Omnichannel Marketing: How to achieve a truly integrated multichannel strategy

April 14- 15, 2016 |#TLG | @ThoughtLeaderGl | @luisella

10th Strategic Marketing and Branding Forum

Amsterdam, April 14th &15th 2016

OMNICHANNEL MARKETING How to achieve a truly integrated

multichannel strategy

LUISELLA GIANI | @luisella


EhiErika!I’dlovetogotoseetheSimbolismexhibi7onthisweekend…

Sure!Let’sgotogether…whataboutSunday?

Itworksforme!

Ok!Let’smeetat2pmatPalazzoDucale


My expectation is that I can get products, content, services I want QUICKLY, SMOOTHLY and SIMPLY in one-tap, in my immediate CONTEXT and the MOMENT of need.

…SundayDO YOU WANT TO JUMP THE QUEUE?


#YOU #REALLY #DON’T #UNDERSTAND #WHAT #I DO NEED?

Do you know the PAIN POINTS of CROSSCHANNELS customers’ experience? Do you think about his experience as mobile VERSUS online VERSUS point of sale ?


HOW

WHAT

WHEN in the CHANNEL

with true CONTINUITY of experience.

I WANT

What is Omnichannel? As a consumer I expect to buy


Purchasing decisions are influenced by multiple screens. Omnichannel shop is part of the customer expectations. 2/3 of customers have made a purchase in the last 6 months that involved multiple channels (2015)

Source: Ofcom's 2014 (UK)


STORYTELLING doesn’t mean telling stories. Content shared must be true and autenthic

TRUST

SHARE

PEER REVIEW

COM PARE

PURCHASE

DECIDE

EVANGELIZE

RESEARCH

SHARE

DISCOVER

SEARCH

RESEARCH

TRUST

AWARENESS CONSIDERATION PURCHASE

BUYER

INFLUENCER

Digital

Peers

Email

Events

Social Media

Web/Mobile

Company web/ mobile sites

Sales

PREFERENCE

LOYALTY

ACTION

AWARENESS

CONSIDERATION

INBOUND

Want to know

Want to buy

Want to do

Want to go

Decentralised, mobile centric, micro-moments driven Customer Experience


24/7 access

more connectedness and SOCIAL MEDIA customer service

PRICE transparency

enhanced purchasing and PERSONALIZED experience

B2C customer experience has influenced B2B customers’ expectations

B2B customers now typically expect

$559 billion

*2013 sales USA, Forrester Research

B2B ecommerce has more than doubled B2C*


eCommerce market growth

DEVELOPING REGIONS (APAC,LatAm, Eastern Europe): financial and logistic infrastructure

17% CAGR online retail Vs 3% brick and mortar

DEVELOPED REGIONS: integrate store and online for Omnichannel

Global online sales expected to double every 5 years 2021: $3.5 trillion 2015: $7 trillion


What’s the impact of Omnichannel?


Customers eXperience is today’s business benchmark.

Is it the end of branding and marketing? No. A strong brand strategy must guide the CX. The Brand is the reason to choose, the company identity, its uniqueness. Marketing is the voice of the brand both in and outside of the organization. CX role is to implement the brand promise.

TRANSPARENCY IMMEDIACY CONTEXT ON DEMAND


0%2%4%6%8%10%12%14%16%

AvgBrick&Mortar Avg..com

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CUSTOMER SERVICE Impact on profit BUYER JOURNEY

Contact with the brand starts early in the process. The company can control the journey through the sales reps.

Marketing Sales

Marketing Sales Post-

purchase experience

Prospects contact the brand when 80% of the buyer journey is completed. Marketing owns a much bigger piece of the lead to revenue.

BRICK AND MORTAR: missed cross dock scheduling or delay in LTL replenishment= increased likehood of shelf. OUT OF STOCK

OMNICHANNEL: delayed online order fullfillment from warehouse fullfillment = 100% UNHAPPY CUSTOMER

VS.

