tag:econsultancy.com,2008:/topics/customer-experience Latest Customer Experience content from Econsultancy 2016-05-20T15:32:00+01:00 tag:econsultancy.com,2008:BlogPost/67823 2016-05-20T15:32:00+01:00 2016-05-20T15:32:00+01:00 What makes ASOS's online customer experience so enjoyable? Derek Eccleston <p>Shoppers are now buying online more than ever with some retailers even reporting more online sales than in store.</p> <p>Features that were once impressive are now seen as brilliant basics. Sites need to combine functionality with inspiration - join the rational with the emotional.</p> <p>As consumers we’re becoming more demanding and it adds extra pressure to retailers to continually evolve and improve digital customer experience.</p> <p>But how do you combine functional and engaging content to create a <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">great digital customer experience?</a></p> <h3>What online shoppers want</h3> <p>eDigitalResearch's latest Retail Experience Report shows many digital experiences are now on par with one another and customer satisfaction levels are increasing year-on-year.</p> <p>Search and navigation are the two top performing areas of the digital retail experience thanks to a focused approach to core functionality from retailers over the past couple of years.</p> <p>This has been spurred on by the growing uptake of mobile – but mobile satisfaction still continues to lag behind desktop.</p> <p>ASOS tops our latest benchmark with an overall score of 90%, and the company's navigation and purchase area offer best in class examples of how to do ecommerce usability well.</p> <p>Respondents liked the site’s functionality and slick search features. </p> <h3>What makes searching through ASOS’s 80,000 products a breeze</h3> <p>ASOS leads the digital experience when it comes to search. Firstly the search box itself is clutter free, leaving no distractions and boasting great functionality across all digital devices.</p> <p>Users prefer a keyword search when they know what they want, but tend to refer to site navigation when browsing for a non-specific item.</p> <p>ASOS's keyword search is extremely accurate. Typos are automatically corrected whilst its intuitive predictive text is able to decipher what a shopper could be looking for.</p> <p>ASOS makes good use of behavioural data to improve searching its growing range, taking browsing history to narrow search categories.</p> <p>The retailer also shows how many items are in each category, making the shopper aware that there are either multiple products or few relating to their search. </p> <p><em>For more on this topic, read: <a href="https://econsultancy.com/blog/10407-site-search-for-e-commerce-13-best-practice-tips/">Site search for e-commerce: 13 best practice tips</a>.</em></p> <p><strong><img style="vertical-align: middle;" src="http://public.edigitalresearch.com/fs/fs/FSM-924840784/f/FSF-207883642/predictive_search.gif" alt="asos predictive search" width="600" height="121"><br></strong></p> <h3><strong>Guiding a shopper through a site</strong></h3> <p>ASOS topped the Future of Retail report for its impressive navigation performance on both desktop and mobile.</p> <p>Respondents liked the wide range of categories which helped them sift through the product options.</p> <p>Landing pages offer a variety of inspirational images and videos for shoppers who are unsure of where to start their customer journey.</p> <p>With features such as #AsSeenOnMe, trend guides and the fashion &amp; beauty feed, ASOS's navigation options are vast and offer well-received inspiration.</p> <p>Filters are easily identifiable, collapsible and can be cleared in one click.</p> <p>Shoppers like the ability to narrow down their search by size, colour, and brand to find exactly what they are looking for.</p> <p> <img style="vertical-align: middle;" src="http://public.edigitalresearch.com/fs/fs/FSM-924840784/f/FSF-439279281/nav.png" alt="" width="600" height="514"></p> <h3><strong>How to get shoppers to make that important ‘add to basket’ step</strong></h3> <p>Our research into shopper preferences shows that <a href="https://econsultancy.com/blog/63462-ecommerce-product-pages-where-to-place-30-elements-and-why/">product pages</a> are one major area where brands can really set themselves apart.</p> <p>The gap between top and bottom brands is huge. The decision to make a purchase is often a direct result from the information supplied on the product pages.</p> <p>Shoppers particularly liked ASOS’s catwalk video feature, enabling them to get a real feel for the product before purchasing.</p> <p>Being able to ‘shop the look’ is a welcomed time saver for users and a simple way to increase average basket values  – a personal shopper feel at no extra cost, adding value and service in an online-only environment.</p> <p>ASOS ensures product information is clear and detailed with excellent features such as photos, stock availability, image zoom functionality and video.</p> <p> <img style="vertical-align: middle;" src="http://public.edigitalresearch.com/fs/fs/FSM-924840784/f/FSF-509453020/product_page.png" alt="asos product page" width="600" height="483"> </p> <h3><strong>Checkout made simple</strong></h3> <p>ASOS leads the way when it comes to the purchase section of its website. Information is displayed on one page with the complete checkout process visible from the start of the journey.</p> <p>Progress indicators tell customers how long the checkout process may take and reduces <a href="https://econsultancy.com/blog/63466-nine-case-studies-and-infographics-on-cart-abandonment-and-email-retargeting/">the risk of basket abandonment</a>.</p> <p>A large range of delivery options are clearly stated during checkout, including free delivery which is a key USP (unique selling point) for pureplay ASOS.</p> <p><a href="https://econsultancy.com/blog/65457-be-our-guest-a-guide-to-ecommerce-guest-checkout-best-practice/">Checkout registration</a> is a huge purchase barrier. ASOS handles this well with a sleek form that integrates with popular social media platforms - a feature loved by our benchmark respondents.</p> <p><strong> <img style="vertical-align: middle;" src="http://public.edigitalresearch.com/fs/fs/FSM-924840784/f/FSF-549039268/pre_check_ouy.png" alt="" width="600" height="412"></strong></p> <h3><strong>So what do retailers need to do to improve their digital customer experience?</strong></h3> <p>In summary, it’s no longer just about usability and ease but creating and connecting with users by inspiring and engaging with them.</p> <p>By understanding what customers want from their online journey, we can personalise customer experiences.</p> <p>ASOS is by no means the perfect site and there’s still plenty of room to improve the customer experience – including <a href="https://econsultancy.com/blog/9366-ecommerce-consumer-reviews-why-you-need-them-and-how-to-use-them/">product reviews</a>.