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Präsentation von Alexandra Streufert und Roman Meier am Swiss New Marketing Forum 2013
Citation preview
After the purchase is
before the purchase –
Consumers in the
“evaluation trap“
Alexandra Streufert
Roman B. Meier
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Traditional customer engagement funnel
2
The traditional customer engagement model assumes
linearity and a high control of the company
Discover
Consider
Evaluate
Purchase
Use
“The Funnel” Reality Clash
*
* US 2012 consumer stats
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Accenture Nonstop Customer Experience Model
Accenture has developed a new model that captures what’s
really going on
Evaluate
&
Engage
Discover
Funnel Evaluation Loops
Purchase
Consider Use
3
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Accenture Nonstop Customer Experience Model
The model reflects the reality of companies increasingly
losing the control over the process
Openly accessible content
Brand-controlled content
Evaluate
&
Engage
Funnel Evaluation Loops
Discover Purchase
Consider Use
4
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Accenture Nonstop Customer Experience Model
The ongoing evaluation is split in two phases: matching
against expectations and against reality
Openly accessible content
Brand-controlled content
Evaluate
&
Engage
Funnel Evaluation Loops
Expectation
Promise
Reality
Delivery
Discover Purchase
Consider Use
5
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Accenture Nonstop Customer Experience Model
The ongoing evaluation is split in two phases: matching
against expectations and against reality
Evaluate
&
Engage
Funnel Evaluation Loops
Expectation
Promise
Reality
Delivery
Centered on
evaluation,
not purchase
Ubiquitous
information More nuanced
insight into
loyalty
Discover Purchase
Consider Use
6
Continuous
evaluation
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
We as costumers expect every information everywhere and at
every time
7
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Impact of frustrating marketing and sales practices
Inconsistencies or missing availability in preferred channel
prevent consumers from considering a provider
8
Will not/not likely consider
Realizing that the company is not using the
information it has about me to make interactions
and offers more relevant for me
Being exposed to inconsistent experiences or
treatments when using different channels
Not being able to access information or buy a
product/service using multiple channels of my
choice
Being presented with inconsistent offers through
different channels when shopping for the same
product or service
Realizing that the company cannot be trusted on
how to use personal information I provided them
Having them promise one thing but deliver
another
52%
55%
55%
57%
71%
73%
Source: Accenture 2012 Global Consumer Pulse Research
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Impact of frustrating marketing and sales practices
Inconsistencies or missing availability in preferred channel
prevent consumers from considering a provider
9
Will not/not likely consider
Realizing that the company is not using the
information it has about me to make interactions
and offers more relevant for me
Being exposed to inconsistent experiences or
treatments when using different channels
Not being able to access information or buy a
product/service using multiple channels of my
choice
Being presented with inconsistent offers through
different channels when shopping for the same
product or service
Realizing that the company cannot be trusted on
how to use personal information I provided them
Having them promise one thing but deliver
another
52%
55%
55%
57%
71%
73%
Source: Accenture 2012 Global Consumer Pulse Research
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Impact of frustrating marketing and sales practices
Inconsistencies or missing availability in preferred channel
prevent consumers from considering a provider
10
Will not/not likely consider
Realizing that the company is not using the
information it has about me to make interactions
and offers more relevant for me
Being exposed to inconsistent experiences or
treatments when using different channels
Not being able to access information or buy a
product/service using multiple channels of my
choice
Being presented with inconsistent offers through
different channels when shopping for the same
product or service
Realizing that the company cannot be trusted on
how to use personal information I provided them
Having them promise one thing but deliver
another
52%
55%
55%
57%
71%
73%
Source: Accenture 2012 Global Consumer Pulse Research
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Accenture research: nearly four in 10 CMOs say they do not have
the right people, tools and resources to meet their marketing
objectives
The pressure’s on…and not enough CMOs feel prepared
11
10
5
5
33
29
34
39
49
48
18
17
13
2009
2011
2012
1-2 (not prepared) 3 4 5 (very well prepared)
66%
61%
five-point decrease in preparedness
Source: Accenture 2012 CMO Insights
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Biggest barriers
Performance barriers experienced by CMOs
Inefficient business practices together with lack of funding
and resources negatively affect all five marketing capabilities
12
Source: Accenture 2012 CMO Insights
9
6
4 4 5
12
9 8
10 10
18 17
14 15
16
22
20
18 19 19
15 16
18 17 17
19
13 13
15
13
5
8 7
6 7
Digital Orientation Customer Analytics Offering Innovation Customer Engagement Marketing Operations
Access to Customer Data
Lack the required skills
Lack of critical technology/tools
Inefficient business practices
Lack of funding/other resources
Lack of integration with other business functions
Don't know/not sure
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Changing the CMO agenda
Seven in 10 CMOs expect the marketing function to change
fundamentally in the next five years
13
Source: Accenture 2012 CMO Insights
24
42
15
30
76
58
85
70
No Yes
Fundamental changes in next 5 years
2012
2012
2012
2012
Overall
Region
APAC
EALA
North
America
Marketers in APAC
are more
aggressive about
this change (85%)
with marketers in
EALA (58%)
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Copyright © 2013 Accenture All rights reserved.
