learn the 4 essential requirements. part 4 of 4 229 362
TRANSCRIPT
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Transforming Your Customer Experience:
Learn the 4 Essential Requirements
Part 4 of 4
©2012 Ernan Roman Direct Marketing
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2 Step 3: Multichannel Marketing
Solicitation Stream Attribution Example
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3 Step 3: Multichannel Marketing
Solicitation Stream Attribution Example
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4 Step 3: Multichannel Marketing
Solicitation Stream Attribution Example
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5 Step 3: Multichannel Marketing
Solicitation Stream Attribution Example
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6 Step 3: Multichannel Marketing
Solicitation Stream Attribution Example
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7 Step 3: Multichannel Marketing
Solicitation Stream Attribution Example
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Since the implementation of VOC-influenced programs, the results are impressive:
• Achieved over a 50% increase in conversion rates!
• Additionally, the strength of the program allowed us to implement price increases as large as 20%.
• HMS is now using the science and art of direct marketing to test and refine to optimize.
Results
Step 3: Multichannel Marketing
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Not only have our customers noticed our VoC-driven changes/results, but the Direct Marketing Association has as well.
• On Tuesday, our renewal marketing will be recognized with a DMA ECHO award (Gold, Silver or Bronze).
• HMS was also short-listed for the Personal Connections ECHO Award (winners to be announced this week).
Results
Step 3: Multichannel Marketing
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Action Items
1. Organizational inertia is hard to overcome for all companies, especially those that have been successful for many years.
2. But, to truly revolutionize your business, you must listen closely to your customers… and then architect strategy and tactics.
3. Generating results and building momentum energizes your team and allows you to accelerate the change process while also growing the scope.
Change takes work – hard work. Start now.
Step 3: Multichannel Marketing
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Multichannel Marketing Self-CheckOptimal deployment of media should be driven by VoC learnings to ensure both relevance and effectiveness.
Key elements of the multichannel mix must be deployed according to the individual opt-in preferences of customers and prospects.
The multichannel mix must provide customers and/or prospects with choices so they can communicate with the marketer via the media mix of their choice.
Mix must meet requirements 1 through 3 above, per the timing and frequency determined by individual’s opt-in preferences.
The mix must offer a completely integrated experience. All the media must complement each other, support each other, and send coordinated messages to customers and prospects.
The media mix must be responsive. If the organization alienates or abuses a consumer, they can expect to hear about it in a very public forum.
Step 3: Multichannel Marketing
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Your Top 3 Takeaways?
1.
2.
3.
Step 3: Multichannel Marketing
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Step 3: SummaryCustomer’s definition of relevance:• Right message.• Right time.• Right person.• Delivered per that individual’s media preferences.
Without this, we have achieved “Integrated, Multichannel irritation”!
5 Principles of Integrated Direct Marketing:1. Start with the customer (VoC).2. Create processes for generating feedback from your sales
and service reps. This will provide ongoing qualitative and quantitative VoC guidance.
3. Synchronize your multichannel mix with precision and value.
4. Re-conceive inbound as a high-value customer interface.5. Customer Lifecycle Marketing: Deploy communications
at key points in the lifecycle. Contacts should be driven by opt-in preferences.
How to Use the 5 Principles of Multichannel
Marketing
Step 3Multichannel
Marketing
Step 3: Multichannel Marketing
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Step 3: SummaryFour powerful opportunities for communication during the lifecycle:• Prospect• Pre-sale• Sale• Growth and retention.
Ask yourself: Are you spending enough on your high-value customers?
Probably not!
How to Use the 5 Principles of Multichannel
Marketing
Step 3Multichannel
Marketing
Step 3: Multichannel Marketing
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Step 4: How to Increase the Power of Your Online and
Social Media Marketing
Step 4:Online and
Social
Step 3:Multichannel
Marketing
Step 2:Opt-In
Engagement
Step 1:VoC
Research
Step 4: Online & Social
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16 Step 4: Online & Social
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• Provide you with 7 VoC-based Social Media Takeaways.
• Review best-in-class case studies, including:In this
section, we will…
Step 4: Online & Social
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Takeaway 1Consumers want Voice of Customer-Driven Relationships: Where marketers trust the needs and wisdom of customers to drive
engagement, communications, offers and customer experience across all points and channels.
Consumers have shifted from being passive recipients of “push” marketing to creating and managing information and experiences from selected, value-added resources.
This quality of VoC-driven engagement goes straight to the bottom line. Has been proven to achieve consistent double-digit increases in response
and revenue. Question:
How much more can you do to engage and empower your customers and prospects?