</p> <p>With new ideas such as <a href="https://econsultancy.com/blog/66587-10-ways-marketers-can-use-virtual-reality-right-now/">virtual reality</a> now in the not too distant future, many retailers will start using technology to add value.</p> <p>Features such as trying a dress on in your own virtual fitting room or seeing a piece of furniture in your living room could be make or break for the next generation of digital experiences.</p> <p><a href="https://econsultancy.com/blog/67745-15-examples-of-artificial-intelligence-in-marketing/">Artificial Intelligence</a> could soon play a key role in ecommerce with features such as image recognition and voice-enabled browsing already out there.</p> <p><em>For the full findings of this report, download eDigitalResearch's <a href="https://edigitalsurvey.com/survey/enter/s/ESV-764228069" target="_blank">Future of eRetail Report</a>.</em></p> tag:econsultancy.com,2008:BlogPost/67867 2016-05-20T01:00:00+01:00 2016-05-20T01:00:00+01:00 Six must-do's for a successful customer experience programme Jeff Rajeck <p>The roundtables covered topics related to CX and were moderated by volunteer client-side marketers and subject matter experts from Econsultancy and our event sponsor IBM. </p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group.</p> <p>Moderators dutifully took high-level notes during the discussion and presented them back to the group at the end.</p> <p>Below is a summary of the main talking points during the day about the topic Customer Experience Management: Trends, Challenges &amp; Best Practices.</p> <p><img src="https://assets.econsultancy.com/images/0007/5097/bangkok_1.jpg" alt="" width="800" height="533"></p> <h3>1. Understand the customer journey first</h3> <p>When starting off with improving CX,<strong> understanding the customer journey is a great starting point</strong>, according to attendees.</p> <p>The reason for this is that when you start to map out the customer journey and understand the various touchpoints, customer pain points will emerge. </p> <p>This, according to one participant, is a great starting point for your programme. It is always easier to get an organisation to fix a problem then to make a change based on a good idea.</p> <h3>2. Show and tell</h3> <p>Once you are making changes to address the pain points, then the next step is to <strong>tell other people in the organisation what you are doing and why.</strong></p> <p>According to attendees, this sort of 'show and tell' will help everyone realize that CX is not just a marketing initiative, but is something that benefits every department including sales and customer service.</p> <p><img src="https://assets.econsultancy.com/images/0007/5098/bangkok3.jpg" alt="" width="800" height="533"></p> <h3>3. Make digital the priority</h3> <p>One participant noted that his company found digital touchpoints to be the most important for CX because of <strong>how quickly a bad customer experience spreads on social media.</strong></p> <p>Others agreed. Through improving digital touchpoints, listening on social media, and preparing customer service to respond through digital channels many were able to improve customer sentiment significantly.</p> <h3>4. Use Net Promoter Score (NPS) as a metric</h3> <p>Once your CX programme is underway, you will be expected to provide metrics which show return on investment (ROI). </p> <p>Participants agreed that<strong> the single most important metric for demonstrating the benefits of CX investment was Net Promoter Score (NPS).</strong></p> <p>For those unaware, Net Promoter Score is how customers rate your service, from 0 to 10, in response to a single question, "How likely are you to recommend our product or service to friends and family." </p> <p>Scores of six and below are considered detractors to your brand. Scores of seven and eight are considered to be passive admirers. But those who answer nine or ten are active promoters of your product or service.</p> <p>The aim, then, is to raise the score over time through investment in improving CX.</p> <p>According to attendees, using a metric as simple as NPS makes it easier for people outside of marketing to understand CX and invest in it as well.</p> <p><img src="https://assets.econsultancy.com/images/0007/5099/NPS.jpg" alt="" width="800" height="433"></p> <h3>5. Develop self-service options</h3> <p>Looking further along, when you have removed pain points, have multiple departments onboard, and are using NPS or another CX metric as a KPI, there is another step you can take.</p> <p>Participants pointed out that <strong>customers prefer self-service over interacting with a person at a company</strong>.</p> <p>And so to improve CX to a greater extent, companies should consider developing self-service interfaces for customers to use.</p> <p>One attendee noted that doing so provides an additional benefit of being able to closely track metrics, such as clicks-to-conversion, which can help you improve CX using analytics.</p> <p><img src="https://assets.econsultancy.com/images/0007/5100/bangkok4.jpg" alt="" width="800" height="533"></p> <h3>6. Get ready for the 'bots'</h3> <p>Finally, participants agreed that software 'chatbots' which handle customer service automatically are the future of CX.</p> <p>Already, Facebook claims to have <a href="http://techcrunch.com/2016/05/10/facebook-chatbot-analytics/">over 10,000 developers working on chatbots for Messenger</a>. LINE has also <a href="https://developers.line.me/bot-api/overview">recently launched a bot interface</a> and the other main messaging platforms cannot be far behind.</p> <p>Chatbots are already starting to appear. In Tokyo, for example you can already order a Domino's pizza purely through chatting on LINE.  </p> <p>Attendees felt that it was imperative that brands start investing in this new, exciting technology to improve their CX.</p> <p><img src="https://assets.econsultancy.com/images/0007/5101/line_dominos.JPG" alt="" width="800" height="509"></p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Customer Experience Management: Trends, Challenges &amp; Best Practices table, Nuttakorn Rattanachaisit, Co-founder &amp; MD of Predictive Co., Ltd.</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4962/bangkok4.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:BlogPost/67851 2016-05-19T01:00:00+01:00 2016-05-19T01:00:00+01:00 How are Thai marketers personalising the customer experience? Jeff Rajeck <p>But how do marketers elsewhere feel about personalisation? Are they as enthusiastic as those Down Under? What steps are they taking to make personalisation happen?</p> <p>To find out the answer to these questions and more, Econsultancy invited dozens of client-side marketers in the Thai capital, Bangkok, to discuss CX at roundtable discussions in April of this year.