tag:econsultancy.com,2008:/topics/personalisation Latest Personalisation content from Econsultancy 2017-12-08T11:30:00+00:00 tag:econsultancy.com,2008:BlogPost/69649 2017-12-08T11:30:00+00:00 2017-12-08T11:30:00+00:00 The best digital marketing stats we’ve seen this week Nikki Gilliland <p>Check out the trusty <a href="https://econsultancy.com/reports/internet-statistics-compendium" target="_blank">Internet Statistics Compendium</a> for more.</p> <h3>Emotion is the key to creating customer loyalty</h3> <p>Capgemini <a href="https://www.capgemini.com/resources/loyalty-deciphered/" target="_blank">recently surveyed</a> more than 9,000 consumers and 500 executives in a bid to understand the main drivers for customer loyalty. </p> <p>The results indicate that emotions have the strongest impact, as 82% of consumers with high emotional engagement always buy the brand they are loyal to (compared to 38% of consumers with low emotional engagement). The report also suggests that 70% of consumers with a high emotional engagement are willing to spend up to twice as much with those brands.</p> <p>However, while marketers are increasingly recognising this need to tap into emotion, it appears there is still work to be done. While eight in 10 executives say their brand understands the emotional needs and desires of consumers, just 15% of consumers say that brands do a good job of emotionally bonding with them beyond a functional relationship.</p> <p><img src="https://assets.econsultancy.com/images/0009/0989/capgemini.JPG" alt="" width="780" height="323"></p> <p>So, what does it take to create this emotional connection? I recently wrote about how <a href="https://econsultancy.com/blog/69643-four-key-traits-of-human-brands/" target="_blank">being a human brand</a> can forge better and more meaningful relationships, and why factors such as speaking like a real person and even admitting fault can make an impact.</p> <h3>Personalisation is now a necessity, no longer ‘nice to have’</h3> <p><a href="https://www.eagleeye.com/personalisation-beyond-name/" target="_blank">New research</a> by Eagle Eye has found that the majority of consumers consider personalisation in marketing a must-have, with a lack of relevance resulting in brand apathy.</p> <p>In a study of over 2,000 consumers, it found that 81% cite relevance as a key driver in whether or not they redeem promotions. Similarly, 75% are unhappy when they receive generic offers.</p> <p>The research also revealed an increasing demand for predictive offers, with 73% of respondents saying they would find it useful to be offered promotions for items they had run out of. This desire could also open greater marketing opportunities, as there is clear potential for brands to recommend or upsell a different or more expensive product.</p> <p><strong>Case studies on effective personalisation:</strong></p> <ul> <li><a href="https://econsultancy.com/blog/67839-how-l-oreal-uses-personalisation-to-increase-brand-loyalty" target="_blank">How L’Oreal uses personalisation to increase brand loyalty</a></li> <li><a href="https://econsultancy.com/blog/69187-channel-4-on-the-future-of-tv-personalisation-gdpr" target="_blank">Channel 4 on the future of TV, personalisation &amp; GDPR</a></li> <li><a href="https://www.econsultancy.com/blog/69574-personalised-ad-campaigns-examples-from-argos-20th-century-fox-microsoft" target="_blank">Personalised ad campaigns: Examples from Argos, 20th Century Fox &amp; Microsoft</a></li> </ul> <h3>Smartphone ownership among UK children increases</h3> <p>MediaCom’s ‘<a href="https://www.mediacom.com/uk/think/reports/connected-kids-2017-report" target="_blank">Connected Kids</a>’ report has revealed that - while the number of UK kids owning tablet devices has fallen in the past year – ownership of smartphones has significantly increased among eight to 12 year olds.</p> <p>In line with this trend, the report also states that there has been a rise in watching TV on smartphones, with 33% of eight to 19 year olds now doing so compared to 25% last year. It appears kids are also accessing inappropriate content, as 84% of eight to 12 year olds say their parents often express concern over their internet safety.</p> <p><img src="https://assets.econsultancy.com/images/0009/0990/smartphone_ownership.JPG" alt="" width="780" height="493"></p> <p>When it comes to social media, Snapchat is the platform of choice for the majority of youngsters, largely because it gives users freedom to share and communicate with friends, without so much of a focus on general feedback. 35% of teens say Snapchat allows them to express their true self, while just 7% say the same for Twitter. </p> <p>Recently, Snapchat announced a new redesign that further enhances its focus on personal relationships. But what does this mean for brands? You can read <a href="https://www.econsultancy.com/blog/69623-how-will-snapchat-s-redesign-affect-branded-content/" target="_blank">more on that topic here</a>.</p> <h3>Customer experience for mobile travellers becomes a priority</h3> <p>Econsultancy's Digital Trends in the Travel and Hospitality report in association with Adobe has revealed that customer experience is now a top priority for travel executives. In fact, it has now overtaken customer acquisition as the number one business focus. This comes from a global survey of more than 600 senior digital marketing and ecommerce executives.</p> <p>Achieving these priorities in future will mean adapting the customer experience to mobile devices, with the rise in usage resulting in new demands for customer service and digital interaction.</p> <p><img src="https://assets.econsultancy.com/images/0009/0996/Travel_report.JPG" alt="" width="650" height="545"></p> <p>You can read <a href="https://econsultancy.com/blog/69652-four-key-digital-trends-impacting-travel-and-hospitality-brands/" target="_blank">more on other digital trends impacting the sector</a>, and subscribers can <a href="https://econsultancy.com/reports/digital-trends-in-the-travel-and-hospitality-sectors/" target="_blank">download the report in full</a>.</p> <h3>Plain packaging could cost the beverage industry nearly $300bn</h3> <p>In response to <a href="https://www.talkingretail.com/news/industry-news/plain-packaging-chocolate-alcohol-fizzy-drinks-next-claims-tobacco-firm-jti-20-03-2017/">calls for plain packaging</a> to be introduced by FMCG brands, Brand Finance <a href="http://brandirectory.com/BF-Plain-Packaging-Report-EMBARGO-7th-December-2017.pdf" target="_blank">has revealed</a> that it could result in significant losses for the industry.</p> <p>It reports that companies with alcohol or sugary drinks brands could be most at risk, with Pepsi predicted to lose 27% of its enterprise value if plain packaging is enforced. Similarly, due to its larger size, Coca-Cola could take an even bigger hit of $47.3bn. Overall, the beverage industry could potentially see losses of $292.7bn. </p> <p>With packaging a huge part of brand marketing strategies, the suggestion is likely to have been met with derision from those at the top.</p> <p><img src="https://assets.econsultancy.com/images/0009/0988/Plain_packaging.JPG" alt="" width="780" height="418"></p> <p><strong>More on product packaging:</strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69600-four-examples-of-persuasive-packaging-copy" target="_blank">Four examples of persuasive packaging copy</a></li> <li><a href="https://www.econsultancy.com/blog/68783-the-pros-and-cons-of-personalised-packaging-for-fmcg-brands" target="_blank">The pros and cons of personalised packaging for FMCG brands</a></li> </ul> <h3>One in ten Twitter users have deleted old tweets</h3> <p>Recent scandals involving celebrities and politicians have led to a large number of social media users ‘auditing’ their own histories to remove potentially offensive tweets. This is according to Online Spy Shop, which <a href="https://www.onlinespyshop.co.uk/blog/how-celebrity-twitter-scandals-changing-behaviour/" target="_blank">conducted a survey</a> of over 2,000 UK social media users.