Corso diEconomia del Micromarketing

Prof. Cristina Ziliani, Ph.DProf. Cristina Ziliani, Ph.D

Università di ParmaUniversità di Parma

Laurea Specialistica in Trade Marketing e Strategie Commerciali Laurea Specialistica in Trade Marketing e Strategie Commerciali

A.A. 2006 - 2007A.A. 2006 - 2007

strategiagenerale

dell’impresa

strategiagenerale

dell’impresa

strategiadi

micro marketing

strategiadi

mass marketing

Livello core business Livello tattico

decisioni operative

di mass marketing

azioni di

micromarketing

leve di

mass marketing

strategiagenerale

dell’impresa

strategia di

micro marketing

Livello strategico

strategia di

mass marketing

Da cosa dipende l’importanza del micromarketing nella strategia dell’impresa?

La clientela è eterogenea? La clientela è eterogenea?

E’ possibile differenziare il prodotto per i diversi clienti? E’ possibile differenziare il prodotto per i diversi clienti?

Caratteristiche del settoreCaratteristiche del settore

La redditività aziendale dipende molto dalla fedeltà della clientela? La redditività aziendale dipende molto dalla fedeltà della clientela?

E’ possibile coprire i costi del marketing interattivo (database, media, E’ possibile coprire i costi del marketing interattivo (database, media, ecc.) con il margine o il LifeTimeValue?ecc.) con il margine o il LifeTimeValue?

Esiste la possibilità di distribuire direttamente? Esiste la possibilità di distribuire direttamente?

Abbiamo o possiamo costruire un database con i dati di cliente?Come e Abbiamo o possiamo costruire un database con i dati di cliente?Come e a che prezzo? a che prezzo?

-20

0

20

40

60

80

100

120

0 1 2 3 4 5 6 7 8 9 10

decili clientela

frequenza fatturato cumulato

% utile lordo cum marg. lordo mensile % s.v.

Eterogeneità della clientela

Il prodotto “allargato”

NUCLEO

PRODOTTO

PRODOTTO ALLARGATO

BENEFICIO

MARCA

DESIGN PACKAGING

GARANZIA

SERVIZIO

INCENTIVI

PROGRAMMA FEDELTA’

COMUNICAZIONE

-1125

-175-76 -29

3210 4 5

13 31

-1200

-1000

-800

-600

-400

-200

0

200

La relazione tra fedeltà e redditività della clientela

Costo di una transazioneV

alor

e ag

giun

to d

elle

ven

dite

altobasso

1$

0,5$

0,25$

0,1$Internet

sportelloautomatico

bancatelefonica

filiale

Costo delle vendite

bass

oal

to

Costo comparato dei canali distributivi

Il percorso decisionale del micromarketing

Marketing tradizionale

la proposta

la comunicazione

quali clienti

decisioni di retention

la proposta

la comunicazione

quali prospects

decisioni di acquisition

micro marketing

Obiettivi generali dell’impresa

PRODOTTI

MERCATIesistenti nuovi

esis

tent

inu

ovi

La matrice di Ansoff

Allocare le risorse tra retention e acquisition

ObiettiviObiettivi Situazione dell’impresaSituazione dell’impresa Comportamento dei concorrentiComportamento dei concorrenti Ciclo di vita del settore/prodottoCiclo di vita del settore/prodotto Vincoli (es.: disponibilità di DB)Vincoli (es.: disponibilità di DB) Costi comparati di retention e acquisition Costi comparati di retention e acquisition

Retention: come tenere i clienti

Si tratta di una decisione strategica, da esprimersi cioè in termini Si tratta di una decisione strategica, da esprimersi cioè in termini di mercati/prodottidi mercati/prodotti

Quali clienti tenere?Quali clienti tenere?

Segmentazione del database clienti (es.: secondo la Segmentazione del database clienti (es.: secondo la profittabilità, oppure la probabilità di risposta)profittabilità, oppure la probabilità di risposta)

Criterio RFM (recency-frequency-monetary)Criterio RFM (recency-frequency-monetary) Come fare leva sul prodotto?Come fare leva sul prodotto?

Analisi con lo schema del “prodotto allargato”Analisi con lo schema del “prodotto allargato” Fare leva sul servizioFare leva sul servizio

Acquisition: come attirare nuovi clienti Si tratta di una decisione strategica, da esprimersi cioè in termini di Si tratta di una decisione strategica, da esprimersi cioè in termini di

mercati/prodottimercati/prodotti Qual è il nostro target?Qual è il nostro target?

Ho un database?Ho un database? So a chi rivolgermi?So a chi rivolgermi? Cosa fanno i concorrenti?Cosa fanno i concorrenti?

Come individuare i clienti target?Come individuare i clienti target? Stimolarli a “farsi avanti”Stimolarli a “farsi avanti” cercarne di simili agli attualicercarne di simili agli attuali collaborare con un partner che ha un databasecollaborare con un partner che ha un database

Come attirarli?Come attirarli? Analisi con il modello del “prodotto allargato”Analisi con il modello del “prodotto allargato” Riflessione sugli incentiviRiflessione sugli incentivi

Il piano di micromarketing Il piano di marketing è un documento scritto che riassume gli obiettivi Il piano di marketing è un documento scritto che riassume gli obiettivi

strategici dell’impresa e specifica le attività da svolgere, le strategici dell’impresa e specifica le attività da svolgere, le responsabilità, i tempi e le risorse.responsabilità, i tempi e le risorse.

Il piano di micromarketing ha la medesima finalità, ma può avere Il piano di micromarketing ha la medesima finalità, ma può avere importanza molto differenziata rispetto alla gerarchia delle decisioni importanza molto differenziata rispetto alla gerarchia delle decisioni aziendaliaziendali

ContieneContiene:: analisi -> segmentazione e scelta dei targetanalisi -> segmentazione e scelta dei target Offerta -> beneficio di prezzo o non di prezzo e impegno del clienteOfferta -> beneficio di prezzo o non di prezzo e impegno del cliente creatività e mediacreatività e media piano di contatto e testingpiano di contatto e testing servizio clientiservizio clienti

Offerta OFFERTA o PROPOSTA = la totalità di ciò che offriamo al OFFERTA o PROPOSTA = la totalità di ciò che offriamo al

cliente e chiediamo in cambiocliente e chiediamo in cambio INCENTIVO = una parte della proposta, che serve a convertire INCENTIVO = una parte della proposta, che serve a convertire

l’intenzione in atto d’acquisto. Può essere di prezzo o non di l’intenzione in atto d’acquisto. Può essere di prezzo o non di prezzoprezzo

Per la decisione degli incentivi:Per la decisione degli incentivi: stabilire gli obiettivistabilire gli obiettivi separare i clienti con mezzi “privati”separare i clienti con mezzi “privati” calcolare il costo sostenibile di marketingcalcolare il costo sostenibile di marketing scegliere incentivi coerenti con il prodottoscegliere incentivi coerenti con il prodotto testare vari incentivitestare vari incentivi lancio del programmalancio del programma

Piano di contatto

Quando è necessario combinare i media in una Quando è necessario combinare i media in una serie di successivi contatti ho la necessità di una serie di successivi contatti ho la necessità di una “contact strategy”“contact strategy”

considero il costo del prodotto per il clienteconsidero il costo del prodotto per il cliente la complessità del prodottola complessità del prodotto il bisogno di rassicurazioneil bisogno di rassicurazione la necessità di dimostrazione praticala necessità di dimostrazione pratica l’orientamento dell’impresa al cliente o al prodotto l’orientamento dell’impresa al cliente o al prodotto