</p> <p>The roundtables covered three CX-related topics and were moderated by subject matter experts from Econsultancy and our event sponsor IBM.</p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group. </p> <p>Below is a summary of the main talking points taken from the Personalisation table.</p> <p><img src="https://assets.econsultancy.com/images/0007/4960/bangkok3.jpg" alt="" width="800" height="533"></p> <h3>What is personalisation?</h3> <p>Before diving in too deep, participants first wanted to get a understanding of what people meant when they talked about 'personalisation'.</p> <p>Among the suggestions: </p> <ul> <li>Speaking to a customer 'as a person'.</li> <li>Understanding a customer's perception of the brand.</li> <li>Anticipating a customer's needs.</li> <li>Segmenting messaging and adjusting communication.</li> </ul> <p>All of these are important, attendees agreed, but out of them all<strong> segmentation was probably the most important consideration.</strong></p> <h3>Why is segmentation so important to personalisation?</h3> <p>One participant pointed out that marketers can segment in many ways, such as: </p> <ul> <li>Demographics (e.g. gender, family composition).</li> <li>Lifestyle (e.g. credit card spend).</li> <li>Behaviour (looking at both what customers say they do and what they actually do).</li> <li>Purchase intent (through what they are currently researching).</li> </ul> <p> And each of these ways of segmenting provide useful 'building blocks' to help a brand deliver a personalised experience.</p> <p>That is,<strong> most marketing departments cannot deliver a personalised, 'market of one' service</strong> due to resource constraints, <strong>but they can improve their segments</strong> such that the service they offer feels personalised.</p> <p><img src="https://assets.econsultancy.com/images/0007/4961/bangkok5.jpg" alt="" width="800" height="533"></p> <h3>Reasons for personalisation</h3> <p>The table then asked the marketers why they would want to use personalisation.  </p> <p>Three reasons came up why personalisation should be in every marketer's toolbox. </p> <ul> <li>It helps creates an emotional bond between the customer and the brand. This helps to build the long-term relationship and increases engagement.</li> <li>It is a great way to offer product recommendations. Call it 'super-powered' marketing. When you get to know your customers well, you can use data to make predictive and intelligent offers to them.</li> <li>And finally, it also helps with delivering relevant content and engaging design. This, in turn, improves <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">the overall customer experience</a> by helping with branding as well as conversions. </li> </ul> <h3>So how do marketers use personalisation?</h3> <p>Participants then discussed ways in which they have actually used personalisation to increase conversion rates: </p> <ul> <li>Sent individual birthday emails.</li> <li>Created products for a specific segment (like special skiing insurance for ski-enthusiasts).</li> <li>Delivered special offers to the most profitable segments first.</li> <li>Intervened personally after a shopping cart abandonment - which worked much better than sending an automated email.</li> </ul> <p><img src="https://assets.econsultancy.com/images/0007/4959/bangkok2.jpg" alt="" width="800" height="560"> </p> <h3>Getting started with personalisation</h3> <p>The marketers also offered some suggestions for getting started with a personalisation initiative.</p> <h4>CRM</h4> <p>Marketers who used personalisation agreed that for it to work, the CRM must be a priority for the marketing department.</p> <p>But many participants admitted that their CRM is still just an Excel spreadsheet. This makes it difficult, if not impossible to implement personalisation. </p> <p>Those who had already improved their CRM recommended a custom-made solution because:</p> <ul> <li>A custom-built CRM is more cost-efficient compared to the off-the-shelf solutions, in their experience, and, </li> <li>custom-made CRM solutions also provide more flexibility which is very useful when building custom segments.</li> </ul> <h4>Legal considerations</h4> <p>Finally, participants had a few things to say about the legal aspects of personalisation:</p> <ol> <li>Make sure you have permission to use customer data. Some data, such as financial data, cannot be used for marketing purposes in certain countries.</li> <li>Use common sense. Don't personalise using data that your customers may not know you have. This is an issue when using third-party data for your marketing.</li> <li>Don't be creepy. Personalisation works better when it is subtle, so use it sparingly to improve the experience.</li> </ol> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Personalisation table: Olga Gergenkop, ecommerce manager at CHi.</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4962/bangkok4.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:BlogPost/67847 2016-05-18T14:49:43+01:00 2016-05-18T14:49:43+01:00 Is omni-channel retail a delusion? Patricio Robles <p>It's a question worth asking in the wake of horrible earnings reports from a number of high-profile retailers.</p> <p>While the dismal performance of retailers like Macy's, Gap, Kohl's and Nordstrom could signal a weakening economy, the situation appears more complex than that and retail executives themselves <a href="http://www.bloomberg.com/news/articles/2016-05-13/here-s-what-top-retail-executives-are-saying-about-their-horrible-quarter">admitted</a> they don't have all the answers. </p> <p>"We're frankly scratching our heads," Karen Hoguet, Macy's CFO told investors and analysts.</p> <p>She almost certainly isn't the only one who is doing so. Despite the woes of retailers like Macy's, <a href="http://www.wsj.com/articles/u-s-retail-sales-in-april-grow-at-best-pace-in-more-than-a-year-1463142745">April retail sales figures were strong</a>.</p> <h3>So what gives?</h3> <p>In a nutshell: consumer behavior and the retail market are undergoing significant shifts, and this calls into question the viability of many retailers' existing omni-channel strategies.</p> <p><a href="https://www.washingtonpost.com/news/business/wp/2016/04/28/amazons-revenue-and-profit-soar/">Amazon's business is booming</a> and it is rapidly expanding its footprint. Morgan Stanley says it's now the number two apparel retailer in the US. And it's <a href="https://econsultancy.com/blog/67769-the-rise-of-amazon-s-private-labels-shows-the-perils-of-not-owning-your-data-customers/">not</a> stopping <a href="http://arstechnica.com/business/2016/05/amazon-will-start-selling-its-own-private-label-groceries-diapers-and-more/">there</a>. </p> <p>While Amazon is growing and expanding, brick-and-mortar retailers turned omni-channel retailers aren't seeing the results they had hoped for.