Multi channel marketing strategy - i

American Marketing Association
Multichannel Marketing
Strategy
AMA Workshop
March 2013

2American Marketing Association
What You Told Me
Source: Pre-session responses from MCM workshop participants
“Our
MCM
is
ad
hoc,
inconsistent

and
reac2ve.
We
don’t
have
a

strategy
in
place.”

“

“

“

“We
don’t
have
a
strong,
strategic

mindset
about
our
brand
or
how

it’s
marketed
in-‐channel.”

“We
don’t
have
a
marke2ng

culture
here.
Our
execs
don’t

understand
it,
support
it,
or

budget
for
it
well.
So
our
MCM

suﬀers.”

“Our
MCM
is
now
burgeoning.

We
need
to
be
coordinated
and

strategic.”

“I
want
to
become
a
resourceful

partner
for
all

sales
channels

here.
Our
MCM
is
cluGered,

unfocused,
and
incomplete
at

the
moment.”

Learning Modules
We’ll toggle around during our two days together
Principles Insights Strategy Cases Reflection

ARCHITECTING MCM STRATEGIES (90 mins)
•  Case studies
•  Workbook exercise/reflection
BUILDING A ‘MOCK’ MCM STRATEGY (90 mins)
•  Background/assignment
•  Sub-group breakouts
•  Group discussion
Break (15 mins)
APPLYING MCM PRINCIPLES (45 mins)
•  Peer review
Workshop Schedule
INTRODUCTION (15 mins)
•  Curriculum Review
CONTEXTUAL FOUNDATION (90 mins)
•  Foundational principles
•  Aligning business, brand, channel strategy
•  Planning tools & frameworks
Break (15 mins)
MCM STRATEGY (90 mins)
•  What it means
•  Planning tools & frameworks
•  Success factors & imperatives
Morning
8:30am–12:00pm
Afternoon
1:00pm–5:00pm
Day 2Day 1
EVALUATING MCM STRATEGY/2 (90 mins)
•  Group review/discussion
•  Peer review
Break (15 mins)
ORGANIZATIONAL READINESS (90 mins)
•  Operationalizing MCM principles
•  Success factors
•  Workbook exercises/reflection
CLOSE (30 mins)
•  Final thoughts/course survey
WELCOME BACK (30 mins)
•  Recap key learnings/Day 1
MEASURING CHANNEL IMPACT (90 mins)
•  Cross-channel quantification
•  Attribution principles
•  ROI tools
Break (15 mins)
EVALUATING MCM STRATEGY/1 (60 mins)
•  Mock strategy development
•  Sub-group breakouts

Funny, but true
In this section we will cover Strategic Development:
•  Fundamentals of strategy
•  Aligning Business, Brand, Channel strategies
•  Planning Frameworks

Strategic Development
Background > Fundamentals

Insight
“Nobody really knows
what strategy is.”
The Economist

Insight
“Most of us are afraid of
strategy…Strategy is scary
because it describes results, not
actions, and that means
opportunity for failure.”
Seth Godin

Why do we need a strategy?
" Without a strategy, we fill our time with:
•  What we want.
•  What we think the boss wants.
•  By reacting.
" Without a strategy, time and resources can easily be wasted on piecemeal,
extraneous activities.
•  “If you don’t know where you’re going . . . any road will get you there.”
- Lewis Carroll
“Are you sure you have a strategy?” Hambrick and Frederickson Academy of Management Executive 2001 Vol. 15 No. 4

“Are you sure you have a strategy?” Hambrick and Frederickson, Academy of Management Executive 2001 Vol. 15 No. 4
Strategic Development Process
Strategic Analysis
§ Industry Analysis
§ Customer/marketplace trends
§ Customer lifestage/lifestyle needs, wants
§ Customer activity cycle
§ Environment forecast
§ Competitor analysis
§ Assessment of internal strengths,
weaknesses, resources, culture
Mission
§ Fundamental
purpose
§ Values
§ Vision
Objectives
§ Specific targets,
short & long term
Strategy
The central integrated,
externally oriented concept
of how we will
achieve our objectives
Organizational
Imperatives
§ Structure
§ Process
§ Symbols
§ Rewards
§ People
§ Activities
§ Policies
It’s not the
sequence.
It’s about
robustness of the
whole.

Five Elements of Strategy
Arenas
Staging
Differentiators
VehiclesEconomic Logic

System of Choices
Economic Logic
Arenas
Staging
Differentiators
Vehicles
Where will we be active?
How will we get there?
How will we win in the market place?
What will be our speed
and sequence of moves?
How will we obtain our returns?