The channel explosion:
Importance up, effectiveness down
“The most fundamental change over the next five years
will be channel proliferation and the move away from
traditional and direct marketing to more effective ways
of leveraging customer stories and referrals via
interactive media.” - CMO, Financial Services, USA
Source: Accenture 2012 CMO Insights
14
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Fundamentally change the marketing operating model
The marketing organization needs to adjust to the new
imperatives
“The marketing organization has
to change to stay up with current
technology. Too much is the ‘old’
way and not getting results.” - VP Marketing, Fortune 100 bank, USA
The impact of operating model transformation
on sales
Source: Accenture 2012 CMO Insights
15
16
37
39
8
5 - Will rely to a large extent
4
3
Will not rely at all (1&2)
Significant Sales Growth
13
36
39
11
5 - Will rely to a large extent
4
3
Will not rely at all (1&2)
Flat / Little Sales Growth
11
34
28
27
5 - Will rely to a large extent
4
3
Will not rely at all (1&2)
Negative Sales Growth
53%
49%
45%
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Reaching the nonstop customer
To successfully deliver omni-channel consumer experiences,
marketers need to master three capabilities
INTEGRATE & OPTIMIZE IN REAL
TIME
Management of convergent media-
and marketing mix
16
ORCHESTRATE Ensure having the right
capabilities and right partners
LISTEN &
UNDERSTAND
YOUR
CUSTOMER Leverage
potentials
of social media
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Reaching the nonstop customer
Capability 1: Listen and understand your customer
INTEGRATE & OPTIMIZE IN REAL
TIME
Management of convergent media-
and marketing mix
17
ORCHESTRATE Ensure having the right
capabilities and right partners
LISTEN &
UNDERSTAND
YOUR
CUSTOMER Leverage
potentials
of social media
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Social Media Monitoring at UBS
A global solution
for local insights
www.accenture.ch
Search > UBS
9 Markets 6 Languages
12+ Offerings Actionable Outcomes
1 Managed Service:
18
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Social Media Monitoring Value Equation
Accenture masters the skills for
successful social media monitoring
SMM
Value Tool
Business
Integration Approach
Objectives
Methods
Products ( )
19
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Objectives
Methods and products are derived
from the monitoring objectives
Value Tool Approach Integration
Typical
Social Media
Monitoring
Objectives
Reputation Management
• Monitor brand reputation, e.g. negative
or false information, and known issues (and react)
Communication Steering & Support
• Identify sources with relevant buzz (and start engaging)
• Identify key communication topics (and take them up)
• Identify key influencers (and engage with them)
Effectiveness Measurement
• Measure impact of campaigns (and learn)
Idea Management
• Identify key product/service trends or ideas (and assess/take them up)
Competitor Analysis
• Monitor competitor actions and buzz (and react if required)
Methods Products Tools
20
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Deep process integration
Deep process integration is critical
to leverage the value of social media monitoring
Value Tool Approach
Traditional Media Monitoring (TMM)
Social Media Monitoring
(SMM) Mgmt Service
Dashboards
Eve
nt
Sca
n &
Filt
er
An
aly
tics
Me
asu
rem
ent
Alerts
Reports
Media Monitoring
Regular Monitoring Products
Monitoring Editions
E-mail Alerts
News of the Day Conf Call
Archive Research
Reputation Analysis
Other Business-Stakeholders
Spokes-
people
Media 1 Article A
Media 2 Article B
Media 3 Article C
Media n Article D
Pro
du
ction
P
rocess
(as is)
Re
act
Op
era
tion
s
Crisis
Mg
mt.
