Categoria: Marketing, Loyalty

Utilizzare i “Little Data” in 4 passi

su da Gian Carlo Mocciin CRM, Customer Service, Marketing, LoyaltyLascia un commento

NOTA AICEX: Talvolta sarebbe più utile utilizzare in maniera adeguata le informazioni che già si possiedono senza impiegare tempo e danaro per cercarne di nuove.

June 23, 2014 | by Bryan Pearson

When it comes to data insights, marketers tend to underestimate the power of little. They should not be fooled. Like small faults, little findings can result in seismic shifts.

This was pointedly argued in an article about the virtues of little data, written by David Meer for “Strategy + Business.” One sentence leapt from the page as I read his piece:

A paradigm shift — away from management based on gut feelings and toward data-driven decision making — is already under way, and accelerating.

This is an important line. Many organizations have gotten got caught up in thinking that Big Data — with high velocity, volume or variability — is a requirement when in truth they are already sitting on a wealth of potential in the data they have. If they shift their focus to finding new ways to use what they have, such as applying a customer perspective to the information, they can generate fresh insights and management options.

Meer offered three steps that companies should follow to extract meaning from their little data. I would add one more step, and suggest that big companies, as well as small, would benefit from them all. Here they are, with an added loyalty spin:

Be more fact-based: Organizations should think about what information is available to gain reliable insights into the business. Even better, data analysis, when it relies on insights collected through a loyalty program, can yield even broader opportunities. Extending customer insights by using the data from a merchant-branded loyalty program that is tied to a credit card, for example, not only gathers information from activities with that brand, but also activities with its competitors. In cases where such information is not available, organizations should apply the facts at hand in their decision making. This will lead to the next step.

Learn by doing: “Since little data applications are not commercially available via third parties, companies have to use trial and error,” Meer wrote. The loyalty publishing company COLLOQUY likes to refer to the importance of “quick wins” that come with data trialing, and how the returns in intelligence and business can be leveraged in the following years. Importantly, such small successes will inspire incremental management support.

Be creative: Do not underestimate the feedback that comes from employees. In-store observations, online surveys and call-center conversations all can reveal much about customers, Meer wrote. Organizations can even offer incentives to those who provide feedback, further enhancing their brand value while also obtaining valuable information from natural interactions with their customers. Affordable technology, such as cloud backup services, can ensure customer information is securely stored and available for staff.

Lastly, my own added step:

Think like your customer: Marketers spend a lot of time gathering data on who buys a product, when and under what circumstances, but how often are they thinking like that end consumer, the Millennial starting a new job or a recent mother? In order to successfully analyze the data, organizations should get to the underlying motivations and aspirations of their customers. After all, the context of the information is as important as the data they are using as the basis for “little data” experiments. Additionally, because the data can deliver sterilized results, marketers might consider introducing variables, such as a spilled coffee or screaming baby.

All of these unanticipated events, however small, can alter the brand experience. It might not feel seismic, but the power of even a little knowledge can redirect a company onto a more profitable course.

(Photo by JD Hancock.)

Source http://www.retailcustomerexperience.com/blogs/big-wins-with-little-data-in-four-steps/?utm_source=NetWorld%20Alliance&utm_medium=email&utm_campaign=EMNARCE06302014

AICEX Associazione Italiana Customer Experience

Perché avete bisogno di ambasciatori del brand

su da Gian Carlo Mocciin CRM, Customer Service, Customer Experience, Marketing, LoyaltyLascia un commento

Nota Aicex: avere degli ambasciatori può aiutare un brand? Certamente si tratta di una buona di fonte di passaparola, specie sui social media.

I’m excited to have Adam Ulivi, an Internet Marketing Specialist with Tari Digital guest post today on the topic of developing your brand through brand evangelists. Brand evangelists can be a figure within your organization, like a Steve Jobs at Apple, or a Mark Zuckerberg at Facebook.

Brand evangelists can be community members, like customers, partners, or service providers who provide an authentic, human voice that extols the virtues of your brand, service, or product. In the end, brand evangelists are a key component of one of the best sources of advertising, word-of-mouth, or in today’s digital age, word-of-keyboard.