Arenas: Where we are active
" Which product categories ?
" Which market segments ?
" Which geographic areas ?
" Which marketing channels?
" Which core technologies ?
" Which value-creating stages ?
" With how much emphasis ?
1

Vehicles: How we get there
The means for attaining the needed presence
in the identified arenas.
" Internal development?
" Joint ventures / alliances ?
" Licensing / franchising ?
" Acquisitions ?
2

Differentiators: How we win
The reasons that customers will choose us.
" Image ?
" Customization ?
" Price ?
" Styling ?
" Product reliability ?
" Anything else ?
3

Staging: What will be our speed & sequence of moves?
" Driven by availability of resources, urgency, need for credibility and
need for early wins
" Speed of expansion ?
" Sequence of initiatives ?
4

Economic Logic: How we obtain our returns
How profits will be generated.
" What generates cash ?
" What decides your margins ?
" What generates market share growth ?
" How fast do sales turn into cash ?
" What numbers / ratios tell us we’re successful ?
" What are our underlying core capabilities ?
" Lowest costs through scale advantages ?
" Lowest costs through scope and replication advantages ?
" Premium prices due to unmatchable service ?
" Premium prices due to proprietary features ?
5

Strategic Evaluation
§  Does your strategy exploit your key resources & capabilities?
With your particular mix of resources, does this strategy give you a good head start on
competitors? Can you pursue this strategy more economically than competitors?
§  Will your envisioned differentiation be sustainable?
Will competitors have difficulty matching you? If not, does your strategy explicitly include a
relentless regimen of innovation & opportunity creation?
§  Are the elements of your strategy internally consistent?
Have you made choices of arenas, vehicles, differentiators, staging, and economic logic? Do they
all fit and mutually reinforce each other?
§  Is your strategy implementable?
Will your key constituencies allow you to pursue this strategy? Can your organization make it
through the transition? Are you & your management team able & willing to lead the changes?
§  Do you have enough resources to pursue this strategy?
Do you have the money, managerial time & talent, & other capabilities to do all you envision? Are
you sure you’re not spreading your resources too thinly?

Aligning Strategy: Building Blocks
CONTEXT
CUSTOMERS
COLLABORATORS
COMPANY
COMPETITORS

CUSTOMERS
. . . that customers
want . . .
COLLABORATORS
. . . and who wants to
help us do it?
COMPETITORS
. . . better than
others . . .
COMPANY
. . . that we
can do . . .
CONTEXT
What things are
possible . . .
What
business
are we in?

CUSTOMERS
. . . that customers want . . .
COLLABORATORS
. . . and who wants to help
us do it?
COMPETITORS
. . . better than
others . . .
COMPANY
. . . that we
can do . . .
What business
are we in?
How do we
capture share?
Identify
TARGET
MARKET
CONTEXT
What things are possible . . .
POSITION to
DIFFERENTIATE
from others
Design
CHANNEL
MARKETING
Strategy

Strategic Alignment: Waterfall
" What?
•  Market Opportunity
" Who?
•  Segmentation/Targeting
" Why?
•  Brand Positioning
" Where?
•  Customer Journey
" Which?
•  Channel Architecture
" How?
•  Content/Experience
Source: CMO.com, 2012 survey

Planning Frameworks
Business > Brand > Channel

" Framework #1: Market Opportunity

Our Market Opportunity
Us Customer
Competitors

Our
Vulnerabilities
Tablestakes
Our Points of
Parity
• 
• 
• 
• 
Customer Wants
& Needs
• 
• 
• 
• 
• 
• 
• 
Our Competitive
Disadvantages
• 
• 
• 
• 
• 
• 
• 
Customer
Needs
Our Company
Strengths
Competitor
Strengths
Our Competitive
Advantages
• 
• 
• 
• 
• 
• 
• 
Adapted from : Urbany, Joel E. and James H. Davis (2010), Grow by Focusing on What Matters: Strategy in 3-Circles
Identifying Our Market Opportunity

Our
Vulnerabilities
Tablestakes
Our Points of
Parity
•  Range of
cardiovascular
equipment
•  Convenient Hours
Customer
Wants &
Needs
•  Affordable
•  Make friends/
socialize
•  Family
activities
•  Member of
community
Our Competitive
Disadvantages
•  Newer facilities
•  Cleaner
•  More locations
•  Singles friendly
•  Special features
•  Unique features
(spa, etc.)
Customer
Needs
Our Company
Strengths
Competitor
Strengths
Our Competitive
Advantages
•  Family focused
•  On-site child care
•  Affordable
•  Activities for all
ages
•  Range of fitness
programs
•  Family swim
pool
•  Unique offerings
(swim lessons,
etc.)
•  Camp Eberhart
Adapted from : Urbany, Joel E. and James H. Davis (2010), Grow by Focusing on What Matters: Strategy in 3-Circles
Identifying Market Opportunity: YMCA

Our
Vulnerabilities
Tablestakes
Our Points of
Parity
•  Selection satisfies
requirements
•  Time/cost efficient
•  Geographic
proximity
Customer Wants
& Needs
•  Minimize effort
•  Easy in/out
•  Find what I
needed
•  Good quality
•  Convenient
location
•  Not
overwhelmed
Our Competitive
Disadvantages
•  Inventory
breadth/depth
•  Lower prices
•  Easy returns
Customer
Needs
Our Company
Strengths
Competitor
Strengths
Our Competitive
Advantages
•  Knowledgeable
assistance
•  Friendly/
approachable
•  Feel valued,
empowered (not
overwhelmed)
Identifying Market Opportunity: ACE