En
ga
ge
me
nt
Gu
idelin
es
(if, h
ow
)
Social Media Sources Monitoring Capabilities
SMM Outputs
Communication Mgmt. Monitoring Guidelines & Objectives
So
cia
l M
edia
In
teg
ratio
n
Pro
cess
= Social Media related business process
= Conventional business process
= Social Media Monitoring Capabilities
Integration
21
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Reaching the nonstop customer
Capability 2: Integrate and optimize in real time
INTEGRATE & OPTIMIZE IN REAL
TIME
Management of convergent media-
and marketing mix
22
ORCHESTRATE Ensure having the right
capabilities and right partners
LISTEN &
UNDERSTAND
YOUR
CUSTOMER Leverage
potentials
of social media
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Distribution
External
Factors
Impact on dependent variable, e.g. Sales
Other Digital Media
Traditional Media
Social Media
Marketing Mix Modeling methods enable isolation of specific
media effects
Price Media (ATL & BTL)
• GRP
• Gross / net investments in €
Pricing • Base price in €
• Promotion price in €
Distribution (Average
Distribution in %)
PR (Average AdValue in €)
Weather • Precipitation in mm
• Temperature in °C
Economic Factors • Unemployment, Disposable Income,
Inflation Rate, Interest Rate…
TRADITIONAL MEDIA & OTHER INPUT VARIABLES
Awareness: • # Clicks, traffic, visitors,
impressions,…
• # likes /comments /shares
• # Fans (added, un-added)
• # positive, negative and neutral
mentions
Leads • # of visits of target page
• Time spent on target page
• Proportion of direct vs. viral traffic
Conversion • # of event sign-ups
• # of community sign-ups
• # of newsletter sign-ups
• # of purchased products
SOCIAL & DIGITAL INPUT VARIABLES
- Illustrative -
• How to split budgets between media channels to maximize sales contribution?
• How to best leverage interaction and synergy effects between channels (e.g. TV + Facebook)?
Promo
PR
- Illustrative -
23
Recipes for the best marketing mix modeling
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
SALES
FORECAST
DATA
COLLECTION
HISTORIC
MODELING
Marketing mix modeling approach
Marketing Mix Modeling leads to a ROI-optimized budget
allocation across channels
DATA COLLECTION & MODELING
ADAPTATION & OPTIMIZATION
ROI
DEFINITION
FUTURE
ADAPTATION
BUDGET
OPTIMIZATION
24
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
-1.000.000
-500.000
0
500.000
1.000.000
1.500.000
2.000.000
2.500.000
Dec 2011 Feb 2013
0 10 20 30 40 50 60 70 80 90 100
R2= 86 %
Price relative to competitor B (+/-)
Marketing Mix Modeling-In-Action:
Actual Sales versus Modeled Sales
…
Relative Price
Comp B
Relative Price
Comp A
Christmas
Actual Sales
Modeled Sales
TV Campaign
Comp Price
Incentives
Competitor Print
Campaign
Easter
Print Campaigns
SMS Campaigns
Intent Search
Campaigns
Comp Email
Campaigns
New Year‘s Holidays
Socially-Driven
Innovation Launch
R²: coefficient of determination 25
ILLUSTRATIVE
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Advantages of convergent marketing mix modeling
Convergent marketing mix optimization leads to customized,
valid and actionable results
CUSTOMER-SPECIFIC ACCURATE
VALUE-ORIENTED EASY TO IMPLEMENT
26
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Digital advertising quality – current points of discussion
In practice, many questions about the quality of digital
advertising are prevalent – and unanswered
How does the
advertising
look like for
the user?
