Epson’s Journey Towards Data-Driven Customer Centricity
•Als PPTX, PDF herunterladen•
1 gefällt mir•1,409 views
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Epson’s Journey Towards Data-Driven Customer Centricity
Ähnlich wie Epson’s Journey Towards Data-Driven Customer Centricity (20)
Mehr von Vivastream
Mehr von Vivastream (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Epson’s Journey Towards Data-Driven Customer Centricity
- 1. Epson’s Journey Towards Data-Driven Customer Centricity Chris Nickel, Epson America Graham Gunst, Acxiom
- 2. State of the Industry THINGS HAVE CHANGED BEFORE OUR EYES 2
- 3. The Traditional Buying Model Is Dead 3 1898 – 2005ish
- 4. Opinions Run High on the New Model 4
- 5. Regardless… Marketing’s Role Must Evolve 5
- 6. Broadcast Direct Mail Store Internet Call Center Become Aware Consider Transact Service More than 75% of consumers today use more than one channel to make a purchase decisionSource: Unica6
- 7. StoreCall Center Direct MailMobile Device Email Website Web Ads Search Engine CHANNELS AND CUSTOMERS ACT AND FEEL DISJOINTED Brand Disharmony 7
- 8. Measurement Cross-Channel Exposure Omni-Channel Sales Test / Control Intensive Cross-Channel Data Purchase History Demographics Interest & Intent Propensity Targeting Individual-Level Customers Demand Precise Ads Individualized to them 8
- 9. More Often Than Not the Data Isn’t Centralized 9
- 10. But Not at Epson AbiliTec® ID: d232ad8sae Person: Max Bernstein Portrait: 20 (Millennial) Personicx®: Collegiate Crowd Propensity: Mobile Product: Web ID: 923746 AbiliTec ID: d694cd2csb Person: Angela Martins Portrait: 37 (Gen-X) Personicx: Surf’in Sophisticates Propensity: Display Product: Web ID: 438636 AbiliTec ID: d496cf3aef Person: Allison Williams Portrait: 42 Personicx: Click-to-Buy Propensity: Display Product: Web ID: 14115 AbiliTec ID: d334dk6bec Person: Joel Madison Portrait: 42 Personicx: Big Country, Big Store Propensity: Direct Mail Product: Web ID: 748613 AbiliTec ID: d272eq3abf Person: Becky Zug Portrait: 51 Personicx: City Searchers Propensity: Social Product: Web ID: 10835 AbiliTec ID: d945cf3ynm Person: Adam Lieberman Portrait: 42 Personicx: Real-time Rurals Propensity: Phone Product: Promo Code: LUV AbiliTec ID: d782cb2cbi Person: Benjamin Bittman Portrait: 33 Personicx: eCom Families Propensity: Search Product: Campaign ID: 231 AbiliTec ID: d678de2mxa Person: Joan Sweeney Portrait: 42 Personicx: Non-Tech Country Propensity: Store Product: Web ID: 826475 AbiliTec ID: d561ac8byu Person: Joyce Commerford Portrait: 78 Personicx: No-surf Seniors Propensity: Phone Product: Web ID: 63268 AbiliTec ID: d678de2mxa Person: Alyssa Norton Portrait: 42 Personicx: Funding the Family Propensity: Store Product: Web ID: 846883 PUT THE CUSTOMER AT THE CENTER OF ALL DECISIONS 10
- 11. Epson’s CDW Enables a Single Customer View What is the Customer Data Warehouse (CDW)? • A state of the art Customer Database that provides an enhanced, singular view into Epson customers – Golden Record Why did we need a CDW? • Replacing an unstable legacy system • Decentralized customer view hinders strategic marketing approach • Linking of data “Islands” in an effort to get a full view of a customer • Additional insight / analytics on areas / customers (i.e., Pro Imaging) 11
- 12. The Goal: “One Epson” A single view of the customer. A consistent customer experience across channels. 12
- 13. Project Overview • Database design architecture focused on flexibility and scalability • Enhanced matching for better customer aggregation and analytics • Normalized data to increase flexibility and ease of application of data to Epson’s business needs • Significantly reduced the complexity of SQL inquires • Data marts will allow for rapidly gained insights • Leverages the expertise within Epson and Acxiom while reducing need for Acxiom technical support resources • Deep discounts on demographic and lifestyle data appends 13
- 14. Step One: Define Epson’s ‘Right’ Customer and Prospect 14
- 15. Epson Before: 15 Different Silos of Data across the Organization • Many views of a customer • Could not act on data • Low response rates and duplicate mailings • Weeks to pull together data needed for a campaign • Impossible to measure results across channels • Unstable legacy ePiphany system Customer Support Product Reviews Canada Leads Product Registrations Warranty Partners Contact Mgmt. ESP Estore (Epson) Support Downloads Usage Data Ad Hoc Rebates Online Behavior 15
- 16. Data Complexity SIMPLIFYING COMPLEX, DISPARATE DATA SOURCES THROUGH AGGREGATION 16
- 17. The Journey to “One Epson” Begins with the CDW 17