Understanding Brands
Brand as Primary Source of Business Value

Brand v. Product/Service
" Products/Services
•  Have functional value
•  Can be copied by competitors
•  Can become outdated
Brands
•  Have functional and emotional value
•  Are unique and proprietary
•  Are timeless
•  Exist in customers’ minds
$1 $4

A Jingle
A Spokesperson
A SymbolAn Ad A Logo
A Slogan A Name
Brand is not:

" A promise.
" A company’s most strategic asset.
" The reflection of a customer’s entire experience with a company.
" Built and protected by entire organization, not just the marketing department.
Brand is:

Source: Interbrand, Brand Values 2011
Powerful brands create Economic Value
•  1% increase in customer
satisfaction leads to a 3%
increase in market cap.
loyalty leads to a 10%
cost reduction.
retention increases
customer lifetime value
by 25%.
loyalty can result in up to
a 95% increase in
profitability.
•  50% of customers will
pay 20–25% more for
brands they are loyal to.
Sources: Brandkey, Bain and Mainspring,
Marketing News

Brand as Business Core
R&D
Executive Team
& Business
Units
Information
Technology
Business
Strategy
Marketing &
Sales
Operations &
Finance
Brand
Strategy

Brand Strategy
Brand Strategy
Brand Strategy
Business
Strategy
Products/
Services
Rational Dimensions
Physical Attributes
Emotional Dimensions
Subjective Associations

Brand Strength
Strong Brands
•  Make clear, meaningful promises.
•  Built with compelling (rational and
emotional) equities.
•  High relevance in customer lives.
•  Consistently delivers.
•  Instills confidence.
•  Clearly differentiated on key
dimensions.
•  High loyalty.
Weak Brands
•  Make vague promises.
•  Built with general (and low emotional
commitment) equities.
•  Low relevance in customer lives.
•  Inconsistent.
•  Creates doubt.
•  Undifferentiated.
•  Low loyalty (rely on pricing/
promotional incentives).

Strong Brands
•  P&L
•  Functional attributes
•  Building volume
•  Commodity price war
•  Selling
•  Expense mindset
Focus: Inside > Out
•  Customer
•  Daily life context/moments
•  Building loyalty
•  Price realization
•  Consuming
•  Investment mindset
Outside > In
FROM TO
Brand as Strategic North Star
•  Drives long term competitive advantage
•  Needs to be owned by top management
•  Requires systemic thinking/branding tools
Brand as Tactical Tool
•  Drives short term results only
•  Owned by MarCom

" Framework #2: Brand Strategy System

Enduring Customer Advantage
Extended
Identity
Core
Identity
Brand
Essence
Brand Positioning
Brand Customer Relationship
Integrated Channel Toupoints
(Context and Content)
Brand Strategy System: Multi-Dimensional
Brand Power
Brand Equity: the set of brand associations in the
minds/hearts of customers.
Brand Power: how levels of brand equity link to
distinctive functional attributes and emotional benefits.
Brand Customer Relationship: role the brand plays in
the customer’s life.
Brand Equity
Brand Positioning: aspect of brand equity that is
actively communicated to target audience.
Integrated Channel Touchpoints: activities that
engage customers where they are with relevant content.

Perform at
Your Peak
Gatorade Brand Equity
Brand as Person
Athletic
Brand as
Symbol
Brand as Organization
Leadership
through innovation
CredibleBrand-customer relationship: The Expert
Peak performance
•  Innovative hydration for athletes
•  Provides Endurance
•  “Born in the Lab, Proven on the Field”
Fight to win:
•  “Is it in you”
•  Don’t quit, perseverance
•  “Go Fierce, or Go Home”
Emotion:
•  The thrill of triumphing
•  The satisfaction of not quitting
Extended
Identity
Core
Identity
Brand
Essence
Brand as
Product
Determined
Tough

" Framework #3: Brand Power

Brand Power: Transfers Up
Functional
Attributes
Functional
Benefits
Brand-
Consumer
Relationship
Emotional
Benefits
Self-
Expressive
Benefit
Features
Rational Advantages
Human Needs
Emotional
Advantages
Self
Actualized
give me…
Which meet…
and allows me…
so I am…
Frame of Reference

Brand Power: Gatorade
Functional
Attributes
Functional
Benefits
Brand-
Consumer
Relationship
Emotional
Benefits
Self-
Expressive
Benefit
Electrolytes
Hydration
Acts as my
coach
Perform at my
peak
A winner
give me…
which…
and allows me to…
so I am…
Performance

Brand Relationship
§  Advisor
§  Buddy
§  Enabler
§  Friend
§  Fun companion
§  Mentor
§  Mother
Companies Brand-Customer Relationship

" Framework #4: Brand Positioning

Positioning for Advantage
Positioning refers to the essence that is overtly
communicated to stakeholders. It represents the
total of what a person or group of people think and
know about the company and its brands.
A unique position establishes a sustainable
customer advantage AND a corporate focus.
.

