The CMO Guide to Omnichannel Personalization
CMO Club and Industry Experts Weigh In
Don
HamblenRoundy’s
Supermarkets
Denise
IncandelaSaks Fifth
Avenue
Jennifer
DominiquiniSears
Susan
LintonsmithQuiznos
Pic
Ashley
SheetzGameStop
Lauri Kien
KotcherGodiva
Fred
NeilHome Depot
Susan
ShieldsJamba Juice
Kim
FeilOfficeMax
Elisabeth
CharlesPetco
Shannon
SmithJCrew
Paula
PuleoMichael’s
The CMO Guide to Omnichannel Personalization
CMO Club And Industry Experts Weigh In
1. What Is Omnichannel
Personalization?
2. How Do I Effectively Engage
Customers?
3. What Are The Critical Enablers?
4. Future… Customer Experience?
5. Keys To Success
6. Who’s Doing It Well?
October 2013, Written by 5one & Revionics
Nadine Dietz
Sheridan Stavac Kathy Beck Dick O’BrienTrish Ferguson
Karen Dutch
All content © 5one, Revionics and CMO Club
Executive Summary
Today’s CUSTOMERS ARE FIERCE.
They are savvy, demanding, impatient and unforgiving.
Long gone are the days of “loyal” customers because
you’ve given them a loyalty card or an interesting
promotion. Today’s customers are loyal to no one but
themselves and to win their business, you need to win
their minds. Although share of wallet is still a common
measure for evaluating loyalty, the new predictors for
gaining loyalty, or preventing attrition, are focused around
MINDSHARE.
So WHAT DOES THAT MEAN for retailers,
brands, any business interested in engaging
customers?
What the heck is “mindshare”? How in the world do you
gain it? It sounds so complicated… why bother to reach
out to those pesky customers at all if they aren’t listening
to you? Is it better to simply stop spending against loyalty
building initiatives and hope those customers decide to
still buy from you? Take away the cards, cancel
promotions, stop the emails, lose their phone numbers,
close the call centers, withdraw from the social network?
datasciencesseries.com
NO! The game has simply changed.
And the customer power shift is in full swing. To win
mindshare, retailers (and manufacturers and service
providers) both need to shift from a one-way monologue to a
two-way dialogue. Instead of hoping, pushing, forcing them to
listen to you, you need to listen to them… Talk with them, not
at them. Understand them. Engage them. Excite them.
Reward them in the way that resonates with their needs.
Provide to them a consistent fulfilling experience at every
touchpoint to ensure they not just “like” you…they love you!
They interact with you. They care about you. They talk about
you. They recommend you.
And if they don’t? Well, then you’ve got to work even harder. Because unhappy
customers are more powerful than happy ones!
All content © 5one, Revionics and CMO Club
Overview Of Content
This guide provides insights from CMOs for CMOs.
A must read, it provides rich peer examples and industry perspective on
how best to engage your customers through omnichannel personalization.
It is not intended to be a comprehensive guide on every marketing activity,
rather a collection of relevant actions that showcase how CMOs are
responding to today’s powerful customers and some tips on how to enable
success within your organization.
“Create a single
view of the
truth”
“Our consumers
are passionate and
we consider
them brand
ambassadors”
“Seamless
experience
across all
brands”
“I don’t want to be
just liked, I want
to be remarkable”
“To activate
shoppers before
they walk
in...through social,
mobile, digital
“Have to stop
talking to
ourselves and
start talking to
customers
instead’
We have aggregated feedback from 12 CMO Club
members and fellow industry experts to:
• Provide a peer definition of omnichannel personalization, make a
case for it and identify influencers
• Demonstrate how to shift interaction with customers from one-way
monologue to a two-way dialogue in any channel
• Identify critical enablers for execution and efficiency
• Provide a future outlook on the Customer Experience
• Summarize keys for success and peer nominated “best-in-class”
retailers who are delivering the Customer Experience with excellence
All content © 5one, Revionics and CMO Club
1 WHAT IS OMNICHANNEL PERSONALIZATION?
2 HOW DO I EFFECTIVELY ENGAGE CUSTOMERS?
3 WHAT ARE THE CRITICAL ENABLERS?
4 FUTURE…CUSTOMER EXPERIENCE?
5 KEYS TO SUCCESS AND WHO’S DOING IT WELL?
Table of
Contents
All content © 5one, Revionics and CMO Club
Foreword, By Bill Bishop
Taking Advantage of the New Realities
Consumers are always the first ones to experience changes in
the market and retailers are the first line of business to “read
and respond”. This can get complicated when changes
threaten to disrupt the market and undermine long held
competitive positions. Too often those who “own” the business
are unable to accept that they’ll have to make major
adjustments or face irrelevance and eventual loss of their
dominant position.
The rapid emergence of the omnichannel shopper creates this
type of disruption. One indication is that traditional marketing
and merchandising tools begin to lose their effectiveness.
Another is that new frequently unique types of competitors
come onto the scene and begin to win market share from
traditional retailers. This was called “the wheel of retailing” and
it’s important not to miss the rest of the story. Sooner or later
these new competitors also begin to saturate the market. As
this happens, their costs go up and shoppers again begin the
search for other retailers who can better satisfy their needs.
It’s an ongoing process.
Today we’re at a point on the wheel of retailing where
omnichannel shoppers are now aggressively searching for
better ways to serve their 21st century needs. It’s exactly
what would be predicted by the wheel of retailing model; i.e. lots
of competitors are auditioning to play that role.
This report provides experience-based insight and guidance
from leading CMOs, 5one and Revionics and presents it in a
way that will help all CMOs better navigate these challenging
times.
Bill Bishop, Chief Architect
brickmeetsclick
The concept of personalization flows directly from the digital capabilities that
are an integral part of the lives of omnichannel shoppers.
Properly executed, personalization increases the relevance of a retailer’s
offer and improves the probability of purchase. This is done through
improved shopper engagement which is the focus of a major part of this
report.
As the report shows, there’s a lot of art involved in delivering the appropriate
levels of engagement at every touchpoint. The good news, however, is that
when it’s done well this extends the notion of path to purchase to “couch to
counter”.
In this omnichannel environment branding has never been more important,
but marketing is more challenging because consumers control whether or
not they will accept the messages. Thought leaders in marketing are
grappling with the problem, but some like Professor Bobby Calder at Kellogg,
see the “road through the mountain” as combining marketing to lifestyle
segments along with a recognition that the right emotional appeal can help
break through the clutter.
The content of this report provides CMOs with an up-to-date picture of where
leaders in the field are heading as they operate within the uniqueness and
constraints of their own companies to embrace omnichannel personalization.
It’s important to recognize, however, that this is still “a work in process” which
means that it’s important to quickly apply this new learning since it won’t be
long before there’s a need to revisit the topic. This is truly an opportunity for
first mover advantage.
