tag:www.econsultancy.com,2008:/topics/ecrm Latest CRM & loyalty programs content from Econsultancy 2017-12-04T15:30:00+00:00 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:Report/3008 2017-11-27T11:33:00+00:00 2017-11-27T11:33:00+00:00 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/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> tag:www.econsultancy.com,2008:BlogPost/69127 2017-06-13T12:39:30+01:00 2017-06-13T12:39:30+01:00 How hotels are upping the fight against online travel agencies Patricio Robles <p>As <a href="https://www.wsj.com/articles/for-hotels-theres-no-room-left-for-online-travel-agencies-1495974698?mod=e2fb">detailed by</a> the Wall Street Journal, Marriott International, Hilton Worldwide and InterContinental Hotels Group have launched major marketing campaigns designed to get consumers to book stays directly through them instead of through large OTAs like Expedia and Priceline.</p> <p>Those campaigns include <a href="http://onemileatatime.boardingarea.com/2016/02/16/hilton-stop-clicking-around/">Hilton's 'Stop Clicking Around' campaign</a>, which, as the name suggests, was aimed at convincing consumers that booking through OTAs involves a lot of "clicking around," whereas booking directly through Hilton is fast and easy. It was said to be the largest ad campaign in Hilton's near hundred year-old history.</p> <p><img src="https://assets.econsultancy.com/images/0008/6769/stop.jpg" alt="hilton stop clicking around" width="400" height="445"></p> <p><em>Image via Onemileatatime</em></p> <h3>If hotels beat OTAs, it will be because of experience, not marketing</h3> <p>But while more marketing dollars will no doubt help hotel brands compete with OTAs, which themselves spend heavily to market themselves, realistically, increased marketing alone is not likely to help hotels win over consumers.</p> <p>Instead, hotels will need to offer guests a reason to book directly and that will require that they tap their ability to segment guests and deliver better experiences to guests that direct book.</p> <p>Some are tweaking their loyalty programs to encourage direct bookings. Marriott and Hilton, for instance, last year began offering discounts of up to 25% to loyalty program members who booked directly through their websites. And Hilton now lets its loyalty program members redeem their points to make Amazon purchases.</p> <p>Price is an important experience lever because many consumers have come to believe that they receive lower prices from OTAs than they do from hotels themselves. </p> <p>But hotels aren't stopping there. Some are offering perks, like free WiFi, gift cards and even car rentals, to guests who book directly. Others allow direct-booked guests to select the room of their choice before they arrive.</p> <h3>These moves are a start, but hotels need to do even more at every step of the customer journey.</h3> <p>For example, to generate new demand, hotels can become a source of inspiration for travelers who might not yet have a trip in mind. To that end, in 2014, Marriott <a href="http://variety.com/2014/biz/news/how-marriott-wants-to-be-the-red-bull-of-the-hotel-industry-1201316184/">opened a content studio</a> "to appeal to the 'next-generation traveler' made up mostly of millennials with story driven content marketing."</p> <p>Additionally, to counter the OTAs, hotel brands need to recognize that one of the reasons many consumers turn to OTAs is that they can bundle hotel, air and car rental into a single transaction. Most large hotel brands offer package/vacation deals, but more often than not, these are not featured prominently on their sites or integrated into their search functionality. </p> <p>Finally, hotels should need to think of ways that they can innovate their experiences beyond the basics. For example, Hilton <a href="https://econsultancy.com/blog/68326-three-brands-succeeding-in-connecting-online-and-offline-experiences/">partnered with Uber</a> to allow its guests to book Uber rides directly through the company's HHonors app and InterContinental developed a suite of apps to help its guests. These include the Planet Trekkers app, which offer "children fun and exciting ways to engage with your family's travel destination before, during and after your holiday.