Step 4: Online & Social
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Matches your day, time, device and situation to an expertly-curated playlist
Customer Driven Experience
Step 4: Online & Social
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Here at Gilt, we spend a lot of time brainstorming ways to improve your shopping experiences, and I’m very excited to announce some new changes. After listening carefully to all your feedback, we’ve come up with a new and improved shipping-and-returns policy that I think you’re going to love. Here’s an overview of the changes we’ve made:
Step 4: Online & Social
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21 Step 4: Online & Social
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22 Step 4: Online & Social
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23 Step 4: Online & Social
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24 Step 4: Online & Social
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Takeaway 2
Per VoC, you must think multichannel/multimedia:
“I take pride in being a smart shopper. I might see something on TV,
or hear an ad on the radio. I’ll text some of my fellow FrugalMom$ friends to check it out. Then I’ll browse the website. If the item
interests me, I’ll put it in my cart. When I’m finished browsing, I’ll print out the cart and call customer service
to place the order and have them answer any questions”.
“…multichannel customers spend two to three times more than
single-channel shoppers. ..Consumers who engage with the
company across three or more channels spend six
times more than the average consumer.”
-- Glen Senk, CEOUrban Outfitters
Step 4: Online & Social
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26 Overview
QVC, 9/23/12
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Multichannel has to reflect the power of tablet and smartphone: Per Adobe Digital Marketing Insights study, tablet visitors to online retail sites
spent: 50% more per purchase than smartphone visitors 20% more per purchase than traditional desktop and laptop visitors
Step 4: Online & Social
Tablet Visitors converted at similar rates as Traditional
Visitors but spent more per purchase
Adobe Digital Marketing Insights Report 1/18/12
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Multi-Channel Means More Opportunities to ShopPer ERDM VoC, greater access and usage of mobile devices has increased multi-channel shopping, which consumers reported often meant an increase in their overall spending.
more money spent
More opportunities means more time spent shopping and…
portability of mobile devices means more opportunities to shop.
Constant connection and…
“It’s just so much easier to shop now.I shop on the train, while waiting at appointments, and out on the deck.
While I buy things we need, I have the time and the ability to find things I just didn’t want to waste time trying to find before. It’s so easy now – just type
in what I’m looking for, check out who has it, and decide which one to click [to buy.]”
Step 4: Online & Social
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Consumers report that greater access via their mobile devices translates to a more informed purchase decision. Shopping with their smartphones and/or tablets allows them to comparison shop and take the time necessary to make a well-informed and relaxed decision.
These factors serve to empower the consumer.
“If I am in the store and see something I want, I will just Google it, and I use the shopping section – Google Shopping.
And then it will come up with different prices, and I can see where I can get it the cheapest. Usually, it’s online.
So anywhere I am where I can buy something, I usually do compare prices, using my phone.”
“I think shopping on my mobile allows me to make more informed purchases and
get better deals!” “I like to research it. So if I see something that looks really good, I want to see – is it really a good price? Can I get a better price at an online retailer? Or at the store? Sometimes it’s the same price at
different retailers, so then ‘This one has free shipping,’ you know, I like to compare.”
More Multi-Channel Shopping Translates to More Informed Purchases
Step 4: Online & Social
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Greater access due to mobile
Multi-Channel Shopping Also Means More CompetitionCustomers also reported that more time and more opportunities to shop translated to more choices and a greater ability to comparison shop. This creates more competition for marketers.
Increased competition for share of wallet
More time shoppingMore opportunities to shop
Greater array of retail choicesIncreased comparison shopping“Empowered Consumer”
Step 4: Online & Social
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Takeaways for you per Adobe study and ERDM VoC: Engage customers and prospects to define their media, message and channel
preferences. Tablets and smartphones are distinct interaction channels. Create experiences which are unique to each of those preferences
and channels:
Step 4: Online & Social
Smartphone usage often occurs as part of a retail experience, so plan messaging and in-store promotions accordingly.
Tablet-optimized web sites should be created which are different from traditional sites for smartphones or desktop computers.
These media are not used in isolation…they are a part of the customer’s ever changing and multidimensional, multichannel mix!
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Takeaway 3
Per VoC, consumers want a three-dimensional web experience:Websites must now provide a three-dimensional experience that engages the customer and abandons the current one-dimensional, corporate, “me”-oriented web experience.
Per VoC research, the three dimensions of experience, in order of importance: Provide access to peers, for the
most trusted information. Provide access to relevant subject
matter experts. Provide easier and faster access to
the corporation.
Step 4: Online & Social
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Customers and prospects are consistently disappointed by their web experiences.
Reasons for dissatisfaction include: The expectation of the company “brand
experience” is missing from the web experience, thus creating an uncomfortable disconnect.
Frustration that they cannot “connect” with the company on the website due to the impersonal/ transactional/generic experience.
Lack of meaningful personalization which further fuels alienation.
Expectation that customer-oriented web experiences will allow for opt-in profiling to indicate their preferences.
Lack of usage of their opt-in preferences to drive targeted, relevant follow-up email communications and offers.
Powerful recommendations from customers:
“Make your site a destination I want
to return to!”
Make your site fun!