Fig. 14 - Nuovi settori

Diffusione

Tempo

Grandi magazzini

Miglia aeree

GroceryBenzine

Ristorazione

Carte di credito

HotelAffinity

Telefonia

Utilities

Coalizioni

Fonte: Osservatorio Università di Parma 2003

BARRIEREBARRIEREALAL

MICROMARKETINGMICROMARKETING

TECNOLOGIE

dati integrazionesistemi

ORGANIZZAZIONE

processi culturaskills

COSTI

infrastruttura uso dei datirisorse

finanziarie

Ostacoli e barriere al micromarketing

CostiCosti Decisione di lungo Decisione di lungo

periodoperiodo Ha anche costi correnti, Ha anche costi correnti,

non solo inizialinon solo iniziali Bisogna investire in Bisogna investire in

risorse umanerisorse umane Competenze scarse sul Competenze scarse sul

mercato – vanno mercato – vanno prodotte in house col prodotte in house col tempo tempo

Gli incentivi costano. Gli incentivi costano. Safeway claimed to save Safeway claimed to save £50 million when £50 million when scrapping its loyalty card scrapping its loyalty card in 2000in 2000

I programmi fedeltà I programmi fedeltà vanno a break even con vanno a break even con un +3% di fatturatoun +3% di fatturato

Solo se c’è commitment Solo se c’è commitment c’è pazienzac’è pazienza

Usare le informazioni Usare le informazioni costa (direct media)costa (direct media)

OrganizzazioneOrganizzazione Troppi datiTroppi dati Overcomplexity: “can do everything”Overcomplexity: “can do everything” I dati ci vogliono tutti, ma a che livello I dati ci vogliono tutti, ma a che livello

analizzarli?analizzarli? Cultura Cultura

Orientata al prodottoOrientata al prodotto Dipendenza dai contributi dei fornitoriDipendenza dai contributi dei fornitori Pensiero tattico: risoluzione problemi Pensiero tattico: risoluzione problemi

urgentiurgenti Contrari a trattare I clienti in modi Contrari a trattare I clienti in modi

diversidiversi Dedizione del top management Dedizione del top management misuremisure Poca pressione competitiva…per adessoPoca pressione competitiva…per adesso Competenze: turnover dei dipendentiCompetenze: turnover dei dipendenti Whose budget is it? Competition between Whose budget is it? Competition between

buyers and CRM people for manufacturers’ buyers and CRM people for manufacturers’ promotional dollarspromotional dollars

TecnologiaTecnologia Qualità dei dati - > errori Qualità dei dati - > errori

della prima oradella prima ora Creare viste “famiglia” dai Creare viste “famiglia” dai

dati individualidati individuali Ci vogliono sistemi per Ci vogliono sistemi per

integrare le nuove integrare le nuove informazioni nei processi informazioni nei processi decisionalidecisionali

Obsolescenza dei dati mal Obsolescenza dei dati mal si concilia con direct si concilia con direct media lenti media lenti

Integrazione di sistemi Integrazione di sistemi vecchi e nuovivecchi e nuovi

Il modello EDLP (?)Il modello EDLP (?) I key account non conoscono il micromarketingI key account non conoscono il micromarketing Trade marketing managers e buyers sono orientati al prodottoTrade marketing managers e buyers sono orientati al prodotto Vogliono fare volumi, senza curarsi di chi acquistaVogliono fare volumi, senza curarsi di chi acquista I consumatori ignorano la comunicazione mirataI consumatori ignorano la comunicazione mirata I clienti non vogliono “una relazione” con il proprio supermercatoI clienti non vogliono “una relazione” con il proprio supermercato La tutela della privacy riduce i ricavi ottenibili dal micromarketing La tutela della privacy riduce i ricavi ottenibili dal micromarketing Struttura del mercatoStruttura del mercato

Costi Decisione di lungo periodoDecisione di lungo periodo Ha anche costi correnti, non solo Ha anche costi correnti, non solo

inizialiiniziali Bisogna investire in risorse Bisogna investire in risorse

umaneumane Competenze scarse sul mercato – Competenze scarse sul mercato –

vanno prodotte in house col vanno prodotte in house col tempo tempo

Gli incentivi costano. Gli incentivi costano. Safeway Safeway claimed to save £50 million when claimed to save £50 million when scrapping its loyalty card in 2000scrapping its loyalty card in 2000

I programmi fedeltà vanno a I programmi fedeltà vanno a break even con un +3% di break even con un +3% di fatturatofatturato

Solo se c’è commitment c’è Solo se c’è commitment c’è pazienzapazienza

Usare le informazioni costa Usare le informazioni costa (direct media)(direct media)

COSTI

Infrastruttura“Ottenere i dati”

set upgestione

incentivi

Risorse finanziarie

“pazienza”tempo

Uso“Costi dell’utilizzo”

quotations ““They need more resources in that area. One of the issues we often find is They need more resources in that area. One of the issues we often find is

that actually we have got the data, we have got the campaign management that actually we have got the data, we have got the campaign management capabilities, we have got the ability to do a much more targeted, more capabilities, we have got the ability to do a much more targeted, more differentiated program. We just don’t have the resources in marketing to differentiated program. We just don’t have the resources in marketing to manage that. We know that we should do 12 different programs, but manage that. We know that we should do 12 different programs, but actually we just don’t have the resource to plan that - so what we end up actually we just don’t have the resource to plan that - so what we end up doing is two. They have the view that they ought to be doing more, but have doing is two. They have the view that they ought to be doing more, but have not been prepared to commit the resources to make it happen.” (IT not been prepared to commit the resources to make it happen.” (IT provider)provider)

   ““It’s typically a question of resource. They’ve got the data they’ve got the It’s typically a question of resource. They’ve got the data they’ve got the

analysis tools, they don’t have the resource to be really doing this. They analysis tools, they don’t have the resource to be really doing this. They have spent millions from building a data-warehouse to fine analysis tools, have spent millions from building a data-warehouse to fine analysis tools, but they are not prepared to put more people in.” (IT provider)but they are not prepared to put more people in.” (IT provider)

Tecnologia Qualità dei dati - > errori della Qualità dei dati - > errori della

prima oraprima ora Creare viste “famiglia” dai dati Creare viste “famiglia” dai dati

individualiindividuali Ci vogliono sistemi per Ci vogliono sistemi per

integrare le nuove informazioni integrare le nuove informazioni nei processi decisionalinei processi decisionali

Obsolescenza dei dati mal si Obsolescenza dei dati mal si concilia con direct media lenti concilia con direct media lenti

Integrazione di sistemi vecchi e Integrazione di sistemi vecchi e nuovinuovi

Dati

TECHNOLOGY

“early mistakes” Intergrazione“old heritage”

Sistemi“can’t do”

quotations ““It’s easy to come here to stand up and say I think we should be doing this. It’s easy to come here to stand up and say I think we should be doing this.

The fact is, it takes time to do things. When you have systems, which run your The fact is, it takes time to do things. When you have systems, which run your multibillion pound business, you can’t simply turn one off one day, and turn multibillion pound business, you can’t simply turn one off one day, and turn another on the other day. It has to be developed, it takes a lot IT man hours to another on the other day. It has to be developed, it takes a lot IT man hours to do that, to work out the proposition. Will that work within your current IT do that, to work out the proposition. Will that work within your current IT systems, what implications does it have on rest of the business?” (major systems, what implications does it have on rest of the business?” (major multiple)multiple)

   - - - - -- - - - -    ““If something goes wrong with the card, then it could affect customers If something goes wrong with the card, then it could affect customers

massively. If I’m going to change something I have to be very sure that it massively. If I’m going to change something I have to be very sure that it doesn’t have a domino effect. You can’t do things just like that, it’s just too doesn’t have a domino effect. You can’t do things just like that, it’s just too big. Otherwise you hope that the risk of upsetting customers is low. Once you big. Otherwise you hope that the risk of upsetting customers is low. Once you have lost an upset customer, it takes an awful lot to try and get them have lost an upset customer, it takes an awful lot to try and get them back.”(major multiple)back.”(major multiple)

Organizzazione Troppi datiTroppi dati Overcomplexity: “can do everything”Overcomplexity: “can do everything” I dati ci vogliono tutti, ma a che livello I dati ci vogliono tutti, ma a che livello

analizzarli?analizzarli? Cultura Cultura

Orientata al prodottoOrientata al prodotto Dipendenza dai contributi dei fornitoriDipendenza dai contributi dei fornitori Pensiero tattico: risoluzione problemi Pensiero tattico: risoluzione problemi

urgentiurgenti Contrari a trattare I clienti in modi diversiContrari a trattare I clienti in modi diversi

