tag:www.econsultancy.com,2008:/topics/ecrm Latest CRM & loyalty programs content from Econsultancy 2018-05-21T09:00:00+01:00 tag:www.econsultancy.com,2008:BlogPost/70017 2018-05-21T09:00:00+01:00 2018-05-21T09:00:00+01:00 How Virgin Holidays is using AI to improve email marketing ROI Nikki Gilliland <p>However, with email campaigns taking up extensive amounts of time and resources (with little pay-off) – the strategy was failing to work.</p> <p>I recently heard from Saul Lopez, Customer Lifecycle Lead at Virgin Holidays, about the brand’s decision to bring AI into the mix, specifically to optimise subject lines using AI marketing technology from Phrasee.</p> <p>Here’s more on the reasons why this approach has turned around the travel brand’s email strategy, plus a few general benefits of using AI.</p> <h3>Challenge no. 1: No testing culture</h3> <p>One of the main challenges previously faced by Virgin Holidays was internal team structures, with marketing required to go through an extensive approval process, particularly for content writing and email creative. </p> <p>As a result, there was neither the time or opportunity for testing, resulting in a somewhat restricted and uncreative culture.</p> <p>Upon Saul’s arrival at the company, he met with Phrasee to discuss the benefits of using its artificial intelligence platform to automate and optimise subject lines. The technology looks at emotions, sentiments, and phrases in order to predict what kind of copy the audience will best respond to.</p> <p>So, was it easy to convince leaders to invest? Despite his own clear intent, Saul explains that he was met with some resistance from above:</p> <p>“There was absolutely scepticism towards going down the AI route. There were a lot of talks internally, as well as back and forth between me and my marketing manager. After all, this is something completely new, right? AI that can write marketing language is something that three years ago we had no idea about - AI wasn't even a buzzword yet.”</p> <p>However, with the reassurance that the technology would streamline creation, with no extra training or skill-sets required, the company decided to take the risk. </p> <p>“The set-up didn't actually involve any kind of team or structural changes or ways of working - it was very straightforward," says Saul. "What we did was give Phrasee our tone of voice, which then allowed the AI to create a language that was specifically for us and our campaigns.”</p> <p><img src="https://assets.econsultancy.com/images/0009/4410/Phrasee.JPG" alt="" width="700" height="386"></p> <h3>Challenge number 2: Human bias</h3> <p>Alongside general unease at letting technology takeover, one of the biggest scepticisms towards AI is that it will lack creativity or imagination. As a result, Saul admits that a big learning curve has been taking a step back, and letting the AI do its job:</p> <p>“In the beginning we were definitely fiddling too much with the subject lines, which meant we were putting a human bias on them. During this time, we weren't actually seeing any success because we weren't letting the AI do its job. So, it was only after a few months (as we stopped correcting things) did we actually start seeing incremental results.”</p> <p>Interestingly, Phrasee’s technology is actually designed to challenge this type of human bias, as Saul also admits that AI has created subject lines that human writers wouldn’t have thought to use.</p> <p>“The company would never go into a sale weekend without promoting it in email subject lines, so if we had 20% off running we would always mention it. When we started using Phrasee, we actually realised that these subject lines were not the strongest ones,” he explained.</p> <p>As well as challenging bias, the AI’s ability to learn over time (and monitor how specific types of campaigns perform) also means that it is able to adapt and be even more intuitive than a human might. </p> <p>“During one particular marketing campaign," Sauls says, "'directness' and 'curiosity' were the most successful types of subject lines, but, as soon as we entered our sales phase, Phrasee understood that 'directness' and 'urgency' were working better - so it immediately started to auto generate subject lines in that area.”</p> <h3><img src="https://assets.econsultancy.com/images/0009/4409/Virgin_Holidays.JPG" alt="" width="650" height="519"></h3> <h3>The results:</h3> <p>In a fairly short space of time, Virgin Holiday’s AI-optimised subject lines were generating more engagement than before.</p> <p>“We started to see", Saul says, "that - for exactly the same campaigns and exactly the same segmentation - our open rates increased two percentage points.”</p> <p>While this might sound like a miniscule shift, Virgin Holiday’s reliance on email means that, in monetary terms, it makes the world of difference. The brand sends an average of 22 millions emails per year. Saul explains that “As a company that makes a lot of money out of email marketing, that uplift has generated several million pounds.”</p> <p>AI-optimised campaigns have also seen 66% increased awareness and a 33% increase in web traffic. But, alongside this tangible success, has Virgin Holidays learnt anything from the AI that they didn’t know before?</p> <p>According to Saul, there’s no ‘magic formula’ when it comes to subject lines, which is exactly why artificial intelligence can be such a game-changer in terms of marketing. This is because humans tend to be programmed to look for a ‘one-size-fits-all’ solution, as well as the fact that they can be repetitive by nature. </p> <p>In contrast, the AI looks beyond recent bias to take everything into consideration, creating copy on a campaign-by-campaign basis:</p> <p>“Over the years, the algorithm has got better and better and we have seen improvements year on year. There's no single subject line or word that works the best, because it always depends on the campaign. That’s the thing with true machine learning, it learns and changes over time. This means that just because something worked last year, it doesn't mean that it will work again now."</p> <h3>Looking ahead</h3> <p>So, with artificial intelligence clearly resulting in success, what about the notion that it will overpower and therefore eradicate human roles? Parry Malm, Phrasee's CEO, convincingly suggested at Supercharged that we should all ‘cut the BS’ – i.e. get rid of the notion that a 'super AI' will be detrimental to marketing rather than beneficial. He merely suggests that it is a "collection of technologies that perform tasks equal to or more effectively than humans", which, yes, means that it might change them, but not eradicate them.</p> <p>Meanwhile, will Virgin Holidays be looking to use AI in other ways apart from email in future?