</p> <p>For instance, Macy's digital sales are still growing by double-digit percentages but Hoguet revealed that they still "grew less rapidly than anticipated."</p> <p><img src="https://assets.econsultancy.com/images/0007/5049/Macy_s_store.jpg" alt="" width="800" height="532"></p> <p>And <a href="https://econsultancy.com/blog/66389-what-does-the-ideal-click-and-collect-service-look-like/">click-and-collect</a>, which <a href="http://fortune.com/2016/05/12/kohls-retail-results/">still accounts for just 3% of Kohl's sales</a>, apparently isn't enough to offset declining store traffic.</p> <p>Given the widespread trends being seen across the retail industry, including <a href="http://www.seattletimes.com/business/amazon/retailers-swap-ideas-on-coping-with-behemoth-amazon/">growing fragmentation</a> and <a href="http://time.com/money/4304622/stores-closing-in-2016/">the rapidly rising number of store closures</a>, <strong>an argument could be made that omni-channel dreams are fast being replaced by nightmares.</strong></p> <p>Some might suggest that the industry is simply going through a rough patch and that downsizing is a painful but necessary part of <a href="https://econsultancy.com/training/digital-transformation/">the transformation</a> that omni-channel retailers must endure.</p> <p>But the optimistic vision laid out in 2012 by Storch, who is now CEO of Canadian retail group Hudson's Bay Company, clearly differs significantly from the reality in 2016.</p> <p>There might be merit to the omni-channel concept generally, but many of the retailers that are banking on it can no longer pretend that it's their saving grace because for most of them, it almost certainly won't be.</p> tag:econsultancy.com,2008:BlogPost/67848 2016-05-18T11:21:49+01:00 2016-05-18T11:21:49+01:00 To rebrand, or not to rebrand? That is the question Andrew Chrysostom <p>It can be a challenging decision to make as to whether a rebrand is right for your company. Timing, cost and brand recognition are all factors that come into play.</p> <p>For established brands, whose logos were conceived in a non-digital age the challenge becomes even bigger.</p> <p> <img src="https://assets.econsultancy.com/images/0007/5018/budweiser.jpg" alt="" width="640" height="427"></p> <p>As the term ‘brand’ becomes more prominent in English football, our favourite clubs are also forced to deal with the change to a digital age. </p> <p>In 2002 Arsenal was one of the first high profile clubs to make the decision to drastically change its crest (essentially its logo... if you’re a football fan you’ll know that it hurt to type that) to be not only easily identified in matters of copyright, but also to be digital friendly. </p> <p><img src="https://assets.econsultancy.com/images/0007/4918/arsenal_crests.png" alt="" width="635" height="340"></p> <p>The previous crest’s Latin motto would have been unreadable when scaled down to a smartphone, and the background detail would be superfluous. </p> <p>Another loss is the Borough of Islington coat of arms, which again would cause issues when scaled down. The typeface and colours also changed to be web-friendly. </p> <p>Ultimately the move was necessary for a business whose popularity was increasing and needed to keep up with the digital age.</p> <p>This trend known as ‘undesigning’ has become increasingly prominent, with Google’s latest redesign drawing the most attention.</p> <p><img src="https://assets.econsultancy.com/images/0007/4919/google_logo.jpg" alt="" width="807" height="222"></p> <p>Also there’s the sarcastic beast of social media to tackle. When Airbnb revealed its new redesigned logo, the internet dusted off its lapels and took the podium.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">The Thought Process Behind the new <a href="https://twitter.com/hashtag/airbnb?src=hash">#airbnb</a> logo <a href="http://t.co/pUEps6e5Ik">pic.twitter.com/pUEps6e5Ik</a></p> — Shaun Pendergast (@ShaunPendy) <a href="https://twitter.com/ShaunPendy/status/489476669993156612">July 16, 2014</a> </blockquote> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">How many people in AirBNB meetings didn't tell their bosses the new logo looks like testicles? All of them, right? <a href="http://t.co/2e9b1PpyeN">pic.twitter.com/2e9b1PpyeN</a></p> — Kate Stayman-London (@_ksl) <a href="https://twitter.com/_ksl/status/489509352819015680">July 16, 2014</a> </blockquote> <p>However it seemed the person running their social accounts got the green light to take it in good humour.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/joeshoop">@joeshoop</a> We prefer well-rounded. <a href="https://twitter.com/hashtag/BelongAnywhere?src=hash">#BelongAnywhere</a></p> — Airbnb (@Airbnb) <a href="https://twitter.com/Airbnb/status/489468909628563456">July 16, 2014</a> </blockquote> <p>Not to mention Instagram’s latest overhaul of its logo - perhaps a move taken to distract from its <a href="http://bit.ly/1rTgDzF">algorithm changes</a>.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Really impressed with all the time and effort that went into redesigning the Instagram logo. <a href="https://t.co/E0uTdT66uh">pic.twitter.com/E0uTdT66uh</a></p> — Madison M. K. (@4evrmalone) <a href="https://twitter.com/4evrmalone/status/730398325539803137">May 11, 2016</a> </blockquote> <p>Although the changes may seem innocuous, they’re mostly rooted in the ethos of constantly evolving to improve user experience. If there’s one thing that’s certain, it’s that even small changes can be scary.</p> <p>But what if you’re changing more than a logo or a name? I recently spoke to a company that’s changing its entire ethos.</p> <p><a href="https://www.falcon.io/">Falcon Social</a> was a social media tool, allowing for easy management over several accounts.</p> <p>But the company has now transformed to Falcon.io – a fully integrated <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">customer experience</a> platform, with the mantra 'Meet your customers'. </p> <p><img src="https://assets.econsultancy.com/images/0007/4921/falcon.io.png" alt="" width="1440" height="672"></p> <p>Rebranding is never simple, especially for an established business in a crowded marketplace.</p> <p>We asked Falcon.io founder Ulrik Bo Larsen a few questions about the challenges that he faced when making the transition.</p> <h3>Q. What were the key factors in deciding to rebrand?</h3> <p>As a company, our success has always stemmed from our ability to adapt quickly in a constantly changing industry.</p> <p>We started out as a social media management tool in 2010, because back then, the industry needed a unified platform that could handle community management, content management, listening and analytics from one place.</p> <p>But social is not just one channel anymore, it has fast become something that touches the entire marketing department.