• What is it?
• Why do it at all?
• How does it differ by vertical?
• Where do I focus?
OMNICHANNEL PERSONALIZATION
All content © 5one, Revionics and CMO Club
What CMOs are Saying
‘Single view of the truth from a
customer’s perspective’
‘Right message, right time, right
customer’
‘Channel agnostic is a given.
Personalization critical’
‘Seamless experience across all
brands’
‘To reach customers in a relevant,
consistent, intelligent manner’
‘To activate shoppers before they walk
in...through social, mobile, digital…’
‘It’s Magic’
What Is Omnichannel Personalization?
Omnichannel personalization is about CUSTOMERS, NOT
channels. Based on feedback from CMOs and industry
experts, we offer the following definition:
• an evolving practice to effectively engage customers across all
touchpoints through relevant interactions that uphold a consistent
brand identity but are tailored to meet customers’ unique preferences
• ongoing dialogue, evaluation, measurement and refinement to ensure
interaction is current, relevant and engaging
• focused on gaining customer’s mindshare in a world where they are
demanding to be heard, engaged, serviced and appreciated; defying
commonly defined boundaries of channels built on technological or
infrastructure constraints
• the execution vehicle driving a common customer engagement
strategy which requires organizations to break down internal
boundaries and re-align forces to execute
• a commitment to move from product/service driven business
practices to customer-centric driven business practices, where the
customer defines the way in which you will engage them
All content © 5one, Revionics and CMO Club
Industry Perspective
55% Marketing
budget spent
on customer
acquisition
12% Marketing
budget spent
on customer
retention
“A million shoppers are a lot to lose in a
year’s time …but the numbers become
even more sobering when you consider
how much potential revenue JC Penney
let slip from its grasp. An estimated
$745 million in potential revenue has
walked out of JC Penney’s women’s
department over the past year – that’s
a big share of purse, if you will.”
Pam Goodfellow, Forbes
JC Penney's Million Women Walkout
“McKinsey claims that 55% of the
current marketing budget is spent on
new customer acquisition and only
12% on customer retention. However,
according to ‘Leading on the Edge of
Chaos’, you have only a 5-20% chance
of selling to a prospect. The probability
of selling to an existing customer is
between 60 and 70%. So money spent
on preventing churn, is better spent
than that which is invested in
acquisition.”
ANALYZING CUSTOMER BEHAVIOR
www.datascienceseries.com
WHY Do Omnichannel Personalization?
For the BOTTOM LINE.
Customer retention is much more
profitable than acquisition.
So WHY do companies
spend more on
acquisition?
“Bain found an average company loses 20% to 40%
of customers every year. Reducing attrition by 5%
can improve bottom line profits by 25% to 85%.
Also, increasing loyalty by 1% reduces costs by 10%.”
Source: Loyalty 360: Making Every Interaction Count
All content © 5one, Revionics and CMO Club
What CMOs are Saying
Know who your
customer is, and
what they value
A Corporate Executive Board study found 64% of people
with a strong brand relationship cited ‘shared values’ as
the primary reason
Tap into their
networks
Per Nielsen, 92% of consumers rely on
recommendations from people they know above all else!
Personalize!
64% of Retailers interviewed in a brickmeetsclick survey
agreed that shoppers are more willing to share personal
data today, but the exchange will be personal data for
personalized offers
‘I don’t want to be just liked, I want to
be REMARKABLE‘
‘Be relevant at the moment of touch’
‘Build relationships and create a
WOW experience to inspire on-going
loyalty’
‘Have to stop talking to ourselves and
start talking to customers instead’
‘Go where the customer is - she is on
her phone, she is in her car, she is
mobile and active, she is social’
‘Bring down the barriers to purchase
- -tell them how to get started, how to
get better, how to do it at all.....’
‘Tell the customer you care about
them and are listening to what they
say’
How Do We Retain Customers?
Engage, Engage, Engage!
Engaged shoppers spend more than
non-engaged. And the more positive
the engagement the higher the spend!
EARN THEIR MINDSHARE by becoming part of their lives.Become “REMARKABLE”.
Source: Bain, Putting social media to work
All content © 5one, Revionics and CMO Club
Industry PerspectiveEngagement can happen
anywhere…and should happen
everywhere! from couch to counter
to all the touch points in-between
The key is determining how to
measure engagement and clearly
defining which touch point will drive
what business result, for example:
• Generate Awareness
• Drive Conversion
• Grow Frequency
• Gain Loyalty
• Win Mindshare
• Create Excitement
• Inspire Advocacy
• Deliver Experience
“It doesn’t feel so long ago that brick-
and-mortar retailers were rushing to
develop online stores. Now that
evolution often happens in reverse:
Retailers start online and migrate to
the real world, where customers can
touch, taste, and try on their goodies.
That group includes … the Gap’s (GPS)
“online-only” brand, which (irony alert)
opened a brick-and-mortar boutique
last fall.
e-commerce sites’ offline experiments
also help them understand their
customers better…using sensors, Wi-
Fi, and other new technologies to
understand how people use its retail
space, taking that data and marrying it
with its online sales trends and other
information. As a result it can come up
with unique business trends that not
only lead to more interesting pricing
models but also help give its design
and sales teams vital intelligence.”
Patrick Clark, Bloomberg Business Week
Click-to-Brick: Why Online Retailers Want Stores in Real
Life, 7-10-13
Another E-Commerce Experiment in Brick and Mortar, 6-5-
13
Where And Why Do We Engage?
Even when the counter is digital,
engagement is critical from browse
to cart to purchase to like to share
to recommend
Many pure play retailers are
sampling with in-store formats to
maximize cross-vertical learnings
All content © 5one, Revionics and CMO Club
What CMOs are Saying
‘Food is slightly different - smell and
senses are extremely important…the
nature of the product always makes
driving a guest to the store the
objective’
‘Having a member program gives us
an advantage… we append web
analytics to membership data to see
frequency, return to site, subsequent
purchases, referrals, and do basket
analytics’
‘Personalization of the web site is not
a high priority though it is in the
roadmap. Most customers use
bookmarks and search to get to the
webpage/location they want -- they
don’t come in through the home page’
‘Our consumers are passionate and
we consider them brand
ambassadors - we rely a lot on word
of mouth and social. We are a leader
in Health & Wellness and offer a lot
of supporting content on our website
and through social channels’
From Bricks To Clicks
The Food industry, which has notoriously
been focused on brick & mortar, is shifting
towards more digital engagement, driven by
customer demand
According to a recent
brickmeetsclick study, grocery
customers are engaging with
their grocers in a variety of
ways:
• 11% buy online
• 68% browse website
• 74% look at emails
• 20% use Facebook
All content © 5one, Revionics and CMO Club
What CMOs are Saying
“The 49ers are headed down the same omnichannel path leading retailers are taking. For the
49ers, "online inside" means giving fans in the stands access to all the information available to
fans at home. The team is taking a bring-your-own-device approach to complementing its
technology investments in its new stadium. "Give fans their own individualized paths to consume
the game" parallels the superior omnichannel retail strategy of giving retail customers the
technologies they need to construct their own paths to purchase.”