</p> <p>Saul suggests that the brand might soon be incorporating into another important focus for the brand – customer service:</p> <p>"We are talking about chatbots at the moment. We know that click-to-chat has increased, in fact, demand has increased 250% lately. Sometimes, we don't have enough resources, so we're trying to figure out ways to automate some of those queries to provide better service to our customers."</p> <p>Indeed, during Supercharged, AI for customer service was another big talking point, with brands including Age UK and RBS speaking about how the technology has helped to take the pressure off service channels and streamline processes.</p> <p>Chatbots are a different beast entirely, of course, but if Virgin Holidays' previous investment is anything to go by - AI (in all forms) can certainly pay off.</p> <p><strong>Related articles:</strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69595-emojis-in-email-subject-lines-smiley-face-or-smiley-poop" target="_blank">Emojis in email subject lines: smiley face, or smiley poop?</a></li> <li><a href="https://www.econsultancy.com/blog/69951-how-ai-is-redefining-personalisation-the-job-of-the-email-marketer" target="_blank">How AI is redefining personalisation &amp; the job of the email marketer</a></li> </ul> <p><a style="color: #2976b2;" href="https://econsultancy.com/reports/email-marketing-best-practice-guide" target="_self"><img src="https://assets.econsultancy.com/images/0009/3237/Email_Marketing_Best_Practice_Widget.png" alt="email report banner" width="615" height="243"></a></p> tag:www.econsultancy.com,2008:Report/4785 2018-04-26T15:08:00+01:00 2018-04-26T15:08:00+01:00 A Marketer’s Guide to the Internet of Things <p><strong>A Marketer's Guide to the Internet of Things</strong> will demystify the Internet of Things (IoT), provide an update on the current adoption of IoT and explain how organisations can use IoT in marketing. </p> <p>It will explain the role of IoT as part of the trend towards ubiquitous computing and the opportunities that gives marketers to acquire data, develop products and services and add value to customers</p> <p>The report will: </p> <ul> <li>Help marketers establish an IoT point of view and opinion on how it might fit into their marketing plans. </li> <li>Provide an overall understanding of IoT and how it combines with other emerging technology trends.</li> <li>Make predictions on market size and the speed of adoption. </li> <li>Explore how and why IoT will transform the marketing of products and services and how it can be harnessed right now. </li> <li>Offer examples from different industries including retail, FMCG/CPG, financial services, utilities and telecommunications, travel, manufacturing and logistics, pharmaceutical and healthcare. </li> <li>Explain the breadth of opportunity afforded to brands, including revenues, brand extension, customer service and advertising. </li> <li>Discuss important considerations for designing a strategy. </li> <li>Propose a formula for IoT success.</li> </ul> <p>Econsultancy would like to thank the following people for their contribution to this report:</p> <ul> <li> <strong>Niall Murphy and Andy Hobsbawm</strong>, Co-founders, EVRYTHNG</li> <li> <strong>Josh Valman</strong>, CEO, RPD International</li> <li> <strong>Tom Wood</strong>, Managing Partner, Foolproof</li> <li> <strong>David Simmons</strong>, CTO and General Manager, Ping Asset Ltd</li> <li> <strong>Hans Nasemann</strong>, VP Major Appliances Asia Pacific, Electrolux</li> <li> <strong>Gerd Leonhard,</strong> CEO, The Futures Agency</li> <li> <strong>Mirko Giacco Michelangelo</strong>, Director of Commercial Operations and Digital, Vodafone Hungary</li> <li> <strong>James Chandler,</strong> Chief Marketing Officer, IAB UK</li> </ul> tag:www.econsultancy.com,2008:Report/3008 2018-04-23T13:39:00+01:00 2018-04-23T13:39:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are also available:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a><br></strong></li> <li><strong><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a></strong></strong></li> <li> <strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a></strong><strong> </strong> </li> <li><strong><a title="Retail Statistics Compendium" href="https://econsultancy.com/reports/retail-statistics-compendium/" target="_self">Retail</a></strong></li> <li><strong><a title="Travel Statistics Compendium" href="https://econsultancy.com/reports/travel-statistics-compendium/" target="_self">Travel</a></strong></li> </ul> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:www.econsultancy.com,2008:BlogPost/69780 2018-02-08T09:45:00+00:00 2018-02-08T09:45:00+00:00 Five ways ecommerce brands can build customer loyalty Nikki Gilliland <p>But are there really enough ways to make customers buy and buy again? </p> <p>With this in mind, let’s look outside of the obvious (point schemes) and at a few different tactics for inspiring customer loyalty, alongside the ecommerce brands that effectively utilise them.</p> <h3>Let them try before they buy</h3> <p>With brands like Amazon and ASOS setting the bar, free and fast shipping is now becoming the norm, and an expectation for customers. </p> <p>But, if it is an expectation, can it truly inspire loyalty? Perhaps to a certain extent, however, ecommerce brands are now recognising the emerging benefits of another key differentiator - the ‘try before you buy’ model. </p> <p>This strategy is based around managing risk, with brands taking away the uncertainty associated with online shopping and allowing customers to only pay for items they keep.  </p> <p>Recently, it was reported that ASOS’s decision to offer a ‘try before you buy’ service sent sales skyrocketing during a typically competitive Christmas period. The retailer’s UK sales grew 23% to reach beyond £300m in the last four months of 2017. Other brands appear to be taking note too - lingerie brand La Perla has also launched a similar initiative. </p> <p>So, why is this effective for building loyalty? Essentially, it lets customers know that they are trusted, which in turn helps to create a cycle of confidence in the brand and its service. On a basic level, it also means that customers might be less worried about the financial implications of online shopping, which could spur them on to order on a more regular basis.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Dreams do come true! Check out Klarna on the APP try before you buy</p> — ASOS (@ASOS) <a href="https://twitter.com/ASOS/status/930457360891629568?ref_src=twsrc%5Etfw">November 14, 2017</a> </blockquote> <h3>Align with consumer values</h3> <p>People are more attracted to brands that share the same values and beliefs as they do. <a href="https://www.helpscout.net/blog/brand-loyalty/" target="_blank">64% say</a> that this is the main reason they have a relationship with a brand. As a result, customers are more likely to stay loyal too if this is reinforced. For example, if they are reminded of how their custom might benefit a particular cause, or if they’re given rewards that contribute to it.