IN-SHOP EXPERIENCE

Omichannel impact

Digital interactions influence

36 cents of every dollar spent in a brick & mortar store

22% spend more at the store if digitally influenced. 55% of online shoppers would prefer to buy from a merchant with a physical store presence over an online-only retailer.

Source RetailNext


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AvgBrick&Mortar Avg..com

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Impact on profit

Omichannel impact

CUSTOMER SERVICE traditional + online (as well on social media) Customer service as source for content marketing TOOL: Social Media listening CRM (claims, complains)

SUPPLY CHAIN Fullfillment must be aligned with the customer promise. Start with target segmentation and delivery time expected. HOW: flexible fulfillment network

ROPO EFFECT Research online purchase offline. Personalisation of the offer as key differentiator renewed role of the store TOOL: Data from CRM; ecommerce, websites

CUSTOMER SERVICE IN-SHOP EXPERIENCE BUYER JOURNEY


Key Users / Functional Users

Global Service desk -  Open Bridge -  Outage

Notification Provides Ticket#

L2 Support team -  Initial

Triaging -  Assess

Impact

Regional Core team & Global Lead - Impact assessment -  Prioritization -  Global

Communications -  Release schedule

End Users/ Customers

Raise Ticket

Assigns Ticket to L2 support team

Identify Issues

Ticket resolved

Escalation Resolution Approved& Validated

-Outage Communications -Request to open resolution bridge

Call center/ sales rep. LOCAL LEVEL

Traditional Customer service & CRM

POSITIVE:allclaimsonCRMGranularitySales-CSR-productteamsinvolved

CHALLENGE:TradionalchannelsonlySeveralstepstosolvetheissueFrequentescala7on


Customer service & chat apps

+40% questions overnight +250% YoY 5 avg. questions minute Peak days: 13 questions/ minute 1 questions every 5 seconds

Launched July 2015.


Content Marketing as Customer Service


It’s not physical OR Digital it’s physical with Digital

Store, digital and multichannel shopping preferences


Fulfillment methods used by leading retailers

In-shop experience evolution


Fulfillment must start with a clear segmentation based on your strategic bet on future customer(s) promise


Omichannel VS. traditional supply chain

NETWORK FOOTPRINT

Store location key Less demand volatility

CHALLENGES BRICK&MORTAR OMNICHANNEL

INVENTORY MANAGEMENT

WAREHOUSE OPERATIONS

FRONT&BACK END SYSTEMS

Visibility at pallet level Fewer, Higher velocity SKU

High volume cases Replenish stores

Limited need for real time integration analytics

Store+warehouse key More demand volatility

Visibility at baske level More, thin SKU

Low volume eaches units Building consulmer baskets

Real time big data analytics and integration critical

Source A.T. Kearney


MARKETING, CSR, IT AND SALES WORK TOGETHER. CRM integrated with Marketing automation tools, ERP,

brand websites, eCommerce and their analytics.

“To be competitive in the Digital Darwinism era is a must to change the

HOW TO “

37% 43% 72%

THINK IS NOT USEFUL

USE HALF FEATURES

DIFFICULT TO USE

15%INCREASE OF SALES REP PRODUCTIVITY WITH CRM MOBILE

APPS

20-40%INCREASE OF CUSTOMER

SPENDING IN THEIR NEXT INTERACTION

CRM BENEFITS SALES REP. ON CRM


Why should I spend my time

on data input?

When I do know my customer since years?


1. Need insights to plan for splitting time between prospects and existing customers effectively

2. Prospects are normally happy with suppliers and identifying the right prospects ready for change is a challenge

3. Marketing does not provide qualified leads. Need to make newsletters more effective.

4. Need to make interactions with systems easy and simple. Have too many databases and tools to work with.

5. Prospect lists are not loaded in SFDC today

6.  Call reports require too much information and are not actionable. Sharing via email does not send attachments and only 1 customer contact can be picked.