Easy access to content, with few clicks. Make it easy to share content, i.e. Facebook,
LinkedIn, and Twitter. Make it easy to engage via mobile. Feature blogs and communities. Make it a visual experience.
Step 4: Online & Social
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Let’s take a look at the site voted #1 among “10 Great B-to-B Sites” in the 9/19/11 issue of B-to-B Magazine:
American Express OPEN Forumwww.openforum.com
Step 4: Online & Social
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Easy Access
Share
Mobile
Step 4: Online & Social
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Blogs
Step 4: Online & Social
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Community
Step 4: Online & Social
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Making Connections
Step 4: Online & Social
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Takeaway 4
Social Media Raises the Stakes for Customer Service.
Step 4: Online & Social
American Express ® Global Customer Service Barometer, 5/2/12
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41 Step 4: Online & Social
American Express ® Global Customer Service Barometer, 5/2/12
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42 Step 4: Online & Social
American Express ® Global Customer Service Barometer, 5/2/12
The following service irritants areMost likely to cause Americans to SWITCH BRANDS
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43 Step 4: Online & Social
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United Breaks Guitars
• United Airlines damaged Dave Carroll’s Taylor guitar through mistreatment by baggage handlers.
• Dave spent over 9 months trying to get United to pay for damages.
• During his final exchange with the United customer relationship manager, he said that he was left with no choice but to create a music video. Manager responded “Good luck with that one, pal.”
Step 4: Online & Social
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United Breaks Guitars. . . Results
• Dave’s original YouTube video received over 11,445,000 hits.
• Only then did United attempt a settlement.
• Dave’s response: “Good luck with that one, pal.”
Step 4: Online & Social
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46 Step 4: Online & Social
Per IBM’s 2010 CEO Study:
“57% of companies that have invested in social business tools have outperformed their peers, citing collaboration as having a direct impact on their organizations
growth.”
Takeaway 5VoC-Based Social Media Overview:
• Success is achieved as the result of a series of personal conversations, and points of engagement with consumers and prospects.
• Social media tools represent not a means for direct selling but a means for creating or improving relationships with consumers.
• Selling becomes a by-product of the quality and mutual benefit of those relationships.
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Bad news:Social/digital media are not
“the answer”. . .
They will not make it all
better!
Unless we learn how to engage per customer’s preferences and expectations. . .
The addition of social and digital media will only result in multimedia irritation.
Granted. . . we will have new and improved multimedia irritation. . .
But the end result will still be the same consumer alienation.
Email:2.8 million are sent every second and 100 trillion
emails have been sent over the course of the year!
Step 4: Online & Social
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Facebook is …“one of the most powerful branding mechanisms in the world, but it’s not an advertising mechanism.” Martin Sorrell, Chief Executive, WPP
Step 4: Online & Social
“…rather than simply providing traditional ads…Facebook encourages companies to engage with users by telling them stories.
…Home Depot, Wells Fargo and Merck have a presence on Facebook…they are focused on fashioning content to build brand loyalty, rather than creating targeted advertising.”
New York Times5/16/12
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Ford’s Fiesta Movement Scorecard in 2010:• 4.5 million YouTube views.
• 3.5 million Twitter impressions.
• 80,000 “hand raisers” who asked to be kept up to date on the U.S. launch of the Fiesta, 97% of whom did not own a Ford vehicle.
• 1,000 people who reserved a Fiesta online (informally, with no purchase commitment).
• 37% Fiesta brand awareness among Generation Y members, roughly equal to the awareness levels of the traditionally promoted Fusion and Flex models.
Step 4: Online & Social
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Ford Fiesta 2011: Doug the Sock Puppet• Goal: 10,000 total Facebook fans• Actual: 35,650 Facebook fans in four weeks• Goal: 2.5 million YouTube video views• Actual: 1.7 million views, or 67% of the goal
with several months to go.
Step 4: Online & Social
More Stats:• Facebook post views: 725,000• Facebook “likes” and comments: 7,019• Facebook demographics: 70% of status updates reach Ford’s target
18 – 24 year-old audience• Digital display ads 25% of ad budget for 2012, (USA Today, 5/17/12).
“Plus, 41% of all the online conversation about the 2012 Focus is related to Doug and the campaign. We definitely see this as a successful measure of driving incremental conversation about Focus by using Doug” - Scott Kelly
Mashable.com5/18/11
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Takeaway 6
Recently, Coca-Cola edged out Hyundai as the most popular brand on Facebook, according to a study by Covario. Coke has more than 34 million Facebook fans; each comment the beverage producer posts on its page generates over 200 comments!What is Coke doing right on Facebook? At least three things.
Step 4: Online & Social
Learn from Coke’s 3 Facebook Best Practices
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Coke’s Best Practice #1Coke’s default setting is “Talk To Us.” User-generated content gets posted automatically (as opposed to being filtered or edited first). On Coke’s page, inappropriate messaging is removed, but only after it has been posted. Coke’s relationship with its fans is solid enough to make this work.