</p> <p>This is shaping a new kind of loyalty programme. Last year, L’Oréal Paris launched its ‘Worth It’ rewards scheme, which gives customers the opportunity to redeem points for new products or the opportunity to give back. </p> <p>Customers can choose to donate their points to organisations represented by recipients of L’Oréal’s ‘Women of Worth’ awards, which is an awards event that recognises women for their work in altruistic fields.  </p> <p>By including a charitable element in its loyalty scheme, L’Oréal is yet another beauty brand focusing on cause marketing. The Sephora Stands programme is a similar initiative, designed to create a positive social impact through sales. By promoting philanthropic work (and recognising that customers care about more than just beauty products), these brands are creating stronger and more loyal relationships.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">We provide more training and jobs in partnership with @SephoraStands @Sephora We will empower 100,000 women the next few years #Cambodia pic.twitter.com/Zr81NgyB6F</p> — Nomi Network (@nominetwork) June 8, 2017</blockquote> <h3>Explain the benefits of loyalty</h3> <p><a href="https://econsultancy.com/blog/68114-six-tips-for-loyalty-program-success" target="_blank">Loyalty schemes</a> are proven to be an effective tool for customer retention. <a href="http://www.nielsen.com/uk/en/press-room/2013/nielsen-survey-84-percent-of-global-respondents-more-likely-to.html" target="_blank">Research suggests</a> that 84% of consumers are more likely to choose a retailer that has a loyalty programme, while 68% of millennials say they wouldn't be loyal to a brand if it doesn't have one. </p> <p>One of main the reasons that customers stop participating in schemes is because they do not offer enough or sufficient rewards (or make customers aware of them). So, it’s not just important for brands to offer customers a good loyalty programme in the first place, but to also effectively promote and communicate its benefits. </p> <p>One way to do is with a user-friendly explainer page, which helps customers understand how a programme works and encourages them to get involved. </p> <p>Urban Outfitters’ ‘UO Rewards’ page is a good example, because it puts its loyalty programme in the context of customer’s lives rather than merely outlining the details. Recognising that customers might assume that they can only claim rewards by shopping with the brand, the retailer focuses on other areas such as social sharing and visiting store events. </p> <p><img src="https://assets.econsultancy.com/images/0009/2102/Urban_Outfitters_rewards.JPG" alt="" width="780" height="513"></p> <p>In return, it explains how they can expect rewards such as further discounts, personalised prizes, and even a birthday gift if they rise to a 'VIP' loyalty status. With the majority of loyalty schemes merely involving points to redeem off products, these lifestyle-orientated rewards are likely to appeal to Urban Outfitter's young customer-base.</p> <p><img src="https://assets.econsultancy.com/images/0009/2172/UO_benefits.JPG" alt="" width="760" height="253"></p> <p>The page also effectively promotes the brand’s loyalty app, and includes a number of strong calls-to-action to drive downloads.</p> <p><img src="https://assets.econsultancy.com/images/0009/2105/UO_rewards.JPG" alt="" width="600" height="282"></p> <h3>Genuine gratitude</h3> <p>While operations can certainly make a difference, there are much more simple factors that can impact whether someone wants to come back. For example, expressing gratitude to customers can make a difference (for first-time buys as well as repeated purchases).</p> <p>Retailers automatically send confirmation emails, so a simple alternative would be to turn this into more of a thank you than a basic overview of a purchase. This is not remarkably impactful in itself, of course, but it can be a foundation on which to build an overarching email strategy, whereby a brand recognises (and shows gratitude) for loyalty over time. </p> <p>This could mean additional promo codes, or perhaps an email marking the anniversary of a purchase or <a href="https://www.econsultancy.com/blog/69314-eight-effective-examples-of-email-sign-up-forms" target="_blank">newsletter sign-up</a>. In whatever case, it shows customers that they’re valued, which is bound to strengthen a positive association with the brand. </p> <p>In turn, brands will also feel confident enough to ask for something more, such as feedback or reviews.</p> <p><img src="https://assets.econsultancy.com/images/0009/2108/Warby_Parker.JPG" alt="" width="650" height="514"></p> <h3>Be transparent (and accountable)</h3> <p>Many brands tend to be transparent only after admitting a mistake or wrong-doing. This might be somewhat effective for preventing customers from going elsewhere in the short-term – but it certainly doesn’t inspire loyalty in the long run. </p> <p>In contrast, being transparent from the get-go is much more likely to increase retention rates. Moreover, Label Insight suggests that 40% of customers say they would switch from their current preferred brand to one that offers more transparency.</p> <p>This is because transparency helps to generate trust, reassuring customers about what they can expect. Even better if a brand goes the extra mile and surpasses expectations.</p> <p>Retail brand <a href="https://econsultancy.com/blog/68119-how-everlane-is-using-an-exclusive-instagram-account-to-strengthen-customer-loyalty/" target="_blank">Everlane </a> famously displays a ‘radical transparency’ philosophy, which involves breaking down its pricing in terms of factors like manufacturing and importing. The idea is that customers can see exactly what they’re paying for. And in contrast to brands with quick supply chains, this indicates quality craftsmanship and clothing that lasts.</p> <p>By putting transparency at the heart of its marketing strategy, Everlane has managed to create a brand reputation based on openness and honesty, which in turn helps to keep its customers happy and coming back for more. </p> <p><img src="https://assets.econsultancy.com/images/0009/2171/Everlane.JPG" alt="" width="780" height="361"></p> tag:www.econsultancy.com,2008:BlogPost/69622 2017-12-04T15:30:00+00:00 2017-12-04T15:30:00+00:00 Four ways brands build loyalty & engagement (without using points) Jeff Rajeck <p>But apart from coming up with a loyalty points system, which can be expensive to run and difficult to maintain, what can marketers do to achieve this goal of greater customer longevity?</p> <p>To find out, Econsultancy recently invited dozens of brand marketers to our annual Digital Cream Singapore to discuss this and other pressing issues. Through roundtable discussions hosted by brand and marketing strategist, Liz Wullems-Griffioen, and Caroline Papadatos, SVP Global Solutions, LoyaltyOne, we arrived at four ways that brands are keeping customers engaged and loyal - without resorting to points programmes.