Dedizione del top management Dedizione del top management misuremisure Poca pressione competitiva…per adessoPoca pressione competitiva…per adesso Competenze: turnover dei dipendentiCompetenze: turnover dei dipendenti Whose budget is it? Competition between Whose budget is it? Competition between

buyers and CRM people for manufacturers’ buyers and CRM people for manufacturers’ promotional dollarspromotional dollars

Organizzazione

Processi CulturaSkills

quotations ““We have an argument between IT vendors, because most IT vendors are trying to We have an argument between IT vendors, because most IT vendors are trying to

deliver as much data as possible at the point of contact…. The way IT people organise deliver as much data as possible at the point of contact…. The way IT people organise the data leaves you far too many choices in what to do – too much information. You the data leaves you far too many choices in what to do – too much information. You can’t expect the person behind the counter to do a lot of analysis and interpretation in can’t expect the person behind the counter to do a lot of analysis and interpretation in real time in front of the person. That process has to be done automatically. IT vendors real time in front of the person. That process has to be done automatically. IT vendors sell solutions that are very expensive, they are very complicated and there are masses of sell solutions that are very expensive, they are very complicated and there are masses of data and the poor user is sort of flooded with data, they don’t know what to do with it.” data and the poor user is sort of flooded with data, they don’t know what to do with it.”

““There is a single reason why I think retailers are not making better use of the There is a single reason why I think retailers are not making better use of the information they’ve got today. Typically the people who understand the consumer are information they’ve got today. Typically the people who understand the consumer are marketing people. They have got a more customer view of the world than a product view marketing people. They have got a more customer view of the world than a product view of the world. Marketing is normally a relatively small department, doesn’t have a lot of of the world. Marketing is normally a relatively small department, doesn’t have a lot of resource and it’s obviously not where the power lies. The power tends to lie in the resource and it’s obviously not where the power lies. The power tends to lie in the buying and category management area. So you have got this imbalance, these people buying and category management area. So you have got this imbalance, these people have got the resource and power, but are very product focussed in their view of the have got the resource and power, but are very product focussed in their view of the world, these people that are customer focussed are much smaller.” world, these people that are customer focussed are much smaller.”

Altri ostacoli

Il modello EDLP (?)Il modello EDLP (?) I key account non conoscono il micromarketingI key account non conoscono il micromarketing Trade marketing managers e buyers sono orientati al prodottoTrade marketing managers e buyers sono orientati al prodotto Vogliono fare volumi, senza curarsi di chi acquistaVogliono fare volumi, senza curarsi di chi acquista I consumatori ignorano la comunicazione mirataI consumatori ignorano la comunicazione mirata I clienti non vogliono “una relazione” con il proprio supermercatoI clienti non vogliono “una relazione” con il proprio supermercato La tutela della privacy riduce i ricavi ottenibili dal micromarketing La tutela della privacy riduce i ricavi ottenibili dal micromarketing Struttura del mercatoStruttura del mercato Paura che la strategia non sia sostenibile nel lungo periodoPaura che la strategia non sia sostenibile nel lungo periodo

The effect of market structure

Scheme orientation

low

high

14 mln

12 mln

Nectar

Tesco

Boots10 mln

Pure below the line Pure above the line

5 mlnMarks & Spencer

Schemedifferentiation

Number of cardsshown inside bubble

Beni “problematici” vs. beni “banali”Beni “problematici” vs. beni “banali” canale come organizzazione interaziendale con canale come organizzazione interaziendale con

obiettivi e politiche comuni, pilotate dal produttoreobiettivi e politiche comuni, pilotate dal produttore

Rivoluzione commerciale, ruolo di marketing della Rivoluzione commerciale, ruolo di marketing della distribuzione e interferenza con l’industriadistribuzione e interferenza con l’industria

Fidelizzazione della clientela basata sul ruolo Fidelizzazione della clientela basata sul ruolo informativo, non più solo logisticoinformativo, non più solo logistico

Consapevolezza della rilevanza competitiva delle Consapevolezza della rilevanza competitiva delle informazioniinformazioni

successione di mercati interdipendenti

Data la natura complessa dei rapporti, la condivisione si Data la natura complessa dei rapporti, la condivisione si sviluppa prima, e a 360°, per le informazioni che sviluppa prima, e a 360°, per le informazioni che impattano sull’efficienza impattano sull’efficienza EDI (electronic document interchange)EDI (electronic document interchange) LogisticaLogistica

Condivisione bilaterale e asimmetria di posizioni sulla Condivisione bilaterale e asimmetria di posizioni sulla condivisione dei dati che impattano sull’efficacia di condivisione dei dati che impattano sull’efficacia di marketingmarketing Interesse dell’industria per sell out e quote per Interesse dell’industria per sell out e quote per

insegna insegna Scarso interesse della distribuzioneScarso interesse della distribuzione

Le posizioni delle parti circa la condivisione informativa

Disponibilità della distribuzione a condividere le informazioni Disponibilità della distribuzione a condividere le informazioni da fidelity card:da fidelity card: Neutralità sulla negoziazioneNeutralità sulla negoziazione Micromarketing integrato Micromarketing integrato Copertura dei costi del micromarketingCopertura dei costi del micromarketing

Scarso interesse e timori dell’Industria, nonostante l’opportunità Scarso interesse e timori dell’Industria, nonostante l’opportunità di:di: Estendere i confini del marketing dalla marca alla categoriaEstendere i confini del marketing dalla marca alla categoria Comunicare in modo mirato e diretto con il consumatoreComunicare in modo mirato e diretto con il consumatore Testare il lancio di nuovi prodotti Testare il lancio di nuovi prodotti

Le posizioni delle parti circa la condivisione informativa

I TRE MODELLI DI CONDIVISIONE la condivisione one shot la condivisione one shot

segmentazione e targeting in rapporto agli obiettivi dei fornitori moltiplicazione dei segmentazione e targeting in rapporto agli obiettivi dei fornitori moltiplicazione dei partners per massimizzare i contributi marketingpartners per massimizzare i contributi marketing

separazione micro-macro e incapacita’ di sviluppare nel consumatore la percezione che separazione micro-macro e incapacita’ di sviluppare nel consumatore la percezione che il prezzo medio dipende dallo scontrino, dalla frequenza di acquisto e dalla fedelta’il prezzo medio dipende dallo scontrino, dalla frequenza di acquisto e dalla fedelta’

la condivisione per creare valore aumentando il sell out e la quota della marca ( tesco – la condivisione per creare valore aumentando il sell out e la quota della marca ( tesco – p&g ) : p&g ) : micromarketing integrato che si aggiunge ad un micromarketing distributivo molto micromarketing integrato che si aggiunge ad un micromarketing distributivo molto

evoluto evoluto scambio delle informazioni ad una via con esclusiva di categoria attraverso un nuovo scambio delle informazioni ad una via con esclusiva di categoria attraverso un nuovo

istituto negozialeistituto negoziale partnership legata alla durata del contrattopartnership legata alla durata del contratto

la condivisione per creare valore di categoriala condivisione per creare valore di categoria scambio informativo a due vie senza valorizzazione scambio informativo a due vie senza valorizzazione category captain slegato dalla durata del contrattocategory captain slegato dalla durata del contratto

Problemi aperti e prospettive future La condivisione delle informazioni è il punto di partenza per il La condivisione delle informazioni è il punto di partenza per il

miglioramento dei rapporti, ma nel nostro paese permane miglioramento dei rapporti, ma nel nostro paese permane un’asimmetria di posizioniun’asimmetria di posizioni

OstacoliOstacoli culturaliculturali organizzativiorganizzativi di strutturadi struttura

Ulteriore evoluzione della distribuzione a seguito della Ulteriore evoluzione della distribuzione a seguito della Rivoluzione dell’InformazioneRivoluzione dell’Informazione