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Coke’s Best Practice #2Coke Wants You To Upload Images To Its Photo Album
This makes perfect sense, given the iconic, collectible status of the brand. Many users want to show off branded
Coke images they have acquired (or created), and many others want to
show off as they consume the product! Coke supports both groups.
Coke’s Best Practice #3Coke’s Driving Facebook Principle is “Collaborate”
The page itself was founded by two Coke fans. . . and later embraced by
the company! It is truly a shared undertaking with Coke fans who
spend time on Facebook, not something imposed upon them
from the outside.
Step 4: Online & Social
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Facebook Takeaways
Conduct a comprehensive review of your branding and social media strategies. Develop strategies which enable you to answer “yes” to the following questions.
Do you trust your brand enough to:
Trust your customers?
Give Facebook users an open forum?
Encourage and facilitate collaboration with your customers?
Step 4: Online & Social
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Facebook Privacy Concerns
Marketers who disregard privacy concerns are causing damage!
Per VoC, during the past 12 months, significant increase in consumer concerns about allowing companies access to their Facebook accounts.
Three consumer concerns about marketer’s misuse of personal information:
Step 4: Online & Social
• Personal security and irrelevant information.
• Social responsibility: “I’m afraid my friends will think I am spamming them.”
• Per CNBC Research, “59% of respondents…had little to no trust in Facebook to keep their information private.”
NY Times, 5/21/12
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56 Step 4: Online & Social
Facebook Raises Fears With Ad Tracking
“Facebook is working with a data company called Datalogix that can track whether people who see ads on the Facebook buy those products in stores…”
“Facebook users are automatically included in the advertising studies conducted with Datalogix, and cannot directly opt out through their Facebook account. Instead, they must go to the Datalogix site, for which Facebook has a link posted in its help centre”.
“…this practice does not provide Facebook users with sufficient control over their data or with transparency over how it is being used….We don't believe any of this online-offline data should be used without express consumer approval and an opt-in.“
- Jeff Chester, Executive DirectorCenter for Digital Democracy
Financial Times 9/24/12
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57
Takeaway 7
Step 4: Online & Social
Most Preference Centers Aren’t Useful: BtoB and BtoC Preference Center Insights:
“They’re not focused on my preferences. The focus is on the stuff they want to sell my company.”
Doesn’t satisfy the need for a single place which is: Customer focused Provides comprehensive
choices/options Easy to find Easy to use Easy to change, “so I can easily revise it
as my needs change”.
“I’m a prospect who inquired. They are only asking what and when I will buy. God forbid
they should ask about my needs!
“I would pay attention to a company that asks about my
needs, and only sent me relevant and personalized information. They would stand out from the pack.”
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58 Step 4: Online & Social
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59 Step 4: Online & Social
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60 Step 4: Online & Social
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61
1. Use VoC to transform the customer experience
2. Increase acquisition and retention via conversations
3. Create highly personalized and relevant experiences
4. Provide quality customer service in the social world
The following thought
leadership case studies from Songza and Gilt will
illustrate how they…
Step 4: Online & Social
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Case Study
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WHAT WE DOSongza is a lifestyle enhancer.
We improve the things you do every day.
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HOW WE DO IT
Each time you use Songza, we serve you the expertly- curated soundtrack that will help you wake up, work out, commute, focus, unwind, entertain, sleep, etc. better.
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WE WERE MEANT FOR MOBILE
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WE WERE MEANT FOR MOBILEOn mobile, searching is inconvenient and ‘things you can do with one thumb’ are at a premium.
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Songza is a start-up company in a sea of undifferentiated offeringsTwo huge, well-funded competitors
MARKETPLACE
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Top 10 Music Startups of 2011
Top 10 iOS App of 2011
2012 Editors’ Choice
Selected among TIME Magazine's 50 Best Websites 2012, (9/21/12)
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IN JUNE 2012, SONGZA BECAME THE:• #1 Free iPad app across all categories, not just music.• #1 Free iPhone app for music.• #2 Free iPhone app, across all categories, not just music.
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Our goal is not to be your favorite music app.Our goal is to become your favorite habit because we’re the easiest way to make your everyday moments better.Voice of Customer insights have informed all key decisions and driven our major strategies.
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STRATEGIES TO HELP YOUR MARKETING
1. Using VoC to transform the customer experience
2. Increasing acquisition and retention via conversations
3. Creating highly personalized and relevant experiences
4. Providing quality customer service in the social world
GOAL: To share what has worked for us in the hope you can apply some ideas to your business
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Challenge• Key challenge was the lack of perceived
differentiation.
Strategy• Used VoC to determine the intersection
of radical differentiation and extreme utility.
STRATEGY 1: Using VoC to Transform the Customer Experience
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VoC Learnings:
STRATEGY 1
A battle we assumed was lost (creating the best streaming service by creating the simplest streaming service) was not only still up for grabs on the web, but the fight hadn’t even started on mobile (the only platform we care about moving forward)!
