kontaktpunkt analyse 2013 bo sannung
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Kontaktpunkt analyse
Nordic Head of IMM Bo Sannung,
SAS Institute
Email: [email protected],
Mobil: +45 5138 7770
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Message Overload On any given day, the
customer will be
exposed to nearly 3,000
media messages.
They will pay
attention to 52.
They will positively
remember 4.
The chance they will
remember your ad is
0.013%!
D. Mastervich, VP, Sales Strategy, U.S. Postal Service, VDP Conference Presentation
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DRIVING VALUE FROM CUSTOMER RELATIONSHIPS
IS INCREASINGLY COMPLEX
Products
Channels &
Business
Functions
Offers,
Services &
Pricing
Checking
Savings
Loans Credit Cards Mortgages
Customers &
Prospects
Web E-mail Mail Print Branch Phone Mobile Social Risk Advisor ATM Collections TV Radio Finance
Insurance
Investments Lines
$
Service
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Social media – amplifying number of
touchpoints
1 February 2013 4
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Channel / Media Trustworthiness
Epsilon Targeting
Step 3: Multichannel Marketing
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Source: Edelman et al. 2010
Traditional decision journey
1 February 2013 6
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Source: Edelman et al 2010
New customer decision journey
1 February 2013 7
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• Consider
– TOM brands: Touchpoints – Ads, store displays, WOM
• Evaluate
– Seeking input: Touchpoints – peers, reviewers, retailers, brands
• Buy
– Point of purchase: Touchpoints – placement, packaging, availability, pricing, sales interactions
• Enjoy, Advocate, Bond
– Deeper connection: Touchpoints – online, mobile, research, advocate, WOM
Key considerations
1 February 2013 8 2012 COPYRIGHT SAS INSTITUTE
70% budget
Source: Edelman et al 2010
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Source: Vandermerwe 2000, and Dunn & Davis 2004
Managing the customer experience
1 February 2013 9
DURING
POST
PRE
Influence whether or not to
consider buying:
- Advertising
- WOM
- Direct mail
- Social media
Moving from consideration to
purchase:
- Direct sales
- Physical store
- Contact center
- Social media
Leverage after sale to improve brand experience:
- Installation
- Customer service
- Warranty
- Surveys
- Maintenance
- Upgrades
- Portfolio
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ACCENTURE RESEARCH 2011
COMPANIES THAT INVEST IN ADVANCED
ANALYTICAL CAPABILITIES OUTPERFORM
THE S&P 500 ON AVERAGE BY 64%
65% OF HIGH-PERFORMING COMPANIES
HAVE SIGNIFICANT DECISION-SUPPORT
AND ANALYTICAL CAPABILITIES
77% OF HIGH-PERFORMING
COMPANIES HAVE ANALYTICAL
CAPABILITIES ABOVE AVERAGE
ONLY 40% OF MAJOR BUSINESS
DECISIONS ARE BASED ON DATA
AND FACTS
INADEQUATE INFORMATION ACCESS
REDUCES KNOWLEDGE WORKERS’
PRODUCTIVITY BY 54%
36% OF HIGH-PERFORMING
COMPANIES VALUE ANALYTICAL
INSIGHTS
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Fra outbound til inbound
“The Emergence Of Customer Experience Management Solutions”
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Time to Get it Right
Treat customers the way we want to be treated…
…and generate double-digit increases in response and revenue
Overview
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Personalized “Next Best Product” offer
executed across…
nbp
Branch/Advisor
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The NBO 4 main components
Customer Behavior Importance
Previous Contacts Restrictions
“The product was already
offered to this customer”
“The probability of the
customer to aquire the
product”
“The profitability
generated if the customer
aquire the product”
“The product can be sold
to the customer”
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Maximering af kundeværdi
Potential
Risk