Positioning Opportunities
" Define a target that is based on rich, emotional insights rather than pure
demographics.
" Move beyond industry and category terminology to select a frame of reference that
captures the full range of consumer choice.
" Communicate brand benefit(s) in a way that is relevant and engaging to
stakeholders.
" Move away from reasons to believe that are technical or less relevant to
customers and find support points that are believable and compelling.
" Think about how channel strategy can reinforce/dimensionalize brand positioning.

A positioning is: A positioning is NOT:
•  A vision or mission statement.
•  A business strategy.
•  An advertising slogan or tag line.
•  A description of a product or
service offering.
•  A defined and differentiated
perceptual space relevant to key
stakeholders.
•  A compelling description of the
strategic intent, personality and
competencies of the organization/
product/service.
•  A unifying, overarching idea that
drives all execution (e.g.,
messaging, channel tactics,
customer service).
What is a Positioning Statement?

Positioning Best Practices
Brand Positions should be:
• Meaningful and compelling to target audience.
• Emotionally grounded.
• Relevant in the context of customers’ daily lives.
• Able to deliver against promise.
• Differentiated.
• Consistent and clear.
• Actionable in market/channel.

Positioning Statement
To <target audience>, [BRAND] is the <frame of reference> that
<core promise> because <reasons to believe>.
The primary group with which
the brand wants to
communicate.
The relevant set of
substitutable products.
The primary relevant and
compelling benefit delivered
by the brand to its target
audience.
The proof or reasons to
believe the brand delivers the
benefit to the target.

How powerful is this Positioning Statement?
For children ages 6-12, Lego is the toy that offers them the
greatest degree of flexibility because Lego is the most trusted
toy brand.
Comments Comments
Comments Comments

Lego Positioning Statement: Reimagined
For children with imagination, Lego is the recreational activity
that offers them the power to create endless play experiences
limited only by their own imagination because Lego provides a
full range of building components that can be used to assemble
infinite combinations.
is held together by a
common insight – that they have
imagination.
is broad
enough to capture products (or
even services) beyond just toys
that could be used to stimulate the
imagination.
is insight based
benefit, not feature based. It’s not
that the products offer flexibility,
it’s that they create experiences.
is aligned with
the core promise and is relevant to
consumers.

" Framework #5: Segmentation & Targeting

Segmentation and Profiling
" Understanding the customer(s)
•  What are the discrete segments?
•  How do they move through category decision process?
•  Who do they listen to?
•  Where do they get their information?
•  What are their channel interaction patterns?
•  What do you want them to think, feel, believe?
•  What evidence are you going to give them for their rational beliefs?
•  What do they need to know about for their emotional beliefs?

Current
Customers
Competitor
Customers
(Prospects)
Category
Non-Users
Lapsed Customers
Segment Priority
Size & Volume Potential
Decision Criteria or
Motivators
Usage Behavior
Decision Process
Barriers/Concerns
Information Sources &
Influences
Brand Importance
Channel preferences
Satisfaction requirements
Customer Targeting Matrix
Note: Adjust cells to suit category and brand

Planning Strategy
Business > Brand > Channel

Clever but True

Old Model
" Channel strategies used to be relatively simple.
•  Messaging occurred through traditional, 1-way communication channels (e.g., TV/print/
radio/OOH advertising, in-store collateral, events).
•  Products distributed through brick & mortar/catalog channels.
" Prospects engaged and moved through funnel in predictable, linear stages.
•  People generally started at the same point (i.e., similar level of knowledge) and
methodically guided through process.
•  Company controlled brand, message, conversation, buying process

Today’s On-Demand Culture
" Consumers are increasingly empowered and demanding
•  People no longer passively accept/trust information provided by marketers.
•  People no longer let brand owners, retailers, communication channels dictate agenda.
" Marketing now more complex due to (customer) ‘accommodation’ mandate.
•  Technology changing customer access, purchase process, success factors

Internal
Stakeholders
Earned
Content
Owned
Content
Paid
Content
Channel
Transactions
Direct
Sales
CRM
Customer
Service
Multichannel
Marketing
Strategy
Ecosystem of Accommodation
Communications
Selling
Customer Support

Era of Customer Accommodation: Success Factors
" Calibrate comprehensive channel mechanisms based on customer
interaction preferences/patterns.
•  Communications (content, lead generation/qualification).
•  Sales (transactional access, fulfillment)
•  Support (pre-/ post-purchase service).
" Understand customers and their journey to design idealized purchase process and
usage experience.
•  Defines how/when/where to “touch” customers for optimal access, relevance, impact.
•  Determines channel choice, prioritization, and investment.
" Enroll and equip the organization to succeed in a multichannel universe.
•  Marketing Department leads multichannel development process.
•  Enterprise-wide delivery across touchpoints (i.e., areas beyond control of Marketing Department).

Communications: New Landscape
" Customers control conversation about companies, brands, products.
•  Blogs, posts from peers exert significant influence (across all life stages, most industries).
" Marketers now need to prioritize 3 distinct types of information channels to
accommodate customers

Communications: New Landscape
" Digital Technology has granted customers
unprecedented access to information,
products, transactional utility.