As an industry, we have been assuming that people use our product in a certain way: enter name of artist/song to get similar artists/songs.
That was NOT how most people want to use it. Per VoC, people want us to “make it easy”, i.e. offer “situationally-appropriate music.” VoC research regarding our products (and our competitor’s products) helped us realize
our industry had confused cause with effect:
VoC has done many things for us over the
years. Key among them was testing (and
disproving) strongly-held but previously un-
challenged beliefs that were keeping us from
innovating.
The way people were using our products wasn’t a function of how they wanted to use them, rather it
was a function of the only way we offered them.
Huge Differentiation Opportunity
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STRATEGY 2: Increasing Acquisition and Retention Via Conversations
• Social media channels like Twitter demand authority, authenticity and immediacy.
• These channels are incredibly noisy, and paid interactions to rise above the noise are viewed as less authentic.Ch
alle
nge
• Monitor conversations that orbit your expertise and weigh-in when you’ll add value. For Songza, that’s any aspect of life that can be enhanced with music..
• Actively follow a list of key topics and people on Twitter. Prioritize based on where you can add the most value.St
rate
gy
Example: When social media managers talk about their brand and music, we jump on it, which has
created opportunities with Thrillist, General Mills, American Heart Association, Chrysler and more.
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STRATEGY 2
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STRATEGY 2
Rachel Sterne is
NYC’s Chief Digital Officer.
Noticed that “Editor-in-Chic” of
FashionIndie tweeted about
Songza
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NOTEWORTHY CONVERSATIONS
STRATEGY 1
Social Media conversations are noteworthy for several reasons: They are totally public. They are easily re-broadcast. They put faces and personalities to
names.
Someone @’s us with a
suggestion, question or problem.
We immediately answer b/c we monitor Tweets that
mention Songza 24/7.
Delivering amazing customer service is the most predictable and controllable way to grow referral traffic from Twitter.
Recommendation:Conversations happen in real-
time. A key element of good service via social
media is immediacy.
We answer in a way that shows we’re thrilled that the person uses Songza, that they’ve gotten in touch, and that we can be helpful. Whenever possible, we inject humor and quirk into the dialog to show that we’re human beings.
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NOTEWORTHY CONVERSATIONS
STRATEGY 1
Social Media conversations are noteworthy for several reasons: They are totally public. They are easily re-broadcast. They put faces and personalities to
names.
Someone @’s us with a
suggestion, question or problem.
We immediately answer b/c we monitor Tweets that
mention Songza 24/7.
Often, the person’s first response is to retweet one or more of
our responses.
The second response is
often tweeting
something about
Songza. Introduces Songza to their followers.
Delivering amazing customer service is the most predictable and controllable way to grow referral traffic from Twitter.
“Songza touch #2” for their followers.
Recommendation:Conversations happen in real-
time. A key element of good service via social
media is immediacy.
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STRATEGY 2
Why pay for social endorsement ads on Facebook?
Social endorsement is free with good customer service!
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STRATEGY 3: Creating Highly Personalized and Relevant Experiences
• We want to know more about our customers so we can do more for them.
Chal
leng
e
• To earn and maintain customer trust, keep info private – don’t share it with anyone.
• To obtain customer data through interactions, not scraping.St
rate
gy
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Poor algorithmic targeting has made the internet feel simultaneously personalized and irrelevant, which makes people less likely to see value in self-profiling.
STRATEGY 3
We leverage expert curation to provide personalization. We embrace transparency to earn trust.
Challenge: Learn more about our customers so we can do more for them
CurationPersonalization
The web started with curation, then evolved into algorithmic personalization, and is now swinging back to curation again as a result.
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Strategy: Earn and maintain customer trust, keep info private
To earn and maintain our customer’s trust, we do not share their information with anyone.
It’s not a targeting option we offer advertisers.
It’s not data we sell (even anonymously).
STRATEGY 3
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Strategy: Earn and maintain customer trust, keep info private
To provide meaningful value, Songza: Performs time-consuming, manual mapping of customers’ lifestyles
to playlists, providing an effortless customer experience. Then the tough part: Songza asks for incredibly intimate information
about their activities (users tell us when they sleep, entertain, hang out with their family, even when they’re between the sheets).
In return for this information, Songza delivers the most personalized and relevant lifestyle experience on the web, while respecting their privacy.
STRATEGY 3
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Users engage with us because they understand the Reciprocity of Value proposition:
Users tell Songza what they do, how they do it, and when they do it, because Songza uses that personal information to make those activities and experiences better.
This forms a strong relationship with the customer where both sides are not just aware, but active participants in the customer experience.
STRATEGY 3
Strategy: Obtain data through interactions, not scraping
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STRATEGY 4: Providing Quality Customer Service in the Social World
• How to make our customer service so good that it translates into a competitively differentiating social media win.Ch
alle
nge
• Establish a passionately-held corporate culture regarding Customer Service.
