tag:www.econsultancy.com,2008:/topics/multichannel Latest Multichannel content from Econsultancy 2016-04-27T10:19:48+01:00 tag:www.econsultancy.com,2008:BlogPost/67788 2016-04-27T10:19:48+01:00 2016-04-27T10:19:48+01:00 Giving B&Q customer feedback: the one time I wished for a QR code Ben Davis <h3>Buying turf</h3> <p>I bought some turf at the weekend.</p> <p>After checking out, the cashier pointed to the bottom of my receipt and encouraged me to leave feedback for the chance to win a prize.</p> <p>To leave my feedback I had to visit a URL. Without even looking at what the URL was, I figured I couldn't be bothered leaving feedback.</p> <p>Why was that?</p> <p><img src="https://assets.econsultancy.com/images/0007/4323/IMG_2770.JPG" alt="b&amp;q receipt" width="615"></p> <h3>The status quo</h3> <p>The reason I didn't leave feedback was two-fold:</p> <ol> <li>Who wants to enter a URL into their smartphone?</li> <li>My previous experience with feedback surveys was torturous, and the cashier's words of 'it takes two minutes' were ominous.</li> </ol> <h3>But I had a go anyway</h3> <p>When I got home, I gave it a go on mobile in my back garden, as I leaned on a spade.</p> <p>The first thing I noticed was how many valuable seconds went by in telling B&amp;Q what store I visited, on what day and at what time.</p> <p>As far as I was concerned, B&amp;Q already 'knew' this information - it's all on my receipt - but chose not to carry it forward to the feedback process.</p> <p>Feedback forms aren't just designed for those with a receipt, but predominantly they are.</p> <p>Let's look at those unnecessary steps.</p> <h4><strong>Unnecessary step one: a map took a while to load in browser (on WiFi)</strong></h4> <p>This put me off straight away. If I was on my mobile data, I would have quit the process here.</p> <p>The map was pointless - how many B&amp;Qs are there in any town or city? Not enough for confusion.</p> <p>A simple list would have sufficed - the browser had already asked to use my location so the options were narrowed significantly.</p> <p><img src="https://assets.econsultancy.com/images/0007/4324/IMG_2759.PNG" alt="map b&amp;Q feedback" width="300">  <img src="https://assets.econsultancy.com/images/0007/4325/IMG_2760.PNG" alt="map b&amp;Q feedback" width="300"></p> <h4><strong>Unnecessary step two: adding date and time</strong></h4> <p>By the time I added date and time of visit (below), by my reckoning, I had traversed four pages with a total of 10 clicks just to give a retailer information I felt it already knew.</p> <p>If I had abandoned on any of these four pages, the retailer would still know nothing of my thoughts.</p> <p><img src="https://assets.econsultancy.com/images/0007/4326/IMG_2761.PNG" alt="b&amp;q feedback" width="300">  <img src="https://assets.econsultancy.com/images/0007/4327/IMG_2762.PNG" alt="b&amp;q feedback" width="300"></p> <h3>Next, the survey itself</h3> <p>I have to first give a rating and then explain my rating. I can deal with that (see my boring responses below).</p> <p>But after this, the survey drags on too long. Keep reading and I'll show you.</p> <p><img src="https://assets.econsultancy.com/images/0007/4328/IMG_2763.PNG" alt="b&amp;q feedback" width="300">  <img src="https://assets.econsultancy.com/images/0007/4329/IMG_2764.PNG" alt="b&amp;q feedback" width="300"></p> <p>Below I have included screenshots from the rest of the survey questions (before data collection).</p> <p>I wanted to lump them altogether so you get an idea of the disproportionate length of the survey, after I have already rated my visit (and qualitatively explained that rating).</p> <p>As you can see, most of the questions are concerned with whether or not B&amp;Q staff smiled at me.</p> <p>I understand this - it's what makes B&amp;Q good, the customer service.</p> <p>However, the most important part of a feedback survey, aside from improving, is capturing customer data (possibly with permission to market to them).</p> <p>If I abandon the survey because of these repetitive questions (and the lack of a progress bar meaning I'm not entirely sure this survey won't go on forever), then B&amp;Q doesn't get my data.</p> <p>Yes, the retailer may have saved my answers so far, but it'll never tie them to an email address and have chance to develop our relationship.</p> <p><img src="https://assets.econsultancy.com/images/0007/4330/IMG_2765.PNG" alt="b&amp;q feedback" width="300">  <img src="https://assets.econsultancy.com/images/0007/4331/IMG_2766.PNG" alt="b&amp;q feedback" width="300"></p> <p><img src="https://assets.econsultancy.com/images/0007/4332/IMG_2767.PNG" alt="b&amp;q feedback" width="300">  <img src="https://assets.econsultancy.com/images/0007/4333/IMG_2768.PNG" alt="b&amp;q feedback" width="300"></p> <p><img src="https://assets.econsultancy.com/images/0007/4334/IMG_2769.PNG" alt="b&amp;q feedback" width="300"></p> <h3>Total pages and clicks?</h3> <p>After entering my details and submitting, I had seen approximately <strong>13 pages and clicked 30 times</strong> (excluding free text fields).</p> <p>On mobile I want <strong>one</strong> scrolling page, not too long, with my reward in sight and room to say my piece.</p> <h3>So, what's my point?</h3> <p>Retailers make a big deal of wanting customer feedback.</p> <p>But many of their approaches are stuck in a rut - based on old-fashioned face-to-face questions or a long paper questionnaire.