Mobile as Emerging Powerhouse
" Mobile channel in particular is soaring: some marketers now think mobile
‘first’ (i.e., lead channel)
Source: Nielsen Mobile Insights 2012

Poster Child: Online, Offline, On-the-Go
" Walgreens embraces multichannel philosophy.
•  Paid and earned media presence.
•  Owned mobile content (text alerts, coupons, smart phone apps).
•  Web support (live pharmacist chats, e-commerce).
•  In-store service (drive-thru, wellness clinics).
•  Integrated data & mining drives personalized messaging/offers, contact frequency, ROI.
Walgreens Powers Multi-Touch Strategy
“… it’s imperative that customers can conveniently access Walgreens
in any form, when and where they want to.”
-- David Lonczak
Walgreens VP

Multichannel Marketing
Strategic Imperatives

Funny, but true
Now we will cover:
•  Multichannel Marketing Challenges
•  Strategic Success Factors & Frameworks
•  Multichannel Case Examples

Multichannel Marketing Challenges
" Obsolete mindset & practices: stop viewing channels as silo’d vehicles.
•  Think about it as customers do: a set of related engagements that deliver cumulative
value. Orchestrate end-to-end delivery of desired customer experience.
•  Success increasingly dependent on channels outside of Marketing control (inside and
outside their organizations). Enroll all partners in delivery of strategy.

Where Marketers Struggle
Source: CMO Survey/Experian (2012)

Channel Marketing Strategy Today
7

Multichannel Success Factors
" Framework #5: Must-Do Steps

Enroll the Organization
" Set specific goals.
•  With any marketing effort, before embarking write down what it is exactly you are trying to
accomplish (generate awareness, leads, revenue?), along with target numbers not just for
the overall plan, but for each channel that you plan on using.
" Bridge operational silos.
•  You might not be the owner of all the channels that will be going into your cross-channel
marketing plan. So coordinate with each team leader so everyone knows which part they
have to play. Also, determine how credit will be given to each team if the campaign proves
successful.
" Get executive buy-in.
•  Building an integrated marketing plan requires a decent amount of work and patience
before seeing results, so make sure anyone that has a say in the matter is aware of your
plan, the opportunities and risks involved, and gives you the thumbs-up to move forward.

" What info/support do stakeholders need within each channel? Across channels?
" How do they seek it out? When? What format?
" Which conditions/parameters? What frequency?
Info Hierarchy by Channel
Engage Customers through Relevant Channel Content

Use 360 Views to inform Accommodation Marketing
" Develop information infrastructure.
•  Technology now enables us to collect, process, and mine more customer data faster than
ever before from online and offline channels for multidimensional view of customers.
–  Capture transactions, complimentary 3rd party data, digital activity, customer feedback loops.
–  Standardize file structures/formats.
–  Embrace multichannel analytics.
•  Mine at increasingly granular levels to inform channel strategy that delivers the desired
customer experience.
–  Micro-targeting, personalized contact/relevant content/targeted offers (i.e., go beyond pushing out
mass communications).
•  Distribute customer information/insights across the organization to deliver seamless
customer experience and boost performance.
–  Share customer requirements within and across multiple channels.

" Track what’s critical to customers engagement/satisfaction that enables
multidimensional views/response.
" Track what’s critical to business success, integrated from discrete sources.
" Select cohesive, multichannel analytics/ tech solutions to aggregate diverse
formats/file structures to inform cross-channel/full funnel attribution models.
" Harvest insights to inform next practices (micro-segmentation, channel weighting).
Use Multichannel Measurement & Analytics

Multichannel best practices
Source: Forrester Research, Inc.
Selling •  Build Web applications that bridge the channels.
•  Enable reserving or buying online with pickup in
store.
•  Offer consistent pricing and promotions.
Service •  Offer service choice.
•  Provide an extended inventory network.
Marketing
Metrics and measurement •  Provide incentives for channel cooperation.
•  Treat the Web as more than just another store.
•  Assign clear executive leadership.
Organization and culture •  Create metrics on cross-channel growth and
satisfaction.
•  Use loyalty programs to track customers across
channels.
•  Use surveys to gather additional insight.

" Framework #6: Guiding Principles

Big 4
Convenient
Consistent
Contextual
(a)Cross time

convenient

Walgreen on iPad
Use Channel Touchpoints Strategically
Align what they do best
with customer needs