Greg Girard – IDC blog,
It’s More than a Game--Omni-Channel Spectator Sports, 7-29-13
Breaking Across Verticals
As competition for mindshare continues to grow in every vertical, it
becomes critical to break down as many barriers as possible and learn
how to play from each other ‘Don’t have control of the launch
schedule for certain items…social
engagement for new releases can
begin a year and a half prior to launch’
‘80% of the population lives within 15
minutes of a store and it is all about
immediate gratification which is why
online only retailers cannot make a
foothold - they have less than 5% of
the space’
‘Our product and marketing teams
make assortment decisions
…merchandising is about planning and
allocation. Our customer is rarely
buying for themselves, it’s mostly for
gifts’
‘The fact that customers order first
and pay last make it difficult for us to
identify guests.‘
‘With 12 very different categories with
very different customers – we have to
manage a lot of content and
differentiated messages”
All content © 5one, Revionics and CMO Club
Industry Perspective
“Many still make the mistake of
considering social media usage
strictly an under-30 activity.
Yes, 92% of that age group is on
Facebook, Twitter, and the like, but
57% of those 50 to 64 years of age
and even 38% of those over 65 are
also engaged on at least one social
network. Should any marketer
seriously consider ignoring that
portion of a demographic?”
John Souza, Fast Company
Social-Media Trends That Can't Be Ignored In
2013
“Numbers from a 2011 Forrester
Research study underscore the
Boomers’ proclivity for online
spending, finding those aged 50 and
older spend nearly $7 billion per year
online”
Social Media Today, July 2013
Age Matters, But Not As Much As It Used To
We all know how wired
Millennials are, but Baby
Boomers and Seniors are
in the limelight today!
Although younger
shoppers maybe more
digitally demanding of a
holistic shopping
experience, all
generations are adopting
digital, mobile and social
as a WAY OF LIFE.
367
318
311
Older Boomers
Younger Boomers
Gen Y
Avg Online Spend $
58%
40%
35%
60%
49%
44%
Looked for info
Made a purchase
Interest in site
Top Boomer/Senior Mobile Activities
Phone Tablet
Source: Reaching Today’s Boomers and Seniors Online, Ipsos and Google, 2013
Source: Social Media Today & Forrester
All content © 5one, Revionics and CMO Club
Tap Into Customer Communities
Certain types of products allow retailers to enhance the shopping experience in a very personal way
through broadening their marketing perspective from Products to Passions
COOKING
Wegmans engages the community through a
love for food!
Providing videos, recipes, and in-store cooking
classes, Wegman’s mission is:
“To create hands-on and demonstration culinary
experiences that bring Wegmans Menu
magazine to life. Our customers learn our easy
cooking techniques while increasing their
knowledge of our great products in a fun and
engaging way!”
PET LOVERS
Petco leverages the social space to engage pet
enthusiasts in relevant topics to their pets and less
around specific products, creating an emotional
engagement with customers.
Beyond sponsoring customer-driven content sites,
Petco provides education, contests, forums for
specialized dialogue. Petco also monitors social
activity through text analytics to identify trending
topics and new issues
HEALTH & WELLNESS
Jamba Juice has very engaged customers,
many with a passion for health and wellness.
This translates well to brand building through a
social media community leveraging consumer
content, crowdsourcing product ideas, and
engaging through contests.
All content © 5one, Revionics and CMO Club
What CMOs are Saying
‘Have to make sure that we don’t just
build out technology for technologies
sake”
‘Applying learning from one area and
sharing with others is difficult’
‘Linking all the data captured at every
point of contact - in particular APP,
call center and social data - and
centralizing all interactions’
‘Haven't figured out how to identify
the customer when they come into
the store - only at POS...’
‘IT is constrained by current systems.
We are starting over with CRM and
POS systems’
‘We have limitations in people - like
myself - who are not aware of
possibilities with emerging
technologies - how do you give those
that do have knowledge more voice
so you can build accordingly’
The GOAL: 360 Degree View Of The Customer
Many retailers are now in the
process of organizational
restructuring, unifying data and
developing new business
processes to support the
redefinition of business around
customer experience.
“The leaders are
assembling a winning
ecosystem of partners,
each bring to the table
unique assets and
capabilities.”
booz digital
However, many are challenged in sorting
through the realm of emerging technology
possibilities due to a lack of time or
experienced support. Many are also
frustrated with the fractured, specialized
nature of agencies that support digital
engagement and have found that although
many claim to have comprehensive
capabilities, they only do a few things really
well.
If archaic siloes can be broken down, then the hard work of marrying CRM to
POS to volumes of online and unstructured social data can begin, and the
creation of a 360o view of the customer comes within reach.
All content © 5one, Revionics and CMO Club
Spotlight On GAMESTOP
GameStop uses Customer Journey Mapping to have clarity on where the
customer falls in their purchase path and message them within this context.
GameStop then layers in loyalty program data to predict the most relevant
products to offer, when, where and how.
All content © 5one, Revionics and CMO Club
So Where Do We Focus?
To be successful in omnichannel personalization, retailers need to focus on Customer Engagement. Not just what you
think is important to them, but actioning around what they tell you is important to them
Learning how to listen and showing them you heard them will ultimately drive your success
Demonstrate how to shift interaction with customers from one-
way to two-way in all channels
Identify critical enablers for execution and efficiency
Present a future outlook on delivering Customer Experience
1
3
Moving from a one-way MONOLOGUE to a a two-way DIALOGUE
The next chapters will…
2What CMOs are Saying
‘Winners will do it
through personalization &
engagements that drive
loyalty.’Summarize keys for success and showcase peer nominated
“best-in-class” performers4
All content © 5one, Revionics and CMO Club
Questions
To Ask
Yourself
• How personal do you really get with the customers’
information?
• Which is the most important channel for your
business or vertical?
• Do you tailor the content of your web site to
individual customers?
• Is your brand experience consistent across all
channels?
• How are you listening to what your customer wants
to tell you?
HOW TO ENGAGE CUSTOMERS
• In-store
• At-home
• On-the-go
• Social Everywhere
All content © 5one, Revionics and CMO Club
Engage Customers In All Channels
Brick and mortar is still important in the increasingly digital world. Physical locations allow
for brand immersion and relationship building, though identification of customers upon
entry is still a challenge. To combat showrooming and engage shoppers further, CMOs
are focused on moving stores from a place to shop to a place to experience.