- 18. DISCOVER How will the customer become aware of a product? Advertising Email Marketing Search Engine Industry Publications P.R. / Word of Mouth ENTICE / ENLIGHTEN What will help the customer best understand what the product has to offer? What will make the customer want to learn more? Marketing / Web Demos / Tutorials Product Information Personalized Workspace ACTION What do we ultimately want the customer to do? Register as Epson Customer Community Participation Purchase Product Increase Product Usage RELATIONSHIP & RETENTION What will help maintain an ongoing dialog between the customer and Epson? What levels of service will the customer consistently feel comfortable with? Get Expert Advice Support Receive Newsletters Loyalty Programs Research Find Product Preview Product Purchase Set Up Product Use Product Get Support Give Feedback CUSTOMER TOUCH POINTS Solid Customer Data – Key Benefits Get to Know your Customer • Their Behaviors • Their Likes • When they like it • How often to want it • What “triggers” work • Keeps them coming back 18
- 19. CustomerCallCenter Drivers&Warranty PreSalesEfforts Emails/Newsletters Advertising/P.R. MarketingContent MarketingPromotions eMarketingCampaigns RetailStores/ Websites EpsonStore Customer Touch Points Research / Shopping Buying Using Product Getting Help Customer Activities Marcom Product Mgt.eBusinessSales Service Epson Department Customer Experience CRM – Key Benefits Consistent end customer experience support brand position 19
- 20. Data Elements MORE CUSTOMER INSIGHTS THROUGH DATA ENHANCEMENT 20
- 21. Step Two (A): Determine Best Message and/or Offer to Best Audience 21 AbiliTec ID: d232ad8sae Person: Max Bernstein Portrait: 20 (Millennial) Personicx: Collegiate Crowd Propensity: Mobile Product: Web ID: 923746 AbiliTec ID: d694cd2csb Person: Angela Martins Portrait: 37 (Gen-X) Personicx: Surf’in Sophisticates Propensity: Display Product: Web ID: 438636
- 22. Step Two (B): Determine Who Not to Target AbiliTec ID: d561ac8byu Person: Joyce Commerford Portrait: 78 Personicx: No-surf Seniors Propensity: Phone Product: Web ID: 63268 AbiliTec ID: d272eq3abf Person: Becky Zug Portrait: 51 Personicx: City Searchers Propensity: Social Product: Web ID: 10835 22
- 23. Marketing – Email • Data is used to: – Analyze customers • Buying behaviors • Needs • Interests – Automate / trigger emails Browse - Printer 23
- 24. Step Three: Initiate Lead Generation and Repeat 24
- 25. Marketing – Advertising Data can be mined for: Geo targeting | Behavior targeting | Lifestyle targeting HigherEd Prepress – Proofing 25
- 26. 26 26
- 27. Step Four: Measure and Optimize 27
- 28. Results Data Consolidation • In just 90 days, the company eliminated duplicates and reduced the size of its database by 60% Faster Time to Market • Marketing teams can sort and segment the database instantly – so campaigns go out weeks sooner • Marketing reduced the time to prepare queries for campaigns from days or weeks to less than an hour Higher Response Rates • More relevant offers and communications drive up response rates • With targeting, Epson increased email CTO in one vertical by 100% and RPE by 800% Reduced Campaign Costs • Significantly cut the cost of its marketing and eliminated double mailings to customers Revenue Up • Across all campaigns, revenue per email is well above plan, exceeding more than 62% year over year 28
- 29. Results Increased Team Productivity • The company’s database specialist doubled her productivity Better Customer Experience • Fewer mailings • No duplicate mailings • More relevant mailings • Communicating different with consumer vs. business customers Testing • Continually testing creative, messaging, segmentation, etc. Analyzing • Studying the results of each campaign, each test, each tweak Tweaking • Across all campaigns, revenue per email is well above plan, exceeding more than 62% year over year 29
- 30. Obstacles • Legacy system • Cost concerns • Resource concerns • Expertise concerns • Offsite data warehousing 30
- 31. Lessons Learned • Make sure Exec Team is on board – Get an executive sponsor – Shop the idea around – Get budget approval • Partner with someone who can mesh well with your in-house team and other third-party providers • Allocate appropriate time for – Discovery – this was KEY in an effective – Build a common vision – SYNC all teams, IS, Marketing, third-party providers • Designed for scalability and flexibility • Allocate time and some budget for continued tweaking – Will find “stuff” you want done to improve even more – I promise you! 31
Hinweis der Redaktion