</p> <p>Marketers don’t just need social media management, they need to be able to see the entire customer journey, from identifying customers interests, to engaging with relevant content, to 1:1 contact through to the ultimate goal, which is brand advocacy.</p> <p>Social data fuels this visibility, but it’s ultimately about delivering an outstanding customer experience across all the possible digital touch points.</p> <p>We noticed that the industry is crying out for a tool that delivers this visibility seamlessly, and so we evolved.</p> <p>The Falcon platform still has all the social media management elements as before, but we’ve added more unique capabilities to take us beyond social, into customer experience management.</p> <p>Naturally, you can’t market yourself as a CX platform with the word social tattooed to your forehead, so we’ve rebranded to Falcon.io.</p> <h3>Q. Which were the biggest challenges you faced during the process?</h3> <p>The biggest challenge with this launch was the timeline.</p> <p>Three months ago, I told the company that our task for the quarter was to launch a new brand that would change the way the industry sees marketing.</p> <p>I told them that we were going to roll out a new platform, brand identity, and market positioning - in just three months. At the time the task seemed daunting for me and the Falcon team.</p> <p>But not only did we succeed, we helped some of the world's most influential brands - Carlsberg, Tiger and Change Lingerie - come on board with our vision for the future of marketing.</p> <p>The new platform has been a huge hit with clients, analysts and press, and this is only the beginning.</p> <h3>Q. Are you worried about the SEO impact for the company?</h3> <p>No. It’s true that rebranding always brings the risk of losing an already established SEO position; transitioning from one domain to another is no small task.</p> <p>However, we see the potential for SEO success with our new positioning far outweighing any short-term effects.</p> <p>We’ve spent the last year carefully developing a nuanced SEO strategy to limit any potential hits to our ranking. </p> <p>The great thing about our particular rebrand story is that we now have a bigger field to play in regarding SEO.</p> <p>Moving beyond the social media management niche into the broader field of customer experience opens up much wider opportunities for our SEO strategy, and this means that Falcon.io’s SEO strength will surpass anything we’ve been able to achieve before. </p> <h3>Q. What advice would you give to any other companies who are growing quickly and are thinking about rebranding?</h3> <p>Aggressive growth and adapting quickly is all about hiring the right talent.</p> <p>The first thing we did following our Series B funding last year was scale the team - we hired 160 people in 2015.</p> <p>Hiring a strong management team is particularly important for scaling. This team were the driving force behind our rebranding success.</p> <h4>In conclusion...</h4> <p>Ultimately the process of changing aspects of your brand can be laborious and risky, but at some point it may be necessary to make the change.</p> <p>Whether it be brand ethos, a shift from traditional marketing to digital or any other factor - there will always be a compelling reason to adapt to a changing landscape.</p> tag:econsultancy.com,2008:BlogPost/67837 2016-05-17T01:30:00+01:00 2016-05-17T01:30:00+01:00 How data-driven CX initiatives can avoid the IT 'black hole' Jeff Rajeck <p>One of the most difficult parts of improving customer experience (CX) is integrating the data from multiple touchpoints.</p> <p>In our recent survey, <a href="https://econsultancy.com/reports/customer-experience-maturity-in-australia-and-new-zealand">CX Maturity in Australia &amp; New Zealand</a>, marketers said that 'difficulty unifying different sources of customer data' was one of the top three barriers preventing organizations from improving CX.</p> <p>To make things even more challenging, unifying data typically requires help from the IT department which has its own priorities to manage.</p> <p><strong>So how can marketers move forward with data-driven CX initiatives under such difficult circumstances?</strong></p> <p>To find out, Econsultancy recently invited dozens of client-side marketers in Bangkok, Thailand for roundtable discussions to discuss this and other customer experience (CX) topics.  </p> <h3>About the roundtables</h3> <p>The roundtables covered three topics all related to CX and were moderated by subject matter experts from Econsultancy and our event sponsor IBM. </p> <p>Client-side marketers brought experiences from many different companies and industries and openly discussed their success stories and challenges with the group.</p> <p>Below is a summary of the main talking points taken from the table which discussed joining up online and offline data channels.</p> <p><img src="https://assets.econsultancy.com/images/0007/4868/bangkok-cx-3.jpg" alt="" width="800" height="533"></p> <h3>Challenges when dealing with IT</h3> <p>Participants first stated that joining online and offline data is essential for companies who want to provide a consistent customer experience (CX) across touchpoints.</p> <p>Doing so, however, is difficult as marketers often need help from the IT department to get a single view of customer data.</p> <p>There were a number of reasons mentioned why this presents such a challenge and a few examples of how attendees worked around the problem.</p> <h3>1. Limited budget</h3> <p>Participants reported that when they start a CX initiative that requires online and offline data integration, the first thing they typically hear from IT is that there is no budget for such a project.</p> <p>A <a href="http://www.idgenterprise.com/resource/research/2015-big-data-and-analytics-survey/">2015 survey conducted by IDG of more than 1,000 IT professionals</a> backs up this notion.  </p> <p>When asked about the challenges that they face with data-driven initiatives, the most popular response was 'limited budgtet'.</p> <p><img src="https://assets.econsultancy.com/images/0007/4866/bangkok-cx-1.jpg" alt="" width="800" height="275"></p> <p>Additionally, <a href="https://econsultancy.com/reports/customer-experience-maturity-in-australia-and-new-zealand">the Econsultancy CX survey of marketers from Australia &amp; New Zealand</a> showed that nearly two-in-three (65%) have not allocated budget for CX.</p> <p><img src="https://assets.econsultancy.com/images/0007/4867/bangkok-cx-2.jpg" alt="" width="400" height="266"></p> <h4><strong>So what are marketers to do?</strong></h4> <p>One way that participants got around this problem was to <strong>launch the CX data collecting initiative at low or no cost</strong>.  </p> <p>That way there can be no objections when it is getting started and, hopefully, its success will attract attention and funding.</p> <p>One fashion retailer encouraged offline staff to get customers to use its online systems, such as product search and account registration, when shopping.  </p> <p>That way, marketers were able to get both offline data from customers in the store and online data from when customers used the website later.</p> <h3>2. Legacy systems</h3> <p>A few of the marketers said that their IT departments are wary of any new initiatives because of the difficulty of working with legacy systems.</p> <p>Again, the IDG survey shows that many IT professionals agree. More than two-in-five (41%) IT leaders of companies with more than 1,000 employees said that 'legacy' issues was a challenge with data-driven initiatives.</p> <p>Problems with legacy systems are difficult for non-IT people to understand, much less fix.</p> <p><strong>What can marketers do to overcome this barrier?</strong></p> <p>First off, attendees noted, make sure you have someone in marketing who understands the IT systems to some extent.  </p> <p>It's impossible to have a serious discussion when you don't understand the issues.</p> <p>Then <strong>try to find a compromise.</strong> One participant argued that it's often easier to read data than write it, so start by just taking data from legacy systems.</p> <p>Another marketer mentioned that his company was able to improve its CX to a great extent just by making its 'reward points' available via an app.  </p> <p>The points were still collected and spent using the old IT systems, but marketing gained a huge CX win just by making it easier for customers to obtain their balance.</p> <h3><img src="https://assets.econsultancy.com/images/0007/4869/bangkok-cx-4.jpg" alt="" width="800" height="533"></h3> <h3>3. Data silos</h3> <p>Most businesses, attendees noted, are not customer-centric. Instead, they are divided into different departments and each has its own technology and databases.</p> <p>Because of this, <strong>each department has its own customer data, in its own format.</strong>  As a result, there is no single view of the customer in the organisation.</p> <p>This is made worse when each department has its own IT people and so there is no motivation for anyone to combine customer data.</p> <p><strong>How can you get around this?</strong></p> <p>One approach, attendees noted, is to think first about how marketing can deliver value to the customer in a way which also collects data.  </p> <p>This way, marketing will then have a valuable data asset which can be used as a 'chip' when negotiating for data from other departments.</p> <p>One participant mentioned that her company was able to collect valuable data from customers when they were in the retail store, even without point-of-sale integration.  </p> <p>Once the popularity of the app took off, the department responsible for sales data offered to integrate in exchange for access to the app data.</p> <p><img src="https://assets.econsultancy.com/images/0007/4870/bangkok-cx-5.jpg" alt="" width="800" height="533"></p> <h3>So...</h3> <p>Customers expect brands to be able to deliver a coordinated online and offline experience.</p> <p>The best way to do this is to make sure that online and offline data are integrated, despite all of the barriers.</p> <p>According to one attendee, it's up to the companies to rise up to the challenge and overcome internal technology hurdles in the name of meeting our customers' high expectations.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the moderator for the 'joining up online and offline data channels' table: Nuttakorn Rattanachaisit, co-founder &amp; MD of Predictive Co. Ltd</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4871/bangkok-cx-6.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:BlogPost/67820 2016-05-13T01:00:00+01:00 2016-05-13T01:00:00+01:00 How to optimise your personalisation efforts with segmentation Jeff Rajeck <p>Econsultancy recently held roundtable discussions in Jakarta, Indonesia about The Rise of Customer Experience &amp; Customer Journey, sponsored by IBM.  </p> <p>Client-side marketers brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group.</p> <p>One of the three tables discussed personalisation and arrived at an interesting way in which marketers can implement their customer experience strategy.</p> <p><img src="https://assets.econsultancy.com/images/0007/4686/1.jpg" alt="" width="850" height="567"></p> <h3>Why personalisation?</h3> <p>At the table, participants first discussed why companies were so interested in personalisation.</p> <p>They determined that one of the marketer's most important roles was to engage with customers through the whole customer lifecycle.  </p> <p>With so many communication channels available, though, it is hard for companies to grab and keep their customers' attention.</p> <p>Attendees agreed that by personalising communications, marketers were far more likely to be able to maintain a high level of engagements, so personalisation was a very useful strategy for marketers.</p> <h3>Barriers to personalisation</h3> <p>But in order to deploy a new strategy, marketers need to convince management of its value. </p> <p>One participant noted that it was particularly difficult to do this with personalisation as implementing it is resource-intensive and expensive.</p> <p>First off, personalisation requires creating a single view of the customer which means tackling the data silos in place at most organisations.</p> <p>Next, marketers had to do some channel automation so that the personalisation initiative could scale to their whole customer base.</p> <p>And finally, there is a non-trivial amount of data cleaning and testing required so that your efforts to greet your customer using their name does not fail spectacularly.</p> <p>Participants agreed that even simple email personalisation can be difficult to implement with a large customer base.</p> <p><img src="https://assets.econsultancy.com/images/0007/4687/2.jpg" alt="" width="850" height="567"></p> <h3>How to overcome barriers</h3> <p>One marketer described, in detail, their approach.</p> <p>First off, he suggested, marketers need to look at their customers in three segments which typically fall into a normal distribution, or bell-curve.  </p> <p>The horizontal access is the size of the customers typical order and the vertical is the total revenue you get from the customer.</p> <p>This allows you to segment your customers into three 'value areas' so that you can use the best strategy for that particular group.</p> <h4>Small customers: Content</h4> <p>Customers who only buy a small amount occasionally will on the left. Because their orders are small and infrequent, the revenue gained from them will also be small.</p> <p>Because of this, it is not worthwhile to spend extraordinary effort on marketing to them.</p> <p>Instead, as one participant noted, use a broad content strategy to keep them aware of the company and encourage them to buy more frequently.