Integrazione informativa intraorganizzativaIntegrazione informativa intraorganizzativa E-sourcing, e-procurement, e-supplyE-sourcing, e-procurement, e-supply Commercio elettronico B2CCommercio elettronico B2C Database marketingDatabase marketing

Two views of transactional data

Private label chips,2,7 kg

Big boxBig box (+) / small box (-)(+) / small box (-) 1 1 healthyhealthy 0 0 prepacked (+) / loose (-)prepacked (+) / loose (-) 0 0 fresh (+) / longfresh (+) / longlifelife (-) (-) -1-1 ConvenienceConvenience 0 0 Cooking from scratch 0Cooking from scratch 0 branded (+)/Private label (-)branded (+)/Private label (-) -1-1 KidsKids 0 0 ValueValue 1 1 FinestFinest 0 0 foreignforeign 0 0 greengreen 0 0 high (+)/ low price (-)high (+)/ low price (-) -1-1 VegetarianVegetarian 0 0 meatmeat 0 0 adventurousadventurous 0 0 Traditional Traditional 0 0 Low calorie (+) / high calorie (-) Low calorie (+) / high calorie (-) -1-1

Customer view of the product

operational view of the product Needs frozen transportationNeeds frozen transportation Has long shelf lifeHas long shelf life Wastage is lowWastage is low Comes in boxes of 24 on pallets of 480Comes in boxes of 24 on pallets of 480 Stocked in all stores with layouts X, Y or ZStocked in all stores with layouts X, Y or Z Buyer is John SmithBuyer is John Smith Supplier is XYZCo LtdSupplier is XYZCo Ltd Sourced in UkSourced in Uk Profit margin is ZProfit margin is Z ……

Constraints to CRM according to U.S. supermarkets

13

17,4

21,7

21,7

26,1

30,4

39,1

60,9

0 10 20 30 40 50 60 70

privacy

culture

measuring effectiveness

database limitations

data management and analysis

people

technology

funding

Source: Cornell University survey

Privacy, regulations and negotiation with customers to obtain information

Even more difficult when you don’t need one-off information, but a Even more difficult when you don’t need one-off information, but a constant flow/updates of informationconstant flow/updates of information

Companies flood consumers with too many requests for one to one Companies flood consumers with too many requests for one to one relationshipsrelationships

Companies ask “friendship, loyalty, respect, advocacy” without giving Companies ask “friendship, loyalty, respect, advocacy” without giving the same in returnthe same in return

Offer too many offers/product variations (32.000 skuS, 50 variations Offer too many offers/product variations (32.000 skuS, 50 variations of Coke, 55 of Crest,70 flavors ofSnappleof Coke, 55 of Crest,70 flavors ofSnapple

Discriminate in favour of “best” customers disappointing loyal onesDiscriminate in favour of “best” customers disappointing loyal ones Consumers know the value of rewards (See Reynolds)Consumers know the value of rewards (See Reynolds)

DISCONNECT BETWEEN THE “GIVE” AND THE “GET”DISCONNECT BETWEEN THE “GIVE” AND THE “GET”

How to decide whether to move to CRM…let’s apply this to retailing

After the 2000 boom, CRM investment plummeted between 2001 and 2003.After the 2000 boom, CRM investment plummeted between 2001 and 2003. Now it’s back on the up. Why?Now it’s back on the up. Why? Successful companies seem to have taken a pragmatic, disciplined approach to Successful companies seem to have taken a pragmatic, disciplined approach to

CRM, launching highly focused projects narrow in scope and modest in goals.CRM, launching highly focused projects narrow in scope and modest in goals. Is it strategic? Is it strategic?

CRM should be applied only to processes vital to competitiveness, or to keep CRM should be applied only to processes vital to competitiveness, or to keep a function on a par with the rest of the industry when parity counts (Aviall – a function on a par with the rest of the industry when parity counts (Aviall – distributor of aircraft parts – sales force)distributor of aircraft parts – sales force)

Where does it hurt?Where does it hurt? CRM should be applied only in the few areas of the customer purchase cycle CRM should be applied only in the few areas of the customer purchase cycle

that undermine performance (Kimberly-Clark – promotions)that undermine performance (Kimberly-Clark – promotions) Do we need perfect data?Do we need perfect data?

Perfect (real time) information comes at a high cost. Information that helps Perfect (real time) information comes at a high cost. Information that helps satisfy customers is far more valuable than information that merely satisfies satisfy customers is far more valuable than information that merely satisfies curiosity (McDonalds’s “Innovate” turnaround).curiosity (McDonalds’s “Innovate” turnaround).

Where do we go from here?Where do we go from here?

Remember the 4 perils of CRM 1. Implementing CRM before creating a customer strategy1. Implementing CRM before creating a customer strategy

A customer acquisition and retention strategy should be in place before even A customer acquisition and retention strategy should be in place before even considering CRM technology. Some companies allow software vendors to drive their considering CRM technology. Some companies allow software vendors to drive their approach to customer management, or even worse, retrofit a customer strategy to fit approach to customer management, or even worse, retrofit a customer strategy to fit the newly acquired CRM technology the newly acquired CRM technology

2. Installing CRM technology before creating a customer-focused organisation2. Installing CRM technology before creating a customer-focused organisation 90% of failure come from insufficient change management. CRM does not manage 90% of failure come from insufficient change management. CRM does not manage

relationships FOR you, it simply support a strategy. Assess you company readiness, is relationships FOR you, it simply support a strategy. Assess you company readiness, is the suggestion of Peppers & Rogers the suggestion of Peppers & Rogers

3. Assuming that MORE technology is better3. Assuming that MORE technology is better If you fill your CRM objectives with a low-tech approach, do the most of it before If you fill your CRM objectives with a low-tech approach, do the most of it before

bringing in more technology. Motivating your employees to be more aware of bringing in more technology. Motivating your employees to be more aware of customer needs can be better (See the old pillars of new retailing and rocket science customer needs can be better (See the old pillars of new retailing and rocket science retailing) retailing)

4. Stalking, not wooing, customers4. Stalking, not wooing, customers Not all customers WANT a relationship with you. Just because you CAN contact Not all customers WANT a relationship with you. Just because you CAN contact

them it does not mean you SHOULD them it does not mean you SHOULD

CONDITIONS FOR SUCCESSFUL CSRM

Identify customers cost effectively (cards, RFID, biometrics…;Identify customers cost effectively (cards, RFID, biometrics…; Install or upgrade IT that’s able to support CSRM (see POS Install or upgrade IT that’s able to support CSRM (see POS

requirements) requirements) Set up data quality policiesSet up data quality policies Collect enough data (at least 80% sales; payment cards are not suitable Collect enough data (at least 80% sales; payment cards are not suitable

for CSRM)for CSRM) Empower marketing departmentEmpower marketing department Create integrated information system from single repository of data, Create integrated information system from single repository of data,

both product and customerboth product and customer Set up direct channels to communicate with individual customersSet up direct channels to communicate with individual customers

Card technologies

barcodebarcode Magnetic stripMagnetic strip microchipmicrochip

Low costLow cost Low costLow cost expensiveexpensive

No storage capacityNo storage capacity Rigid and scarce storage Rigid and scarce storage capacitycapacity

Flexible and Flexible and multiapplicationmultiapplication

No processing capacityNo processing capacity No processing capacityNo processing capacity intelligentintelligent

Customers don’t control Customers don’t control access to dataaccess to data

Customers don’t control Customers don’t control access to dataaccess to data

Customers control access Customers control access to data anytimeto data anytime

Don’t allow direct Don’t allow direct management of pointsmanagement of points

allows direct allows direct management of points via management of points via back office systemsback office systems