Brand engagement at home is also transforming from getting customers to pay attention to
standard marketing materials in a deluge of mail and emails to turning their homes into
another place to experience a brand. Customer journeys often start at home and it’s no
longer enough to tell shoppers what to buy, you have to prove you understand their life needs.
Social is everywhere and customers are taking over with everything from social shopping to
group buying. Although it can seem like a ‘shiny object’ you can’t afford to ignore it; if you
stand still, you are moving backward as your customers move on
With smartphones, everyone travels with a computer and is wired in real time. Mobile
technology allows for proactive outreach to your customers on the go, but be ready to listen
and respond in real time…where are they, what are they saying, what do they need, what mood
are they in, which aisle are they in, have they been waiting long?
All content © 5one, Revionics and CMO Club
What CMOs are Saying
‘Tablets for use by the sales staff and
mini-kiosks are being tested to
leverage full inventory and create
endless aisles’
‘Kiosks link on-line ratings and reviews
and product availability with store
information for a robust experience
and enables a customer to order at
any point (web site, mobile and in-
store)’
‘Associates have iPads to assist
customers and customers have an
app that gets them immediate help -
improving experience and increasing
assortment’
‘The in-store experience trumps all. If
you have a great experience you will
share it. We take feedback seriously,
monitoring engagement, posts,
responsiveness, interaction as well as
use surveys to understand speed,
friendliness, and consistency of
experiences’
In Stores
TALK LISTEN ACT
Traditional store
merchandising
decided by
retailers and
vendors
Leveraging full
assortment in
stores through
technology like
kiosks and tablets
Sears
Kiosks allow customers to shop the full assortment
or find product not available in store.
Associates are armed with iPads to allow members
to get help, find products, and checkout
Handwritten
client books
managed by
associates
(usually only in
Luxury stores)
Clienteling for
everyone! Smart
systems
leveraging
customer data to
proactively offer
associates
relevant info
Barney’s
Integrating handheld digital tablets, which are POS
enabled and provide access to extended
merchandise assortments so associates can stay
with customers while shopping, raising the dollars
per transaction and increasing selling space. They
are working to improve the technology, adding
analytics, metrics, CRM, and clienteling.
Loyalty points
and offers at
checkout
Self-directed
points at kiosk &
cashier prompted
affinities
Pick n Pay
Smart Shopper program allows customers to use
loyalty points not only in the grocer but also for
charities and travel
Check out at
single station
Checkout
wherever is best
for the customer
with handheld
technology
Apple
History of associates with mobile POS. Moving to
customer directed checkout with self checkout
through apps and buy online, pick up in store (within
an hour)
Retailer
locations are
purely for
commerce
Retail as
entertainment…
theatre… and fun
GameStop
Utilize interactive in-store game console kiosks to
host demo events allowing customers to experience
unique products like Skylanders or Disney Infinity
All content © 5one, Revionics and CMO Club
Spotlight On QUIZNOS
Quiznos is focusing on the future, leveraging all resources to
better engage their customer at all points in the decision path,
especially the one that leads through the front door!
With new technology and loyalty program, the vision is to create
a real-time customer recognition program that leverages both
customer devices and in-store engagement devices.
Sniff. Connect. Personalize.
• Personal messages
• Digital menu boards
• Digital POP display advertising
• Ad network integration
All content © 5one, Revionics and CMO Club
What CMOs are Saying
‘We have an email program for
lapsed or lagging customers. It
enables deeper engagement with
better offers and brings customers
back into the fold’
‘Our digital marketing and
remarketing program is very
aggressive and very personal’
‘We have a multi-dimensional email
system with behavioral and frequency
triggers, algorithms provide
segmentation and personalization
that tweaks the formula for each
customer’
‘We have personalized product
recommendations and segmented
homepages based on past purchase
history, browsing behavior for both
individual customers and shopper
segment so we can push them into
new purchase areas“
At Home
TALK LISTEN ACT
Static web pages
and apps that
show the same
content to all
shoppers
Dynamic Webpages
and apps that allow
the retailer and the
shopper to
personalize content
Nordstrom
iPad app has personalized homepages and
allows customers to rate and share product
with friends through social media or SMS.
The app also has a ‘Dressing Room’ feature
where shoppers can save custom looks
Mass emails to
entire customer
files
Segmented and
hyper-segmented
emails and
heatmaps
Michael’s
Campaign evaluation includes heat maps to
see where shoppers clicked; this enables the
retailer to see what content resonated with
which shoppers and optimize accordingly
Click/browse
evaluation to
measure
campaign
effectiveness
Evaluation includes
linger/like/share
metrics to gauge
online ‘word of
mouth’
Chipotle
The retailer's ‘Scarecrow’ content campaign
launched with an online video that barely
references the brand, but that hasn’t stopped
it from going viral (and buzz about the retailer)
two weeks and 6.5 million views later
Direct mail from
pushes generic
mailing
Mail includes
omnichannel
interactive platforms
IKEA
The 2014 catalogue and virtual reality app
allows customers to view furniture in their
own home by scanning select pages out of
the catalogue, placing the catalogue anywhere
in their home to make it appear as if it’s an
actual piece of furniture.
All content © 5one, Revionics and CMO Club
Spotlight On MICHAELS
Every month Michael’s reviews email campaign effectiveness
(opens, clicks, etc.) but also use heat maps of content stats to
determine which campaigns are most effective and with whom.
Heat maps easily identify if a customer was looking more at
project based subject lines versus offers.
To continuously improve their campaigns, Michaels listens and
learns. They do segmented control tests based on customer
preference patterns and include interactive components, such
as animated quizzes, contests and games. Control groups are
used then to determine incremental sales and the heatmaps
then become a visual collaboration tool with merchants.
A key benefit of online targeting vs. the paper circular is the
ability to be nimble…adjust messages and offer by minute not
just weekly.
All content © 5one, Revionics and CMO Club
What CMOs are Saying
‘The mobile experience should change
when they transition from outside the
store to inside - but it’s too
complicated’
‘Millions have downloaded our app- if
we get them to use the app in store
we can identify and personalize in real
time’
‘Using geofencing and a shopping app
to serve up offers when customer is
near or in store and we reward
people for downloading apps’
‘Working on a cardless loyalty
program utilizing mobile’
‘Soliciting input through Gamification’
On the Go
TALK LISTEN ACT
Geotargeting
everyone in the
vicinity
Personalized
recognition and
offers to current
and high potential
customers
Neiman Marcus
The retailer partnered with Visa (retailer - credit
card partnership are common in this space) to
launch NMbuzz, a location based SMS program.
Messages are targeted and personalized based
on shoppers Visa transactions, not only those in
Neiman Marcus
SMS as a push
direct marketing
channel
Gamification GAME
A substantial loyalty scheme relaunch prompted a
redesign of the delivery mechanism itself…away
from a physical card and to a digital self-selecting
loyalty program based on how customers want to
receive/apply and compete for their points
Price
comparisons
Crowdsourcing David’s Bridal
A ‘What Would You Pay’ game to gauge shopper
interest in different styles in an engaging way.