</p> <p>It found that 54% of users have performed a Twitter audit in the past month, and out of those, 32% deleted multiple posts. Users aged 18 to 34 are the most likely to do this, with 68% of this age group saying they have checked for regrettable content, and 48% going on to delete content in the past month.</p> <p>With high-profile names including Stormzy, Zoella, and Jared O’Mara recently coming under fire for offensive tweets, the general public appear to be showing greater awareness of how social media activity can resurface, potentially affecting future job or career opportunities.  </p> tag:econsultancy.com,2008:BlogPost/69589 2017-11-17T12:28:41+00:00 2017-11-17T12:28:41+00:00 Are retail brands ditching mobile apps? A look at some stats & case studies Nikki Gilliland <p>While initial downloads of retails apps are actually on the rise, app abandonment and preference for mobile web remain big roadblocks. So, are consumers simply bored of retail apps? Or is the technology failing to live up to expectations? Here’s a bit of analysis on the subject.</p> <p><img src="https://assets.econsultancy.com/images/0009/0539/flurry.png" alt="flurry app stats" width="615" height="461"></p> <h3>Lack of investment</h3> <p>In a recent study, <a href="https://www.l2inc.com/research/fashion-us-2017" target="_blank">L2 found</a> that 44% of luxury retail brands have removed their apps from the app store since 2015. Meanwhile, 56% of brands with an app currently in the store have not updated it in the past year.</p> <p>It's unclear whether apps being outdated is the reason that consumers are failing to download them, or whether retailers are not updating them because of this lack of interest.</p> <p>It’s a tricky one, but interestingly, it appears consumers might not be too fussed either way. <a href="https://www.mckinsey.com/industries/retail/our-insights/luxury-shopping-in-the-digital-agehttps://www.mckinsey.com/industries/retail/our-insights/luxury-shopping-in-the-digital-age" target="_blank">McKinsey found</a> that just 4% of the shoppers it surveyed had ever downloaded a luxury retail app, with many citing that they’d only be interested if it has something exclusive to offer, such as discounts or rewards, or something highly useful, like an easy-to-browse catalogue. </p> <h3>Greater focus on mobile web</h3> <p>The fact that mobile apps don’t tend to offer anything different to mobile sites seems to be the main cause of disappointment for consumers – not just in the luxury market. </p> <p>In an Apadmi survey, <a href="https://www.campaignlive.co.uk/article/six-ten-brits-unhappy-retail-apps-want-integrated-ar-vr/1421574" target="_blank">54% of consumers cited</a> better incentives and loyalty schemes as something they’d like from retail apps, while 38% said rewards, and 33% said customer service. </p> <p>Elsewhere, 26% of consumers said they would like to see retailers implement AI tools in apps to offer a more personalised shopping experience. </p> <p>Despite this demand, it seems a lot of retailers are failing to deliver, choosing to invest in optimising the mobile web experience instead. There’s good reason, of course. Last Christmas, a third of all online purchases came from mobile, with this predicted to rise to 54% this year. </p> <p>That being said, shoppers may turn to mobile browsers to conduct product research before turning to apps to make purchases, while people who buy regularly from a brand are more likely to use an app.</p> <p>This begs the question, are retailers losing out on loyalty by failing to invest?</p> <h3>Function vs. fun</h3> <p>Amazon is one obvious example of a brand that has furthered loyalty through its mobile app. And while some consumers might cite innovation as a ‘must-have’, Amazon shows that functional features can be far more effective than flashy technology when it comes to satisfying users. </p> <p>With simple navigation, one-click ordering, and cart sync with web, shopping via the app is the natural choice for Amazon consumers, with a reported seven in ten doing so. Of course, this is bolstered by general trust in Amazon, with its business model and reputation perhaps contributing to its success in this channel.</p> <p>Meanwhile, it’s also important to remember that Amazon is a third-party marketplace, as are other popular retail apps like Etsy and Ebay, which tend to draw in regular customers rather than one off shoppers. </p> <p><img src="https://assets.econsultancy.com/images/0009/0521/Amazon_app.JPG" alt="" width="220" height="410"></p> <h3>Where should retailers focus?</h3> <p>One of the main issues for retailers is simply grabbing the attention of consumers. Nine out of every 10 minutes on mobile apps are said to be spent in the top five user favourites (which are usually the big guns such as Facebook, YouTube, and Instagram etc). This means that retailers need to provide something of real value in order to justify taking up space on a user’s smartphone.</p> <p>So, how can retailers do this?</p> <p>As I previously mentioned, rewards and <a href="https://econsultancy.com/blog/64185-the-five-most-interesting-mobile-loyalty-apps" target="_blank">loyalty programs</a> appear to be a big driver for consumers, also giving brands a way to differentiate an app from their mobile site. </p> <p>Augmented reality is another innovation worth exploring. This works by allowing users to view products in different contexts. One example is Ikea Place, which lets you see how furniture might look in your own home. By providing shopping inspiration as well as help in a more functional aspect – i.e. how a product looks or if it is suited to a certain context - AR automatically gives users an incentive to use the mobile app.</p> <h3>Innovations in retail apps</h3> <p>So, what other retailers are investing in mobile apps, and is it paying off? Here’s a few final examples.</p> <h4>ASOS</h4> <p>With users reportedly spending 80 minutes per month in the ASOS app, the retailer has clearly got its strategy right. One of the main reasons is that it is super easy to browse, making use of catwalk videos to effectively showcase products.</p> <p>Other features also help to differentiate the app, giving users a reason to choose it over mobile browsing. There’s the one-touch pay feature, for example, which makes purchasing quick and hassle-free. More recently, it’s also integrated <a href="https://econsultancy.com/blog/68984-how-visual-search-is-helping-ecommerce-brands" target="_blank">visual search</a> into the app, allowing users to find items based on imagery rather than keywords. </p> <p><img src="https://assets.econsultancy.com/images/0009/0522/visual_search.JPG" alt="" width="600" height="396"></p> <h4>Gucci </h4> <p>While most luxury brands are shutting down apps, Gucci is one that continues to heavily invest in the area. In fact, it’s recently added a whole host of new updates to drive interest during the Christmas period, such as the ‘Cabinet of Curiosities’ feature that only works when users scan a mobile sticker in store window displays. This shows how the brand is not merely using the app to drive in-app purchases, but rather, as a way to connect both the online and offline shopping experience. </p> <p>Other features, such as Gucci emojis and stickers and a <a href="https://www.econsultancy.com/blog/68401-virtual-reality-content-marketing-s-next-big-trend">virtual reality</a> video also demonstrate the brand’s intention to attract users through fun and immersive elements, which ultimately might increase the chances of a purchase direct from the brand rather than from a department store or elsewhere.