Stra
tegy
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Customer Service should view themselves as the “front line” in your company’s marketing and branding efforts.It’s worth repeating: customer service = marketing.
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Strategy: Establish passionate culture regarding Customer Service.
STRATEGY 4
We believe in rapid response; we strive for a nearly instant response on Twitter and a
24-hour turnaround via
email.
We always respond as if
we are engaging a high-value
client that is upset. We
appreciate the fact that they took the time
to voice a concern instead
of just abandoning.
We truly believe the
saying that if your customers
annoy your customer
service reps, then you have bad customer
service.
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STRATEGY 4
Strategy: Establish passionate culture regarding Customer Service.
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STRATEGY 4
With customer service, you obviously can't win them all, but it’s important to play like you can.
Rescuing a tough customer service situation:
We enter in each conversation with the conviction that no matter how bad a place we are starting from, we can not only win this user back, we can upgrade them from a user to an evangelist, because we now have the opportunity to make the Songza brand come alive to them through our communications.
What might begin as an expletive-laden piece of hate-mail turns into a love fest, with us being appreciative and the user being surprised and delighted by an interaction unlike any other they’ve ever had.
This often leads to the user sharing their positive experience with their network – the best endorsement/advertising money cannot buy.
Strategy: Establish passionate culture regarding Customer Service.
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STRATEGY 4
Strategy: Establish passionate culture regarding Customer Service.
* **
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Strategy: Establish passionate culture regarding Customer Service.
STRATEGY 4
Excellent customer service has become a driver of business development:
Influencers are critical to Songza’s success because they provide expertly-curatedsoundtracks and a built-in audience. Songza can’t afford their high fees. They work with Songza because we help them craft a customer-centric social media experience using our content. This has been so compelling that it’s been responsible for significant growth and engagement in their social media channels of choice.Excellent customer service stimulated many people to share content they created on Songza. That engagement and sharing led to the acquisition of new users for those tastemakers. That motivated them to work with Songza.
What they shared How it worked for them
The Doors Official “The Doors” Playlist 123% more daily likes (from 13,000 to 29,000)
Yelp Yelp Miami Community Playlist 7x average blog post engagement
Mitchel Musso (Disney artist)
Valentine’s Day playlist + Song Request Contest
356% increase in Facebook post engagement
The Doors’ Manager:“Songza drove our
biggest jump in new Facebook likes,
ever!”
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STRATEGY 4
The core of this experience is engaging customers by asking a question we know wecan answer well.For example, we might ask what songs do you want to hear on Ke$ha’s Pre-gaming playlist or the American Heart Association’s Workout playlist? Then we deliver on their requests and serve them with great content they feel ownership in.
P.S. Recently, Ke$ha, Brandy, the American Heart Association, National Car Rental and Thrillist drove our biggest web registration day, ever!
Strategy: Establish passionate culture regarding Customer Service.
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STRATEGY 3
Strategy: Establish passionate culture regarding Customer Service.
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ResultsVoC has been instrumental in driving Songza’s growth and success.
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Deep customer engagement has driven our numbers through the roof, while generating great buzz and critical acclaim. Retention has tripled since implementing our VoC findings. Monthly active users has tripled. Time on site has increased by 75% (from over 40 minutes to over 70).
VoC was game-changing: it allowed us to ask critical questions and get
insightful answers. As a result, we offer real value and transparency to our
users. They hold up their end of the bargain by telling us things they don’t tell our competitors. This allows us to
do things our competitors can’t.
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ADDITIONAL TAKEAWAYS TO TRANSFORM YOUR BUSINESS
In crowded markets, just getting the basics
right doesn’t cut it.If a customer could say
‘Oh, this is like Competitor X, but
better’ it’s a very, very bad marketing idea!
This works for big (think: Apple) and small companies.
Aspire to have radical differentiation
Ensure that every customer service
response could be approved marketing copy. If a response
wouldn't be approved as acceptable
messaging from your brand, it's not
acceptable customer service either.
Surprise and delight with customer service
Inspire the user to tell people about you
because the experience was so
much better than the service experiences they are used to.
Good news: You have a very low
bar to clear. Better news: This is high ROI marketing!
Inspire evangelism
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97
Welington Fonseca
Head of CRM,Gilt Groupe
[email protected] www.gilt.com
Welington FonsecaHead of CRMGilt Groupe Welington oversees all member communication and retention programs including Gilt’s Noir loyalty program. He started his career at Gilt in September of 2011 and since then has spearheaded implementation of several ongoing activation, reactivation, and loyalty programs, and the optimization of Gilt’s contact management practices by delivering fewer, more relevant communications. Previously, Welington was a Vice President of Marketing at Lord & Taylor, overseeing its customer acquisition and retention programs both in-store and online, and a Director of Marketing at Toys “R”Us, where he managed all “R”Us guest programs. He obtained his BA in business from Mackenzie University in his home country Brazil, and his MBA from Ross School of Business in Michigan. He is the father of five year-old twins and currently resides in Ridgewood, New Jersey.