</p> <h3>1) They fix their customers' problems</h3> <p>The first, and perhaps most basic, way that companies keep customers loyal is to do what customers expect them to do, the companies solve their customers' problems.</p> <p>This is where many businesses seek to add value, because they either don't typically deal with customers directly (e.g. distributors, agencies) or they are only ever in touch with customers when there is a problem (e.g. marketplaces, consumer commodities). By keeping a close eye on the whole customer journey and ensuring that any problems are dealt with quickly and to the level of customer satisfaction, these companies ensure that they have loyal, repeat business from their customers.</p> <p>And, as we live in an era where a bad review or a negative tweet can cause endless problems for the company, many at our roundtables felt that a company looking to start a loyalty programme should first of all focus on solving their customers' problems before trying anything else.</p> <p><img src="https://assets.econsultancy.com/images/0009/0806/customer-engagement-loyalty-1.jpg" alt="" width="800" height="533"></p> <h3>2) They empower employees</h3> <p>Another way that companies keep customers engaged without showering them with points is that they empower employees so that they can improve the overall customer experience.</p> <p>Marketers from retail companies shared that a common mistake is for companies to overestimate the importance of customer rewards and underestimate how vital it is that employees understand customers.</p> <p>One example offered was from a high-tech company who ensured that their frontline staff not only knew how to use the company's devices, but also knew typical use cases, common issues, and troubleshooting steps. This helped them speak to the customer about the product lines on the customers' terms, thereby increasing engagement and loyalty.</p> <p><img src="https://assets.econsultancy.com/images/0009/0808/customer-engagement-loyalty-2.jpg" alt="" width="800" height="533"></p> <h3>3) They aim to remain relevant across the whole customer lifecycle</h3> <p>One problem many marketers face is being heard above all of the messages that their customers receive every day. If the company can't get through to the customer, one participant said, then there is little hope of keeping them engaged.</p> <p>Another suggested that one way of keeping in touch with customers was to capture data points across the whole customer lifecycle and identify drop-off points. </p> <p>Then, when you do find them, come up with strategies to keep customers coming back. Many brands, one attendee said, will simply default to a points-based loyalty system or offer discounts to try and keep customers, but often the promise of discounts in the future is not what the customer is looking for.</p> <p>Instead, brands should aim to provide the information and help customers need, whether they are new or long-term users so that they continue to visit the website, open emails, and keep the brand as their preferred provider.</p> <p>Additionally, one marketer pointed out, this also keeps marketing from compromising the brand by offering different prices to different consumers.</p> <p><img src="https://assets.econsultancy.com/images/0009/0809/customer-engagement-loyalty-3.jpg" alt="" width="800" height="533"></p> <h3>4) They create mind-blowing experiences</h3> <p>Finally, participants said that  brands can keep customers coming back by being creative and offering experiences they will not have elsewhere.</p> <p>A few marketers indicated that thinking of these types of 'mind-blowing' customer experiences is how they are now spending a lot of their time and effort these days.</p> <p>One, from a bike sharing company, said that while the competition is chiefly advertising for engagement, they changed the game and created a contest where the most frequent riders on their bikes stood to win an iPhone X, achieving both loyalty and viral reach.</p> <p>And finally, a public transport company who largely focuses on solving problems came up with one of the most interesting loyalty-driving techniques of the day.  The marketing team created a scent with a focus group to ensure that every rider had a unique and engaging experience during its otherwise commodity service.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank <strong> Liz Wullems-Griffioen, Brand, Marketing &amp; Communications Strategist</strong> and <strong>Caroline Papadatos, SVP Global Solutions, LoyaltyOne</strong> for hosting the Customer Engagement &amp; Loyalty table and <strong>Epsilon</strong> for sponsoring it. </p> <p>We'd also like to thank all of the marketers who attended Digital Cream Singapore 2017 and shared their valuable insights.</p> <p>We hope to see you all at future Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0009/0810/customer-engagement-loyalty-4.jpg" alt="" width="800" height="533"></p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68811-loyalty-programs-are-losing-their-sway-here-s-what-brands-can-do-about-it">Loyalty programs are losing their sway, here's what brands can do about it</a></li> <li><a href="https://www.econsultancy.com/blog/69594-hotels-are-boosting-loyalty-with-dining-experiences-featuring-four-examples">Hotels are boosting loyalty with dining experiences (featuring four examples)</a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69594 2017-11-22T12:00:00+00:00 2017-11-22T12:00:00+00:00 Hotels are boosting loyalty with dining experiences (featuring four examples) Nikki Gilliland <p>So, what are hotels doing, and will it work? Here are a few examples.</p> <h3>InterContinental Hotels partners with OpenTable and GrubHub</h3> <p>InterContinental Hotels Group (IHG) – the owner of Holiday Inn, Crowne Plaza, and many other big hotel chains – recently announced a partnership with OpenTable and Grubhub to launch a new food and drink loyalty programme. </p> <p>The idea of the scheme is that IHG loyalty members can earn points whenever they make a restaurant reservation via OpenTable or order a takeout from GrubHub to be delivered to their hotel. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Explore the flavors of Down Under with 5 must-try restaurants in Adelaide’s West End <a href="https://t.co/CNBtYSBxLK">https://t.co/CNBtYSBxLK</a> <a href="https://t.co/bqhx5y54E0">pic.twitter.com/bqhx5y54E0</a></p> — IHG Rewards Club (@ihgrewardsclub) <a href="https://twitter.com/ihgrewardsclub/status/913832756915970048?ref_src=twsrc%5Etfw">September 29, 2017</a> </blockquote> <p>To earn points, members must use an IHG channel to book or order, such as its app, website, or hotel WiFi.