- The “numbers game” is over.Although the sales funnel may not be dead, there’s no doubt that “the numbers game” approach to marketing (cramming as many leads into the funnel as possible in hopes that more deals will come out) is over.The “numbers game” approach to the sales funnel is flawed for two reasons. For one thing, this method implies that there is some sort of gravitational pull at work on the funnel, and a percentage of all leads subjected to this pull will result in closed deals. Obviously, no such force exists. In reality, if two million leads are fed into the sales funnel but none are a fit for your product, odds are that none will come out as closed deals.Furthermore, today’s consumers don’t just appreciate smarter marketing, they’ve come to expect it. If you’re still blasting your message out to millions of unwilling and disinterested recipients, you’re not just risking your message being ignored — you’re risking giving your company a bad reputation.The buyer’s journey has changed…Marketing now owns a much larger portion of the sales cycle, and the traditional sales funnel fails to recognize this.With inbound marketing on the rise, most consumers are subjected to a multitude of marketing touch points before they ever speak with a sales rep. They’ve read blog posts, downloaded white papers, done their research on social media — they have a pretty good idea that they’re interested in the product before they even pick up the phone. And if a sales rep has done his or her research, these touch points can reveal a lot about a prospect’s needs and interests without having to ask, further shortening and simplifying the sales portion of the cycle.…And it’s anything but passive.Remember that gravitational pull we mentioned earlier? The one that doesn’t exist?As we mentioned before, more prospects doesn’t necessarily mean more clients, but the passivity of the traditional sales funnel is flawed for another reason. Prospects won’t just fall through the sales funnel, they need to be engaged — and increasingly so.Forrester represents this phenomenon with an escalator rather than a funnel: a prospects’ engagement level must be elevated at each stage of the journey, as they move from awareness to interest, to consideration, to commitment, and (hopefully) to advocacy. The advent of inbound marketing and the increasingly informed buyer makes this continual engagement a necessity, and calls for a stronger emphasis on customer retention and client advocacy than ever before.So if the traditional sales funnel is passive, overly simplified, and blind to the buyer’s journey, what does this new and evolved sales funnel look like? According to Forrester’s report, something like this:
- The “numbers game” is over.Although the sales funnel may not be dead, there’s no doubt that “the numbers game” approach to marketing (cramming as many leads into the funnel as possible in hopes that more deals will come out) is over.The “numbers game” approach to the sales funnel is flawed for two reasons. For one thing, this method implies that there is some sort of gravitational pull at work on the funnel, and a percentage of all leads subjected to this pull will result in closed deals. Obviously, no such force exists. In reality, if two million leads are fed into the sales funnel but none are a fit for your product, odds are that none will come out as closed deals.Furthermore, today’s consumers don’t just appreciate smarter marketing, they’ve come to expect it. If you’re still blasting your message out to millions of unwilling and disinterested recipients, you’re not just risking your message being ignored — you’re risking giving your company a bad reputation.The buyer’s journey has changed…Marketing now owns a much larger portion of the sales cycle, and the traditional sales funnel fails to recognize this.With inbound marketing on the rise, most consumers are subjected to a multitude of marketing touch points before they ever speak with a sales rep. They’ve read blog posts, downloaded white papers, done their research on social media — they have a pretty good idea that they’re interested in the product before they even pick up the phone. And if a sales rep has done his or her research, these touch points can reveal a lot about a prospect’s needs and interests without having to ask, further shortening and simplifying the sales portion of the cycle.…And it’s anything but passive.Remember that gravitational pull we mentioned earlier? The one that doesn’t exist?As we mentioned before, more prospects doesn’t necessarily mean more clients, but the passivity of the traditional sales funnel is flawed for another reason. Prospects won’t just fall through the sales funnel, they need to be engaged — and increasingly so.Forrester represents this phenomenon with an escalator rather than a funnel: a prospects’ engagement level must be elevated at each stage of the journey, as they move from awareness to interest, to consideration, to commitment, and (hopefully) to advocacy. The advent of inbound marketing and the increasingly informed buyer makes this continual engagement a necessity, and calls for a stronger emphasis on customer retention and client advocacy than ever before.So if the traditional sales funnel is passive, overly simplified, and blind to the buyer’s journey, what does this new and evolved sales funnel look like? According to Forrester’s report, something like this:
- Research has found that over 75% of consumers today use more than one channel to make a purchase decision. This has three significant impacts:Recognizing customers across channels is fundamental to influencing their purchase decisions.Getting the right message to the right touch-point at the right time could easily mean the difference between a sale or not.Brands need to ensure a consistent experience across touch-points, or the customer will perceive the business as impersonal or even incompetent.Multichannel challenges must be addressed with a comprehensive view of the customer, or brands risk losing relevancy, revenue, and cost reductions.
- The result is most organizations are lost in brand disharmony, where each channel is a separate universe and each customer is a different customer based on their channel of interaction. This immature view makes it hard to track customers and give them a quality brand experience. The impact is a significant cost burden in time, money and lost opportunity.
- The landscape is shifting from advertiser driven to consumer driven adsNow rather than serving in context of what’s been browsed, you can actually make an informed decision with a tangible degree of confidence based on the individual and their associated activities such as purchase history, demographics, interests, intents and propensities.Individual is the thread that ties it all togetherBy marketing to individuals, you are also able to do more precise testing through cross channel control groups, etc.All of this results in more accurate measurement by utilizing all consumer exposure as well as sales across the enterprise (in store, call center, online, etc)
- Full view of customers, or that “360C” view, hell we would have been happy to get a 900 View
- A single view of the customerA consistent customer experience across channels
- ChallengeEpson America had 15 different silos of data across the organization. Customer information came in from interaction points such as the online store, rebates, product registration and customer support. With potentially so many different views of one customer, we were challenged to turn any new customer information into actionable data. We struggled with low response rates and duplicate mailings. It could take weeks to pull together the disparate data needed for a marketing campaign, and afterward it was impossible to measure results across channels. We had to replace our unstable ePiphany system
- We had to get a handle on our complex, disparate data
- Teamed with Acxiom CorporationImplemented the data warehouseA state-of-the-art Customer Database that provides an enhanced, singular view into Epson customersBuilt the bridges between its many islands of data
- Epson can tend to be Silo’d internally, but we do not want that to be the case for the enduser or our communicationsA consistent customer experience across touch points supports Epson’s brand position and helps us increase the value of the customer
- Enhanced customer Portraits with insights and analytics enable much more focused targeting.Acxiom’s proprietary recognition technology provides additional match criteria to…locate duplicate customer recordsrecognize the customer’s most current and accurate name and contact informationmerge data into one record for each customerWe now take into consideration factors such as income, occupation, marital status, presence of children, interests or electronics usage.Transactional data from the online store, email, website and product registrations brings even more depth to each customer record.Modeling identifies segments of the database that fit certain desired criteria. Marketers consult dashboards to understand promotion response rates across the business.
- May be more important, or at least equally important.
- ResultsIn just 90 days, the company reduced the size of its database by 60 percent.
- ResultsThe company delivers more relevant offers and communications than before, contributing to a better customer experience and improving response rates.With targeting, Epson increased email CTO in one vertical by 100% and RPE by 800%.
- Legacy SystemPolitical concernsOff site data warehousingSecuritySpeedSpace
- The project required coordination among all parties. The CRM and direct response team, IT, data communications, security and Acxiom spent three days together on site to develop the vision for the data warehouse – a major part of gaining comfort levels and the foundation or a smooth rollout. Designed for scalability and flexibility to address Epson’s marketing strategy and reduce support needs.Partner with someone who can mesh well with your in-house team and other third-party providers