[email protected] www.gilt.com
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Using Voice of Customer to Increase Engagement
& Drive Sales
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Agenda
99
• Who We Are• How We Use VoC to Transform the Customer
Experience • Drive Traffic • Improve Conversion • Increase Loyalty
• Provide High Quality Customer Service in the Social World
• 5 Tactics to Apply
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Who We Are
• Launched in 2007• Flash-sales category founder in US
and leader with over $500MM revenue
• Curate broad range of daily sales• Evolved beyond women’s fashion
to Men, Home, Kids, Travel, Food & local offerings
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• Measure VoC: Utilize various sources including purchase, browsing, waitlist, email click, as well as an advisory panel to get member feedback
• Share VoC Insights Internally: Weekly presentation by the Customer Service team to share VoC insights to senior management
• Disposition Reporting: To keep middle-management up to date
• Customer First Experience: mandatory experience for all Gilt Employees focused on connecting employees with actual VoC
How We Use VoC
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How We Use VoC
• Personalization• Merchandising• Segmentation• Policies• Loyalty • Social Engagement• Customer Service• Launch of New Businesses
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How We Use VoC - Personalization• We produce 2,500+ versions of personalized emails
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• VoC drivers include: purchase, browsing, email click, and brand preference
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How We Use VoC - Personalization• Favorite brands are appended
to one’s profile and help drive e-mail personalization
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How We Use VoC - Personalization“I don’t buy men’s goods on gilt.com because they sizing information isn’t good enough, you have only general size information, you need to have brand specific size info.”
Clothing by A.P.C is cut on the slimmer side of the sportswear spectrum, making for a
modern European fit … 105
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How We Use VoC - Merchandising
• Use Facebook’s Face Off Application to empower members to curate sales
106
Which handbag do you like best? Vote for your favorite and we’ll feature it as our Facebook Fan Pick
in the Kooba sale starting Thurs. 3/22 at noon ET. Click below the play button below to vote right from
your newsfeed.
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How We Use VoC - Merchandising
• Announce winning selection on Wall and drive to sale featuring the “Facebook Fan Pick” label
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And the Kooba Face-Off winner is…the Maci, with 206 votes! Find the Maci in today’s Kooba sale along with other styles we love from the line:
http://gi.lt/GKofqP
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How We Use VoC - Merchandising
KPI RESULTS
EngagementLikes & Comments
7X Higher than average post
Unique ImpressionsUnique fans who have seen the post
5X Higher than average post
• Use Facebook’s Face Off Application to empower members to curate sales
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How We Use VoC - Merchandising
• Crowd source ideas involving fans to create new products
Fans vote on favorite design
Fans vote on favorite
color
Winner is shown 109
We’re thrilled to announce that Rebecca Minkoff will be producing a handbag exclusively for Gilt
Members. Even better – we want you to be a part of the process. Vote on your favorite design by
liking one of the two sketches, and the sketch with the most votes will be produced. Be sure to tell
your friends to vote…
We’re exited to reveal that the winning sketch to be produced by Rebecca Minkoff exclusively for Gilt is “Luscious Hobo with Spine Studs”! Now’s your chance to select
the handbags color. Vote on one of the swatches below by liking the picture…
And the winning Rebecca Minkoff handbag combination is…”Luscious Hobo” with spine studs in soft leather metallic rose gold. Keep your eyes peeled for this creation, available only to Gilt members. Big thank you to everyone who
voted.
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How We Use VoC - Merchandising
• Crowd source ideas involving fans to create new products
KPI RESULTS
EngagementLikes & Comments
27X Higher than average post
Unique ImpressionsUnique fans who have seen the post
4X Higher than average post
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How We Use VoC - Segmentation
Brand Seekers
“I am always shopping to keep up with the
latest fashions. I own the hottest brands”
Self-Expressionists
“My style is an expression of my
personality. I am always looking for inspiration …”
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How We Use VoC - Policies
• Online Panels, Customer Service Feedback and Research told us that Shipping Fees were biggest customer pain point
• Verified with quantitative research and testing, then reduced fees
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How We Use VoC - Policies• Measured the impact of new shipping fee policies
on Consumer Awareness and Satisfaction:
“In general, the cost of shipping on Gilt is:”
Old Policy
New Policy
16%
52%
Much too high
Somewhat too high
Just right
Lower than you would expect
I don't know enough about the current shipping policies to answer 113
Just right
Just right
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How We Use VoC – Loyalty
• Quarterly member dinners provide “multi-channel” insights and ensure that strategies and policies are on track
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How We Use VoC – Loyalty
• Quarterly member dinners…
KPI RESULTS
Spending by Best Customers
10-15X Higher than average customer
Churn Rate 50%+ Lower than average customer
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How We Use VoC – Social Engagement• Senior Officers engage with members
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How We Use VoC – Social Engagement
• Senior Officers engage with members
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How We Use VoC – New Businesses
• Gilt Taste idea originated from Gilt Employee
• Business launched within 5 months
• With that speed VoC was crucial to getting it right:
• Customer Surveys• Advisory Board• Usability 118
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Bringing High Quality Customer Service Into The Social Arena
• Authenticity: Team is encouraged to be themselves
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Bringing High Quality Customer Service Into The Social Arena
• Follow Up: Social feeds are tagged for follow up, even if it takes months
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• Transparency: All postings are valid
Bringing High Quality Customer Service Into The Social Arena
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• Surprise & Delight:• Per CSR Feedback,
women often volunteer that they are pregnant.