</p> <p>So how is it different to other food-based loyalty programmes? While traditional ones might merely reward members for using the in-hotel restaurant or dining out in select restaurants, IHG is giving its members much more choice, allowing them to choose any restaurant on OpenTable or order whatever they want from GrubHub. </p> <p>The clever part is that the loyalty programme is pretty much guaranteed to generate engagement. After all, eating is both a daily habit and a social experience, meaning that members are likely to use and enjoy the programme regardless of why they’re travelling or what their personal circumstances are. Naturally, they’re also likely to look favourably on the hotel group for rewarding them for partaking in the activity.</p> <p>In turn, IHG is able to play a much bigger role for members, having a direct impact on their travel experience even when they’re out and and spending their money elsewhere.</p> <p><img src="https://assets.econsultancy.com/images/0009/0585/IHG_Rewards.JPG" alt="" width="780" height="498"></p> <h3>Wyndham's recipes and grocery deliveries</h3> <p>Rewards are one of the biggest benefits for business travellers, with regular travel allowing people to rack up a large number of points.</p> <p>Extended-stay services are another way hotels aim to increase value for corporate travellers, offering extra facilities such as laundry amenities and fully-equipped kitchens.</p> <p>In order to take this one step further, last year Wyndham Suites launched a new programme for extended-stay guests called ‘Homemade @ Hawthorn’. It involves an exclusive selection of recipes designed by well-known chefs, as well as the ability to order groceries from on-demand companies like Instacart in order to create them.</p> <p><img src="https://assets.econsultancy.com/images/0009/0587/Homemade___Hawthorn_2.JPG" alt="" width="760" height="499"></p> <p>While the programme is not ground-breaking - guests already have access to kitchens as well as nearby grocery stores.</p> <p>However, with recipes and delivery services being made readily available, convenience and comfort levels are increased, making guests feel like the hotel is a ‘home away from home’.</p> <p><img src="https://assets.econsultancy.com/images/0009/0588/Homemade___Hawthorn.JPG" alt="" width="760" height="497"></p> <h3>Marriott's new combined loyalty scheme</h3> <p>Marriott Rewards is well-known to be one of the best and most popular hotel loyalty programmes, reportedly garnering around 75m members. Dining is already integral to its success, as like many others it offers members the chance to earn points by dining. </p> <p>Earlier this year, however, it decided to step up its game, launching the new ‘Club Marriott’ scheme in Hong Kong – combining Club Marriott, Eat Drink &amp; More, and Star Privilege into one mega-loyalty scheme.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Join the new <a href="https://twitter.com/hashtag/ClubMarriott?src=hash&amp;ref_src=twsrc%5Etfw">#ClubMarriott</a> , now combined with the Eat, Drink &amp; More membership which brings to you even greater benefits at more than 250 participating Marriott hotels with over 1,000 restaurants across Asia Pacific. Click here for more! <a href="https://t.co/f2ofPOCWcU">https://t.co/f2ofPOCWcU</a> <a href="https://twitter.com/hashtag/thewestinmumbai?src=hash&amp;ref_src=twsrc%5Etfw">#thewestinmumbai</a> <a href="https://t.co/N4lfsqsRtH">pic.twitter.com/N4lfsqsRtH</a></p> — The Westin Mumbai (@TheWestinMumbai) <a href="https://twitter.com/TheWestinMumbai/status/932964151223291906?ref_src=twsrc%5Etfw">November 21, 2017</a> </blockquote> <p>It is similar to IHG in a way as it aims to give members greater choice. However, instead of using third-party companies, it has partnered with more than 250 participating Marriot hotels in 13 countries, with each one positioning their own dining experiences and concepts to showcase restaurants. </p> <p>In this sense, it doesn’t only use dining to reward members, but as an incentive to choose Marriott in the first place. With each bar and restaurant having its own unique identity (in terms of name and the dining experience it offers) – the chain is arguably more known for being a place to meet, eat and drink rather than merely sleep. </p> <p><img src="https://assets.econsultancy.com/images/0009/0591/marriott.JPG" alt="" width="760" height="555"></p> <h3>Shangri-La surprise and delights (using social media)</h3> <p>Finally, Shangri-La’s food loyalty programme, ‘The Table’, focuses much more on dining as an emotive experience. Unlike the aforementioned examples, which tend to use discounts and rewards, it gives guests memorable dining experiences to drive loyalty.</p> <p>There are rewards in the traditional sense, with 500 participating restaurants allowing members to earn points and redeem them. However, the scheme is also an online tool to allow consumers to find a restaurant or bar suited to their specific needs.</p> <p><img src="https://assets.econsultancy.com/images/0009/0592/Shangri_La.JPG" alt="" width="760" height="563"></p> <p>On the Table digital hub, users can search restaurants based on categories like ‘elegant’, ‘intimate’, and ‘upbeat’. Meanwhile, the site also emphasises dining as a highly social event, integrating social media feeds to allow members to share their own experiences.</p> <p>Shangri-La’s loyalty programme is one of the most customer-centric, basing ‘The Table’ on the results of a survey of more than 3,000 of its existing loyalty members. Interestingly, elements of surprise and delight were found to be more important <a href="https://www.econsultancy.com/blog/67841-as-consumers-clamor-for-good-deals-discount-strategy-becomes-key-for-retailers" target="_blank">than discounts</a>, with 56%% saying unique dining experiences would bring guests back to a restaurant. </p> <p><img src="https://assets.econsultancy.com/images/0009/0593/FromTheTable.JPG" alt="" width="760" height="529"></p> <h3>In conclusion….</h3> <p>While dining can undoubtedly be a social experience within the context of travel, at a basic level, it’s also a daily habit. IHG and Wyhndam tap into this, giving members greater convenience (and loyalty incentives) no matter where or how they want to eat. In contrast, both Marriott and Shangri-La use the emotive and social aspects of food, offering them memorable and immersive experiences to drive loyalty.</p> <p>When it comes to choosing a hotel, food and drink might not be a key incentive. However, when it comes to re-booking or becoming a loyal member, these examples show that it is certainly a key driver.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://www.econsultancy.com/blog/69555-six-excellent-hotel-websites-and-how-they-encourage-direct-booking" target="_blank">Six excellent hotel websites (and how they encourage direct booking)</a></em></li> <li><em><a href="https://econsultancy.com/blog/68544-disrupting-loyalty-how-can-hotels-become-enablers-not-just-destinations" target="_blank">Disrupting loyalty: How can hotels become enablers, not just destinations?