cohesivet

Ensure unity across customer segments
PRE-ACTIVATION
Regulatory
communi-
cations
CARES
letter
Connections
newsletter
Hard-
copy
bill
state-
ment
Bill
message
Product/Svc
campaign
Active Idle
screen daily
perks
My Account
registration
mailer
Bill inserts
Radio TV PR/
Inv Rel
OOH Print
Calling all
communities
GRO
Exterior
Store
Banner
Interior
Store
Banner
Store
discovery
bar
Phone
detailing
Community
Board
Battery swap
van
POS tech
support
30 day
exchange
Visit store
RWC
POS bill
pay
Video smart-
phone wall
Inbound CS
general/
activation calls
Store
device
workshop
Ongoing
Legacy Only
Legend=
Ongoing Legacy
& Rewards
Ongoing
Rewards Only
Singular Touch
Point (both)
Welcome
call
Self-serve
CS IVR
Self-serve
CS/CRR IVR
IVR xfer to CS, FS,
Prepaid, Lifeline, CR,
CRR, Tech Support7th day
bill credit
or
rewards
SMS
1st Bill
call
60th day
SMS
Mail-in
rebate
(MIR)
YouTube
Twitter
Facebook
New Smart
phone SMS
Online
customer
purchase
Online
Videos
My
Account
emails
Website
Surprise
& delight
Sponsor-
ship
events
Moments to
believe in
Website demo on
modem display
VOC
Action
response
team
B2B - SMB
Owner
comm.
Store
collateral
B2B
Large
Owner
comm.
Referral
Program
CLCP
Cust Eng
surveys
Migration
campaign
calls
B2B
SMB
annl
plan
B2B
Large
bi-annl
plan
Migration
campaign mail
In-contract
campaign
Store POS device/
access. purchase
materials
Out-of contract
campaign
Eqpt eligible
trigger campaign
B2B Welcome
Packet
B2B
associates
CLCP
Out-of contract
campaign
IVR xfer to CS, FS,
Prepaid, Lifeline, CR,
CRR, Tech Support
POS tech
support
Customer
Crew
<30 day
welcome
kit DM
Store
buck
slips
VIP
bonus
NDC
touches
CCS
emails
Rewards
feedback
emailbox
My Account
emails (acct
statements,
bday etc.)
Webchat
support
Telesales
Call store
RWC
SMS pt
statement
(unregistered)
Direct fulfillment
box/content
Pdt vendor
commun-
ications (ie.
Zed)
Page 3
When%Looking%Holis.cally%Across%All%Customer%Touch%Points,%%
We%Deliver% A%Lot%of%Stuﬀ %to%Our%Customers!

Ensure unity across screens

Ensure cross-channel consistency

contextual

Customer Hot Buttons

Contextual Relevance: DIY Weekends

(a)cross time

Trying on tent
research
online,
try

in
store

Cross-channel shopping
Sample Elements
0%
10%
20%
30%
40%
50%
60%
70%
80%
Gen Yers Gen Xers Younger
Boomers
Older Boomers Seniors
Have you ever researched a product online and then
purchased it (actually paid for it in an offline store?”
Male Female
Source: Forrester’

Cross-Channel Case Example
" USAA (Fortune 100) provides financial services to military families throughout their
lives.
•  From weddings and first homes to college funds and retirement.
" USAA Customers interact with multiple channels throughout their planning, purchase, and
usage process.
•  Customers seek out info from offline and online sources.
•  Customers start application online and finish it over the phone.
•  Customers check account balance online while waiting in the call center.
" Studying user flows identified sequence of events that led to positive or negative
sentiment across channels.
•  “Our customers were already multichannel, but we viewed them as isolated interactions.
The key was understanding the differences between good and bad cross-channel
experiences.” - Allen Crane / Executive Director / Research & Analytics

Cross-Channel Analytics
" Cross-tabulating data to inform cross-channel marketing strategy.
•  Customer satisfaction, demographic attributes, purchase history, and web and phone logs.
•  Identified opportunities for highly targeted engagement (based on customer’s life stage,
behavior patterns, and channel preferences).

" Framework #7: Voice of Customer

Channel strategy dictated by customers (not corporation)
" Insight comes from asking right questions in right ways
•  What offline and online activities do they participate in when engaged in our category?
•  What channels does our audience prefer for information? Sales? Post-sales support?
•  Do they seek advice? Do they look for customer reviews? Do they want to talk to
someone?
" Voice of Customer (VOC) research uncovers needs, triggers, barriers, and
accelerants.
•  Emotions.
•  Thoughts.
•  Behaviors.
•  Time.
•  Place.

Customer
Definition
Channel
Mapping
Moments
of Truth
Experience
Design
Experience
Monitor
Strategic
Questions
Analytic
Approach
Deliverables
“Who are our best
customers/prospects?”
“What is their current
channel experience?”
“How can I make their
channel experiences
exceptional?”
“Are we delivering the
desired experience?”
“What channels most
impact success?”
Customer Interviews
Intercept Studies
Ethnography
Analytical Research
Social Mining
Touchpoint Dashboard
Experience Dashboard
Channel ROI
Customer Segmentation
Customer Targeting
Customer Personas
Channel Priority Ranker
Channel Investment
Purchase Process
Day In The Life
Journey Map
Experiential Plan
Cost Benefit Analysis
Touchpoint Guidelines
Operational Requirements
Segmentation Analysis
Prospect Analysis
Customer Lifetime Value
Situation Review
Experience Mapping
Concept definition
Operation/business
process review
Customer Interviews
Importance Ranking
Financial Impact Projection
Channel Weighting
Channel Tracking
Customer Feedback
Using Voice of Customer to inform Channel Strategy
Understanding which channel combinations work best with key segments at distinct stages