Shoppers are shown images and descriptions of
new or potential styles through a game and their
feedback directly impacts the retailer’s strategies
Product-driven
strategy and
marketing
Customer-driven
solutions, strategy
& marketing
UBER
Took an age-old model of hailing a taxi to get a lift
to a full-service personalized transportation
system that has completely dominated public
transportation in a short period of time. No
waiting, choose your car, no physical payment,
extra services, share your ride, find me in a crowd
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Spotlight On JAMBA JUICE
Jamba Juice views mobile as the best form of digital
communication as their shopper is ON THE GO!
• Website designed to not only be mobile friendly, but "mobile first, PC
second”
• A texting program for franchisees for local marketing
• Identified local numbers to promote in real-time (i.e. sudden hot
weather)
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What CMOs are Saying
‘We are going for "REMARKABLE”.
We want customers to receive
something- remark and share it with
others’
‘Our Social CRM concept adds social
commentary to our understanding of
in-store and web interactions and 3rd
party demographics’
‘We have a robust scorecard and look
at lots of things... trending topics,
click-thru, text analytics to see what
people are talking about, complaining
about, issues...’
‘We have rules for each channel -
Twitter is promotional, Facebook
inspirational, Pinterest is inspirational
but a younger audience – so we use
different photography for different
messages and vehicles. But rules are
sometimes made to be broken’
‘Consider ourselves fast followers and
plan on learning from others
successes and failures’
Social Everywhere
TALK LISTEN ACT
Retailer
driven
product
development
and sales
Peer-to-peer
product
development and
sales platforms
Etsy
The online marketplace allows anyone to sell – or
request. The company is now expanding into
wholesale with retailers like Nordstrom
Social network
driven sales
Target/Cartwheel
Through Cartwheel the retailer provides in-store
only mobile coupons accessible through Facebook
(also helps to combat showrooming)
Group buying Groupon/Living Social
These two group buying platforms have longevity,
but a second wave of branded companies have
emerged along with “white label” solutions that
permit brands and retailers to create and target
their own group offers
Enhanced peer
recommendations
Zappos
Glance is a Pinterest like platform that allows users
the curate collections and find others with similar
tastes or see what’s popular
Social shopping Wanelo
Ten million users in less than a year and allows
users to keep track of and share products they
‘want, need and love’, and discover new products by
following other individual users
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Spotlight On SEARS
“SHOPYOURWAY.COM is like a like a PINTEREST meets TWITTER
meets INSTAGRAM”
• A Sears Holdings Membership program – a homegrown social
media property that iterates on continuous learning and is rooted in
the insight that shopping is inherently social.
• By taking behavioral data points and analyzing them together with
member data, Sears has a very clear understanding of what’s
working and what needs refinement.
What Sears has learned along the way:
1. Pick what you want to build and pick wisely. Look for affinity groups that fit
with your brand and strategy and build a site/capability for them.
2. Build capabilities in-house only if it serves your strategy. SHOPYOURWAY
was built to serve Sears specific customer base and strategy.
3. Use partners to create new, quality content and take advantage of user-
generated content. Constantly “feed the beast” with fresh content.
4. Experiment and iterate. Don’t try to plan everything out ahead of time.
Instead, build and learn and build in a step-by-step process.
5. Determine your success metrics before you build. Measure what is important
to delivering on your strategy. Don’t depend on a pure ROI to determine the
success or failure of a project too early on. It doesn’t factor in things like
brand-building and goodwill.
All content © 5one, Revionics and CMO Club
Questions
To Ask
Yourself
• Do you have a customer engagement strategy?
• Do you consider the customer impact in every
business decision?
• Do you have a channel strategy?
• Do you know how your customer needs vary by
channel and how best to reach them?
• Do you manage the volume of communications a
customer receives from you, through all channels
in a comprehensive way which upholds a consistent
brand experience?
• How are you using social…commerce, engagement,
experience?
CRITICAL ENABLERS
• 360o View of the Customer
• Managing Big Data
• Partnering with IT
• Customer Engagement Strategy
• Strategic Analytics
• Optimization Engines
• Closing the Loop
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360° View Of Customer
Why
Who
What
Where
When
How
At Home In Store
On-the-GoSocial
Everywhere
Customer Engagement
Strategy
Customer Segmentation
Offer
Product Value
Reward
Monthly | Daily | Real Time
Mail | Phone | Tablet | Associate
Ke
y Me
trics fo
r CR
MReach, Awareness
Propensity, Engagement
Life Stage/Style/Status
Needs/Attitude, Behavior
Offer Effectiveness
Price Elasticity & Promo Uplift
Loyalty/Traffic/Basket Drivers
Conversion
Channel Responsiveness
Channel Preference
Advocacy/Influence
Recency, Frequency
Vehicle Preference & Usage
Customer
Profile
Continuous Learning
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What CMOs are Saying
‘Trying to make sure that tons of data
is analyzed based on customer
scorecards and use that to determine
what we are going to do differently’
‘Want to get mobile in stores so
stores have shopper information. We
have a lot of push content but are not
sure about level of engagement,
effectiveness, sharing or conversion’
‘Digital has been personal for quite
some time and we’re far down the
path of understanding online behavior.
Display marketing has been hard to
measure as far as in-store impact so
we focus on what we can measure’
‘We tested a loyalty program, but are
waiting for a new POS system to roll
out this year- then we need to attach
loyalty data to POS data’
‘We have not found a way to pick up
on the stuff that we are interested in,
filter out the noise and lose the
uninteresting data that is cluttering up
the database’
Managing Big Data– Shift Through The Noise!
Big Data…yes, it’s big…but what does that mean for you?
It means finding a way to capture RELEVANT and ACTIONABLE data (space/skills)
and being able to sift through noise (analytics/data science/tools) to create
critical customer 360O profiles (key to personalization).
Source: brickmeetsclick “Moving Forward with Big Data: The Future of Retail Analytics, April 2013”
76%70%
43%38%
Strengthening
Shopper
Engagement
Creating
Personalized
Promotions
Enabling More
Shopper
Solutions
Implementing
Store Specific
Assortment
Where Will Big Data Create Value?
Big data is high-volume, high-velocity and high-variety information assets that demand cost-effective,
innovative forms of information processing for enhanced insight and decision making.
Questions about big data are shifting from "What is it?" to "How can we get value from it?" With this
shift comes a new set of hurdles spanning people, process and technology. Gartner
A Note On Personal Data
Customers are willing to share personal
information with retailers in exchange for
a consistent, personalized, and seamless
omnichannel shopping experience.
