Creating a great customer experience requires good data, content, and engagement programs across the entire decision journey. Getting it wrong can mean losing customers or seeing negative buzz erode sales. Big data and digital can play critical roles in bolstering operating margins. Leaders in big data across markets have generally outperformed their peers, sometimes by as much as 20% - 30%.
1. WORKING DRAFT
Last Modified 3/19/2014 3:09 PM Eastern Standard Time
Printed
Using Digital
Channels to Grow
McKinsey on Marketing & Sales â Slideshare Brief
June 28, 2012
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
2. McKinsey & Company
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Consumers increasingly use mobile in everyday search-shop-buy decisions
In-store, compare prices 44%
9%In-store, make purchases on my phone
Seek input on purchase before shopping 15%
Collect rewards from checking in to stores 16%
"Follow" my favorite stores and merchandisers 21%
Check local store stocks before shopping 25%
Shop directly on my phone at retailer websites 27%
In-store, research products 35%
Inform purchase decisions using consumer ratings 37%
Research products before store visits 41%
SOURCE: McKinsey Mobile Payments Global Survey
Key Activities Respondents who use mobile device for activity
1 n=1000; Question: âHow do you use your mobile device when shopping (select âyesâ if you do the following activity)?â
4. McKinsey & Company
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Managing throughout the Customer Decision Journey requires
data, content, and programs at each step
âȘ Recognize and provide
top users with
rewards, services
âȘ Build lifestyle events to
make card
indispensable
âȘ Use digital data to
more precisely target
customers for credit
card offers
âȘ Tailor marketing and
product design to
facilitate
consideration and
application
âȘ Design quick and
easy comparison
tools, building online
experience early
âȘ Use cookie data to understand
customer pathways
âȘ Adjust online offer based on
available customer information
âȘ Streamline decisioning for
âinstantâ use of card online
âȘ Build online usage
immediately and set
expectations for servicing with
digital welcome kit
âȘ Use high-touch outreach in
digital channels in first
90 days
âȘ Use digital to incent purchases, especially
recurring payments
âȘ Leverage PFM tools to make card relationship
âat the centerâ of financial toolkit
âȘ Track spending behavior and provide updates
on rewards, offers, and features/benefits
âȘ Encourage referrals and additional
authorized users
âȘ Make it easy for customers to link
to the card, and post about their
experiences
Acquire and on-board
customers
Build usage and âfirst in
walletâ status
Drive
loyalty, referrals, and
cross-sell
Evaluate
Buy
Experience
Bond
Advocate
Consider
CREDIT CARD EXAMPLE
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Negative buzz reaches far. Social media had similar influence as multi-
million dollar investment in TV
Breakdown of drivers of customer acquisitions
By marketing activity, percent
Neg.
social
media
-7.8
Search
9.0
Display
8.4
Affiliate
7.3
Print
Special
8.3
Print
General
3.6
TV
8.5
Base,
incl.
Price
DISGUISED TELECOM
CLIENT EXAMPLE
SOURCE: Digital Marketing ROI-Team
6. McKinsey & Company
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Data can power creation of customized offers and
experiences
25
(0.3)
12
(1.0)
9
(1.5)
4
(1.0)
9
3.0
9
0.2
5 3
(1.6)
8
1.2
4
0.9
3
0.1
2
(1.7)
3
1.0
2
0.3
1
0.6
1
(0.4)
Multiple
visits,
multiple
categories
Single
visits, mult
iple
categories
FY10
% of cust-
omers
$GM
impact, bn
Multiple
visits,
single
category
Using migration matrix allows leveraging past information about customer
preferences and behaviors to drive customized offers aimed at bringing them
back to the more profitable segment
This situation is
analogous to
introducing an
affluent customer
to a Financial
Advisor
Customer shows
behavior indicating
high potentialâŠ
âŠbut stops
purchases
Store entices
customer to come
back to the store by
assigning a personal
stylist
After receiving a
personal
touchpoint, the
customer continues
as a loyal client
Single
visits,
single
category
Multiple
visits, multi
ple
categories
Single
visits, multi
ple
categories
Multiple
visits,
single
category
Single
visits,
single
category
Send offers driving
store visits
Send offers driving
aisle crossing
Upscale
department
store
Upscale retailer uses data to shape customer experiences for
affluent customers â here a migration matrix focusing on high value
movements
FY11
Focus on high potential early tenure customers and
lock them in by assigning a personal stylist
7. McKinsey & Company
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Different Big Data levers have varied impacts on operating margin
-30 -20 -10 0 10 20 30 40 50
Price transparency
Supply chain
Operations
Merchandising
Marketing
SOURCE: Expert interviews; publicly available data; McKinsey case studies; McKinsey Global Institute analysis
Impact on operating margin
%
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Example: Margin improvement via digital marketing
EngagementTraffic Total
+ $200
million
Conversion
âȘ Organic search
âȘ Paid search
âȘ Online media targeting
âȘ Site cross-sell
âȘ Email response
âȘ Direct mail reduction
âȘ Streamline content
âȘ Call volume reduction
âȘ Conversion path
âȘ Card pre-approval
âȘ Application design
âȘ New offers
Margin improvement
ENGAGEMENT EXAMPLE
9. McKinsey & Company
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Big Data companies have outperformed their respective
markets and have created competitive advantage
SOURCE: Bloomberg and Datastream; annual reports; McKinsey CPAT tool; McKinsey analysis
Percent
Revenue 1999-2009
10-year CAGR
EBITDA 1999-2009
10-year CAGR
Other competitors
Big Data leaders
Grocers
Online retailers
Big box retailers
Casinos
Credit cards
Insurance 9
14
11
9
24
12
6
8
9
5
5
-1
14
9
12
10
22
11
2
-1
5
1
-15
3
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300
30180
150
2018
projected
demand
440â490
Talent gap2008
employment
Others1Graduates
with deep
analytical
talent
140â190
2018 supply
SOURCE: US Bureau of Labor Statistics; US Census; Dun & Bradstreet; company interviews; McKinsey Global
Institute analysis
Demand for deep analytical talent in the US could be 50-60% greater than
its projected supply by 2018
50â60% gap
relative to
2018 supply
1 Other supply drivers include attrition (-), immigration (+), and reemploying previously unemployed deep analytical talent (+)
Supply and demand of deep analytical talent by 2018
Thousand people
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Final perspective
Digital is now the center of gravity for
marketing and customer engagement
Increasing consumer engagement digitally
has impact to topline and margin
Moving at âdigital speedâ requires new
capabilities, skills, and mindset