• Team is trained to actively engage with members and empowered to surprise and delight.
Bringing High Quality Customer Service Into The Social Arena
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5 Tactics to Leverage VoC
123
1. Listen and Invite Feedback
2. Respond, always, and make responses personal3. Drive Awareness of VoC in organization, make it
core to the Culture
4. Start somewhere, you don’t need a lot of resources to begin listening to your Customers
5. Follow up, we are sometimes wrong and so are customers
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5 Tactics to Leverage VoC
BONUS: • Do Not Wait! to hear from your customers• Recently launched an outreach program to
proactively re-activate lapsed (best) members
“Thank you for reaching out and I look forward to working with you. What fun! "
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5 Tactics to Leverage VoC
KPI RESULTS
Reactivation +45% vs. control group
Incremental SalesFrom reactivated customers
+40% vs. control group
• Best Customer Outreach Call Program
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126 Step 5: Online & Digital
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Your Top 3 Takeaways?
1.
2.
3.
Step 5: Online & Digital
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Step 4: Summary
Step 5: Online & Digital
How to Increase the Power of Your Online and Social Media Marketing
Step 4Online
and Social Unless we engage per customer’s preferences, the addition of social and digital media will only result in multimedia irritation.7 Digital Media Takeaways:1. Consumers want Voice of Customer-driven relationships
where marketers trust the needs and wisdom of customers to drive: engagement, communications, offers, and customer experience across all points and channels
2. Must think multichannel/multimedia and integrate online and offline media. This applies to mobile as well. “. . . Multichannel customers spend two to three times more than single-channel shoppers. Consumers who engage with the company across three or more channels spend six times more than the average customer.”
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129
Step 4: Summary
Step 5: Online & Digital
How to Increase the Power of Your Online and Social Media Marketing
Step 4Online
and SocialConsumers want a three-dimensional website experience. In order of importance:• Provide access to peers, for the most trusted info.• Provide access to relevant subject matter experts.• Provide easier and faster access to the corporation.
3.
Social Media has raised the stakes for Customer Service:• Social Media Users are willing to spend more with
companies they believe deliver great service.• They are far more vocal about all service experiences.
4.
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Step 4: Summary
Step 5: Online & Digital
How to Increase the Power of Your Online and Social Media Marketing
Step 4Online
and SocialSocial media represents not just a means for selling, but a means for creating or improving relationships. Selling becomes a by-product of the quality and mutual benefit of those relationships.
5.
Facebook – Learn from Coke’s 3 Best Practices:• Coke’s default setting is “Talk To Us.” User-generated
content is posted automatically (as opposed to being filtered/edited).
• Coke wants you to upload images to its photo album.• Coke’s driving Facebook principle is “Collaborate.”
6.
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Step 4: Summary
Step 5: Online & Digital
How to Increase the Power of Your Online and Social Media Marketing
Step 4Online
and Social
Most Preference Centers Aren’t Useful:• Doesn’t satisfy the need for a single place which is:
Customer focused. Provides comprehensive choices/options Easy to find Easy to use Easy to change, “so I can easily revise it as my
needs change”
7.
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132
Drawing for 2 Autographed Books:
Step 5: Online & Digital
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Additional Information for You
14 Step Checklist for Breakthrough Multichannel Marketing
7 Marketing Mistakes You Need to Avoid
Case Studies
PowerPoint Presentation
Weekly blog: Ernan’s Insights on Marketing Best Practices
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134
Contact Information
Eric GreenbergEVP Marketing
Life Line ScreeningEgreenberg@
llsa.com
Ernan RomanPresident
Ernan Roman Direct Marketing
Kris Gates AVP Customer
Experience Marketing
MassMutual Retirement Services
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135
Contact Information
Doug SteinPresident
HMS National, Inc.dstein@
hmsnational.com
Welington Fonseca
Head of CRM,Gilt Groupe
Joe LeaderPossibleNOW
Vice President,Strategic Business
Developmentjleader@
possiblenow.com
Steven ShapiroDirector, Global
Relationship MarketingSymantec
Steven_Shapiro@ symantec.com