Points can be managed Points can be managed anytime anytime

Low techLow tech Old techOld tech Advanced techAdvanced tech

Requirements of POS systems Append to each transaction record the customer identificationAppend to each transaction record the customer identification Manage discounts linked to cardManage discounts linked to card Cards can be swiped at any point in the orderCards can be swiped at any point in the order Support customer specific pricing, not only two-tierSupport customer specific pricing, not only two-tier Manage quantity limitsManage quantity limits Append discount to random weight productsAppend discount to random weight products Calculate different dollar-off and percent-off discounts per segmentCalculate different dollar-off and percent-off discounts per segment Support points programSupport points program Track item movement and markdown expense by customer groupTrack item movement and markdown expense by customer group Monitor cashier card activityMonitor cashier card activity Look up customer card numberLook up customer card number Double monitor (cashier and customer)Double monitor (cashier and customer) Print receipt with customer specific information Print receipt with customer specific information

Opportunities for customer specific retail marketing online

““You can’t move the shop around for every You can’t move the shop around for every single customer that comes in. One to one single customer that comes in. One to one marketing is really an Internet thing. marketing is really an Internet thing. Bricks and mortar shops can’t cope with Bricks and mortar shops can’t cope with one to one marketing to the level you have one to one marketing to the level you have in the Internet situation.” (major multiple)in the Internet situation.” (major multiple)

““So far, for 50 years, the information So far, for 50 years, the information revolution has centered on data – their revolution has centered on data – their collection, storage, transmission, analysis and collection, storage, transmission, analysis and presentation. It has centered on the “T” in IT. presentation. It has centered on the “T” in IT. The next information revolution asks,What is The next information revolution asks,What is the meaning of information, and what is its the meaning of information, and what is its purpose? And this is leading rapidly to purpose? And this is leading rapidly to redefining the tasks to be done with the help of redefining the tasks to be done with the help of information, and with it, to redefining the information, and with it, to redefining the institutions that do these tasks” (Peter institutions that do these tasks” (Peter Drucker)Drucker)

ONLINE RETAILING AND INFORMATION-RELATED OPPORTUNITIES

Areas and tools for customisationAreas and tools for customisation Product/Assortment (content being separate from context and infrastructure, Product/Assortment (content being separate from context and infrastructure,

retailers are free from space constraints in defining range and category retailers are free from space constraints in defining range and category “borders”)“borders”)

Pricing (Mechanisms/versioning/selfsegmentation)Pricing (Mechanisms/versioning/selfsegmentation) Advertising and communicationAdvertising and communication ServiceService

Online retailers capitalise on customer information:Online retailers capitalise on customer information: Organise information about products, not (only) products (logistics can be Organise information about products, not (only) products (logistics can be

totally outsourced – wholesalers can be part of the game)totally outsourced – wholesalers can be part of the game) Value of customer portfolio (eBay)Value of customer portfolio (eBay) cater for larger share of customer portfolio by supplying related/niche productscater for larger share of customer portfolio by supplying related/niche products sell to niches by being able to carry huge assortmentsell to niches by being able to carry huge assortment Collaborative filtering/word of mouthCollaborative filtering/word of mouth Develop new business models based on information intermediationDevelop new business models based on information intermediation

Lessons from the Web The rush to loyalty programmes is quite similar to the Web frenzy of the turn of the century.The rush to loyalty programmes is quite similar to the Web frenzy of the turn of the century. Loyalty cards are expected to bear the same magic sort of acquisition power as it was believed of Loyalty cards are expected to bear the same magic sort of acquisition power as it was believed of

early web sites. Let’s not forget that:early web sites. Let’s not forget that:• customers must be given a good reason to visit a web site (use a card); customers must be given a good reason to visit a web site (use a card); • customers can always be attracted, but the cost can be so high that the whole effort turns out to customers can always be attracted, but the cost can be so high that the whole effort turns out to

be worthless;be worthless;• after a promise is made (the promise of extra care for the customer that’s implicit in a loyalty after a promise is made (the promise of extra care for the customer that’s implicit in a loyalty

programme or company web site), failure to deliver translates in disappointed customers who programme or company web site), failure to deliver translates in disappointed customers who never come back and tell many others; never come back and tell many others;

• an established reputation that is built through good old mass marketing is often a prerequisite for an established reputation that is built through good old mass marketing is often a prerequisite for the site (programme) to be attractive; the site (programme) to be attractive;

• new marketing tool works best when integrated in the overall marketing process and new marketing tool works best when integrated in the overall marketing process and organisational routines, but then they become expensive and difficult to manage; organisational routines, but then they become expensive and difficult to manage;

• first entrant advantages exist but cannot make up for poor planning. Just like web sites, loyalty first entrant advantages exist but cannot make up for poor planning. Just like web sites, loyalty programmes’ running costs can be as high as set up costs, and need to be accounted for;programmes’ running costs can be as high as set up costs, and need to be accounted for;

• before rushing to build databases of names and preferences with profit in mind, a little database before rushing to build databases of names and preferences with profit in mind, a little database marketing mathematics should be done, in order to find out if it is worthwhile. marketing mathematics should be done, in order to find out if it is worthwhile.

• technology is an enabler, not the reason of the programme (web site) success.  technology is an enabler, not the reason of the programme (web site) success.  

Online retailing Online supermarkets are an innovative format: Online supermarkets are an innovative format:

goods on sale are the same as off line, but accompanied by a different amount of information and goods on sale are the same as off line, but accompanied by a different amount of information and service. service.

Products reach consumers directly, the physical context substituted by a virtual one. Products reach consumers directly, the physical context substituted by a virtual one. Collection and fulfilment of orders and related skills are modified by technology and by higher Collection and fulfilment of orders and related skills are modified by technology and by higher

required amount of service required amount of service The impact of e-commerce is bigger where service improvements are accompanied by lower costs and The impact of e-commerce is bigger where service improvements are accompanied by lower costs and

more market transparencymore market transparency Costs are the lowest for retailing of digital products, that had separate distribution channels in the Costs are the lowest for retailing of digital products, that had separate distribution channels in the

past, now convergent due to digitalisationpast, now convergent due to digitalisation The digitalisation of goods distribution creates external effects of efficiency and effectiveness in the The digitalisation of goods distribution creates external effects of efficiency and effectiveness in the

physical world, both when massive substitution of the two channels occurs, and when it is only physical world, both when massive substitution of the two channels occurs, and when it is only incrementalincremental

For grocery e-retailing, economies of cost are more than offset by increased logistic costs. However, For grocery e-retailing, economies of cost are more than offset by increased logistic costs. However, a demand segment exists willing to pay for the extra convenience of online shopping.The overall a demand segment exists willing to pay for the extra convenience of online shopping.The overall economic impact of e-tailing depends on the size of such segment. economic impact of e-tailing depends on the size of such segment.

In 2003, according to FMI 42% of US supermarkets offered on-line shopping. In 2003, according to FMI 42% of US supermarkets offered on-line shopping. It is established retailers who are in best position to develop grocery e-tailing (brand, skills, It is established retailers who are in best position to develop grocery e-tailing (brand, skills,

infrastructure and cross selling) Customers shopping 2-3 channels generate up to 9 times the sales as infrastructure and cross selling) Customers shopping 2-3 channels generate up to 9 times the sales as customers who shop only one customers who shop only one

Online CRM tools

goal

Acquisition Retention

Customisation ofcontent,

offer,service

CustomerRelationshipManagement

Incentives:- free information,- communities,- download,- gifts

Affiliatemarketing

Partnershipwih infomediaries

Online advertising:- banners,- links;- content sponsorship

E-mail marketing

Online loyaltyprogrammes

Assortment/range The “long tail”: from statistics term to e-commerce buzzwordThe “long tail”: from statistics term to e-commerce buzzword In the physical market, economies of scale and space constraints make In the physical market, economies of scale and space constraints make

it worthwhile to carry and sell only items with large demand (head of it worthwhile to carry and sell only items with large demand (head of curve) (economy of scarcity)curve) (economy of scarcity)

Online, both book and music merchants find over 1/3 of their sales Online, both book and music merchants find over 1/3 of their sales coming from “the long tail”, obscure products with little demand, that coming from “the long tail”, obscure products with little demand, that can be profitable served onlinecan be profitable served online

By opening niche markets, e-retailing increases (“creates”) overall By opening niche markets, e-retailing increases (“creates”) overall demanddemand

It is nonetheless necessary to make potential customers aware of the It is nonetheless necessary to make potential customers aware of the existence of obscure products: hence the importance of customer existence of obscure products: hence the importance of customer specific and customer centric tools for recommendations such as specific and customer centric tools for recommendations such as collaborative filtering.collaborative filtering.