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4688/small-blog-flyer.png" alt="" width="470" height="252"></p> <h4>Bread-and-butter customers: Automation</h4> <p>Customers who makes significant purchases regularly will be in the middle. This is the largest group of customers and the strategy is to get them to stay where they are.</p> <p>Participants argued that offering discounts, offers, and special treatment were all useful ways to keep a company's mass market buying more.</p> <p>Another suggested that <a href="https://econsultancy.com/blog/65212-what-is-marketing-automation-and-why-do-you-need-it/">marketing automation</a> including recommendation emails based on past purchases are good strategies for this group.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4689/bread-blog-flyer.png" alt="" width="470" height="245"></p> <h4>Elite customers: Personalisation</h4> <p>Finally, on the right you have customers who have large orders, but only buy occasionally. </p> <p>Because they are not frequent buyers, the total revenue gained from them is not nearly as much as you get from bread-and-butter customers.</p> <p>When they do make purchases, though, they 'move the needle' on revenue and profit, typically.</p> <p>Participants noted that this is the group which should be the focus of personalisation initiatives.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4690/elite-blog-flyer.png" alt="" width="470" height="255"></p> <p>Because one buyer's individual contribution makes a difference to the the top-line performance of your marketing, it is worth tackling the barriers to deliver a personal service to them.</p> <p>Initiatives can be as simple as including their name and other personal details on all communications and as extensive as offering a concierge service with a unique contact number and named representative.</p> <p>The purpose of personalisation for this group is to make the customer feel special, so extensive effort will need to be made to do so.</p> <p>The ROI of such strategies, one participant noted, must still be measured and considered, however.</p> <p><img src="https://assets.econsultancy.com/images/0007/4691/3.jpg" alt="" width="850" height="567"></p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Personalisation table: <strong>Heri Ardin, Strategy &amp; Planning Director at ADVIKA.</strong></p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4693/mod.jpg" alt="" width="850" height="567"></p> tag:econsultancy.com,2008:BlogPost/67839 2016-05-12T14:11:05+01:00 2016-05-12T14:11:05+01:00 How L’Oreal uses personalisation to increase brand loyalty Nikki Gilliland <p>I’ve just come from a session at the <a href="http://summit.adobe.com/emea/agenda/">Adobe Summit</a>, where L’Oréal stated that this lack of consumer awareness about its brands is not uncommon. </p> <p>Digital Manager Emmanuel Viennot also gleefully mentioned that it’s <em>not</em> in fact a negative.</p> <p>With global sales of €25.3bn, L’Oreal is a mammoth company. Yet from Garnier to Yves Saint Laurent, it has over 30 brands - and each of them has its own clear identity. </p> <p>One of the company’s greatest strengths is that it recognises this fact, and in turn, that each has its own unique kind of customer.</p> <p><img src="https://assets.econsultancy.com/images/0007/4885/L_Oreal_Brands.PNG" alt="" width="723" height="327"></p> <p>So how does it target them?</p> <p>As Viennot explained, by focusing on data and delivering a customised and consistent experience across all channels.</p> <p>For brands looking to emulate this ‘customer-centric’ approach, here are the top three suggestions I came away with from today’s talk.</p> <h3><strong>1. Utilise real-time marketing</strong></h3> <p>The consumer is becoming more and more impatient. This means that alongside the expectation of a faultless service when buying a product, they now expect an instant solution when there is a problem.</p> <p>A great way for brands to enhance the customer journey at every stage is to implement timely customer care. </p> <p>Whether this is via social media, a website chat tool, or a messaging service like <a href="https://econsultancy.com/blog/67767-will-conversational-marketing-become-a-reality-in-2016/">Whatsapp</a>, the key is delivering the right message at exactly the right moment.</p> <p><img src="https://assets.econsultancy.com/images/0007/4877/Email_Marketing.jpg" alt="" width="750" height="498"></p> <h3><strong>2. Deliver even greater personalisation</strong></h3> <p>Addressing the customer by name isn’t a new concept, and it’s certainly not the only way to deliver a personalised service.</p> <p>Both order-based and profile-based personalisation is becoming a fundamental part of <a href="https://econsultancy.com/blog/66803-16-genuinely-useful-email-marketing-tools/">email marketing</a> - and it is intrinsic to making the customer feel valued. </p> <p>According to L’Oreal, event-driven emails are the most successful.</p> <p>From focusing on past purchases to even predicting when a product might need to be replenished, recognising the life of the consumer is key.</p> <h3>3. Delve further with data</h3> <p>With an average of 24% of all emails going straight into the trash can, irrelevance is the biggest reason for poor click rates.</p> <p>Though brands now have access to immense amounts of data, it is still easy to use basic segmentation such as gender or age.</p> <p>Instead, focusing on more specific details like behaviour and product preferences is likely to lead to greater engagement. </p> <p>With geo-locational technology allowing brands to discover where customers are based, there is the potential for that first tip I mentioned, <a href="https://econsultancy.com/blog/67762-real-time-marketing-the-key-to-real-success/">real-time marketing</a>, to be used in bold new ways.</p> <p><img src="https://assets.econsultancy.com/images/0007/4879/L_Oreal_Ad.jpg" alt="" width="750" height="497"></p> tag:econsultancy.com,2008:BlogPost/67834 2016-05-12T11:21:00+01:00 2016-05-12T11:21:00+01:00 Why Virtual Reality is the ultimate storytelling tool for marketers Nikki Gilliland <p>As Senior Consultant at <a href="https://www.jauntvr.com/">Jaunt</a> - a virtual reality production company based in California - Dominic spearheads the business's marketing strategy, collaborating with brands and agencies to deliver ground-breaking and immersive cinematic experiences.</p> <p>Despite the likes of Google Cardboard and Samsung Gear recently providing a more accessible avenue into the world of virtual reality, it remains a somewhat mysterious and even <a href="https://econsultancy.com/blog/67375-five-reasons-vr-skeptics-are-missing-the-point/">off-putting idea</a> for some. </p> <p><img src="https://assets.econsultancy.com/images/0007/4843/Google_Cardboard.PNG" alt="" width="739" height="420"></p> <p>But according to Dominic, the biggest challenge facing the VR industry is not nonchalance towards the concept itself, but merely a lack of awareness that the technology is out there.