</a></em></li> <li><a href="https://econsultancy.com/blog/68114-six-tips-for-loyalty-program-success" target="_blank"><em>Six tips for loyalty program success</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69516 2017-10-23T09:26:00+01:00 2017-10-23T09:26:00+01:00 10 important digital marketing stats we’ve seen this week Nikki Gilliland <p>Now, let’s get cracking.</p> <h3>Snapchat and Instagram ad spend up 73% and 55%</h3> <p>New data from 4C Insights has revealed that ad spend was up for both Snapchat and Instagram in Q3 2017, rising 73% and 55% respectively.</p> <p>There was a rise in paid media spend across the board, with a 31% quarterly increase on Facebook, Instagram, Twitter, LinkedIn, Pinterest, and Snapchat.</p> <p>Instagram Stories remains a particularly strong channel, generating 220% year-on-year spend growth. Elsewhere, Facebook ad spend grew 27%, travel sector spend on Twitter surged 250% for the quarter, and ad spend on Pinterest grew 33% over the course of the year.</p> <h3>60% of speciality retailers offer loyalty programs compared to 22% of brands</h3> <p>A new report by <a href="https://astoundcommerce.com/us/specialty/">Astound Commerce</a> suggests that specialty retailers are outperforming brands in almost all omnichannel categories.</p> <p>First, 60% of specialty retailers offer programs to inspire customer loyalty, while only 22% of brands have these capabilities. Second, ensuring prices are consistent across channels is more complicated for retailers with many different brands, yet 37% offer these capabilities compared to only 6% of global brands.</p> <p>Lastly, three in four specialty retailers have a mobile app, while less than a quarter of brands can say the same.</p> <p><img src="https://assets.econsultancy.com/images/0008/9797/Loyalty.JPG" alt="" width="760" height="323"></p> <h3>More than half of Brits plan to buy Christmas gifts online</h3> <p>The latest <a href="https://www.salesforce.com/uk/form/industries/connected-shopper-report-2017.jsp?nc=7010M000000uIke&amp;d=7010M000002MOCH" target="_blank">report</a> from Salesforce suggests that the majority of Brits will be shopping online this Christmas. It found that 56% (or nearly three out of five Brits) plan to do half or more of their holiday shopping via the internet.</p> <p>Alongside a frustrating in-store customer experience, this could be due to online shopping allowing consumers to become increasingly informed. So much so that 56% of Brits claim to typically know more about a product than the store employee.</p> <p><img src="https://assets.econsultancy.com/images/0008/9793/Salesforce.JPG" alt="" width="780" height="216"></p> <h3>Nearly one in seven companies unprepared for GDPR</h3> <p><a href="https://dma.org.uk/research/the-gdpr-and-you-chapter-four" target="_blank">DMA research</a> has revealed that 15% of companies still have no plan in place to be ready for the new GDPR laws by May 2018.</p> <p>While 77% of marketers now rate their awareness as ‘good’, and 74% describe themselves as feeling somewhat or extremely prepared for the changes, this drops to 58% when it comes to their organisation being ready. </p> <p>Meanwhile, it also appears as if worries are increasing as time goes on. 42% of marketers now feel their business will be “very affected” by the new laws and a further 22% feel they will be “extremely affected”. Lastly, 65% of those surveyed agree that the GDPR will be a hindrance to their marketing.</p> <p><em>Check out our hub page to learn more about <a href="https://econsultancy.com/hello/gdpr-for-marketers/">how GDPR will affect marketers</a>.</em></p> <h3>98% of UK consumers believe in ‘bad personalisation’ </h3> <p>Research by Sitecore and <a href="https://www.vansonbourne.com/client-research/14121601jd" target="_blank">Vanson Bourne</a> has found that brands are failing to use customer data to deliver relevant and personalised customer experiences. In fact, a whopping 98% of UK consumers say that they believe ‘bad personalisation’ exists, with a further 66% believing brands are using out-of-date information about them.</p> <p>While brands say they’re collecting eight different types of data about online customers, 18% of them recognise that they lack the skills needed to properly use or analyse the data collected. </p> <p>Meanwhile, 42% don’t have the capabilities to integrate data collection and only 18% have the ability to collect online data on an individual (vs. consumer segment) level.</p> <p><img src="https://assets.econsultancy.com/images/0008/9791/Sitecore.JPG" alt="" width="650" height="618"></p> <h3>Click and Collect is driving additional in-store sales</h3> <p>A new report by <a href="http://now.jda.com/European-Customer-Pulse-Report-EMEA.html?srcid=jda-pr" target="_blank">JDA &amp; Centiro</a> suggests that click &amp; collect can be a pivotal driver for additional in-store sales. In a survey of more than 8,000 consumers across the UK, Germany, France and Sweden, 24% of European adults said that they have bought additional products while picking up their item from a physical retail store.</p> <p>UK consumers are particularly ahead of the curve in this area. 54% of UK shoppers say they have used it in the last year, compared to 42% for the European average.</p> <p>Despite this growing convenience, however, many consumers are still reporting frustrations over the online shopping experience. 55% of European adults say they have experienced a problem with an online order at some point in the last 12 months.</p> <h3>Consumers in developed countries are more suspicious of brands</h3> <p>Kantar TNS’s latest research has revealed that consumers in the UK and US are growing increasingly suspicious of brands, while those in emerging countries are more accepting of brand content and messaging.</p> <p>In China and Nigeria, 57% and 54% of consumers trust big global brands, however this falls significantly in developed markets like the USA and France, where just 21% and 15% trust big global brands.</p> <p>This ‘consumer trust divide’ was highlighted in a survey of 70,000 people across 56 countries. It also found that many consumers are choosing privacy over convenience, with 43% of global consumers objecting to connected devices monitoring their activities – even if it makes their lives easier.</p> <p><img src="https://assets.econsultancy.com/images/0008/9792/Kantar.JPG" alt="" width="780" height="390"></p> <h3>Majority of users happy with Twitter’s longer format</h3> <p>How do people feel about Twitter’s new 280-character limit?</p> <p>According to a survey by <a href="https://morningconsult.com/2017/10/13/u-s-adults-likely-favor-twitters-280-character-expansion/" target="_blank">Morning Consult</a>, people are largely positive, with 41% of users aged 18-29 responding well to the change, and just 14% expressing reservations.</p> <p>Similarly, 30% were somewhat supportive of longer-format tweets, while 17% said the increased character limit made them more likely to tweet themselves. 