En traditionell CMO bör svettas av att inte har tillräckligt med insikter om all data ni har tillgänglig. Här finns en stor potential att få en ännu bredare påverkan i marknadsarbetet. Att kombinera data, teknologi, content och growth hacking kommer att krossa de flesta traditionella marknadsinsatserna.
Här får du de 5 nödvändigaste verktygen för att möjliggöra ett framgångsrikt CRM arbete.
– Hur förvandlar du data till personlig kundkommunikation på riktigt?
– Hur bör er “marketing stack” se ut för att möjliggöra planen?
– Hur blir du personlig oavsett kanal (inklusive köp av media)?
– Hur leder du förändringsarbetet med ditt team och din ledningsgrupp?
– Hur skapar du resultat varje dag?
Emma Storbacka, VD Sverige, Avaus.
3. WE SUPPORT OUR CUSTOMERS IN
CROSS-COMPETENCE TEAMS
MARKETING STRATEGY
DATA & ANALYTICS
CREATIVE & CONTENT
MARKETING
TECHNOLOGY
DIGITAL MEDIA
GROWTH HACKING
An agile competence team
4. [Världsrekord i snabb introduktion om hur
världen förändrats och blivit mer digital]
Data
Automation Cloud
11. 11
Hur förvandlar du data och insikt till en
kundupplevelse som skapar affärsvärde?
12. Data = customer insight
12
Descriptive
What has happened?
What does our customers
like/dislike?
How do they behave?
Prescriptive
What should be done to increase
profitability of this customer?
What should we do more of, and
what should we do less of?
Predictive
Who will likely respond to this
campaign?
What product / action should we
recommend?
Who will churn?
13. Data = relevance
Mass
marketing
Reach
First use
cases: Individual
programs /
campaigns
Impact
Target state:
Hundreds of data
driven, targeted
campaigns,
programs and
experiences
14. Data = accountability
14
• What is actually creating an impact?
• What marketing money has the best ROI?
• What should we do more of? What should we
do less of? To maximize our ROI?
• Which customers are worth investing more in?
• Where are our best customers coming from?
• How do we recognize a bad customer faster?
• How do we increase our profit margins with
smarter campaigns?
15. 15
Hur bör en “marketing stack”
se ut för att möjliggöra planen?
19. US
66%
Nordic
3%
UK
6%
EU (Excl
UK,
Nordic)
13%
ROW
12%
Martech Market 2016
$22
$10 $10
$4
$0
$33
$14 $14
$5
$0
US Nordic UK EU (Excl
UK,
Nordic)
ROW
Spend Per Cap 2016 SPC 2020
Source: Marketing Applications Vendor Shares and Forecast
(Custom Delivery for Avaus) IDC, January 2017
NORDIC INVESTMENTS IN MARTECH
ARE SIGNIFICANTLY LOWER THAN IN
THE US
20. DMP
Creation and privacy of unified profiles
Audiences and activation to channels
MDB / CDP
Data management
Analytical environment
Segmentation,
1st party
real-time web data
web analytics
1st party
customer data
CRM or EDW
2nd party
Partner data
sources
3rd party
external data
sources
Data sources
Digital
channels
Data layer
Advertising
DSP’s
Social media
Social platforms
Own channels
Marketing
automation
Content
CMS or publishing
platforms
The typical components of a marketing technology stack
23. Most important KPI for a Growth Hacker?
23
Change in % over time
- on selected key performance indicators
24. How to make sure your team won’t create results?
Accepting metrics myopia
”The traffic volume to our website
has gone up steadily all year”
Siloed channel thinking
”Traffic acquisition and media is not
in the scope of CRM”
Poor cost/benefit analysis
”Please use 1 day per month for
optimization and development of
existing processes”
25. 25
Hur leder du förändringsarbetet
med ditt team och din ledningsgrupp?
26. 26
MEDIA AGENCY
DIGITAL
AGENCY
ADVERTISING AGENCY
DATA &
ANALYTICS PARTNER
PRODUCTION AGENCY
CONTENT MARKETING
AGENCY
MARTECH
PARTNER
COMPANY
STRATEGY
CONSULTING
Centralisera
Du kommer att behöva en
strategisk transformations-
partner
30. Pepp inför din CMO intervju
(eller hjälp när du fått jobbet):
Emma Storbacka
emma.storbacka@avaus.se
+46760518087
@emmastorbacka
@avaus
Tack!
Hinweis der Redaktion
Among the top 30 retailers with an enterprise level Chief Marketing Officer, just under half have seen their marketing leader depart within the past 12 months. Even strongly performing businesses, such as The Home Depot, have witnessed a shift in marketing leadership and a recalibration of the role. We interviewed 12 executives at major retailers, both CMOs and CEOs, to reflect on the volatility within the marketing function and share their thoughts on the current challenges they face. The following is a summary of our findings regarding the causes behind this abnormal period in retail:
Many marketers grew up in a world of positioning, branding and creativity. Now the CMO needs to master data, technology and CX
Working cross functionally in the C-suite is very different than assessing the effectiveness of a TV campaign
Not having power over the e-com channel – it is seen as sales, but is actually sales and marketing