It has always been the business of retailers to organise range in an It has always been the business of retailers to organise range in an informative way: huge ranges are an opportunity and a challenge, in informative way: huge ranges are an opportunity and a challenge, in that the need for powerful tools to help customer navigate variety that the need for powerful tools to help customer navigate variety arises arises

The on-line category manager: a role for whom?

““General retailers tend to be masters at managing only three to five core General retailers tend to be masters at managing only three to five core categories…Too often retailers offer a wide product range to increase their categories…Too often retailers offer a wide product range to increase their share of overall customer spending without knowing enough about the share of overall customer spending without knowing enough about the noncore categories they stock” (McKinsey) noncore categories they stock” (McKinsey)

Today, in physical markets, companies specializing in managing complex Today, in physical markets, companies specializing in managing complex categories where customers demand deep selection exist (music, sporting categories where customers demand deep selection exist (music, sporting goods, financial services, travel). E.g.: Handleman Entertainment manages goods, financial services, travel). E.g.: Handleman Entertainment manages music ranges for Wal-Mart and Kmart.music ranges for Wal-Mart and Kmart.

Online, category manager companies can work for dozens of websites, and Online, category manager companies can work for dozens of websites, and there is the option of presenting it as a seamless operation or a partnership there is the option of presenting it as a seamless operation or a partnership (Amazon’s choice) (Amazon’s choice)

The category manager “buys a market effortless for the price of a The category manager “buys a market effortless for the price of a commission, that, by the way, is less than in the physical world, to commission, that, by the way, is less than in the physical world, to compensate for the risks and costs associated with bearing the inventory, and compensate for the risks and costs associated with bearing the inventory, and for the revenue stream instead of one-off transactions of affiliate programsfor the revenue stream instead of one-off transactions of affiliate programs

Who is fit to play this role? Where else can it be stretched?Who is fit to play this role? Where else can it be stretched?

Intelligent agents “…“…something which helps us to something which helps us to

perform a single or range of perform a single or range of activities either with us or activities either with us or autonomously on our behalf…an autonomously on our behalf…an agent can take over tasks which agent can take over tasks which are too time consuming, repetitive are too time consuming, repetitive or trivial for us to want to do or trivial for us to want to do ourselves”ourselves”

The wealth of information that The wealth of information that makes up the Internet calls for makes up the Internet calls for agents/intermediaries …agents/intermediaries …

Early example: Andersen Early example: Andersen Consulting’s BargainFinder for Consulting’s BargainFinder for CD’sCD’s

Comparing goods and services Comparing goods and services along many dimensionsalong many dimensions

AreaArea Network and system managementNetwork and system managementE-mail and messagesE-mail and messagesE-commerceE-commerce

Supported activitesSupported activites SearchSearchRankingRankingComparisonComparisonSuggestionSuggestionTransactionTransaction

SpecialisationSpecialisation Single activity/productSingle activity/productMultiple activity/productsMultiple activity/products

Degree of intelligenceDegree of intelligence Rule-basedRule-basedCollaborative filteringCollaborative filtering

ObjectObject Product/service agentProduct/service agentMerchant agentMerchant agentNegotiation agentNegotiation agent

Managed variablesManaged variables Only priceOnly pricePrice + other terms of tradePrice + other terms of tradeUser can set them any timeUser can set them any time

Supported playerSupported player BuyerBuyersellerseller

controlcontrol By sellerBy sellerBy customerBy customerindependentindependent

Marketing roleMarketing role Core businessCore businessBundled serviceBundled serviceCommunity makingCommunity makingLoyalty building/CRMLoyalty building/CRM

The Information Economy according to Shapiro and Varian

Anything that can be digitized - encoded as a stream of bits – is informationAnything that can be digitized - encoded as a stream of bits – is information The Cost of Producing InformationThe Cost of Producing Information

Information is costly to produce but cheap to reproduce (high fixed costs but low marginal costs) Information is costly to produce but cheap to reproduce (high fixed costs but low marginal costs) Fixed costs are sunk costs and are high also due to marketing effort required to get attentionFixed costs are sunk costs and are high also due to marketing effort required to get attention Negligible variable costs make it feasible to give away copies of the product to make consumers Negligible variable costs make it feasible to give away copies of the product to make consumers

experience itexperience it They also show that once several firms have covered sunk costs, market forces drive the price to They also show that once several firms have covered sunk costs, market forces drive the price to

marginal value, I. E. zero, hence differentiation is needed to survive (organising, filtering, marginal value, I. E. zero, hence differentiation is needed to survive (organising, filtering, packaging to user segments needs)packaging to user segments needs)

So pricing according to production cost does not make sense: goods should be priced according So pricing according to production cost does not make sense: goods should be priced according to consumer valueto consumer value

People are willing to pay for information goods, but assign very different values to information: People are willing to pay for information goods, but assign very different values to information: this leads naturally to differential pricing and to packaging according to needsthis leads naturally to differential pricing and to packaging according to needs

To differentiate, information is needed on the consumer: either by registration or by observationTo differentiate, information is needed on the consumer: either by registration or by observation Revenues can be generated by subscription, by pay per use and by advertisingRevenues can be generated by subscription, by pay per use and by advertising Pricing: personalised (first degree discrimination), versioning (of product), group pricing (third Pricing: personalised (first degree discrimination), versioning (of product), group pricing (third

degree)degree)

Information as an Experience GoodInformation as an Experience Good Consumers must experience it to value it, just like servicesConsumers must experience it to value it, just like services Strategies are required to win consumers’ reluctance to purchase before Strategies are required to win consumers’ reluctance to purchase before

knowing what they get (e.g. browsing), striking a balance between giving knowing what they get (e.g. browsing), striking a balance between giving away your product and charging to recover costs away your product and charging to recover costs

The Economics of AttentionThe Economics of Attention In the information overload, intermediaries create value in locating, filtering In the information overload, intermediaries create value in locating, filtering

and communicating what is useful to the consumer (search engines)and communicating what is useful to the consumer (search engines) New potential for matching demand and supply: advertisers reach exactly New potential for matching demand and supply: advertisers reach exactly

the target market, consumers need give attention only to what is of interest the target market, consumers need give attention only to what is of interest (keyword advertising) and are willing to pay a premium(keyword advertising) and are willing to pay a premium

Lock-In and Switching CostsLock-In and Switching Costs Users of information technologies are notoriously subject to switching costs Users of information technologies are notoriously subject to switching costs

and lock in: once you have chosen a technology/format, switching can be and lock in: once you have chosen a technology/format, switching can be expensive expensive

Network externalities, positive feedback and standardsNetwork externalities, positive feedback and standards When the value of a product to one user depends on how many When the value of a product to one user depends on how many

others have it, it exhibits network externalities or effects others have it, it exhibits network externalities or effects (Metcalfe). These products have long lead times and explosive (Metcalfe). These products have long lead times and explosive growth, resulting from positive feedback of users.growth, resulting from positive feedback of users.