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Presenting the new digital <a href="https://twitter.com/hashtag/GucciGift?src=hash&amp;ref_src=twsrc%5Etfw">#GucciGift</a> campaign illustrated by artist <a href="https://twitter.com/hashtag/IgnasiMonreal?src=hash&amp;ref_src=twsrc%5Etfw">#IgnasiMonreal</a>. The Cabinet of Curiosities opens into a surreal and spellbinding world featuring the 2017 gifts selection. Discover more <a href="https://t.co/RKGldfZEDN">https://t.co/RKGldfZEDN</a> <a href="https://twitter.com/hashtag/AlessandroMichele?src=hash&amp;ref_src=twsrc%5Etfw">#AlessandroMichele</a> <a href="https://twitter.com/hashtag/GucciCruise18?src=hash&amp;ref_src=twsrc%5Etfw">#GucciCruise18</a> <a href="https://t.co/Csu04xpJTI">pic.twitter.com/Csu04xpJTI</a></p> — gucci (@gucci) <a href="https://twitter.com/gucci/status/930483830879813632?ref_src=twsrc%5Etfw">November 14, 2017</a> </blockquote> <h4>Warby Parker</h4> <p>The iPhone X’s new face mapping technology has given brands another way to elevate their apps. One of the first to take advantage of it has been Warby Parker, which uses the technology to recommend glasses that will suit a person’s face shape.</p> <p>Previously, the brand used augmented reality to let users virtually try on glasses, however with face mapping, they are automatically given suitable recommendations, revolutionising the way people are able to buy the product.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Just getting fitted for glasses at home in a recliner. No big deal. New Warby Parker app uses Face ID scanning to recommend frames that fit. <a href="https://t.co/Ae9wzktQ76">pic.twitter.com/Ae9wzktQ76</a></p> — Kevin C. Tofel (@KevinCTofel) <a href="https://twitter.com/KevinCTofel/status/928307448607313921?ref_src=twsrc%5Etfw">November 8, 2017</a> </blockquote> <p><strong><em>Related reading:</em></strong></p> <ul> <li><em><a href="https://www.econsultancy.com/blog/69455-five-new-and-innovative-examples-of-augmented-reality-in-retail-apps">Five new and innovative examples of augmented reality in retail apps</a></em></li> <li><em><a href="https://econsultancy.com/blog/63446-10-inspiring-uses-of-mobile-in-retail">10 inspiring uses of mobile in retail</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69574 2017-11-09T12:00:00+00:00 2017-11-09T12:00:00+00:00 Personalised ad campaigns: Examples from Argos, 20th Century Fox & Microsoft Nikki Gilliland <p>This is the level of personalisation that Argos is promising this Christmas, with the retailer launching a personalised social advert as part of its festive ad campaign. </p> <p>Of course, this type of advertising can be risky (as Walkers crisps can certainly attest to – more on that later) but with consumers increasingly demanding personalised experiences, the benefits can be huge.</p> <p>So, along with more info on Argos’s ad, here’s a few examples of brands using personalisation in advertising campaigns.</p> <h3>Argos</h3> <p>Unlike retailers such as John Lewis or Morrisons, which typically use sentiment to drive brand awareness at this time of year, <a href="https://econsultancy.com/blog/69450-what-makes-argos-the-uk-s-top-multichannel-retailer" target="_blank">Argos</a> tends to use its Christmas campaign to promote USPs such as super-fast delivery and convenience. </p> <p>Its 2017 campaign is no exception. The ad – which depicts one of Santa’s elves going above and beyond to get a forgotten present delivered – is geared around its promise of ‘delivery in as little as four hours’. </p> <p><iframe src="https://www.youtube.com/embed/WNqm-sgz86Y?wmode=transparent" width="578" height="325"></iframe></p> <p>It’s a decent enough ad, however, in order to build further hype and engagement Argos is also giving consumers the chance to be featured in a personalised version.</p> <p>Encouraging parents on Facebook to submit pictures of their kids, it will send winners their own ad to share on social media, as well as pick a lucky three to feature in ads aired on television.</p> <p><iframe src="https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Fargos%2Fvideos%2F1718696121524981%2F&amp;show_text=0&amp;width=560" width="560" height="315"></iframe></p> <p>But is this a risky concept? Both Walkers and the National Lottery have previously launched similar personalised campaigns, and <a href="https://econsultancy.com/blog/69153-how-big-brands-coped-with-social-media-crises" target="_blank">both have fallen foul of pranksters</a> who hi-jacked them with controversial and offensive imagery. </p> <p>It looks as though Argos is well aware of this, as the brand has stated that it will be manually checking each image to prevent misuse. Meanwhile, personalisation is just one element of the campaign, which indicates that there is much more of a strategy behind it than the Walkers example. </p> <p>Essentially, instead of creating small-scale engagement on just one platform (like Twitter), Argos is aiming to use TV and digital channels in conjunction to generate greater brand awareness. In this sense, the personalised videos are not vital to the campaign, and yet without them, it would be much less impactful.</p> <p>The personalisation element creates a memorable connection with the consumers involved (potentially increasing brand loyalty in the long run). It also helps differentiate Argos in a period of heavy seasonal advertising.</p> <h3>Channel 4</h3> <p>Earlier this year, Channel 4 announced a new VoD format to allow brands to personalise ads on its All 4 streaming service. By using data from Channel 4’s 15m registered users, advertisers would be able to insert personalised audio and video clips into ads.</p> <p>The first brand to take advantage of this was 20th Century Fox for its film, Alien Covenant. At the end of a spooky trailer, viewers names were incorporated into the final call to action (“Nikki, run!”). Similary, beer brand Fosters also name-checked users in adverts, telling them that “…this one’s for you”. </p> <p><img src="https://assets.econsultancy.com/images/0009/0345/Channel_4_ad.JPG" alt="" width="590" height="385"></p> <p>But is it too creepy? There’s definitely a fine line when it comes to this kind of personalisation in advertising. Channel 4’s defence is that by registering with the service, users are willingly giving away their data for advertising purposes. However, that of course does not stop a viewer being put off or mildly freaked out in the moment when they hear their name (a potential concern for advertisers thinking about the GDPR).</p> <p>On the flip side, this type of personalisation certainly creates an impact – if a viewer is not focused on the ad, hearing their own name is pretty much guaranteed to grab their attention. Similarly, in the case of the movie trailer, which was intentionally designed to be creepy, the final call to action amplifies the scary effect.</p> <p>In this sense, Channel 4’s format allows brands to bypass other problems association with personalisation, such as irrelevant or overly intrusive targeting. Used as a way to cut through the noise – it’s a good example of how to use personalisation in a restrained yet effective way.