Brand Evangelists are Free Marketing Sources

There was a time when a marketing campaign consisted of producing a mass media commercial and telling the audience that the product was the best at what it did. This evolved into a more subtle, physiological approach of showing how the product would benefit you and your basic desires, to become (or at least appear) wealthier, healthier, sexier, happier and efficientier (OK, the last one isn’t a real word). Continua a leggere “Perché avete bisogno di ambasciatori del brand” →

Miglioramento della Customer Experience: non è detto che debba iniziare dal cliente

su da Gian Carlo Mocciin Customer Experience, Customer Neuroscience, Marketing, LoyaltyLascia un commento
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NOTA AICEX: Iniziare dal cliente è la scelta giusta? Non dare la giusta importanza al ruolo che ciascun dipendente ricopre nella creazione di una esperienza positiva da parte del cliente è il primo errore da evitare, soprattutto quando migliorare la Customer Experience rimane una delle priorità di molti CEO.

Improving the customer experience is finding its way to the top of more and more CEO’s list of priorities. You’d imagine that the obvious thing would be to focus on customer engagement. But according to NPS guru and co-author of The Ultimate Question 2.0,  Rob Markey, throwing your attention immediately toward the customer might be putting the cart before the horse. During his keynote at Experience 2014, he presented a counter-intuitive twist to customer experience improvement: employee engagement should come first.

While your customer experience initiative might have the Why’s and What’s agreed upon, your employees are a big part of the How. Neglecting the importance of their roles in the customer experience will likely undermine any program’s ability to be successful. You simply can’t have happy customers without engaged employees. Most organizations think this rests with the HR function of an organization. Markey says this is the wrong way of going about it. In his opinion, coaching and engaging employees in customer experience should be the responsibility of the person they interact with most often — their supervisors. Markey laid out four key factors that drive employee engagement and happiness: Autonomy, Mastery, Purpose, and Affiliation.

Put yourself in your employees’ shoes. Are your frontline employees empowered with the freedom to make their own decisions to fulfill a customer’s needs? Are you growing their abilities and giving them opportunities to learn? Are you giving them a clear mission as well as a sense that their work is impactful? Are you making them feel like part of a team that can succeed, fail, and grow together? Once you’ve started answering yes to these questions, you’ll have started to tap into what really motivates people, and they’ll start delivering great experiences to your customers. The irony that Markey points out, however, is that despite this logic, many companies continue to have their least engaged employees in roles that interact the most with customers. Why? They probably use cost as an excuse. But when you step back and realize that happier customers not only spend more but cost less to service, it seems like a very short-sighted move. Markey pointed out that companies with higher employee engagement not only have 2.5 times the revenue growth compared of those with lower engagement, but what’s more, their employees are more productive and have longer tenures — which means less spend on hiring and training.

Hence, Markey’s closing call to action: Don’t wait for your HR department. Start driving employee engagement through their supervisors now.

Source: http://loyalty360.org/loyalty-today/article/customer-experience-improvement-it-doesnt-necessarily-begin-with-the-custom

AICEX

Essere vincenti nei ‘Mobile Moments’ dei tuoi Clienti

su da Gian Carlo Mocciin Marketing, Loyalty, Social, Media, MobileLascia un commento

NOTA AICEX: Oramai le tecnologie Mobili sono talmente diffuse che incerti ambiti si potrebbero fare customer journey esclusivamente basate sui “Mobile  touch points”. Colossi come Starbucks hanno Dieci Milioni di Clienti che utilizzano le loro Mobile App. 

Globally, consumers will own more than six billion mobile phones by the end of 2014, and about two billion of them will be smartphones. With this penetration comes the mobile mind shift – the expectation to be able to access any information or service on the mobile device, in the moment of need.

What’s more, consumers reach for their mobile phones 100 to 200 times a day. In these mobile moments, they expect companies to understand their context and offer relevancy as well as both curated and streamlined experiences on mobile devices. They want to see if their children are home from school, buy coffee, access coupons, check in for a flight, check stock prices, use Skype to call Singapore, and play Candy Crush. Enterprises must learn how to, and then serve, customers in these mobile moments. Otherwise, they will lose – an entrepreneur like Uber’s Travis Kalanick will disrupt their business just like he did with taxis.

Mobile moments extend all of the way through the customer’s journey.

But while mobile has definitively become the most important digital platform for most companies to engage with their customers, too few enterprises have embraced this opportunity. Too many view the mobile phone as simply a smaller screen or another channel.

Only a few businesses, like Starbucks, have been able to curate and own mobile moments with their customers. More than 10 million customers engage with the coffee chain each week through its mobile payment app. Starbucks owns what we call Loyalty Mobile Moments. For them and others like Citibank, USAA, and United Airlines, they must strive to excel in those moments of truth. Continua a leggere “Essere vincenti nei ‘Mobile Moments’ dei tuoi Clienti” →