KUNDEDREVET MARKETING BO SANNUNG NORDIC DIRECTOR INTEGRATED MARKETING MANAGEMENT SAS INSTITUTE

Transcription

1 KUNDEDREVET MARKETING BO SANNUNG NORDIC DIRECTOR INTEGRATED MARKETING MANAGEMENT SAS INSTITUTE

2 COMPETITIVE ADVANTAGE PROACTIVE DECISION SUPPORT BUSINESS ANALYTICS What is the best that can happen? Optimization What will happen if these trends continue? What will happen next? Predictive modeling Why is this happening? Forecasting BUSINESS ANALYTICS Statistical analysis BUSINESS INTELLIGENCE Alerts Drill down Which actions are required? Source data Cleansed data Standard reports Ad hoc reports Where exactly is the problem? How many, how often? What happened? DEGREE OF INTELLIGENCE

3 DIGITAL METRICS CLASSIC SET-UP Reach 1. Unique visits 2. Geography 3. Mobile readership Engagement 1. Bounce rates/time spent 2. Heat maps and click patterns 3. Page views 4. Engagement score Sentiment 1. Comments 2. Social sharing

4 MARKETING VALUE CHAIN Marketing actions Mental customer results Behavioral customer results Market results Financial results

5 VALUE CHAIN MARKETING PERFORMANCE MEASURES

6 MARKETING IMPACT CLASSIC MEASURING BUSINESS TARGETS BUSINESS DRIVERS STRATEGIC ACTIVITIES KPIs LEAD QUALITY STRENGTHEN LEAD SCORING PROBABILITY TO CONVERT / REACTIVATE CUSTOMER ACQUISITION IMPROVE LEAD CONVERSION LEAD CONVERSION RATE MARKETING PERFORMANCE ENHANCE LEAD MANAGEMENT ENGAGEMENT SCORE CUSTOMER RETENTION

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9 TARGETS BREAKING IT DOWN Business targets Business drivers Strategic activities KPIs Identify potential customers Cost per lead Cost per new customer Attract new customers Raise brand awareness Growth in perceived brand value Growth in brand awareness Grow 10% revenue Grow existing customers Analyze potential customer value Analyze next best offer Percentage of customers in customer value programme Response rate % Campaign sales rate % Share of wallet % Keep existing customers Analyze reason for churning Customer satisfaction index Number of churn activities implemented Loyalty programme Churn % Growth in number of customers in the loyalty programme

10 ÉN TING ER AT MÅLE NOGET ANDET ER AT HANDLE

11 ACCENTURE RESEARCH THE NATURE OF TOP PERFORMERS 77% OF HIGH-PERFORMING COMPANIES HAVE ANALYTICAL CAPABILITIES ABOVE AVERAGE COMPANIES THAT INVEST IN ADVANCED ANALYTICAL CAPABILITIES OUTPERFORM THE S&P 500 ON AVERAGE BY 64% ONLY 40% OF MAJOR BUSINESS DECISIONS ARE BASED ON DATA AND FACTS 65% OF HIGH-PERFORMING COMPANIES HAVE SIGNIFICANT DECISION-SUPPORT AND ANALYTICAL CAPABILITIES 36% OF HIGH-PERFORMING COMPANIES VALUE ANALYTICAL INSIGHTS INADEQUATE INFORMATION ACCESS REDUCES KNOWLEDGE WORKERS PRODUCTIVITY BY 54% Accenture research 2011

12 BE PROACTIVE MORE DIFFICULT, BUT MORE VALUE Gartner s research shows only 13% of companies make extensive use of predictive capabilities What would you prefer a report that shows customers you lost, or a model that shows who is about to churn and how to keep them? Gartner Business Intelligence & Information Management Summit 2013

13 TOTAL CHURN VS. VIRAL CHURN AN TELECOMMUNICATIONS EXAMPLE TOTAL CHURN Initiated by operator Initiated by customer Other reasons Viral churn Fraud Bad debt Unemployment External reasons Migration / move New business phone with private allowance No need for mobile Death Price vs. usage comparison Commercial reasons Better / more convenient competitive packages Brand image-based choice (emotional) Bad experience with Customer Care Bad experience with mobile services Word of mouth (one or more community members experienced something better) Services dedicated to on-net (chats, portals etc.) Price / cost rationale for the community Fashion / herd behavior ( let s move )

14 RELATIONS AN EXAMPLE OF CORRELATION #1: Network role detection #2: (sample) Network structure visualization #3: Cross-scoring with other marketing measures #4: (Customer absolute) valuation and optimization #5: Contact value maximization and channel orchestration

15 RELATIONS WHAT TO LOOK OUT FOR Phone Number Community ID Role Up-sell influence Acquisition influence Number of neighbors Ratio of outlier neighbors Leader 0,45 0, % Follower 0,24 0,56 3 5% Leader 0,78 0,23 3 0% Follower 0,87 0,98 7 2% Follower 0,34 0, % Marginal 0,34 0, % Marginal 0,45 0, % Community ID Size Number of relations Average relations per node Number of followers Number of relations with other communities

16 RELATIONS INTERESTING FACTS ABOUT ROLES Leaders come from the whole customer base; they have no specific demographic or lifestyle characteristics The only thing common to all leaders is talkativeness, sociability and expressing their opinion. Leaders are more active within their communities; the size of the community is irrelevant They usually have a passion for something Leaders often know their influence on others Leaders like to be in the know ; to be the first ones to know about the product Leaders have a tendency to do their talking in person or over the phone People like to surround themselves with similar persons. They tend to prefer similar things Leaders are more likely to pass the received marketing message, to open the marketing letter/newsletter, to sign in for a marketing action or visit the portal; more often they will recommend others the products they like Neighbors of the leader who accepted product/service are 3-5 times more likely to accept the same product/service than the control group

17 ORGANISATION

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19 BIG DATA = BIG CHALLENGE CMO INDEX 2013 HVAD LÆGGES DER VÆGT PÅ VED ANSÆTTELSE AF NYE MEDARBEJDERE I MARKETINGAFDELINGEN? At vedkommende har stærke brandingkompetencer 11,8% At vedkommende har stærke kommunikationskompetencer At vedkommende har stærke analysekompetencer (fokus på tal) 28,5% 59,7% Fokus på big data kræver vel de rette analysekompetencer? 2013 Loyalty Group A/S 0% 10% 20% 30% 40% 50% 60% 70% 2013

20 BIG DATA = BIG CHALLENGE CMO INDEX 2013 VURDERER DU, AT UDVIKLINGEN I DEN TILGÆNGELIGE KUNDEVIDEN VIL HAVE BETYDNING FOR DIN VIRKSOMHEDS MÅDE AT MARKEDSFØRE SIG PÅ? Nej, det vil ingen betydning have 6,8% Ja, men kun i beskedent omfang 20,9% Konsensus omkring betydningen af big data for Marketing Ja, det vil have stor betydning Ja, det vil afgørende ændre måden vi markedsfører på 28,4% 43,9% 2013 Loyalty Group A/S 0% 10% 20% 30% 40% 50% 2013

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22 KEY LEARNING Organiseret mod kundeoplevelser Organiseret mod leverancer

23 sas.com