce it. </p> <p>Whether or not this will happen in the near future is unclear, with reluctance from retailers again stemming from high cost and logistical complexities.</p> <h3>Rise of 'click and commute'</h3> <p>With the aforementioned challenges, it is clear that the click and collect model might not have the same attraction as it did three years ago.</p> <p>That being said, it’s still been suggested that click and collect usage will <a href="http://postandparcel.info/71804/news/uk-online-delivery-and-click-and-collect-to-double-by-2025-claims-new-report/" target="_blank">double by 2025</a>, with the expectation that it will generate 10% (or £23bn) of UK retail sales.</p> <p>So, where will this growth stem from?</p> <p>Many predict it will be from the so-called ‘click and commute’ model, which counts on retailers partnering with third-party companies to offer dedicated collection points in train stations.</p> <p>With Doddle reportedly opening a new location every two weeks in the UK, as well as expanding its service to the US market, we’ve already seen evidence of this. </p> <p>As consumer expectations continue to increase, we could see many more retailers opting for this cost-effective solution to the tricky 'last mile'.</p> <p><em>Click and collect this additional knowledge:</em></p> <ul> <li><a href="https://econsultancy.com/blog/66389-what-does-the-ideal-click-and-collect-service-look-like/"><em>What does the ideal click and collect service look like?</em></a></li> <li><a href="https://econsultancy.com/blog/68043-will-click-collect-be-killed-off-by-same-day-delivery/"><em>Will click &amp; collect be killed off by same-day delivery?</em></a></li> </ul>