</p> <p><em>More on hotels:</em></p> <ul> <li><a href="https://econsultancy.com/blog/68025-how-hotels-can-create-a-more-convenient-customer-experience/">How hotels can create a more convenient customer experience</a></li> <li><a href="https://econsultancy.com/blog/67658-how-hotels-can-personalize-the-customer-experience-to-compete-with-airbnb/">How hotels can personalize the customer experience to compete with Airbnb</a></li> <li><a href="https://econsultancy.com/blog/68778-four-ways-travel-hospitality-brands-are-targeting-younger-consumers/">Four ways travel &amp; hospitality brands are targeting younger consumers</a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69157 2017-06-08T15:28:00+01:00 2017-06-08T15:28:00+01:00 B2B marketers: Share your thoughts on account-based marketing Arliss Coates <p>Our aim is to line up perspectives from within the still-nascent ABM industry - along with the view from outside - for a report that will look at account-based strategy holistically.</p> <p>That means sourcing a variety of stakeholders - from industry leaders who have adopted an account-based approach, to ABM professionals' with a take on the future of their field and those B2B marketers who aren't yet sure if it's the right way to go.</p> <p>Please <a href="http://www.surveygizmo.com/s3/3620403/Interview-Participation-Form">click here</a> if you are available for a short interview by phone or email.</p> <p>For those unfamiliar with Account Based Marketing, read on for a brief explanation:</p> <p><strong>An overview of ABM</strong></p> <p>"How do you know when two marketers are talking about Account-based Marketing?" goes the new joke. "Their lips are moving"</p> <p>Terrible jokes aside, "account based marketing" is sometimes criticized for being a new buzz term for an old approach; the idea of crafting individualized marketing strategies for specific accounts is as old as a handshake.</p> <p>Enterprise-level organizations have long recognized the value in treating accounts as individual markets, paying managers handsomely to know the players and politics at key customers since the middle of the last century.</p> <p>As markets commoditize and the distinctions between products shrink in the minds of consumers, ABM has grown in importance as a method of outbound targeting.</p> <p>Increasing commoditization means B2B organizations have begun leaning on a specialized approach to gain, and retain, key accounts that may otherwise be lost to more competitive pricing.</p> <p><img src="https://assets.econsultancy.com/images/0008/6672/arrows_in_target.jpg" alt="" width="272" height="204"></p> <p><strong>The Northrop Grumman case</strong></p> <p>During Northrop Grumman's 2003 push to secure the state of Virginia's $2 billion IT infrastructure contarct, the well-known munitions producer had to advertise its expertise in a sector most supposed was outside its wheelhouse.</p> <p>Northrop Grumman enjoyed a reputation as a capable ships and munitions manufacturer, but even in Virginia (where NG is headquartered) few were aware of the company's experience in IT.</p> <p>NG's leadership recognized this as an obstacle that had to be overcome if they were going to convince VITA (Virginia Information Technologies Agency) that Northrop Grumman was the best firm for a 10-year long job that aimed to support economic development across Virginia.</p> <p>To remedy its reputation problem, Northrop Grumman adopted what ITSMA calls the "Understanding the Customer, Collaboration with Sales" approach. The first step was to spend significant time connecting with important players in VITA's initiative so that NG would better understand VITA's concerns.</p> <p>Once done, NG understood that its target account wanted top-notch IT expertise, obviously, but that a presence in Virginia was also very important and would likely determine which firm would ultimately win the contract.</p> <p>With that information, NG launched a marketing campaign that brought in its best IT experts for speaking opportunities, ran advertisiments across Virginia highlighting Northrop Grumman's long history in the state, and had its own executives speak at local community events and universities as part of a grassroots good-will initiative.</p> <p>Northrop Grumman's focused marketing effort worked - the defense contractor won an enviable contract for work not known to be its specialty. Other companies, particularly in IT where cusotmer base is small and the product is highly commoditized, report similar success stories with ABM techniques.</p> <p><strong>Technology changes the game</strong></p> <p>While most marketers can believe in the effectiveness of a specialized approach to account marketing, the cost of providing that attention was too high to implement at scale until recently.</p> <p>Companies like Demandbase, Engagio, and Terminus have seized on predictive analytics and the ability to assemble and select from databases of thousands of potential leads to help organizations overcome this problem.