“While shoppers overall are more willing
to make this tradeoff (personal data for
more personalized offers), sharing of
personal data establishes a relationship
and there will be a limit to the number of
these relationships shoppers will
embrace. Retailers who arrive late with
personal offers will find it more difficult to
access this data and may need to
displace another retailer to get it.”
Source: brickmeetsclick
“Anticipating the Future of Shopper Marketing”
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What CMOs are Saying
‘We use technology to understand the
shopper at an individual level without
their feedback’
‘In process of integrating the regular
and loyalty websites. Now we can
identify more than 12% of visitors.
We are testing personalization on the
12% so we hit the ground running with
pre-tested messages when we can
identify more’
‘It is critical to get IT right and prioritize
the asks on their plate. They just don't
have the hours in the day to execute it
all’
‘IT is constrained by current systems.
Our issue is not about organization
alignment, but rather about
prioritization’
Partnering with IT
CMOs and CIOs need to be BFFs.
There has been a lot of talk about the convergence of the roles, given the
tremendous interdependency. However, it seems as if both roles have more
than enough to handle without adding the weight of the other. Sure, there can
be translation and priority issues, but that’s where an informed, savvy,
facilitator comes in play… the data scientist.
And the great news is that there are ways for all to contribute meaningfully to
the shared goal. For example, we love this list from datascienceseries.com:
How can IT help Marketing master Big Data?
1. Storage and Processing Power: making room for the Big Data
2. Data Management: using the right Big Data
3. Linking the data: making sure that all centers of Big Data are able to communicate with one another
4. Analytics: Filtering intelligence from Big Data
5. Visualization: making sure that non-technical business users have easy access to the insights
source: datascienceseries.com
“HBR headlined last October: ‘Data scientist: The sexiest job of the 21st century’.
What is a data scientist? According to the HBR essay, the position describes a “high ranking professional
with the training and curiosity to make discoveries in the world of big data”. The reason that this job needs
to be done at all is the data deluge that is hitting companies everywhere, and the opportunity to put that
information to productive use.
Per Jon Stine, lead for retail consulting for Cisco North America, “Say you’re in London and it’s raining.
Great data analysis should know that you don’t have a raincoat, love the Burberry brand, and that there’s a
special offer in the store on Regent St. A deal automatically pops up on your smartphone, along with
directions on how to get to the store.” Source: Jon Bird, Chairman of IdeaWorks
All content © 5one, Revionics and CMO Club
Creating the Customer Engagement Plan
Ongoing review of customer influencers and
activity informs the initial customer engagement
plan, which is then continuously refined based on
responsiveness to engagement efforts
In Store
Seamless
Omnichannel Personalization
Ta
rgete
d C
om
mu
nic
ati
on
At Home
On the Go
Plan Execute
With a 360o view of your customer, you
can execute an optimal, personalized
customer experience at every interaction,
in and out of stores
Customer Engagement
Plan
Stores
Market Influences
Social Trends
Competition
Product
Customer Experience
External
Influencers
Internal
Influencers
Source: 5one
Social Everywhere
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What CMOs are Saying
‘Tremendous success hyper-
segmentation based on behavior in-
store & online. Segmentation is
based on what they spent
today/historically and where we can
move them for new spend based on
statistical modeling and profiling’
‘We understand segment value/
frequency, what channels are most
effective in reaching them, who is
more digitally engaged and high
value/high responsiveness is a
segment’
‘We differentiate customers on
where they spent and use lifecycle
marketing to change purchase
frequency and engagement’
’We use analytics to understand
shoppers - what channels and how
they are used. Lifecycle segmentation
as well as behavioral and predictive
analytics drive email programs, media
buys, and the delivery of our very
popular Sunday circular”
Customer Segmentation
Segmentation is the critical starting point
on the road to personalization. More
traditional customer segmentations are
based on a predefined set of variables
relating to past actions. While these
segmentations are still valuable, they are
not run in real time, nor are they able to
truly predict a customer’s next move.
Customer hyper-segmentation, or micro segmentation, is a more advanced
form of segmentation which groups small numbers of customers into extremely
precise segments, based on various factors, including behavioral predictions.
Marketers can then direct specific marketing actions to each micro-segment to
maximize the effectiveness of every contact with each customer. By tracking and
carefully analyzing how different marketing actions affect the spending behavior
of different micro-segments, it becomes possible to predict the varying
effectiveness levels of different marketing actions on different micro-segments .
VALUE BEHAVIOR ENGAGEMENT JOURNEY
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What CMOs are Saying
‘Know customers at an individual level
…we know what kind of offers to serve
up and emails are highly targeted and
personal based on behavior’
‘We have a multi-dimensional email
system with behavioral and frequency
triggers, algorithms provide
segmentation and personalization
that tweaks the formula for each
customer’
‘Use category focused statistical
modeling to understand where they
have greatest proclivity to spend and
what messages/ offers they are
most likely to respond to as well as
analyze whether they have stopped
(attrition) or slowed frequency or
amount’
Optimization EnginesOptimization engines are geared towards providing optimal engagement (an
offer, an invite, a newsletter, an event, a game etc…) with a customer based on
their personal preferences and behavior (product, channel, vehicle, frequency).
Sophisticated engines
seamlessly integrate
Data & Analytics to
simulate optimal
scenarios and create
forecasts to benchmark
results.
When action is taken,
evaluating the results
becomes a critical input
to the Master Data File
at the individual
customer level, which
then becomes key inputs
to the Driver Analytics
and the cycle repeats
and tunes itself.
Data &Analytics
Optimizer
Engines
Outcome
Metrics
Master
Data
File
Segmentation & Propensity
Strategies & Business Rules
Objectives & KPI’s
Product Life Cycle
Elasticity & Lift
Affinity, Cannibalization, Halo
Path-to-Purchase Analysis
POS, CRM, Competitive &
Unstructured Data
Customer Profile:
• Contact Info
• Segment (s)
• Engagement History
• Responsiveness
• Preferences
• Advocacy NPS
• Customer-direction
Offers
Channel
Frequency
Vehicle
Communications
Optimization
Engines Leveraging Art
& Science
Those preferences come from the data collected, measured and appended to
the individual customer profile and then the optimization process blends
marketing strategies, analytical insights and custom business rules to achieve
performance objectives.
Responsiveness
Browse / Click-thru
Advocacy / Reach
Loyalty & Retention
Conversion & Lift
Redemption
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What CMOs are Saying
Channel Variation
Isn’t that an oxymoron to “omnichannel”? Maybe, maybe not.
‘We are going for "REMARKABLE”.
We want customers to receive
something, remark and share it with
others’
‘We have rules for each channel -
Twitter is promotional, Facebook
inspirational, Pinterest is inspirational
but a younger audience - and use
different photography for different
messages and vehicles. But rules are
sometimes made to be broken’
‘The big question is “What is my
customer doing in social?” There is
lots of buzz and the job is to filter out
the noise to get at the useable data’
‘Just started our social presence.