Main Sections of Questionnaire
Markentreiber für die
Markenwerthebel4
Respondent demographics
1
Currently use our products?
Decision making criteria and
purchase process behaviors?
Etc.
Role of Channels 3
Which channels are used by
the target audience? How do
these touchpoints satisfy
needs and deliver on our
brand promise?
2
Where are they in the
funnel? What are their
perceptions of our brand and
competitors?
Prioritization of Channels4
Which channel experiences
drive purchase decisions and
conversion along the funnel?
Which ones influence/support?
5
Effectiveness of Channel
Strategy (as Eco-system) 6
How effective is our channel
system in delivering brand
strategy?
Voice of Customer: Quantitative Research
Current behavior and
knowledge
How do consumers evaluate
performance of each
touchpoint relative to
expectations? Competitors?
Evaluation of individual
Touchpoints
ILLUSTRATIVE EXAMPLE

Voice of Customer: Qualitative Research
" Documenting: Day in the Life.
•  Personal Journals.
•  Ethnographic Interviews.
•  Shop-Alongs.

Customer Personas
" Personas enable you to relate to your audience as a human being.
•  1-2 page representative profile (for each segment) based on research.
•  Fictional narrative about the person’s life (things that make them unique, memorable).
•  Brief outline of daily routine, including specific details, likes, dislikes.
•  Name, age, photo, and personal information (emotional wants, needs).
•  Summary of work, including time in job, info-seeking habits, favorite resources,
professional goals.
•  Living & work environments (including key relationships, frustrations).

Jesse Butts
PART-TIME STUDENT
AGE: 29 SEX: MALE LOCATION: LISLE, IL OCCUPATION: ANALYST
Jesse is a 29 year old marketing analyst working at a major corporation in the suburbs.
For the past 3 years he has been taking on a more active roll in the organization:
managing projects, working with agency partners and doing some basic campaign
analysis. He’s looking to stay with his current organization and quickly advance. HR
recommends that Jesse can demonstrate his commitment to the organization by
pursuing a Masters Degree. The organization will even pay for some of the degree if
he keeps his grades up and commits to staying with the organization for 2 years after
his degree is complete.
GOALS
Advance his career
Make more money
Gain new marketable skills
Get ahead of his boss
ONLINE ACTIVITIES
Jesse is an active member on Facebook. He updates his status almost daily . A fair
amount of his updates now come from his mobile phone. Jesse also reads a mix of
marketing trade publications online to keep up and show his managers he’s interested
in Marketing. He also is follows the local sports teams.
OFFLINE ACTIVITIES
Jesse is involved in the Chicago Sport and Social Club. He comes to the city on
Thursday to play volleyball with some friends. He often stays late for a drink after work
and takes the train home.
KEY PAIN POINTS /FRUSTRATIONS
Time commitment, Jesse is young, unmarried and likes to enjoy his weekends.
Acceptance, fear of rejection
Primary Motivators by Priority:
1.  Career advancement or change
2.  Specific skill improvement tied to career advancement
3.  Perception that “Master’s is new Bachelor’s”
4.  Time is Now
5.  Validation from external world

Lizzy Ullman
FULL-TIME STUDENT
AGE:39 SEX: FEMALE LOCATION: CHICAGO, IL OCCUPATION: UNEMPLOYED
Lizzy was recently let go from her job at a Chicago based company that specialized
in supply chain and logistic management services and process improvement. Her
most recent role in the organization was Senior Project Manager. She has been with
the organization for 16 years. She is married with 2 kids and currently lives in
Ravenswood. She has a degree in communications from Northern Illinois University.
GOALS
Gain new marketable skills
Get back in the game
Earn a comparable salary to her previous job
Wants to get a degree and quick
ONLINE ACTIVITIES
Lizzy does not spend much time online. If she is online, she’s checking personal email
and catching up with her girlfriends …or doing some impulse shopping. On
Amazon.com. She admits that she needs to pay more attention to the space, but does
not know where to start.
OFFLINE ACTIVITIES
Lizzy currently enjoys spending time with her family. She generally has at least 1
weekend activity planned with them.
KEY PAIN POINTS /FRUSTRATIONS
Concerned about time with kids
Concerned about expenses
Primary Motivators by Priority:
1.  Specific skill improvement tied to career advancement
2.  Perception that “Master’s is new Bachelor’s”
3.  Career advancement or change
4.  Time is Now

" Framework #8: Customer Journey

Customer Journey Maps as Inspiration for Channel Strategy
" What’s a customer experience map?
•  Graphical representation of the customer engagement from beginning, middle and end.
–  Includes tangible interactions, triggers and touchpoints, as well as intangible motivations,
frustrations and meanings.
–  6 Dimensions: Time/duration, Interactivity, Intensity, Breadth/consistency, Sensoral/cognitive
triggers, Siginificance/meaning
–  3 Components: What customers Think, Do, Use
" Typical elements:
•  Customer actions, usually broken into chronological phases of some kind
•  Goals and needs at each step in the process
•  Moments of truth, or areas of particular importance in the overall customer experience
•  Pain points, gaps and disconnects in service
•  Brand impact, satisfaction, and emotional responses
•  Business touchpoints and process, including roles, systems and departments
•  Existing services and opportunities for improvement
•  Other descriptive and contextual elements may also appear, such as quotes and photos.