Is it visible?
When and for
how long is the
advertising
visible? Does the ad reach relevant
clients?
On which pages will the
ad appear? Does the
environment fit the
campaign/brand?
How can the
campaign be
improved "on
air" and in "real
time"?
NOW!
27
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Global delivery & contacts in % with reasons for losses
Accenture’s Ad Verification measures the quality of online
ads and supports optimization of digital channels
ILLUSTRATIVE
Non-visible / contacts in the
wrong environment
32%
Visible
contacts in %
outside of
Switzerland
100%
10%
58%
13.6 Mio contacts
12.2 Mio contacts
-1.36 Mio contacts
-4.3 Mio contacts
7.9 Mio contacts
1
2 Relevant
persons
reached
Delivery defects
CASE Only 90% of the worldwide delivered
RESULT: advertising contacts measured in Switzerland
Contacts sent by
agency Ad Server
28
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Flexible
geographic
view
Accenture’s ad verification matrix for site quality verification
Viewability tracking of online ads shows whether the client
really received what he paid
29
Reports on
daily basis
Important online
advertising KPIs (e.g.
time of day, viewa-
bility, ad environment)
with drill-downs
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Reaching the nonstop customer
Capability 3: Orchestrate your team
INTEGRATE & OPTIMIZE IN REAL
TIME
Management of convergent media-
and marketing mix
30
ORCHESTRATE Ensure having the right
capabilities and right partners
LISTEN &
UNDERSTAND
YOUR
CUSTOMER Leverage
potentials
of social media
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Build new skills internally
CMOs plan to increase their share of employees dedicated to
analytics and digital marketing
31
Customer
Analytics
Digital
Marketing
Marketing &
Media Analytics
Mass Media /
Advertising
Marketing
Operations
Direct
Marketing /
Campaign
Management 32
21
33
26
21-40%
41-60%
33
18
35
23
21-40%
41-60%
28
21
33
24
21-40%
41-60%
31
22
30
26
21-40%
41-60%
36
24
35
27
21-40%
41-60%
28
20
29
21
21-40%
41-60%
Source: Accenture 2012 CMO Insights
+6%
+8%
+7% +2%
+2%
+3%
Marketing executives need to hire and grow talent in digital and analytics
Next Year
Next Year This Year
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Build new skills internally
CMOs plan to increase their share of employees dedicated to
analytics and digital marketing
32
Customer
Analytics
Digital
Marketing
Marketing &
Media Analytics
Mass Media /
Advertising
Marketing
Operations
Direct
Marketing /
Campaign
Management 32
21
33
26
21-40%
41-60%
33
18
35
23
21-40%
41-60%
28
21
33
24
21-40%
41-60%
31
22
30
26
21-40%
41-60%
36
24
35
27
21-40%
41-60%
28
20
29
21
21-40%
41-60%
Source: Accenture 2012 CMO Insights
+6%
+8%
+7% +2%
+2%
+3%
Marketing executives need to hire and grow talent in digital and analytics
Next Year
Next Year This Year
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Build new skills internally
CMOs plan to increase their share of employees dedicated to
analytics and digital marketing
33
Customer
Analytics
Digital
Marketing
Marketing &
Media Analytics
Mass Media /
Advertising
Marketing
Operations
Direct
Marketing /
Campaign
Management 32
21
33
26
21-40%
41-60%
33
18
35
23
21-40%
41-60%
28
21
33
24
21-40%
41-60%
31
22
30
26
21-40%
41-60%
36
24
35
27
21-40%
41-60%
28
20
29
21
21-40%
41-60%
Source: Accenture 2012 CMO Insights
+6%
+8%
+7% +2%
+2%
+3%
Marketing executives need to hire and grow talent in digital and analytics
Next Year
Next Year This Year
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
The partner proliferation
34
CMOs are faced with a highly fragmented environment
Source: Accenture 2012 CMO Insights
53 12
12
57 7
11 Social media monitoring
Media Audits
Media / Advertising Optimization
Direct mail / marketing
eMail marketing
Web analytics
64
37
37
37
36
34 55
54 13
58 10
4
40
Search Engine Optimization
Media Mix Optimization
Paid Search 19
Brand strategy development
52
48 16
33
32
31
41
11 50 39
14 49 37
Creative concept development
Manage externally with an agency Don´t currently resource / found Manage internally
How is capability resourced?