</p> <p>These companies operate by drawing on large pools of B2B professionals in an automated process that identifies leads according to segmentation and marketing specifications.</p> <p><strong>ABM at scale presents new problems</strong></p> <p>As with any innovation, the new scalability of ABM comes with its own problems.</p> <p>For instance, ABM has been known to fall flat when it excludes existing customers from special deals designed for newly qualified leads.</p> <p>Other tentative users of ABM have worried that targeted outbound techniques might be "creepy."</p> <p>Econsultancy's research will delve into these and other issues around deciding to adopt an account-based strategy, implementing it, and gauging its success. An understanding of classical ABM and tech-driven ABM is critical for marketers on the cusp of adopting this strategy, as is an understanding of others' experiences for well-versed ABM practitioners.</p> <p>The report will draw on expert testimony, case studies, and a survey of several hundred B2B marketers to lay out benefits, drawbacks, and the future of ABM.</p> <p>If you have an opinion you'd like to share, please <a href="http://www.surveygizmo.com/s3/3620403/Interview-Participation-Form">click here</a>. We will share a free copy of the resulting report to all those who are interviewed.</p> tag:www.econsultancy.com,2008:BlogPost/69134 2017-06-06T13:00:00+01:00 2017-06-06T13:00:00+01:00 Amazon Books: What retail can learn from Amazon's new bookstores Patricio Robles <p>Amazon's victims over the years have also included countless local, independent bookstores. But a funny thing happened. With Borders gone, Barnes &amp; Noble less powerful, and a growing number of consumers developing nostalgia for the bookstore experience, in recent years independent bookstores have seen <a href="http://www.slate.com/articles/business/the_edgy_optimist/2014/09/independent_bookstores_rising_they_can_t_compete_with_amazon_and_don_t_have.html">a quiet revival</a>.</p> <p>Perhaps the biggest evidence that there is a not insignificant market for physical bookstores in our digital age: Amazon itself is building physical bookstores.</p> <p>Dubbed simply Amazon Books, the first was opened in November 2015 in Seattle. Six more followed in cities that include Chicago, Portland, San Diego and, last month, the first in New York City. Amazon has announced that another six are coming soon.</p> <p><a href="https://www.amazon.com/b?node=13270229011">According to</a> Amazon:</p> <blockquote> <p>As a physical extension of Amazon.com, Amazon Books integrates the benefits of offline and online shopping to help you find books and devices you’ll love. We select books based on Amazon.com customer ratings, pre-orders, sales, popularity on Goodreads, and our curators’ assessments. We place books face-out on the shelves, so each can communicate its own essence. Under each book is a review card with the Amazon.com customer rating and a review. Most have been rated 4 stars or above and many are award winners.</p> </blockquote> <h3>A different kind of experience</h3> <p>Calling it "a store without walls," Amazon Books is definitely a different kind of bookstore.</p> <p>Perhaps the most noticeable difference: there are no prices listed. To find out how much a book costs, would-be customers have to use the Amazon app or a store price scanner. Two prices are provided: one for Prime members and one for non-Prime members. As with Amazon's online store, prices can change in real-time; the price for a book at 9:00 am might not be the same at 3:00 pm.</p> <p>Another major difference between Amazon Books and traditional bookstores is that all books are displayed face-out. As New York Magazine <a href="http://nymag.com/selectall/2017/06/why-is-amazon-building-bookstores.html">explained</a>, "the store’s decision to display titles face out means it only carries about 3,000 titles, far less than it could if it displayed books more like a traditional bookstore with the same amount of space."</p> <p>Finally, Amazon displays books with review cards containing an actual unmodified user review from Amazon's site. </p> <p><img src="https://assets.econsultancy.com/images/0008/6564/1000638_books_landing-page_bookstore-photo-02.jpg" alt="" width="572" height="319"></p> <h3>Data versus heart?</h3> <p>Not surprisingly, Amazon is employing all of the data it collects to help determine what books are featured in its new physical stores. The company says that most of the books are "rated 4 stars or above," and it has created some interesting sections for books. For instance, the New York store has sections like "Books People Finished Within Three Days on Their Kindle" and "Books Rated 4.8 Stars or Above."