</p> <h3>Microsoft</h3> <p>As well as consumers getting actively involved in campaigns (as with Argos), real-time data is another way brands can create personalisation in advertising. </p> <p>One notable example of this is from Microsoft, who launched an <a href="https://www.econsultancy.com/blog/68051-six-case-studies-that-show-how-digital-out-of-home-advertising-is-changing" target="_blank">out-of-home</a> campaign in 2015 to promote its personal assistant Cortana. It ran digital ads on billboards and bus stops, with screens dynamically changing depending on variables such as weather, day of the week, time of day etc.</p> <p>While this is not super-personal (in the sense that it is not tailored to individuals), Microsoft did take it to another level on the back of a viral tweet about the campaign.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Said nobody in the east end of Glasgow ever. <a href="http://t.co/pxenKTMmbv">pic.twitter.com/pxenKTMmbv</a></p> — Chris (@Chris72600702) <a href="https://twitter.com/Chris72600702/status/606456238625431553?ref_src=twsrc%5Etfw">June 4, 2015</a> </blockquote> <p>When a passer-by criticised one of the screens, saying “said nobody in the east end of Glasgow ever” – Microsoft fired back by tracking down the same ad and replacing it with a direct response to the user.</p> <p>As well as being a great example of real-time marketing, this shows how personalisation can forge consumer relationships – and even turn around negative brand sentiment. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">.<a href="https://twitter.com/Chris72600702?ref_src=twsrc%5Etfw">@Chris72600702</a> We weren't kidding when we said <a href="https://twitter.com/hashtag/Cortana?src=hash&amp;ref_src=twsrc%5Etfw">#Cortana</a> was personal <a href="http://t.co/PO2PrPu4eN">http://t.co/PO2PrPu4eN</a> <a href="http://t.co/Nyc730us5P">pic.twitter.com/Nyc730us5P</a></p> — Microsoft UK (@MicrosoftUK) <a href="https://twitter.com/MicrosoftUK/status/611079180894228481?ref_src=twsrc%5Etfw">June 17, 2015</a> </blockquote> <p>The consumer in question is likely to have been amused at Microsoft’s efforts, with the stunt raising the profile of the marketing campaign (as well as cleverly tying in with the personal nature of the Cortana product).</p> <p><strong><em>Related reading:</em></strong></p> <ul> <li><em><a href="https://econsultancy.com/blog/69360-how-to-build-a-personalisation-strategy-for-your-content-website" target="_blank">How to build a personalisation strategy for your content website</a></em></li> <li><em><a href="https://econsultancy.com/blog/67070-why-personalisation-is-the-key-to-gaining-customer-loyalty/" target="_blank">Why personalisation is the key to gaining customer loyalty</a></em></li> <li><em><a href="https://econsultancy.com/blog/68285-six-things-to-consider-when-implementing-personalisation" target="_blank">Six things to consider when implementing personalisation</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69443 2017-10-31T10:00:00+00:00 2017-10-31T10:00:00+00:00 A day in the life of... a marketing optimization & personalization consultant Ben Davis <p>As always, if these interviews spark the desire to change your own career path, you can look at open positions on the <a href="https://jobs.econsultancy.com/?cmpid=EconBlog">Econsultancy jobs website</a>.</p> <h4> <em>Econsultancy:</em> Please describe your job: What do you do?</h4> <p><em><strong>Paul Knutton:</strong></em> I work directly with Monetate’s clients to help them formulate their personalisation strategies. That means digging into their businesses, working with the client to formulate a personalisation roadmap, then helping the client execute on the plans and analysing success. As you can imagine, this often requires me to work across siloed departments for any given client, and I frequently find myself helping clients navigate the relationships between eCommerce, marketing, analytics, and IT.</p> <p>Working with some of the top brands in the UK is incredibly rewarding and the strategies we are collaborating on are cutting edge, so I get a first hand view of the future of retail in the UK.</p> <p><img src="https://assets.econsultancy.com/images/0009/0077/paul_knutton.jpg" alt="paul knutton" width="293" height="293"></p> <h4> <em>E:</em> Whereabouts do you sit within the organisation? Who do you report to?</h4> <p><em><strong>PK:</strong></em> Monetate has a global presence, but my focus is on EMEA since I am based out of our new offices in Soho, London. I am a member of our growing team of strategic experts at Monetate called “Strategy and Insights,” that sits within our Professional Services organisation. Strategy and Insights has leadership in both the US and UK, and we are highly collaborative internationally, which makes it much more interesting, rather than adhering to rigid reporting structures.</p> <h4> <em>E:</em> What kind of skills do you need to be effective in your role?</h4> <p><strong><em>PK:</em></strong> Before joining the team at Monetate, I was a Monetate client myself at Boden. Being a former client is by no means a requirement to fill my role, but it does give me firsthand experience of being in the marketer’s shoes. For that reason, I am well versed in many of the pressures, cross-departmental dynamics, and organisational constraints that marketers face, and I am better prepared to help them execute an effective and efficient personalisation and optimisation plan.</p> <p>What I do is both commercially and technically focused. I have to understand multiple web technologies, be well versed in ecommerce, and be able to go deep into digital marketing. On top of that, I have to be customer focused...meaning that I need to focus on our client’s customers. Having such a diverse background and focus is necessary to generate ideas that are both creative and business-driven.</p> <p>I find that a pragmatic, honest and candid approach builds client-trust. And you need to love this stuff, employ common-sense, and be a little bit geeky about it too.  </p> <h4> <em>E:</em> Tell us about a typical working day…</h4> <p><em><strong>PK:</strong></em> I split my time between the office and spending time onsite with our clients.</p> <p>A typical office-based day is spent producing and prioritising tactical roadmaps that align with the client’s business objectives. This often requires wireframing to ensure the client understands how to execute the tactics in the most efficient way within the Monetate platform. I devote a great deal of attention to ensuring that recommendations are practical, easy to implement, deploy, and reuse.</p> <p>A typical client-onsite day involves reviewing the client’s optimisation and personalisation ideas. Because the Monetate platform is so flexible, there are often multiple ways of designing a customer experience. Helping a client understand the advantages of each approach helps the client build robust tests and experiences and get the outcome they want.</p> <p>I also spend some time convincing clients not to do things. Because the Monetate platform is easy to use and flexible, the answer to ‘can I do this?’ is often ‘yes’, but I encourage clients to focus on meaningful changes that are likely to return commercial rewards. I tend to discourage ideas that only look cool, like inserting a slide-out video half way down the product listing page. It does look cool, but it’s unlikely to increase products added to your shopping bag over other more straight-forward changes we could make to that page.</p> <p>I also like to encourage a continuous approach to testing. For example, I often suggest that clients use a simple A/B test to determine a winner, and then iterate by trying to beat that winner in a new variant one step at a time. That way the team working with Monetate on the ground can see the progress they’re making, and they have something tangible to share with senior stakeholders. There’s nothing worse than running a complex MVT test with 64 permutations, and when the boss asks “which one is winning” you have to say “it depends” as you glance at your shoes.