20% also agreed that they would be more likely to check Twitter for news about current events as a result of the change.</p> <p><img src="https://assets.econsultancy.com/images/0008/9796/Twitter.JPG" alt="" width="740" height="579"></p> <h3>Adspend on video ads overtake banners ads</h3> <p>The <a href="https://www.iabuk.net/research/digital-adspend" target="_blank">Internet Advertising Bureau UK</a> has reported that in the first half of the 2017, advertisers spent more on video ads than banner ads for the first time.</p> <p>Total digital adspend grew 13.8% to £5.56bn in the first six months of the year compared to the same period a year earlier. However, spending on online video ads grew at 46% to reach £699m, while spend on banner ads slowed to just 2%, reaching £685m.</p> <p>Video is now said to be the fastest-growing ad format, accounting for 35% of all spend going on display advertising. Meanwhile, display advertising as a whole grew 18% to £2bn.</p> <h3>Consumers think brands have a responsibility to break gender stereotypes</h3> <p>Finally, a <a href="http://blog.choozle.com/category/other/">Choozle</a> survey has delved into consumer sentiment on the usage of gender stereotypes in digital advertising, and whether or not it affects purchasing decisions.</p> <p>The results indicate that consumers feel it should be the brand’s responsibility to break down gender stereotypes, with 37% of people agreeing that the industry should not use them.</p> <p>Similarly, 36% of respondents said they like a brand more when it runs advertisements that break stereotypes and 25% said they are more likely to purchase from that brand. </p> <p><img src="https://assets.econsultancy.com/images/0008/9799/Gender_stereotypes.JPG" alt="" width="760" height="378"></p> tag:www.econsultancy.com,2008:Report/4578 2017-09-04T17:18:00+01:00 2017-09-04T17:18:00+01:00 Tesco: Lessons in customer centricity <p><em>Tesco: Lessons in customer centricity</em> is part of a series of brand strategy briefings examining the marketing strategies and tactics of the most popular and searched-for brands. As part of this series, Econsultancy curates a selection of brand case studies and stories to help you improve your modern marketing efforts.</p> <p>Tesco is one of the largest retailers in the world, but faces mounting competition from discounters, including Aldi and Lidl. In this briefing, we explore how the supermarket has been putting the customer at the heart of its marketing strategy, an approach that has coincided with six consecutive months of sales growth.</p> <h2>What you'll learn</h2> <ul> <li>Tesco's shift towards ‘inside out’ marketing</li> <li>The evolution of the Clubcard loyalty scheme</li> <li>Tesco’s wine-centric approach to experiential marketing</li> <li>The brand’s trial of digital receipts</li> </ul> tag:www.econsultancy.com,2008:BlogPost/69259 2017-07-25T09:29:00+01:00 2017-07-25T09:29:00+01:00 A day in the life of... Chief Client Officer at Epsilon Ben Davis <p>If you're looking for a new position yourself, head to the <a href="https://jobs.econsultancy.com/?cmpid=EconBlog">Econsultancy jobs board</a> or try our brand new <a href="https://www.econsultancy.com/training/marketing-readiness">Modern Marketer quiz</a>, to find out what kind of marketer you are. On with the interview...</p> <h3>Please describe your job: What do you do? </h3> <p>I am Epsilon’s Client Officer with responsibility for insuring that we provide our clients with the marketing solutions and services they need to achieve their business goals.</p> <p>Epsilon is organized into distinct practice areas focused on data, agency, <a href="https://www.econsultancy.com/blog/68769-what-s-the-difference-between-crm-marketing-automation-and-dmps">automation/CRM</a> and technology. I have oversight for clients turning to Epsilon for email, digital experience, loyalty and database solutions.  My team manages our client relationships to ensure the marketing programs we’re delivering for them drive growth. </p> <p>I also oversee our global client services teams in EMEA and APAC. As globalization continues it’s increasingly important that our teams are aligned this way to be able to effectively deliver for our clients on a global scale.</p> <h3>Whereabouts do you sit within the organisation? Who do you report to? </h3> <p>I report to the President of Epsilon’s Technology Practice, Wayne Townsend, and I’m based outside of Boston, MA. </p> <h3>What kind of skills do you need to be effective in your role?  </h3> <p>As a leader, you need to ask a lot of questions and listen well.</p> <p>You must be able to lead cross functional teams through earned or personal authority rather than positional authority. This is critical because most of the individuals on the team do not report to you – they are either in another internal department or most importantly they are clients.  </p> <p>It’s also crucial to motivate and communicate well – the art of taking something complicated and simplifying it is very important.</p> <p><img src="https://assets.econsultancy.com/images/0008/7719/Henderson-2017.jpg" alt="lisa henderson" width="615"></p> <p><em>Lisa Henderson, Epsilon</em></p> <h3>Tell us about a typical working day…  </h3> <p>One of the things I love about my job is that there is no typical working day. I just got back from a week in London, where we worked as a global team to talk about client needs and the evolution of our solutions. Clients are looking for solutions that are more digital and leverage vast amounts of real-time data to provide a more personalized interaction for the consumer. We’re laser focused on how we can bring together data and technology, allowing our clients to activate insights in real-time through loyalty programs, email and digital media execution. </p> <p>Next week, I will be in the office where we are beginning the process of developing strategies for 2018. Most days include conversations about how to combine our services into solutions to meet a specific client need.  </p> <p>A large part of my job is helping our teams support our clients well, so I might be assisting with networking, resource assignment or issue resolution.</p> <h3>What do you love about your job? What sucks?</h3> <p>I love working with clients and Epsilon teams to solve problems, create transformative customer experiences, and generate growth. The part of my job that sucks is the internal administration that goes with running a large organization.  </p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>My goals are focused on client satisfaction, and we use the Net Promoter Score (NPS) to help benchmark.  </p> <p>The most useful metrics are very black and white: Client growth, retention, and revenue retention.