We use social to communicate to a
broader audience and its working.
No personalization yet, but we will
want to move forward soon’
Although it is critical that channels are seamless to the
customer, there are definitely unique strategies
emerging for how best to leverage each channel and
what metrics are most important in each.
Take for example email vs Facebook. The goal of sending
a personalized email to a customer is to show them you
know what they want and provide them reason for
engaging.. The goal of engaging that customer on
Facebook is for them to share you with their peer group.
and convert loyalty into acquisition. The email tactic
resulting in a success metric of conversion, the
Facebook tactic resulting in a success metric of
impressions. and acquisitions.
“Chances are your social commerce strategy is in
crisis. Opportunity lies in converting social interactions
into transactions, turning fans into vocal brand
advocates and amplifying their lifetime value as loyal
customers, and building monetary brand value.
Danger lies in constructing unprofitable incentives,
events, and venues that disappoint the customers you
engage or in underserving social opportunities
altogether while your competitors gain ground. Your
social commerce activities compete for the attention
and dollars of shoppers who are instrumented with
smartphones and tablets, interconnected across social
networks, informed by Web content, in-place anywhere
to act, and immediate in their ability to act as they
choose.” Greg Girard, IDC
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Industry Perspective
Social Engagement
“Today, buyers have access to more
information online, on more sites, than
ever before. Relying on those sites,
however, does not constitute a sound
social strategy or deliver real ROI.
• The average shopper checks 10.4
different information sources before
making a purchase,
• Shoppers spend 11% more per
transaction after interacting with
other consumers online. Why is
that? Because shopping has always
been inherently social
• 74% of shoppers rely on social
networks to guide their purchase
decisions.
Being social where shoppers are
buying attracts like-minded consumers
to those sites where your products and
services are being sold, provides
robust yet measurable data that
delivers insights from which to build
business-driven social initiatives, and
allows you to track and measure
against ROI.“
Bazaarvoice,
The Real ROI from Social
One of the newer entrants into the social
commerce space is socially-powered
engagement.
These solutions enable promotions, flash
sales, private sales, rewards and the like
to be targeted to customers and
prospects via specialized web pages . The
acceptance of the offer is then posted to
Facebook, Twitter, etc. where the
amplification of social media takes over,
spreading the message and drawing
additional shoppers to the retailer’s site to
take advantage of the offer and drive cash
register rings.
This “Social Rewards Loop” is the digital
engagement engine that deepens existing
customer loyalty while driving new
customer acquisition.
Analytics on campaign effectiveness, social
reach, touch point behavior, redemption
and conversion enable retailers to refine
their tactics to further customize
engagement with ROI metrics and greater
visibility into customer behavior.
Source: Revionics
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What CMOs are Saying
Closing The Loop
Analyze
Plan
Optimize
ReachReward
Amplify
Measure
1. Analyze data streams to selectively feed the Customer Profile with only relevant, actionable
insight
2. Plan engagement strategies that not only attracts new customers, but retains and rewards
currents customers
3. Optimize all points of interaction (communication, offer, channel] to the individual as best as your
technology and segmentation allows while continuing to enhance those capabilities
4. Reach current customers through through preferred vehicles (mobile, email, tablet, website,
associate…). Leverage propensity for attracting new customers
5. Reward activity & loyalty with personalized offers and communication
6. Amplify individual excitement through preferred social channels (Facebook, Pinterest,
Instagram…) and provide easy ways for customers to promote you
7. Measure & track every touch point against engagement strategy objectives
8. Repeat and refine continuously with new learning
Meaningful, relevant engagement leverages the
real-time customer profile and delivers
optimized messages, offers and incentives
through appropriate channels and vehicles
The continuous loop of information is enhanced
through analytics and optimization engines
The art of activating and measuring positive
customer engagement is user-driven
‘Any program has to lead to
transactions/conversions or it is not
worth doing- it can't just be cool. But
success is not about click and convert-
we don't care where they buy -
research online buy in store is fine- the
question is- did they ultimately buy
within a period of time?’
‘Feedback mechanisms are used to
refine tactics and are focused on
understanding product interest,
purchase propensity and spend level’
‘We focus on the things that we can
measure such as store vs. online
spend and what triggers an omni-
purchase or forces a behavioral
change in order to create messages
that shape that shopper behavior’
‘The key metrics we use are basket
size, visit frequency, category
penetration, utilization of digital
experience in store, amount of time in
app, pages view, content visited…’
All content © 5one, Revionics and CMO Club
• Do you analyze customer data so that it is easy to
digest and use?
• Do you have one consistent view of the customer?
• Can this view be easily accessed by every
touchpoint and channel?
• Can you easily incorporate new information that the
customer gives you?
• Are your segmentations aligned with objectives?
• Do you interrogate your social media data?
• How do you use your data outside of customer
communication?
• What optimization engines are you using to drive
efficiency and efficacy?
• Have you partnered with IT lately?
Questions
To Ask
Yourself
• From Personalization to Engagement to
EXPERIENCE!
FUTURE…CUSTOMER EXPERIENCE
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Customer Experience?
So, throughout this report so far, we’ve talked about
“omnichannel personalization”, customer
engagement, moving from one-way monologue to a
two-way dialogue, tactics, measures, analytics,
engines, advocacy, reward, etc…
BUT SO WHAT?
At the end of the day, if you do all these things right,
what does it mean? To your brand and to your
customers?
We remind you now of the very first page of this
report which talks about happy and unhappy
customers… and that unhappy customers are more
“powerful” than happy ones…because they tell more
people about their bad experience than happy
customers do about their good ones. And there it is!
EXPERIENCE.
It’s all about the EXPERIENCE
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What Is Customer Experience?
The customer experience is the cumulative impact of all
interactions that an individual has with a business, it's products or
services at any point in time
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Amazon Obsessed With Making Customers Happy
“There are a lot of reasons why
Amazon succeeded while so
many other companies failed.
But here, arguably, is the most
important one:
Amazon is obsessed with
making its customers happy.”
Henry Blodget, Business Insider
“..our energy at Amazon comes from
the desire to impress customers
rather than the zeal to best
competitors… We do work to pay
attention to competitors and be
inspired by them, but it is a fact that
the customer-centric way is at this
point a defining element of our culture.
One advantage – perhaps a somewhat
subtle one – of a customer-driven
focus is that it aids a certain type of
proactivity. When we’re at our best,
we don’t wait for external pressures.
We are internally driven to improve
our services, adding benefits and
features, before we have to. We lower
prices and increase value for
customers before we have to. We
invent before we have to. These
investments are motivated by
customer focus rather than by
reaction to competition. We think this
approach earns more trust with
customers and drives rapid
improvements in customer experience
– importantly – even in those areas
where we are already the leader.