</p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em><strong>PK:</strong></em> I really enjoy helping brands make their customer experiences better and meeting the people in organisations who also love this stuff and want the same thing. I enjoy challenging ideas using common-sense, customer-centric thinking.</p> <p>I get a great deal of satisfaction when Monetate is considered by the organisation as a ‘partner’ much more than a ‘third-party supplier’.</p> <p>Don’t tell them I said so, but the Monetate team is fantastic. Everyone, without exception, is highly capable in their roles. This reduces the pressure on me. If you ask them to do something, you know it will be done on time and to a very high standard.</p> <p>‘Sucks’ would be too strong a term, but it is frustrating when brands get so distracted by focusing on big projects, that they don’t do some of the easy things - like personalising new customer journeys for example. There should be no excuse for not pointing out your brand’s USPs to new visitors throughout their session and not just on a landing page.</p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</h4> <p><em><strong>PK:</strong></em> One of my personal goals is always to build friendly, honest relationships with our clients and to establish a culture of collaboration and partnership. When we have that kind of trust, it is much easier to help clients first see the potential of the Monetate platform, and then help them to execute and use the platform to create winning experiences, which demonstrate the ROI of personalisation. </p> <p>As for client goals and KPIs, it is important to have a strong hypothesis for every experience you run, as well as a realistic goal metric. Goal metrics must make contextual sense: for example, setting conversion rate as your goal metric for a change on a homepage would be optimistic to say the least. A more realistic metric would be to reduce bounce rate. When deploying personalisation and optimisation at all levels of your conversion funnel, focusing your goal on moving the visitor to the next progressive stage will help you build a program that gives you real tangible results.</p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><strong><em>PK:</em></strong> Besides Monetate, Slack is invaluable for effective team communication. Evernote helps me keep all my notes and to-do list organised. I love the simplicity of Balsamiq for creating effective wireframes quickly. When I’m on the road, Waze gets me where I need to be on time and Trip It keeps my travel plans to hand if I am travelling further afield.</p> <h4> <em>E:</em> How did you get into personalisation, and where might you go from here?</h4> <p><em><strong>PK:</strong></em> I’ve been working in ecommerce for the last 18 years, the majority of those years at Boden. Boden has always taken a strong customer-centric approach and was an early adopter of website testing tools. In 2008 Boden started to run MVT and A/B tests for all visitors on the website. We often found that after running a test we would see differences in behavior between new visitors versus returning visitors, and desktop versus tablet. Naturally, we wanted to address these different audiences by running segmented experiences for these groups, ultimately using Monetate as our tool of choice.</p> <p>I really believe in the product—which is why I decided to switch from being a client to a practitioner by joining the team here at Monetate, and I haven’t looked back since.</p> <p>At Monetate, we are now moving into machine learning and AI which is very exciting. I predict that this will precipitate a drastic change in how organisations interact with consumers. </p> <p>I’m already enjoying developing the expertise to help clients offer compelling 1-to-1 personalised experiences to each individual customer, across multiple channels, using all the data we have at our disposal.</p> <h4> <em>E:</em> Which brands do you think are doing personalisation well?</h4> <p><strong><em>PK:</em></strong> I’d say Jack Wills, the British fashion and lifestyle brand, has been particularly successful. It has made a number of important changes to its online store, including personalised rules for displaying products and ‘sticky filter’ functionality, which provides their customers with a better, more engaging user experience.</p> <p>We have a number of clients that are already taking advantage of the new machine learning capabilities of the platform that are doing personalisation well (and also doing well from personalisation).</p> <h4> <em>E:</em> Do you have any advice for people who want to work in personalisation/ecommerce?</h4> <p><em><strong>PK:</strong></em> Being able to see the bigger picture will help you thrive in this industry. Try not to specialise in just one area of ecommerce: I read somewhere that to succeed in any industry, you need to be able to do at least two things well, and I find that principle holds true.</p> <p>You must also cultivate a strong sense of the customer perspective. One of the ironies of the profession is that in order to be a great ecommerce marketer you must learn to see websites from a customer’s perspective, rather than a marketer’s point of view.</p> <p>Finally, and most importantly, you must have a passion for delivering personalised experiences. For those who are truly invested in working with brands to offer their customers the best possible experience, this exciting field will bring great challenges and rewards.</p> <p><em><strong>More on personalisation:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/69360-how-to-build-a-personalisation-strategy-for-your-content-website">How to build a personalisation strategy for your content website</a></li> </ul> tag:econsultancy.com,2008:TrainingDate/3336 2017-10-26T18:25:35+01:00 2017-10-26T18:25:35+01:00 Usability and UX in Successful Web Design <p>As acquiring traffic becomes more and more expensive, making sure your website is user-friendly is essential. This course aims to detail the standards for, and benefits of, a user-centred design approach. You’ll examine key areas where usability is of paramount importance, including best practice for navigation, page layout, forms and error messages, as well as the impact on checkouts and conversion.</p> tag:econsultancy.com,2008:TrainingDate/3320 2017-10-26T18:00:58+01:00 2017-10-26T18:00:58+01:00 Creating Superior Customer Experience (CX) <p>When the competition are a click away differentiation can be hard. Competing on price is a fools game and erodes margins. If you want to stand out from the crowd the experience you provide customers is everything.</p> <p>This course will show you how to create an outstanding customer experience whatever type of site you run. Customers who are more engaged and more loyal. Customers who will take action and convert.</p> tag:econsultancy.com,2008:TrainingDate/3264 2017-10-26T12:04:55+01:00 2017-10-26T12:04:55+01:00 Creative Thinking for Digital Marketers <p>“Creativity is intelligence having fun” – Albert Einstein.<br> <br> </p> <p>Our highly interactive 1-day course introduces practical tools to help you think more creatively about your digital marketing challenges.  Your day will be filled with hands-on exercises and examples from many areas, but with a special focus on digital.  </p> tag:econsultancy.com,2008:BlogPost/69516 2017-10-23T09:26:00+01:00 2017-10-23T09:26:00+01:00 10 important digital marketing stats we’ve seen this week Nikki Gilliland <p>Now, let’s get cracking.