Marketing automation

and customer experiences :

best and next practices

in the Consumer Industries

Alexandre Losson : Managing Director CRM EMEA – Business & Decision

Jean-Michel Franco : Solution Director – Business & Decision

Loïc Lecomte : CRM IT Project Director - Auchan

Business & Decision is a

Global Consulting and System Integrator

2010 revenue : 237 M€

a Multi-Specialist 2800 Employees 19 countries

BI

PM

CRM EIM

E-bus

2

Unique expertise recognized globally by independant industry analysts

• Business Intelligence & EPM “BI World-Wide Magic Quadrant”. Gartner

• Customer Relationship Mgt & MDM “CRM European Magic Quadrant”. Gartner

• E-Business “Where To Find Help For Interactive Design Projects In Europe, 2011”. Forrester

CRM @ Business & Decision

• 3 Suisses

• Club des Créateurs

de Beauté

• Damart

• Danone

• Davigel

• Auchan

• Caisse d'Epargne

• Carrefour

• Cdiscount

• Club des Créateurs

de Beautés

• Crédit Agricole

• Editions Francis

Lefebvre

• Equipe.fr

• Groupama

• Groupe Moniteur

2010

Revenue 50.1M€

Our track record with Neolane

Our experiences in the consumer industries

Our activity by regions

North America

14%

Benelux 9%

Switzer-land 6%

Other EMEA 11%

UK 5%

France 55%

• Groupe Lucien Barrière

• MEDIATIS

• MMA

• Mornay Services

• PSA

• Samsung

• Sephora

• SNCF Voyages

• Société Générale

• Thalys

• Ventesprivées.com

• Piscines Desjoyaux

• ETAM

• Seb

• Sephora

• Yoplait

• Yves Rocher

Our approach for Customer Experience Management

EIM

MDM

ECM

Dématérialisation

……

……

……

……

Marketing

Lead Management

Sales

Service Fullfiment

Performance Mgt

Packaged

software

ALERTER

Search engine

Real Time

Marketing

Augmented reality

Social CRM

M. Commerce

Lead Management

Mobile CRM

Social CRM

Search marketing

Mobile devices

Cross channel

Self-service

BPM

Feed back

management

EIM

MDM

Data Quality

Rules Engine

Digital asset

repositories

CRM processes

based on a long-

lasting foundation

A relational

model with

customer paths that

take all channels

into consideration

The use of IT

innovations to

improve sales

experience and

efficiency

Leverage robust

and shared

repositories

( customer, pro-

duct, sites…)

Focused on transactions

and business process

Aiming at enterprise

efficiency, revenue growth,

cost cutting…

Time is now for convergence

Focused on interactions

and conversations

Aiming at customer

experiences, satisfaction,

loyalty and advocacy

6

Customer experience

Pro

ductivity

Balancing Customer Experience With Marketing

Productivity : the Gartner marketing map

Leveraging social CRM to drive customer centric

journeys across the customer live cycle

Source : Fabio Cipriani

Enterprise social networks : how to align with your

CRM initiatives ?

Target

Internal focus Inside-out Outside in

Ad hoc Linked

With processes

Process

driven,

Functional scope

Example of Engagement scenario : from an « unknown » follower …

to a qualified contact … to a promoter

Business Benefits Development of customer loyalty through value added services Recency and frequency of contacts Real time monitoring of the voice of the customer, ability to react very facts to complaints or crisis Boosting of sales transformation rate through recommendation and viral marketing Extended customer 360° view

Event :

Your brand is quoted in

a social network

Feedback

and incentive

to dialog

3 days Incentive to join

the private

community -> get

Opt In

Your

community.com

Customer data consolidation

in the CRM system

Engagement

scenarios for

recency and

frequency

Satisfaction

survey

Comments on

web site

YourOnLineCatalog.com

Return to a wave of innovation at the root?

Marketing

Need to reconsider

legacy processes and

information technologies

Technologies

•Ubiquitous

•Context sensitive

•Elastic

•Pay per use (Opex vs Capex)

•Exogens

People

•Self service

•Personnalization

•Social

•Emotions and expérience

• Always on (connected)

Business

•Agile

•Transparent

•Exception base

•Real time

Information

•Over-abundant

•The engine, rather than the fuel

•Transparency and surveillance

•Gouvernance rather than management