Amazon CEO Jeff Bezos
2013 Letter to Shareholders:
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Burberry Moving Phygital
Phygital High Street Futurism?
“At Burberry, customers can pick up a garment that is fitted with an
RFID (radio identification) tag and trigger an interactive video that shows
how the product was made or what other items complement it.”
Angela Ahrendts, CEO of Burberry, says this gives in-store customers
access to the rich levels of immediate information they have grown to
expect from the online experience. “Walking through the doors is just
like walking into our web site,” she says.
Source: FutureGeek
“At Burberry, the same thing is happening
because of the retailer’s use of Big Data.
Customer profiles are built based on what
garments the customers have tried on
(they are tracked using those RFID tags —
with the customers’ permission, of
course). Burberry recently launched a
program called Customer 360, a data-
driven shopping experience which invites
customers to digitally share their buying
history, shopping preferences and fashion
phobias. The program relies on SAP
HANA platform to analyze customer likes
and tastes and deliver that information to
employees on the sales floor via their
tablet devices. Sales associates who are
assisting customers can also access
information about their past purchases
on a tablet computer.”
10/28/2013
All content © 5one, Revionics and CMO Club
Maverik Taking On Adventure
The Adventure Club is Maverik’s way of engaging, rewarding and exciting
customers with a plethora of user-selected experience-driven activities
The key to understanding
the customer is living the
experience. Maverik’s
internal culture embraces
adventure everyday, from
employees participating in
the events to annual
employee outings to unique
destinations.
(oh, by the way, Maverik is a fuel
and convenience retailer…do you
see that in the pictures?)
All content © 5one, Revionics and CMO Club
Spotlight On PETCO
Shifting Social efforts from purely Commerce to true
Experience…”HAPPY IS THE KEY”
Petco’s new brand promise is about making powerful
connections and social is one way they’re living it. From
engaging posts and asking for UGC (user generated
content) through to customer service, social is yet another
storefront in the customer experience.
When people partake in
social networking, they
release oxytocin through
liking, sharing, advocating…
so its critically important to
give them a positive outlet
for their passion.
All content © 5one, Revionics and CMO Club
Exceptional Customer Experience
Exceptional Customer Experience:
The key catalyst for business growth
Customer experience refers to a single
interaction or cumulative effect of many
interactions between the customer and the
retailer. No matter how simple or complex the
customer experience is based on their
individual preferred touchpoints, it needs to be
world class. Provide the same consistent,
reliable and memorable experience across
every channel: Make it easy, compelling, and
exciting – something the customer wants to
“share” with their network.
Top 10 Principles Behind Great
Customer Experience:
1. Strongly reflect the customer’s identity
– get it right at brand level
2. Satisfy highest objectives – get it right at
product or service level
3. Leave nothing to chance – get it right at
the interaction level
4. Set and then meet expectations
5. Are effortless
6. Are stress free
7. Indulge the senses
8. Are socially engaging
9. Put the customer in control
10. Consider the emotions
“The Ten Principles behind Great Customer Experiences"
by Matt Watkinson.
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Questions
To Ask
Yourself
• Do you know how your customers feel?
• Do you know what your customers want?
• Do you know what makes your customers
happy?
• Do you actively measure customer
experience?
• How does customer experience fit into your
roadmap? Who owns it? Who does it
impact?
• How aligned is customer experience to your
brand aspiration and board-level vision?
• Can customers really “love” your brand?
KEYS FOR SUCCESS & PEER HIGH FIVES
• What are the keys to success
• Who is doing it well?
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Keys For Success
We asked, we listened, we learned:
1. Create a strong roadmap… the average
roadmap for building out capabilities is 2
years and everyone has one! What
happens after 2 years, tbd, but get the
critical milestones on the map now and get
going!
2. Know your limitations, but don’t get hung up
on temporary infrastructure constraints. If
its not critical to your strategy, outsource,
but ensure the siloes are knocked down and
insist on cross-functional alignment
3. Blend channels…create measures! It’s not
about channels, its about engagement and
experience. Start doing some heavy
analytics to measure your success in
effectively engaging your customers. Test,
learn, apply, roll-out
4. Find the tipping points…over the edge! Don’t
over communicate. Focus on helping
customers solve for challenges, engage and
actively share, but don’t keep sending them
offer after offer if they’re not responding.
5. Learn from other verticals. From Grocery to
Fashion to in-store to online and everything in
between…stop, look and listen
6. Define your critical customer segments and
create unique customer engagement
strategies that accurately reflect their
preferences
7. Optimize, optimize, optimize! Invest in
analytics and engines to help you move from
a toe in the water to diving in...executing at
enterprise scale. It’s still a dangerously close
race and only a few will win
All content © 5one, Revionics and CMO Club
Peer High Fives
All content © 5one, Revionics and CMO Club
Thank You!
5one is a global consultancy providing services,
analysis & software to help retailers transform their
business from product-centric to customer-centric.
From initial roadmap design through execution, 5one
enables swift implementation by customizing proven
techniques to accelerate internal cross-functional
alignment and external vendor partner collaboration.
In addition, 5one has successfully translated
methodology across verticals to help retailers reap
the benefits of its broader experience. Whether it’s
defining an approach to loyalty, segmenting
customers, optimizing the trading environment for
customers, improving store operations, establishing
an omnichannel engagement plan or delivering the
customer experience, 5one’s supports all or part of
the customer-centric journey.
5one is based in London, with worldwide operations in
Paris, New York, and Cape Town.
For more information, please visit www.5one.com
Revionics is the global provider of the industry’s
most proven End-to-End Merchandise Optimization
solution, enabling retailers to execute a fact-based
omnichannel merchandising strategy utilizing the
most comprehensive set of shopper demand signals
to improve financial performance and customer
loyalty.
Revionics’ solutions use advanced analytics and
demand-based science to “Engage Shoppers Where
They Are and Predict Where They Are Headed”,
ensuring retailers have the right product, price,
promotion and space allocation for optimal results
across all touch points in the omnichannel shopping
episode – online, in-store, social and mobile.
Over 33,000 retail locations across a wide range of
retail industries trust Revionics.
For more information, please visit
www.revionics.com
Nadine
Dietz5one
Trish
Ferguson5one
Sheridan
Stavac5one
The CMO Club was created for
the unique purpose of bringing
heads of marketing together in
a private, exclusive
environment of openness, &
contribution that enables them
to be more valuable and
inspired revenue generators,
leaders, marketers, and
officers. The CMO Club has
more than 750 members
worldwide and hosts heads of
marketing only dinners and
events, shares reports and
research from members plus
leaders in the marketing
industry
For more information, please
visit www.thecmoclub.com
Pete
KrainikThe CMO Club
Kathy
BeckRevionics
Dick
O’BrienRevionics
Karen
DutchRevionics