</p> <h3>Snapchat and Instagram ad spend up 73% and 55%</h3> <p>New data from 4C Insights has revealed that ad spend was up for both Snapchat and Instagram in Q3 2017, rising 73% and 55% respectively.</p> <p>There was a rise in paid media spend across the board, with a 31% quarterly increase on Facebook, Instagram, Twitter, LinkedIn, Pinterest, and Snapchat.</p> <p>Instagram Stories remains a particularly strong channel, generating 220% year-on-year spend growth. Elsewhere, Facebook ad spend grew 27%, travel sector spend on Twitter surged 250% for the quarter, and ad spend on Pinterest grew 33% over the course of the year.</p> <h3>60% of speciality retailers offer loyalty programs compared to 22% of brands</h3> <p>A new report by <a href="https://astoundcommerce.com/us/specialty/">Astound Commerce</a> suggests that specialty retailers are outperforming brands in almost all omnichannel categories.</p> <p>First, 60% of specialty retailers offer programs to inspire customer loyalty, while only 22% of brands have these capabilities. Second, ensuring prices are consistent across channels is more complicated for retailers with many different brands, yet 37% offer these capabilities compared to only 6% of global brands.</p> <p>Lastly, three in four specialty retailers have a mobile app, while less than a quarter of brands can say the same.</p> <p><img src="https://assets.econsultancy.com/images/0008/9797/Loyalty.JPG" alt="" width="760" height="323"></p> <h3>More than half of Brits plan to buy Christmas gifts online</h3> <p>The latest <a href="https://www.salesforce.com/uk/form/industries/connected-shopper-report-2017.jsp?nc=7010M000000uIke&amp;d=7010M000002MOCH" target="_blank">report</a> from Salesforce suggests that the majority of Brits will be shopping online this Christmas. It found that 56% (or nearly three out of five Brits) plan to do half or more of their holiday shopping via the internet.</p> <p>Alongside a frustrating in-store customer experience, this could be due to online shopping allowing consumers to become increasingly informed. So much so that 56% of Brits claim to typically know more about a product than the store employee.</p> <p><img src="https://assets.econsultancy.com/images/0008/9793/Salesforce.JPG" alt="" width="780" height="216"></p> <h3>Nearly one in seven companies unprepared for GDPR</h3> <p><a href="https://dma.org.uk/research/the-gdpr-and-you-chapter-four" target="_blank">DMA research</a> has revealed that 15% of companies still have no plan in place to be ready for the new GDPR laws by May 2018.</p> <p>While 77% of marketers now rate their awareness as ‘good’, and 74% describe themselves as feeling somewhat or extremely prepared for the changes, this drops to 58% when it comes to their organisation being ready. </p> <p>Meanwhile, it also appears as if worries are increasing as time goes on. 42% of marketers now feel their business will be “very affected” by the new laws and a further 22% feel they will be “extremely affected”. Lastly, 65% of those surveyed agree that the GDPR will be a hindrance to their marketing.</p> <p><em>Check out our hub page to learn more about <a href="https://econsultancy.com/hello/gdpr-for-marketers/">how GDPR will affect marketers</a>.</em></p> <h3>98% of UK consumers believe in ‘bad personalisation’ </h3> <p>Research by Sitecore and <a href="https://www.vansonbourne.com/client-research/14121601jd" target="_blank">Vanson Bourne</a> has found that brands are failing to use customer data to deliver relevant and personalised customer experiences. In fact, a whopping 98% of UK consumers say that they believe ‘bad personalisation’ exists, with a further 66% believing brands are using out-of-date information about them.</p> <p>While brands say they’re collecting eight different types of data about online customers, 18% of them recognise that they lack the skills needed to properly use or analyse the data collected. </p> <p>Meanwhile, 42% don’t have the capabilities to integrate data collection and only 18% have the ability to collect online data on an individual (vs. consumer segment) level.</p> <p><img src="https://assets.econsultancy.com/images/0008/9791/Sitecore.JPG" alt="" width="650" height="618"></p> <h3>Click and Collect is driving additional in-store sales</h3> <p>A new report by <a href="http://now.jda.com/European-Customer-Pulse-Report-EMEA.html?srcid=jda-pr" target="_blank">JDA &amp; Centiro</a> suggests that click &amp; collect can be a pivotal driver for additional in-store sales. In a survey of more than 8,000 consumers across the UK, Germany, France and Sweden, 24% of European adults said that they have bought additional products while picking up their item from a physical retail store.</p> <p>UK consumers are particularly ahead of the curve in this area. 54% of UK shoppers say they have used it in the last year, compared to 42% for the European average.</p> <p>Despite this growing convenience, however, many consumers are still reporting frustrations over the online shopping experience. 55% of European adults say they have experienced a problem with an online order at some point in the last 12 months.</p> <h3>Consumers in developed countries are more suspicious of brands</h3> <p>Kantar TNS’s latest research has revealed that consumers in the UK and US are growing increasingly suspicious of brands, while those in emerging countries are more accepting of brand content and messaging.</p> <p>In China and Nigeria, 57% and 54% of consumers trust big global brands, however this falls significantly in developed markets like the USA and France, where just 21% and 15% trust big global brands.</p> <p>This ‘consumer trust divide’ was highlighted in a survey of 70,000 people across 56 countries. It also found that many consumers are choosing privacy over convenience, with 43% of global consumers objecting to connected devices monitoring their activities – even if it makes their lives easier.</p> <p><img src="https://assets.econsultancy.com/images/0008/9792/Kantar.JPG" alt="" width="780" height="390"></p> <h3>Majority of users happy with Twitter’s longer format</h3> <p>How do people feel about Twitter’s new 280-character limit?</p> <p>According to a survey by <a href="https://morningconsult.com/2017/10/13/u-s-adults-likely-favor-twitters-280-character-expansion/" target="_blank">Morning Consult</a>, people are largely positive, with 41% of users aged 18-29 responding well to the change, and just 14% expressing reservations.</p> <p>Similarly, 30% were somewhat supportive of longer-format tweets, while 17% said the increased character limit made them more likely to tweet themselves. 20% also agreed that they would be more likely to check Twitter for news about current events as a result of the change.</p> <p><img src="https://assets.econsultancy.com/images/0008/9796/Twitter.JPG" alt="" width="740" height="579"></p> <h3>Adspend on video ads overtake banners ads</h3> <p>The <a href="https://www.iabuk.net/research/digital-adspend" target="_blank">Internet Advertising Bureau UK</a> has reported that in the first half of the 2017, advertisers spent more on video ads than banner ads for the first time.</p> <p>Total digital adspend grew 13.8% to £5.56bn in the first six months of the year compared to the same period a year earlier. However, spending on online video ads grew at 46% to reach £699m, while spend on banner ads slowed to just 2%, reaching £685m.</p> <p>Video is now said to be the fastest-growing ad format, accounting for 35% of all spend going on display advertising. Meanwhile, display advertising as a whole grew 18% to £2bn.