Customer Journey Maps: How to Begin
" The first step: identifying the most important touch points and how they are
perceived by your most important customers or prospects. Plot every point at
which key customers interact with you.
•  These can begin with your customer’s exposure to an advertisement or other marketing
material.
•  They continue through every conversation with an employee in a store, online or via
phone, and their experience with your product or service.
•  They even extend into the return/refund process and the customer’s recommending, or
criticizing, your product or service to others.
" Use research outputs and shared team knowledge to plot journey.
•  The point of the initial mapping exercise is generating team conversation.
" Evaluate interactions systemically
•  Identifies alignment gaps, synergy opportunities

Wheels inspired by Cross-Channel & Enterprise –Wide Views

Customer Journey Map

" Framework #9: Channel Wheels

Customer Journey Analysis: Assessing Pain
•  Price
•  Phone Design
•  Lack of features
•  Availability of models
•  Delayed delivery
•  Product brochures
•  Durability of device
•  Complicated MMI
•  Hotline Pricing
•  Keypad usability
•  Stand by / Talk time
•  Data exchange rate
•  Compatibility of
accessories
•  Repair time
•  Quality
•  Availability of service
•  Price
•  Responsiveness
•  Goodwill service
•  Consistency of
service information &
coordination
•  Loyalty purchases not
rewarded
•  Compatibility to older
accessories
•  Price of new
accessories
•  Not meeting technical
expectations
•  Data transmission to
new device
Purchase Usage Service Replacement
DeviceIndustry
Issues
Everyday
Lives
•  Limited transparency
of operator contracts
•  Insufficient advice
from sales personnel
•  Radiation
•  Network quality
•  Poor call-center
quality
•  Switching costs of
loosing phone number
•  Finding things to do with spare time
•  Comparing prices during shopping
•  Finding time to spend with your child / friends
•  Getting stuck in the traffic/ having to wait in line/ being late for job
•  Grocery shopping for essentials
•  Network quality
•  Hearing in the theater
•  Fees for content
download
•  Compatibility of
network technology

Channel Wheels
" Channel breakdowns.
•  Identifies touch point issues.
" Channel breakthroughs.
•  Inspires touch point solutions.

Build a Cross-functional, Customer-experience Channel team
" Include representatives from all the key channels: Internet, print, advertising and
retail.The team should also represent marketing, merchandising, customer service
and fulfillment operations.
" Each person needs to understand at least one level of the customer experience, and
be willing to explore other opportunities without boundaries.
" Assign the team the task of creating a unique experience for customers. Beyond
merely selling a product or service, what else can you do to entice customers not only
to purchase, but to come back for the next purchase, and the next, and the next?
" Reconvene periodically (two to three times a year) and revisit the efforts. What's
working? What isn't? What other ideas can you incorporate?
" Each group owns their portion of the advocacy wheel.

BEFORE
AFTER
DURING
Need
Recognition
Search
Shopping
Evaluation
Moment of
Purchase
Usage
Customer
Service
Identifying Channel Breakdowns
119
Turning Touchpoint Issues into Opportunities

BEFORE
AFTER
DURING
First exposure,
subsequent
interactions.
Submission of quote/
price info
Final
presentation,
signs contract
Delivery,
installation,
testing, training,
usage
Cyclic payments,
proactive
maintenance,
malfunction &
response
Need
Recognition
Search
Engagement
Evaluation
Moment of
Purchase
Usage
Customer
Service
Identifying Channel Breakdowns: B2B Example
Turning Touchpoints to Brand Breakthroughs
“I will look into….”
Searches web,
Calls contact center
or channel partner,
seeks input from others
Studies proposal,
seeks input form
others

Assessing Channel Touchpoints: Brand Breakthroughs v. Breakdowns

" Framework #10: Channel Architecture

Channel Architecture
" Multi-channel strategy involves each channel playing a specific role in a
coordinated, unified system.
•  Customer value is defined and delivered within and across channels.
•  While customers operate within a world containing multiple interaction points, they expect
a cohesive and seamless cross-channel experience.
•  Align channel objectives with segment needs to set engagement strategy.
•  Develop strategies that use the right channels to engage the right audience in the right
way at the right time.
–  What channels are our segments using to research? Purchase? Resolve issues?
•  Channels don’t operate independently: they often assist each other.
–  Customers ‘mix and match’ channels on their path to purchase, usage, support.
–  Interplay patterns vary by customer segment, industry, brand.

Channel Hierarchy: Prioritizing Channel Mix
1

Prioritizing Brand Experience
Brand Strategy
Positioning, Identity
Customer Experience Strategy
Satisfaction, Perceptual Take-aways
Channel 1 Channel 2 Channel 3 Etc.
Objectives and
Requirements
Objectives and
Requirements
Objectives and
Requirements
Objectives and
Requirements
Needs and
Drivers
Needs and
Drivers
Needs and
Drivers
Segment 1
Segment 2
Etc.
Offerings
Product(s)
Service(s)
Content
Support

Multi channel marketing strategy - i

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