It is necessary to invest in marketing and choose correct pricing to It is necessary to invest in marketing and choose correct pricing to become the standard, to reach not just production side economies become the standard, to reach not just production side economies of scale, but also demand side ones, as generated by network of scale, but also demand side ones, as generated by network effects (using marketing so that the product that is supposed to effects (using marketing so that the product that is supposed to become the standard eventually becomes it)become the standard eventually becomes it)

Due to such economies of scale, the market leader tends also to be Due to such economies of scale, the market leader tends also to be thecost leaderthecost leader

The “referral economy”Discussion of BizRate and Intelliseek case Discussion of BizRate and Intelliseek case

studiesstudies

What do the 2 cases have in common?What do the 2 cases have in common? What are the strengths and weaknesses of each?What are the strengths and weaknesses of each? How can a retailer take advantage of the same How can a retailer take advantage of the same opportunities? Develop a business model and discuss its opportunities? Develop a business model and discuss its feasibilityfeasibility

La condivisione dei dati scannerin Italia dal 1999 al 2001

48

1122 27

30

67 4427

22 2233

45

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Industria 1999 Industria 2001 Distribuz. 1999 Distribuz. 2001

no sì, occasional.te sì, abitualmente

disponibilità della GDO

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Bassa Alta

Bas

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scontrino medioe frequenzaper decile di clientela

quota del margine lordo di marca/categoria

sell out a livello di gruppo

sell out di categoriae sell out incrementale

% vendite con carta fidelity

quotavendite in promozione

quota vendite e quotaacquisti in promozione per decile

Carrefour’s online strategy -1 Launched by Promodès in May 1999, Ooshop is positioned as an alternative format to Launched by Promodès in May 1999, Ooshop is positioned as an alternative format to

hypermarkets, supermarkets and convenience stores.hypermarkets, supermarkets and convenience stores. Although the sales mix is similar to hypermarkets,Ooshop stocks far fewer SKUs (approximately Although the sales mix is similar to hypermarkets,Ooshop stocks far fewer SKUs (approximately

6,700).Of these,private label accounts for approximately 15%.6,700).Of these,private label accounts for approximately 15%. Ooshop claims a leadership position of the grocery e-commerce market inOoshop claims a leadership position of the grocery e-commerce market in France, with a 34% market share.France, with a 34% market share. Ooshop employs approximately 200 people, 50 of which work at head office. Whilst delivery is Ooshop employs approximately 200 people, 50 of which work at head office. Whilst delivery is

outsourced to a third party (Star Service), picking is done in-house and is based on the warehouse outsourced to a third party (Star Service), picking is done in-house and is based on the warehouse picking model.In September 2001,Ooshop opened a newpicking model.In September 2001,Ooshop opened a new

mechanised distribution centre in Marly, Paris, designed to increase capacity and operating mechanised distribution centre in Marly, Paris, designed to increase capacity and operating efficiency. efficiency.

At the end of 2004, the average basket size was 170 euro. Volume was between 5,000 and 7,000 At the end of 2004, the average basket size was 170 euro. Volume was between 5,000 and 7,000 orders per week.orders per week.

The initial delivery zones for Ooshop were Paris and Madrid. In November 2004, coverage was The initial delivery zones for Ooshop were Paris and Madrid. In November 2004, coverage was extended to the Normandy region (Rouen, Evreux and Louviers).extended to the Normandy region (Rouen, Evreux and Louviers).

In France, the typical Ooshop household has two working parents with young children.Customers In France, the typical Ooshop household has two working parents with young children.Customers tend to stock up on ambient and dry goods approximately every month, although fresh produce may tend to stock up on ambient and dry goods approximately every month, although fresh produce may also be purchased.also be purchased.

Ooshop’s annual turnover is approximately 50 million euro. This is equivalent to a third Ooshop’s annual turnover is approximately 50 million euro. This is equivalent to a third of the turnover of an average hypermarket and is negligible for a group of Carrefour’s of the turnover of an average hypermarket and is negligible for a group of Carrefour’s scale. In addition, the operation, which has been plagued by disruptions in its new scale. In addition, the operation, which has been plagued by disruptions in its new automised Marly depot, remains unprofitable.automised Marly depot, remains unprofitable.

In November 2004, Carrefour announced its decision to retain ownership of Ooshop, In November 2004, Carrefour announced its decision to retain ownership of Ooshop, which had been under review since the beginning of the year. Ooshop also launched a which had been under review since the beginning of the year. Ooshop also launched a first test as part as the Carré-Sénart store whereby customers can collect ordersfirst test as part as the Carré-Sénart store whereby customers can collect orders

placed online. The company also has plans to develop a network of collection points placed online. The company also has plans to develop a network of collection points for orders placed online.for orders placed online.

Carrefour’s decision not to divest Ooshop is indicative of the retailer’s efforts to Carrefour’s decision not to divest Ooshop is indicative of the retailer’s efforts to reinforce its overall leadership position in France.reinforce its overall leadership position in France.

Following the closure of Casino’s operation c-mescourses in 2002, there has been Following the closure of Casino’s operation c-mescourses in 2002, there has been much speculation over the future outlook for the remaining players Auchandirect, much speculation over the future outlook for the remaining players Auchandirect, Houra and Telemarket. Although Carrefour is unlikely to invest significant resources in Houra and Telemarket. Although Carrefour is unlikely to invest significant resources in Ooshop in the short term, it seems to believe in the long term opportunity that this Ooshop in the short term, it seems to believe in the long term opportunity that this channel may represent for the future.channel may represent for the future.

In addition to Ooshop, Carrefour continues to offer a range of non-food services In addition to Ooshop, Carrefour continues to offer a range of non-food services through the through the Carrefour.fr Carrefour.fr portal. portal. Carrefour.fr (Carrefour.fr (www.carrefour.frwww.carrefour.fr) ) is an information only is an information only portal, providing links to:portal, providing links to:

l l General company informationGeneral company information l l Store directory and services (e.g. travel, multimedia, finance, insurance)Store directory and services (e.g. travel, multimedia, finance, insurance) l l In-store offers and promotions, Carrefour on-line magazineIn-store offers and promotions, Carrefour on-line magazine l l Information on ‘La carte Carrefour’ loyalty cardInformation on ‘La carte Carrefour’ loyalty card

Carrefour’s online strategy -2

Asda’s online strategy - 1 Asda offers its home shopping service via the website, asda.com. Orders are placed on line and Asda offers its home shopping service via the website, asda.com. Orders are placed on line and

delivered the next day within a two hour slot agreed with the customer. delivered the next day within a two hour slot agreed with the customer. Delivery costs £4.25 on all orders. The price of goods is the same as in the store.Delivery costs £4.25 on all orders. The price of goods is the same as in the store. The service is currently offered via store-picking now covering 40% of the UKThe service is currently offered via store-picking now covering 40% of the UK Asda plans to expand the service in 2005. Asda is seeking to increase its coverage to 60% by this Asda plans to expand the service in 2005. Asda is seeking to increase its coverage to 60% by this

autumn.autumn. Asda is thought to be promoting the service in new catchments via:Asda is thought to be promoting the service in new catchments via:

l l localised marketing campaigns to increase awareness of the servicelocalised marketing campaigns to increase awareness of the service l l an instore campaign to register customersan instore campaign to register customers l l local press adslocal press ads l l door-to-door activitydoor-to-door activity l l specific point-of-sale activity.specific point-of-sale activity.

According to Asda, basket spend in 2003 was three times higher via the service compared to an According to Asda, basket spend in 2003 was three times higher via the service compared to an average Asda store and customer numbers have doubled. Asda plans to discontinue its telephone average Asda store and customer numbers have doubled. Asda plans to discontinue its telephone ordering service, which has attained only limited customer penetration.ordering service, which has attained only limited customer penetration.

Asda is taking a cautious approach to rolling out the availability of asda.com after a period of Asda is taking a cautious approach to rolling out the availability of asda.com after a period of consolidation.consolidation.

Asda originally commenced home shopping via the use of dedicated pick centres in Watford and Croydon. Asda originally commenced home shopping via the use of dedicated pick centres in Watford and Croydon. However, after a trial it was announced in January 2002 that these would close and operations would move to a However, after a trial it was announced in January 2002 that these would close and operations would move to a store-pick model from thirteen stores.store-pick model from thirteen stores.