</p> <h3>Consumers think brands have a responsibility to break gender stereotypes</h3> <p>Finally, a <a href="http://blog.choozle.com/category/other/">Choozle</a> survey has delved into consumer sentiment on the usage of gender stereotypes in digital advertising, and whether or not it affects purchasing decisions.</p> <p>The results indicate that consumers feel it should be the brand’s responsibility to break down gender stereotypes, with 37% of people agreeing that the industry should not use them.</p> <p>Similarly, 36% of respondents said they like a brand more when it runs advertisements that break stereotypes and 25% said they are more likely to purchase from that brand. </p> <p><img src="https://assets.econsultancy.com/images/0008/9799/Gender_stereotypes.JPG" alt="" width="760" height="378"></p> tag:econsultancy.com,2008:BlogPost/69477 2017-10-06T16:14:00+01:00 2017-10-06T16:14:00+01:00 Digital transformation and CX maturity at GE Healthcare Life Sciences Ben Davis <p>Lopez Moreda discussed the company's tech platform roadmap and added some insight into how they designed personalised customer experiences for their many customer personas.</p> <h3>The need for digital transformation</h3> <p>The session began with a frank slide about the historical state of GE Healthcare Life Sciences infrastructure and the need for digital transformation. This breaks down into three areas – customer experience, system interaction and fragmented tech.</p> <ol> <li>Customer experience was hampered by non-targeted and non-responsive content, as well as poor content discovery.</li> <li>Multi-system interaction led to a disconnected experience with restricted marketing automation.</li> <li>Fragmented technology ecosystems were characterised by monolithic and customized systems, no support for multiple websites and low insights from marketing efforts.</li> </ol> <h3>The challenges of digital transformation: A stakeholder’s view</h3> <p>From a stakeholder view, this need for digital transformation was manifest as a variety of challenges. Customers were dealing with disconnected messaging, non-relevant and static content, multiple logins and an overall lack of contextual awareness.</p> <p>Marketers were just as hampered, by low community participation, few commercial insights and no personalisation capability. Content editors had no unified interface to rely on, were encountering duplicate content issues and an inability to link content with products.</p> <p>Lastly, developers were hindered by huge start-up time, a lack of design principles, content separation and an arduous build and deploy process.</p> <p>In a humorous aside, Lopez Moreda even admitted GE Healthcare Life Sciences was using Lotus Notes until recently.</p> <h3>Future state of digital transformation platforms</h3> <p>In order to address some of these challenges GE and their partners at EPAM looked to Marketo, Salesforce and Sitecore, allowing them to link together behavioural and sales data.</p> <p>Lopez Moreda described how GE's marketers are now aware when a prospect organisation comes back to one of the Life Sciences' websites, even if a call-to-action form isn’t filled out. The sales team can now see this information and prioritise their own outreach accordingly.</p> <h3>Defining a customer experience maturity model</h3> <p>In order to create a roadmap for platform integration and content personalisation, Lopez Moreda referred to a customer experience maturity model by Petersen, Person and Nash (shown below).</p> <p>Life Sciences sits somewhere in the middle of this model, with its digital transformation given the work of aligning channels, optimising and testing.</p> <p><em><strong>(Click to enlarge)</strong></em></p> <p><a href="https://assets.econsultancy.com/images/0008/9413/cx_maturity.jpeg"><img src="https://assets.econsultancy.com/images/0008/9413/cx_maturity.jpeg" alt="cx maturity model" width="800"></a></p> <p>In order to improve personalisation capability, the GE team began by sketching out personas, customer needs and journeys. From this came business KPIs, content planning, consideration of implicit versus explicit personalisation, and finally digital goals.</p> <p>However, Lopez Moreda pointed out that this was not necessarily a linear process and needed multiple revisions, with a particular bottleneck encountered when creating lots of different content for each persona. The hope is that further down the line more of this content will be created dynamically or even using some form of machine learning.</p> <h3>Types of personalisation</h3> <p>Sitecore, Life Sciences' personalisation software, enabled three types of personalisation, as shown in the slide below – rules-based (keyword and campaign driven), predictive (using rich behavioural data) and connected (integrated with CRM).</p> <p><img src="https://assets.econsultancy.com/images/0008/9414/pers.jpg" alt="types of personalisation" width="800"></p> <p>Lopez Moreda discussed how though this slide is conceptually quite easy to understand, it wasn't easy for IT to integrate these interactions.</p> <h3>Relevancy mapping</h3> <p>Part of defining customer journeys was a process Lopez Moreda called digital relevancy mapping. The grid below was used for each of four defined segments, in order to align content and goals to customer journey stage.</p> <p><img src="https://assets.econsultancy.com/images/0008/9418/cust_journey_stages.png" alt="customer journey stages" width="615"></p> <p>Once marketing goals had been finalised, they were weighted, with actions such as requesting a quote given heaviest value weighting and the act of downloading a document at the other end of the value scale.</p> <p>Other actions/goals included joining a loyalty club, registering for a webinar, asking an expert, signing up for email updates and updating your account.</p> <h3>Digital transformation outcome</h3> <p>The outcomes of platform integration and content personalisation were plentiful and addressed some of the key stakeholder concerns.</p> <ul> <li>The customer experience now benefits from responsive content delivery, a unified experience on all channels and connected backend processes.</li> <li>Best-of-breed systems have been integrated using an API approach, with Sitecore and Marketo complementing each other.</li> <li>Insights are made available to sales teams.</li> <li>Community participation has been enabled through new features and collaborations tools.</li> </ul> <p>Though examples of personalisation are fairly straightforward, such as offering different content to logged in loyalty club members, these sympathetic and reliable customer experiences are the upshot of much work on platform integration and journey planning.</p> tag:econsultancy.com,2008:BlogPost/69458 2017-10-02T15:30:00+01:00 2017-10-02T15:30:00+01:00 How Disney World has mastered customer experience Nikki Gilliland <p>Delivering a <a href="https://www.econsultancy.com/blog/69269-17-stats-that-show-why-cx-is-so-important" target="_blank">great customer experience</a> might seem like an easy task for the ‘happiest place on earth’, but Disney uses much more to delight visitors than Mickey Mouse pancakes.</p> <p>Let's take a look at how we might learn from Disney’s approach to customer experience.</p> <h3>Making the mundane magical</h3> <p>Disney’s brand promise, i.e. what makes it most desirable as well as how it differentiates itself from others, has been the same since Walt Disney opened the first theme park in 1955. Essentially, it is to make magical experiences come alive, and to create happiness via these experiences.</p> <p>Now anyone who has visited a theme park before knows that ‘magic’ (or perhaps enjoyment or entertainment when it comes to non-Disney parks) is often quashed by the mundane. This means basic tasks like buying a ticket, queuing for rides, and if you are an international visitor – getting to the resort in the first place.