</p> <p>While data is clearly a big part of the Amazon Books model, Amazon wants everyone to know that Amazon Bookstore isn't a heartless data-driven enterprise. Jennifer Cast, the VP of Amazon Books, pointed out that each store has curators who apply "data with heart."She says there's an "art versus science" process that takes place that ensures Amazon Books locations aren't exclusively stocking best-sellers customers already know about.</p> <h3>But not everyone is impressed.</h3> <p>Doug Garnett, CEO of Atomic Direct, a television ad agency, <a href="https://www.forbes.com/sites/retailwire/2017/06/01/what-amazons-new-bookstore-can-teach-struggling-retailers/">told</a> Forbes, "While I respect Amazon’s search for smarter retail, I think Amazon is attempting to create a value story where one doesn’t really exist."</p> <p>Others were less kind.</p> <p>In a piece entitled <em>The Amazon Bookstore Isn’t Evil. It’s Just Dumb</em>, New Republic's Alex Shephard <a href="https://newrepublic.com/article/142935/amazon-bookstore-isnt-evil-its-just-dumb">wrote</a>, "Everything in the store feels just a little bit off, and you’re constantly reminded that you’re interacting with the physical manifestation of an internet phenomenon."</p> <p>As Shephard sees it, "at their best, bookstores are community hubs" and Amazon Books falls well short of becoming that. "If Amazon Books’s raison d'etre is 'discoverability' and the blending of online and offline commerce, than its utility breaks down—it doesn’t do either thing particularly well," he concludes. </p> <p>When he visited an Amazon Books location, Shephard says that after spending an hour browsing and reading reviews, he had no idea what book to buy. That changed after a brief conversation with a store employee who made a personal recommendation. </p> <h3>An ironic lesson for struggling retailers?</h3> <p>Despite Amazon's online retail dominance, Amazon Books looks likely to be a limited threat to the independent bookstores because they're offering different experiences to different target markets. There's also the issue of economics; experts say it will be very difficult for Amazon to make much money from these stores given the limited inventory. Amazon obviously has enough money to subsidize losses, but if this is the case, don't expect Amazon Books to become a chain the size of Barnes &amp; Noble or the now-defunct Borders.</p> <p>So what can struggling retailers in other markets learn from Amazon's foray into physical bookstores? Ironically, the biggest lesson might be: don't try to compete with Amazon.</p> <p>That doesn't mean that some of the things Amazon is doing, such as using data to inform decisions, are bad ideas. They're not, and most retailers are already employing data more heavily and wisely. But retailers can also take a page from the independent bookstores that have been thriving despite Amazon's continued rise. Two of the biggest areas worth exploring are:</p> <h4>Personal, expertise-driven experience</h4> <p>The foundation of the independent bookstore experience is expertise, expertise-driven curation and personal interaction. Consumers who patronize independent bookstores aren't looking for the best prices, and they don't need to go there to find out what everyone else is already buying. Instead, they patronize independent bookstores because they know that the operators are passionate and knowledgeable, and can help them find the books they want to read.</p> <p>Retailers in <em>all</em> retail markets should consider experience to be the first axis on which they can establish a competitive differentiator. </p> <h4>Community</h4> <p>As New Republic's Shepard noted, independent bookstores can serve as community hubs. Many, for example, bring communities together around special events like author talks and book groups. These not only bring potential customers into stores, they help build loyalty in ways that incentive-focused loyalty programs often can't.</p> <p>While speciality retailers in certain markets will have more of an ability to build community than others, community is an overlooked and underutilized element of retail strategy today.</p> <p><em><strong>More on retail customer experience:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68712-i-beg-you-retailers-don-t-digitize-the-in-store-customer-experience/">I beg you retailers, don't digitize the in-store customere experience</a></li> <li><a href="https://econsultancy.com/blog/69098-could-ai-revolutionize-high-street-retail-as-well-as-ecommerce/">Could AI revolutionize high-street retail as well as ecommerce?</a></li> </ul>