</p> <h3>What are your favourite tools to help you to get the job done? </h3> <p>I love any tool that provides access to insights that can drive the formulation of a strategy. Having data that enables you to examine a result and understand the cause of the result is key to developing winning strategies. We have lots of tools depending on the situation – when we are evaluating email programs we have tools that enable us to diagnose deliverability, open rates, engagement, etc. </p> <h3>How did you get into CRM, and where might you go from here?  </h3> <p>I got into CRM quite accidentally. As a child, I fantasized about teaching. After I graduated from Tufts University just outside of Boston, MA, I taught kindergarten for 2 years. Needless to say, I did not love the job. But what I did love was taking complicated ideas and simplifying them. I looked for jobs that included working with people, or were some form of teaching and communicating, and that would be intellectually stimulating. Fortunately, early in my career I got a job at Epsilon as an account executive with responsibility for a few different client relationships. I loved working with clients and the challenge of what was then called database marketing.  </p> <p>I’ve been in the data-driven marketing industry for more than twenty-years. The speed with which marketing, and for that matter business models, are changing is breath taking and I love being part of it.</p> <h3>Which brands do you think are doing CRM well? </h3> <p>If you are a frequent traveler and enrolled in a loyalty program, airlines and hotels are doing a good job connecting channels and simplifying the lives of their customers. American Airlines has integrated the experience on the plane with the digital experience. Starwood has a great program that starts with the process of planning a trip and extends to the hotel stay. US Bank is delivering personalized experiences to its customers that integrate well with the type of credit card the customer is using. </p> <h3>Do you have any advice for people who want to work in CRM or data-led marketing more broadly? </h3> <p>Learn how to communicate and be a life-long learner. The only stupid question is the one you don’t ask.</p> <p>Embrace technology, spend some time doing data analysis so that you know what is possible, and start to look at the world from the customer’s perspective. How would you make the experience simpler, more relevant and real-time?</p> tag:www.econsultancy.com,2008:BlogPost/69176 2017-06-20T09:45:00+01:00 2017-06-20T09:45:00+01:00 A day in the life of... Head of CRM at Gumtree Ben Davis <h3>Please describe your job: What do you do?</h3> <p>I am head of CRM so I am responsible for working out how to get customers to visit and use Gumtree more often.</p> <h3>Whereabouts do you sit within the organisation? Who do you report to?</h3> <p>I am part of the Marketing Team, and so report to Head of Marketing who is on our Leadership Team (equivalent to the board).</p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>Strategic thinking, understanding of how different channels work, clear communication skills to communicate priorities, results, issues, questions and briefs across the organisation and its partners/agencies.</p> <p><img src="https://assets.econsultancy.com/images/0008/6847/mb.jpg" alt="matt button" width="350"></p> <p><em>Matt Button, Gumtree</em></p> <h3>Tell us about a typical working day… </h3> <p>It's usually office based – so starts with a pleasant walk along the Thames path from Twickenham to Richmond.</p> <p>The working day starts with strong coffee (we have a pretty good coffee machine) and a daily To Do list – I go through all my tasks and prioritise them in order. I also include whatever meetings I have scheduled that day. And I spend each day working through them. Occasionally I get through the list, but that’s rare, as the list is continually growing.</p> <p>The day will include a mixture of meetings – with peers and colleagues, 1-to-1s with team members, conference calls with agencies, time spent looking at results and insights, project management (pushing/checking progress on projects in play), checking and approving campaign components, responding to emails.</p> <p>If a task requires v strong focus and concentration, I may go out to think about it away from office distractions. I try and switch off my inbox when working so I am not continually distracted by new messages. But email is very addictive – it craves your attention and steals your attention easily.</p> <p>Lunchtime will involve a walk – Richmond is a beautiful area and it helps me ensure I walk at least four miles a day. </p> <h3>What do you love about your job? What sucks?</h3> <p>I love being empowered and being part of something ambitious, digital and part of the circular economy. I work with bright people, we don’t have layers of management, we don’t have loads of internecine departmental politics and internal battles. And eBay as a whole stands for a set of values that I share and has a very strong sense of responsibility and integrity.</p> <p>What sucks? Very little – unpredictable budgets/investment and very occasionally centralisation.</p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>My short term goals are visits/traffic to the site (generated from marketing channels) and engagement with campaigns (on social channels). My long terms goals are vibrancy (the number of listings and replies), frequency and retention. </p> <p><img src="https://assets.econsultancy.com/images/0008/6849/gumtree_logo.jpeg" alt="gumtree" width="300" height="168"></p> <h3>What are your favourite tools to help you to get the job done?</h3> <p>Smart, engaged and energetic people – attitude is all. Skills can be taught. Tools can be bought. But people power trumps all.</p> <h3>How did you get into CRM, and where might you go from here?</h3> <p>I have worked in CRM since the start of my marketing career  - which is well pre-internet, pre-Microsoft, pre-email. It used to be called direct marketing, dontchaknow! From here, I am going home to muck about with my daughter and make each other laugh.</p> <h3>Which brands do you think are doing CRM well?</h3> <p>Love Spotify. Love Thread. Love the <a href="http://www.the8020drummer.com/">80:20 Drummer</a> – he is an a class of his own. He is a killer drum teacher and just as good at CRM as he is teaching drums. </p> <h3>Do you have any advice for people who want to work in CRM or data-led marketing more broadly?</h3> <p>My career advice is simple – know yourself and understand what really motivates you and is non-negotiable to you. And be brutally honest – if status and title are important, admit it and focus on that, if it makes you happy. On the other hand, if culture and belonging are more important, go find them instead.</p> <p>In terms of CRM and data-led marketing – just remember that all marketing starts from the same place – understanding what you want to do with your customers and, equally importantly, what they want to do with you/your brand. If you really know that, then you will know what to do.</p>