</p> <p>Disney aims to deliver its brand promise by making even mundane details magical, and focusing on the unexpected ways it might bring happiness to customers.</p> <p>There are tonnes of ways Disney does this, but one in particular is to turn around any misfortune. For example, since recognising that children often queue up for rides only to find out that they aren’t tall enough – it now hands out special passes to enable disappointed kids to skip to the front on their next ride.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">What do you think of today's <a href="https://twitter.com/hashtag/DThink?src=hash&amp;ref_src=twsrc%5Etfw">#DThink</a> tip? Learn more: <a href="https://t.co/ZOlST5KK2c">https://t.co/ZOlST5KK2c</a> <a href="https://t.co/62kXOJM4hY">pic.twitter.com/62kXOJM4hY</a></p> — Disney Institute (@DisneyInstitute) <a href="https://twitter.com/DisneyInstitute/status/908495587351449601?ref_src=twsrc%5Etfw">September 15, 2017</a> </blockquote> <p>The Disney brand promise is also a natural extension of its internal company culture, with Disney employees (or cast members as they’re known) embodying values such as openness, communication, and courtesy.</p> <p>One small but interesting example of this is how employees can become ‘language certified’, which means that they can then wear pins which indicate what languages they speak, in turn making it clear to guests that they can assist them if necessary.</p> <h3>Immersion is everything</h3> <p>Dedication to the little details means that Disney is about much more than just the rides – and in turn visitors want to entirely immerse themselves in its world. </p> <p>One way the company extends this immersion even further is through its hotels, which allow consumers to enjoy Disney from the moment they wake up to the moment they go to sleep. According to Skift, US hotels contributed $2.8bn in revenue in 2016, while occupancy rates reached 89%. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">The Disney Parks Moms Panelists share their top reasons why you should stay at a Walt Disney World Resort Hotel: <a href="https://t.co/bYbqmsHyqq">https://t.co/bYbqmsHyqq</a> <a href="https://t.co/xlNtk6H0P2">pic.twitter.com/xlNtk6H0P2</a></p> — Disney Parks (@DisneyParks) <a href="https://twitter.com/DisneyParks/status/902264787949674496?ref_src=twsrc%5Etfw">August 28, 2017</a> </blockquote> <p>This is also something that Disney is heavily investing in, even going so far as to make ‘immersion’ the USP of a brand new hotel. At the D23 event earlier this year, it was announced that Disney is to open a “100% immersive” <a href="https://econsultancy.com/blog/69374-star-wars-uses-ar-experiential-campaign-to-drive-people-in-store" target="_blank">Star Wars</a> hotel, which allows visitors to watch or participate in themed stories throughout their stay.</p> <p><iframe src="https://www.youtube.com/embed/dJxDQVnOyx4?wmode=transparent" width="624" height="315"></iframe></p> <p>While it’s been pointed out that many hotels also have immersive qualities, such as the Legoland Hotel and the Wizarding World of Harry Potter – Disney seems intent on raising the bar. A scale 3D model of the park shows the intended attention to detail, with guests even reportedly seeing a depiction of outer space outside their windows instead of the real world.</p> <p><img src="https://assets.econsultancy.com/images/0008/9250/Star_Wars_hotel.JPG" alt="" width="560" height="311"></p> <h3>Unexpected moments of personalisation</h3> <p>With thousands of people attending its parks every day, creating a personal connection with visitors is a huge part of Disney’s CX strategy. </p> <p>Technology plays a critical part in delivering <a href="https://econsultancy.com/blog/68285-six-things-to-consider-when-implementing-personalisation" target="_blank">personalisation</a>, specifically tools that help to both streamline and elevate the park and hotel experience. The MyMagic+ vacation planning system is one of the most notable examples, allowing visitors to plan and access information and perks such as advance ride booking and restaurant reservations.</p> <p>It also allows the brand to create a more seamless experience, with the MagicBand acting as a room key, park ticket, and even an optional payment method.</p> <p><img src="https://assets.econsultancy.com/images/0008/9251/Magic_Band.JPG" alt="" width="550" height="324"></p> <p>Meanwhile, MyMagic+ enables Disney to increase levels of personalisation – not only in the messages it sends via the mobile app, but also at particular touchpoints within the park and resort. For example, MyMagic+ members might see their name appear on a screen as they walk by (alongside the caption “it’s a small world”), or a photo taken on a ride might unexpectedly appear on the app (along with the option to buy).</p> <p>Unsurprisingly, the MyMagic+ system is continuously evolving, with reports suggesting that slimmer bands are in the works, as well as the possibility of the technology being transferred to smartphones at some point in the future.</p> <h3>Listening to customers</h3> <p>To complete the cycle, Disney uses ‘listening posts’ to assess the customer experience and identify which areas need to be improved upon.</p> <p>Unlike data which enables the brand to better target and engage consumers, listening posts allow Disney to understand the expectations, needs and wants of visitors. In turn, this can be used to address gaps in customer service or areas where the aforementioned ‘magic’ might be lacking. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">What do you think of today's <a href="https://twitter.com/hashtag/WaltQuote?src=hash&amp;ref_src=twsrc%5Etfw">#WaltQuote</a>? Get inspired with more <a href="https://twitter.com/hashtag/WaltWisdom?src=hash&amp;ref_src=twsrc%5Etfw">#WaltWisdom</a> here: <a href="https://t.co/p1yIu15L8c">https://t.co/p1yIu15L8c</a> <a href="https://t.co/bsn4Kug7qC">pic.twitter.com/bsn4Kug7qC</a></p> — Disney Institute (@DisneyInstitute) <a href="https://twitter.com/DisneyInstitute/status/908133202191155201?ref_src=twsrc%5Etfw">September 14, 2017</a> </blockquote> <p>Just like the previous example of children being given free queue passes, Disney continuously introduces features to improve the customer experience based on this feedback. For instance, it created subtle ‘Special Assistance’ passes for disabled guests, to take away the need for any potentially intrusive questions. Similarly, after discovering that visitors would often ask about the location of characters, it introduced the CHIP system (which stands for Character Hotline and Information Program) to let visitors find out where they are located at any given time,</p> <p>These are fairly small but significant details which visitors might not even think twice about. And yet without them, Disney and its customer experience might not be quite so magical.</p> <p><img src="https://assets.econsultancy.com/images/0008/9252/MM.JPG" alt="" width="650" height="412"></p> <p><em><strong>Now read:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67860-10-examples-of-great-disney-marketing-campaigns" target="_blank">1</a><a href="https://econsultancy.com/blog/67860-10-examples-of-great-disney-marketing-campaigns" target="_blank">0 examples of great Disney marketing campaigns</a></em></li> <li><em><a href="https://econsultancy.com/blog/68372-how-cath-kidston-used-a-disney-tie-up-to-increase-its-customer-database/" target="_blank">How Cath Kidston used a Disney tie-up to increase its customer database</a></em></li> </ul>