58 14
7
64 6
15 Attribution management / modeling
User experience
Marketing automation
Content management
Website management
Managing customer data
67
29
29
28
28
28 66
70 5
71 5
10
58
Marketing Analytics
Conversion and optimization
Multichannel campaign management 12
Managing Roi
56
64 7
26
23
23
30
5 65 30
21 49 30
Customer insights / analytics
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Copyright © 2013 Accenture All rights reserved. 35
CMOs need to get aligned with the right set of partners
Agencies and alliance partners must help CMOs
make sense of marketplace complexity by:
• Improving levels of execution and delivery
• Broader set of capabilities
• Deeper integration across the agency
ecosystem
Source: Accenture 2012 CMO Insights
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Negative growth companies Flat/Little growth companies High growth companies
Partner mix: Share of marketing service providers
(e.g. SapientNitro, Accenture Interactive)
High growth companies use marketing service providers to a
greater extent, than other types of companies
36
18,9 18,7
12,5
Source: Accenture 2012 CMO Insights
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Top tier marketing influencers according to Forbes
37
Strategic consultancies “invade” the marketing agency space
76
101
124
127
139
146
188
191
June 10, 2013
Bruce Rogers, Forbes Staff – Chief Insights Officer
Measuring Consulting Firms Influence on Marketing Related Topics*
1st tier
Marketing Influencers
2nd tier
Marketing Influencers
3rd tier
Marketing Influencers
* Key Marketing Themes includes: Digital Strategy, Social Media, Social Platform, Ecommerce, Infographic, Video Marketing, Facebook, Twitter,
LinkedIn, Google, Android etc
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Accenture Thought Leadership
38
Point of View Summary Access
www.accenture.com/technologyvision
http://www.accenture.com/us-
en/Pages/insight-accenture-global-
consumer-pulse-research-study-
2012.aspx
The 2012 Accenture Global
Consumer Pulse research study is a
survey of more than 12,000
consumers in 32 countries.
http://www.accenture.com/Microsites/
cmo-insights/Pages/home.aspx
The 2012 CMO Insights Survey is the
third in a series of studies sponsored
by Accenture and aimed at
understanding the opinions,
challenges and points of view of the
world’s senior marketing executives.
Introducing: The “Digital Savvies” –
The Customer Segment that will
Change the Way you Do Business
Special Edition: Germany, Austria,
Switzerland - Mobile Internet-
spawning
new growth opportunities in the
convergence era
The Accenture Technology Vision
2013 identifies seven IT trends
shaping technology—and thus
business—into the future, making it
required reading for everyone in the
C-suite.
http://www.accenture.com/de-
de/Pages/insight-mobile-web-watch-
2012-mobile-internet.aspx
http://www.accenture.com/Microsites/li
terature-library/cmt-
2013/Pages/digital-savvies.aspx
Mobile Web
Watch 2012
2012 Global
Consumer Pulse
Research
CMO Insights
Survey 2012
The „Digital
Savvies“ Study
Accenture
Technology
Vision 2013
Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.
Copyright © 2013 Accenture All rights reserved.
Thank you!
Alexandra Streufert
Accenture Interactive
Media Management
Wendenstraße, 8-12
D-20097 Hamburg
Mobile +49 175 57 67 624
Roman Meier
Accenture Management Consulting
Customer Relationship Management
Fraumünsterstrasse 16
CH- 8001 Zurich, Switzerland
Mobile +41 79 264 8128
39