7.  Need more support from technical reps 8.  Offer/Quotation process not simple and

finding an offer after sometime is time consuming

9.  Alerts to remind sales reps about an open offer/quotation or if customer has not ordered in a few months

10.  Route planning for customer and prospect meetings is very manual

11.  Need an easy way to access product collateral, presentations and case studies to prep for customer meetings

12.  Easier way to access TDS and other product technical information

13.  Pricing model is too complex and price list updates sent via email

IDENTIFY PROSPECTS, MEETINGS NEW

CUSTOMERS

EXISTING CUSTOMER MEETINGS, OFFERS AND

REVENUE GROWTH

NEW OPPORTUNITY IDENTIFICATION

14.  Opportunities are not consistently entered for all opportunities greater than 5000 Euros. Reasons for win or loss not captured consistently and shared.

15.  New product requests are not supported well by the organization

ACCOUNT AND TERRITORY PLANNING

16.  To help with territory planning need a dashboard to see complete 360 degree view of customer, sales volume, last order, last open invoice, past dues, sales history this year vs. last year by product

17.  Ability to easily identify whitespaces – product recommendations based on sales at other similar customers; Cross-sell/up-sell recommendations

18.  Weekly sales reviews require reports using spreadsheets

19.  Need better customer data on competitors and products purchased for proactive account planning

CRM&Sales Rep: Key Pain Points


20.  Spending a lot of time following up on complaints

21.  Handling language issues with French center

22.  Need to follow up via email and phone with a lot of internal departments

23.  Not easy to search for best practices based on how other sales people have handled certain situations for a customer

37. Simplify forms and reduce fields

ACCOUNT RELATIONSHIP MANAGEMENT

24. Creating new customers in SAP is a long process and need to reduce the cycle time

38. Account data synchronization between SAP and SFDC. Customer hierarchy is different between the systems. Changes are complicated and manual

39. Salesforce.com and Talend integration for customer master synchronization. Talend not acessible via mobile/tablet devices

NEW CUSTOMER ONBOARDING

25.  Complex process to create an offer – check product code in SAP, Pricing in spreadsheet and then create offer in SFDC

26.  Offers are sent from SFDC via email and are difficult to find, also attachments are not saved

27.  To override a price, they have an approval process in SFDC. But even if the price is approved, the sales office has to reconcile an exception spreadsheet they get from HQ on a monthly basis that takes time.

28.  Pricing approval process takes too long. There are too many requests and approval processes.

29.  Need ability to easily attach an email to an account or case to reduce data entry

INQUIRIES, OFFERS, PRICING & ORDER ENTRY

30.  Response to customers delayed due to limited availability of product management

31.  Communication to product management is only via email and not linked to customer record

32.  Repository of TDS does not exist for sales reps and sales office to quickly find them. Finding documents in SFDC is not easy.

33.  Knowledge base of technical support FAQ to reduce dependence on product management

34.  Sending an alert/reminder on a complaint after a specified number of days of creation will help ensure follow up

CUSTOMER CASE, TECHNICAL SUPPORT AND

COMPLAINT HANDLING

CRM&Sales Rep: Key Pain Points


9

3

1

4

12

10

15 16

6

5

11 8

Bus

ines

s Va

lue

Ease of Execution

CRM Solutions Value Map

“Must Haves”

“Low Hanging

Fruit”

“Lower Value and Harder to Implement”

“Quick Hits”

1.  Mobile Application 2.  Account and Territory Planning 3.  Route Planning 4.  Content Management and

Sales Enablement 5.  Simplify Call Report process 6.  Opportunity to Quote/Offer

solution 7.  Collaboration through Chatter 8.  Case with SLAs 9.  Integration with MS Outlook 10.  Sales reviews with

Dashboards 11.  Customer Story Tool 12.  Lead Mgmt and Scoring 13.  Customer on-boarding 14.  Simplify Pricing model 15.  Simplify Credit and Debit

notes 16.  Simplify Lab work requests

April 14- 15, 2016 |#TLG | @ThoughtLeaderGl | @[email protected]!@luisella linkedin.com/in/luisellagiani

Luisella Giani!

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Omnichannel Marketing: How to achieve a truly integrated multichannel strategy