Clearly the expansion of the store-pick service from thirteen to 53 stores in the space of two-and-a-half years Clearly the expansion of the store-pick service from thirteen to 53 stores in the space of two-and-a-half years underlines Asda's intention to control the pace of rollout for a number of reasons including:underlines Asda's intention to control the pace of rollout for a number of reasons including:

To ensure that online customers' orders and expectations can be successfully metTo ensure that online customers' orders and expectations can be successfully met To understand and resolve the impacts of store picking on in-store availability for 'bricks-and-mortar' customersTo understand and resolve the impacts of store picking on in-store availability for 'bricks-and-mortar' customers To achieve the rollout in the most efficient EDLC ('Every Day Low Cost') manner.To achieve the rollout in the most efficient EDLC ('Every Day Low Cost') manner.

The service attracts in excess of 110,000 unique users per week.The service attracts in excess of 110,000 unique users per week. One unique feature of the service is Quick Start Shopping. After a customer has registered, they can enter a some One unique feature of the service is Quick Start Shopping. After a customer has registered, they can enter a some

details from an Asda till receipt. The next day, the products from the receipt will be automatically stored in the details from an Asda till receipt. The next day, the products from the receipt will be automatically stored in the customer's list of Favourite purchases. This feature has been made available by Wal-Mart's powerful IT systems customer's list of Favourite purchases. This feature has been made available by Wal-Mart's powerful IT systems which record transactions at product level.which record transactions at product level.

In January 2005, Asda has launched an E-commerce venture on Asda.com with mobile entertainments provider In January 2005, Asda has launched an E-commerce venture on Asda.com with mobile entertainments provider Ringtones.co.uk. Presented as a microsite within asda.com, the site offers a number of mobile phone goodies, Ringtones.co.uk. Presented as a microsite within asda.com, the site offers a number of mobile phone goodies, including: Tones, textones and voxtones, Java games, Video downloads, Wallpapers etcincluding: Tones, textones and voxtones, Java games, Video downloads, Wallpapers etc

Standard tones sell from the website at £2.50 each.Standard tones sell from the website at £2.50 each. A service such as this clearly provides significant margin opportunities whilst providing growth for Ringtones.co.uk A service such as this clearly provides significant margin opportunities whilst providing growth for Ringtones.co.uk

by marketing its roducts via Asda.by marketing its roducts via Asda.

Asda’s online strategy - 2

I soggetti coinvolti dal micromarketing Negli anni ‘50 il boom delle vendite per corrispondenza USA Negli anni ‘50 il boom delle vendite per corrispondenza USA

fa sviluppare il mercato dei “servizi di direct marketing”fa sviluppare il mercato dei “servizi di direct marketing” I servizi in Italia: dalle nostre testimonianzeI servizi in Italia: dalle nostre testimonianze

fornitori di tecnologie HW e SWfornitori di tecnologie HW e SW fornitori di servizi di intelligencefornitori di servizi di intelligence fornitori di servizi di database/directfornitori di servizi di database/direct agenzie/web agenciesagenzie/web agencies servizi di contact centerservizi di contact center

Le impreseLe imprese peculiarità del rapporto I-D nel micromarketing e riflessi peculiarità del rapporto I-D nel micromarketing e riflessi

sui rapporti di canalesui rapporti di canale

Le tecnologie per il micromarketing

Dai dati: “rappresentazione originaria e non Dai dati: “rappresentazione originaria e non interpretata di un fenomeno”interpretata di un fenomeno”

alle informazioni: “insieme di dati alle informazioni: “insieme di dati contestualizzati in modo da avere un contestualizzati in modo da avere un significato”significato”

Il sistema informativo

Un insieme di elementi, anche molto Un insieme di elementi, anche molto diversi fra loro, che raccolgono, diversi fra loro, che raccolgono, elaborano, scambiano ed archiviano dati, elaborano, scambiano ed archiviano dati, con lo scopo di produrre e distribuire con lo scopo di produrre e distribuire informazioni all’interno di informazioni all’interno di un’organizzazione. un’organizzazione.

Esso si compone di dati, informazioni, Esso si compone di dati, informazioni, procedure, persone, mezzi e strumenti.procedure, persone, mezzi e strumenti.

Piramide delle decisioni aziendali e corrispondenti sistemi informativi

decisioni

operative

pianificazionee controllo

strategiche

EDP

MIS

DSS

sistema informativo

Definizione di database Un Un databasedatabase è una collezione di dati è una collezione di dati

interrelati che permette il richiamo interrelati che permette il richiamo tempestivo e puntuale dei dati che tempestivo e puntuale dei dati che interessano, per molteplici utilizzi rilevanti interessano, per molteplici utilizzi rilevanti per l’impresa. Può essere manipolato con per l’impresa. Può essere manipolato con apposito software.apposito software.

Il Il database di marketingdatabase di marketing è una collezione di è una collezione di informazioni sui clienti (attuali e potenziali) informazioni sui clienti (attuali e potenziali) che permette l’analisi strategica e la scelta che permette l’analisi strategica e la scelta puntuale di dati per le attività di marketing.puntuale di dati per le attività di marketing.

Costruzione del database clienti Trade off tra esausitività e costiTrade off tra esausitività e costi fonti interne e fonti esternefonti interne e fonti esterne Aziende che hanno/non hanno contatto diretto col clienteAziende che hanno/non hanno contatto diretto col cliente

ricevute/fatturericevute/fatturecarte fedeltà/pagamentocarte fedeltà/pagamentorisposta ad iniziative direct responserisposta ad iniziative direct responseregistrazioni degli addetti alle vendite/servizio registrazioni degli addetti alle vendite/servizio

clienti/richieste informazioniclienti/richieste informazionigaranziegaranziedati carta di creditodati carta di creditopromozioni con invio datipromozioni con invio datinuovi canali di comunicazione (web)nuovi canali di comunicazione (web)

Esempio di contenuti (record di cliente)

Largo consumoLargo consumo

Dati demograficiDati demografici (nome, indirizzo, città, sesso, data di (nome, indirizzo, città, sesso, data di

nascita, figli)nascita, figli) Dati esterniDati esterni

(affidabilità,istruzione, indicatori stile di (affidabilità,istruzione, indicatori stile di vita)vita)

Storia del contattoStoria del contatto (codice campagna, codice messaggio, (codice campagna, codice messaggio,

data del contatto, risposta, acquisto, resi)data del contatto, risposta, acquisto, resi) codice clientecodice cliente punteggio RFMpunteggio RFM forme di pagamentoforme di pagamento programma fedeltàprogramma fedeltà

Business to businessBusiness to business

posizione del contattoposizione del contatto ufficioufficio tel/fax/e-mailtel/fax/e-mail settore d’attivitàsettore d’attività fatturato fatturato numero di dipendentinumero di dipendenti responsabile di riferimentoresponsabile di riferimento

Gestione del database La costruzione deve essere preceduta dalla La costruzione deve essere preceduta dalla

strategiastrategia Gestione delle fonti (interne, esterne)Gestione delle fonti (interne, esterne) Gestione dell’inserimento datiGestione dell’inserimento dati

verifica, convalida e deduplica verifica, convalida e deduplica Gestione del databaseGestione del database

interna vs. esternainterna vs. esterna nel tempo (aggiornamento, archiviazione)nel tempo (aggiornamento, archiviazione)

Gestione dell’utilizzoGestione dell’utilizzo

Data warehouse

sistemioperativiaziendaliedesterni

migrazionedei dati

rete di collegamento

applicazioni

ciò che vedel’utente

database

Back end Gestione datiFront end

Interrogazionereportisticaanalisi multidimensionalesimulazione

Data warehouse

Un contenitore di dati centralizzato Un contenitore di dati centralizzato costruito duplicando, standardizzando e costruito duplicando, standardizzando e

consolidando dati provenienti dai sistemi consolidando dati provenienti dai sistemi operativi dell’azienda e da fonti esterne.operativi dell’azienda e da fonti esterne.

Va a costituire il nucleo di un DSS completo Va a costituire il nucleo di un DSS completo che permette ai decisori l’accesso rapido e che permette ai decisori l’accesso rapido e facile a dati storici integrati e finalizzati.facile a dati storici integrati e finalizzati.