</p> <blockquote> <p>VR can become more accessible for the everyday consumer - they just need to find out about it, that's all.</p> <p>Most people have a smartphone that can already power amazing stereoscopic VR content, and the content itself is growing in quality all the time.</p> </blockquote> <p>As well as accessibility, Dominic believes that valuable content is the key to its success in future.</p> <p>He suggests that there is little danger of VR going down the same fateful route as <a href="http://www.ibtimes.co.uk/3d-television-dead-samsung-lg-cut-back-3d-tv-production-1542580">3D television</a>, as long as there is as much emphasis on <em>what</em> is being created as there is excitement about the platform itself. </p> <blockquote> <p>VR is a different experience than watching video in 16:9. And historically, it has only been when there has been enough quality content that a technology has taken off – take HDTV or IMAX for example.</p> <p>People will only be willing to invest in the kit if the great content is there to justify it.</p> </blockquote> <p>The question is – does this type of content offer any real value to those outside of the gaming and movie industries?</p> <p>As Jaunt's project for The North Face proved, there is huge potential for travel and ecommerce companies in particular to utilise the technology for <a href="https://econsultancy.com/training/courses/topics/content-marketing-and-strategy">original content marketing campaigns</a>.</p> <p>In its collaboration with the outdoor clothing company, Jaunt travelled to the stunning landscapes of Nepal and Yosemite National Park, offering customers their own virtual experience of a professional's climb.</p> <p>During the multi-sensory, 360-degree journey, the brand and its products were brought to life in an authentic and thrilling way. </p> <p><iframe src="https://www.youtube.com/embed/Cr-9ujLco50?wmode=transparent" width="854" height="480"></iframe></p> <p>Alongside larger and well-known brands, there have also been <a href="https://econsultancy.com/blog/67078-three-examples-of-brands-experimenting-with-virtual-reality/">examples of VR</a> from companies you might not necessarily expect. </p> <p>One of the best cases of <a href="https://econsultancy.com/blog/67391-the-boursin-sensorium-using-virtual-reality-to-sell-soft-cheese/">experiential marketing</a> from last year was from soft cheese giant Boursin.</p> <p>Instead of setting up a bog-standard tasting experience, it included a VR element to simulate the experience of flying inside a fridge. </p> <p><iframe src="https://www.youtube.com/embed/XRik3h5M-qU?wmode=transparent" width="854" height="480"></iframe></p> <p>Of course, continued scepticism towards VR is going to be unavoidable – it can often be seen as a gimmick or something that is used as a vehicle for hype.</p> <p>However, providing brands ensure a compelling narrative, there is clear potential for a whole new world of native advertising to explode.</p> <p>And for companies like Jaunt, this spells guaranteed success.</p> <blockquote> <p>Telling stories is something that has always been at the heart of human existence, and we're helping define and build an entirely new way of doing it. It’s awesome!</p> </blockquote> <p><em>Find out more about why marketers should care about virtual reality by attending the <a href="https://econsultancy.com/events/future-of-digital-marketing-london/">Future of Digital Marketing conference on June 7th</a>.</em></p> <p><iframe src="https://www.youtube.com/embed/nwh_g5mtnoA?wmode=transparent" width="560" height="315"></iframe></p> tag:econsultancy.com,2008:BlogPost/67824 2016-05-11T10:01:59+01:00 2016-05-11T10:01:59+01:00 Three stats that throw down the gauntlet for B2B customer experience Ben Davis <h3>Only 16% of B2B companies think their customers rate their CX on a par with B2C</h3> <p>B2B experiences are evaluated with many of the same criteria as consumer brands. Convenience is expected in B2B, too.</p> <p>That's why it's perhaps surprising to know that only 16% of survey respondents said their B2B CX was on a par with the best B2C retail experiences.</p> <p>The gap between the 'leaders' category (those B2B companies that consider their CX strategy 'very advanced') and the rest is also worth consideration.</p> <p>These top 20% of organizations are more than three times as likely to provide B2C-quality experiences. The other 80% of companies are playing catch-up, and have much to do. </p> <p><img src="https://assets.econsultancy.com/images/0007/4792/Screen_Shot_2016-05-09_at_12.24.49.png" alt="b2b evaluated against b2c cx" width="615"></p> <h3>Less than 40% are using purchase history to improve CX</h3> <p>The majority of respondents are using CRM data (55%) to improve the digital customer experience.</p> <p>However, it's a fairly damning indictment that less than 40% of respondents use any of the other named data sources to improve CX.</p> <p>Only 37% use company purchase history and 34% use individual purchase history in order to improve the online experience. Given that this data <em>is</em> routinely used for forecasting and sales targets, this shows a neglect of CX.</p> <p>In a separate question, 39% saw fragmented data as a barrier to improving digital commerce, second only to legacy tech (42%).</p> <p>Even when users have given explicit preferences to a B2B company, only 29% are then using this data to change the CX.</p> <p><img src="https://assets.econsultancy.com/images/0007/4793/Screen_Shot_2016-05-09_at_12.50.15.png" alt="data for b2b cx" width="615"></p> <h3>Only 26% have strategies that identify the talent needed for B2B CX</h3> <p>One survey question looked at what B2B companies have included in their customer experience strategies.</p> <p>Playing into the fragmented data narrative touched on above, only 40% of companies have a strategy that involves departments outside of marketing.</p> <p>With no cross-functional teams and collaboration on the CX front, marketers are sure to make heavy weather of progress.</p> <p>50% of respondents admitted their strategy does not look further than the next 12 months and 74% have strategies that do not detail the talent necessary to achieve CX goals.</p> <p>In a tough skills market, this is likely to impact B2B companies, prolonging the inertia of a below-par customer experience.</p> <p><img src="https://assets.econsultancy.com/images/0007/4794/Screen_Shot_2016-05-09_at_12.54.52.png" alt="b2b strategies" width="615"></p> <p>For further findings from this new report, subscribers can download it using the link below. There's no doubt it throws down the gauntlet to B2B marketers.</p> <p><em>Download <a href="https://econsultancy.com/reports/the-tension-in-b2b-customer-experience-management/">The Tension in B2B Customer Experience Management</a>.</em></p>