Customer
Value
Profitability
Data
Front Office
Back Office
Product Silos
System
Limitations
Maximise Customer Revenue, Reduce Cost to Serve, Enhance Margin
Customers
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Profitabilitet
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Lønsomhedsopgørelse
Omsætning: Forbrugs DB 100 Abonnement DB 100 = Samlet DB1 200 Direkte kapacitetsomkostninger: Salg 10 Marketing 20 Kampagne 30 = Samlet direkte kapacitetsomkostninger 60 = Samlet DB2 140 Indirekte kapacitetsomkostninger: Kundecenter 15 Billing / Produktskifte 25 Debitorer 35 = Samlet direkte kapacitetsomkostninger 75 = Samlet omkostninger 135 = Samlet DB2,5 65 Øvrige omkostninger 50 = EBIT 15
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Lønsomhed på kunde
Faktisk kunde i august 2009
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Potentiale
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Kunde Kamp A Kamp B Kamp C
1 90 20 90
2 80 70 75
3 60 75 65
4 55 80 75
5 75 60 50
6 75 65 60
7 75 90 65
8 65 60 60
9 80 30 75
Kunde scoring - respons
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Kunde Prod A Prod B Prod C
1 90 20 90
2 80 70 75
3 60 75 65
4 55 80 75
5 75 60 50
6 75 65 60
7 75 90 65
8 65 60 60
9 80 30 75
Kunde scoring - Produkt
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Kunde Kanal A Kanal B Kanal C
1 90 20 90
2 80 70 75
3 60 75 65
4 55 80 75
5 75 60 50
6 75 65 60
7 75 90 65
8 65 60 60
9 80 30 75
Kunde scoring - kanal
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Risiko
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Kunde Churn Q1 Churn Q2 Churn Q3
1 90 20 90
2 80 70 75
3 60 75 65
4 55 80 75
5 75 60 50
6 75 65 60
7 75 90 65
8 65 60 60
9 80 30 75
Kunde scoring - churn
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Copyright © 2011, SAS Institute Inc. All rights reserved.
Ch
urn
&
Re
co
nc
ilia
tio
n
Ma
xim
ize
Re
ve
nu
e
Applying Predictive Models to Marketing Strategy
Question Modeling Approach Treatment Strategy
Why Will Customer Churn?
Who is Savable?
When Will Customer
Churn?
Propensity to Churn
Survival Model (Time until
churn)
Propensity to Stay
Who Will Buy? What?
Which product will
Customer Buy Next?
Propensity to Buy
Product Basket
When Will Customer
Buy? Survival Model (Time until
Purchase)
Value Segment
Decile H M L
1
2
3
4
5
Pro
pensity
Score
Marketing Objective
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Copyright © 2011, SAS Institute Inc. All rights reserved.
Step 1: develop a meaningful customer segmentation Segmentation Requirements
• Simple and intuitive
• Categorises appropriate share of the customer database
• Segments of significant sizes
• Sufficient differentiation
• Actionable
Satisfaction
Engagement
Value
Participation
Knowledge
Opportunity Segmentation
Research Data
• 2800 survey respondents
• Shopping behaviour
• Loyalty programme participation
• Satisfaction
Transactional Data
• Points accrual transactions
• Points redemption transactions
• Shopping behaviour
across 17 retail and
service brands
• Card usage vs
automatic points
collection
• Response to
promotions
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Copyright © 2011, SAS Institute Inc. All rights reserved.
The Nectar Marketing Communications Segmentation
Nectar Indifferents Routine Grocery
Shoppers
Swipeless Savers Contented X-
Shoppers
Savvy Supermarket
Shoppers
Bonus Seekers
Engaged Enthusiasts
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Copyright © 2011, SAS Institute Inc. All rights reserved.
Average Customer Profitability and Ability to Promote by Segment
Profitability Index
Pro
mo
tab
ilit
y I
nd
ex
Step 3: Overlaying financial data allows for improving the allocation of customer marketing investment
Low High
High
Low
Low profitability, little
opportunity to improve
via incentives
Low profitability, some
opportunity to improve
via incentives
Highly profitable
segments