</p> <p>Consumers want to do things quickly, so if retailers put as much effort into streamlining feedback channels as they do optimising their checkouts, everyone would be better off.</p> <p>I don't mean something as quick, opaque and unrewarding as those <a href="http://cdn.londoncalling.co/wp-content/uploads/heathrow-feedback.jpg">green, orange and red buttons</a> in stores, but a middle ground.</p> <p>It's all part of what I would consider a multichannel or omnichannel experience, and should match the quality of <a href="https://econsultancy.com/blog/65704-b-q-on-its-new-website-most-of-the-60m-went-on-backend-systems/">B&amp;Q's excellent website</a>.</p> <p>On QR codes, specifically, there's a dilemma. Although I think they would be the perfect solution on a receipt to streamline some of the process, their adoption is non-existent.</p> <p>Your phone's operating system likely doesn't have a reader and users are sceptical about the codes themselves.</p> <p>What a missed opportunity, when one sees <a href="https://econsultancy.com/blog/67545-10-practical-uses-for-qr-codes-in-china/">how useful they are in China</a>.</p> <h3>Addendum</h3> <p>This post isn't an indictment of B&amp;Q. Far from it. I'm just being demanding to make a point.</p> <p>The retailer is doing fine here - the feedback form was mobile optimised and I have at least been entered into a prize draw.</p> <p>Additionally, receiving further information was an opt-in process when giving my data (rather than opt out), as one would expect.</p> <p>However, it's in areas like customer feedback where brands can go from good UX to great UX.</p> tag:www.econsultancy.com,2008:BlogPost/67768 2016-04-22T09:41:33+01:00 2016-04-22T09:41:33+01:00 How to gear towards mobile commerce success Georges Berzgal <p>While the US tech giant had already launched Apple Pay for in-app purchases on iOS mobile apps and physical stores last year, this move will make mobile shopping even easier.</p> <p>It enables consumers who shop online using an iPhone or iPad Safari browser to make a purchase at the push of a button with Apple Pay and TouchID.</p> <p>It points to a world where consumers can shop from wherever they are without the frustration of filling out fiddly forms on a phone or having to wait for lengthy security checks processed over slow network connections.</p> <p>Ovum predicts that <a href="http://www.shopsafe.co.uk/news/significant-mcommerce-growth-predicted/11552">2bn m-commerce transactions will take place globally</a> in 2019, 452m more than in 2014.</p> <p><img src="https://assets.econsultancy.com/images/0007/4219/mobile_commerce.jpg" alt="" width="848" height="566"></p> <p>Closer to home, a major tipping point was recently reached.</p> <p>For the first time ever, UK online retail sales made through smartphones and tablets <a href="http://internetretailing.net/2016/03/tipping-point-more-than-half-of-online-sales-made-on-mobile-says-imrg/">exceeded those made over desktop and laptops in Q4 2015</a>, according to IMRG.</p> <p>Figures like this mean that retailers cannot afford to merely ‘experiment’ in mobile or ignore it entirely.</p> <p>And we must be aware that consumers expect us to cater to whatever device they’re using or even the accessories they’re wearing while on the move.</p> <p>In addition, when referring to mobile, we can no longer limit the conversation to phones or tablets.</p> <p>We have to include smartwatches and even the latest car models, featuring screens with access to the internet (e.g. <a href="http://www.apple.com/uk/ios/carplay/">Apple CarPlay</a> or <a href="https://www.android.com/auto/">Android Auto</a>).</p> <p><iframe src="https://www.youtube.com/embed/Ht8yzpIV9M0?wmode=transparent" width="615" height="346"></iframe></p> <p>So what does being mobile-ready entail and require of a retailer? Commerce marketers might want to consider the following:</p> <h3>1. Be mobile responsive</h3> <p>It wasn’t so long ago that all web content was designed with a laptop screen in mind.</p> <p>Today, one of the biggest mistakes a brand can make is not being mobile responsive.</p> <p>Many retailers are now catering to mobile, so if your website and emails aren’t mobile-ready and easy to navigate, customers aren’t going to persevere and will go to a competitor.</p> <p>Research found that if your email doesn’t look good on a mobile device, <a href="https://litmus.com/blog/the-how-to-guide-to-responsive-email-design-infographic">80% of customers will simply delete it and 30% will actually unsubscribe</a> from future correspondence with you.</p> <p>By optimising the look of mobile websites and emails, you will enhance the overall user experience, drive more click-throughs, improve conversion rates, and reduce unsubscribes and spam complaints.</p> <h3>2. Be inclusive</h3> <p>With such a diverse range of mobile devices now available, it’s important to cater to every consumer, whether they’re using the most basic feature phone, smartphone or tablet.</p> <p>Retailers should recognise these preferences and run a multi-part campaign, which sends emails in a text and an HTML version.</p> <p>Many brands also drive substantial value from transaction-based services over SMS, or push notifications in apps.</p> <p>For example, a customer receives an order confirmation via email, followed by an SMS with the expected arrival time or dispatch information.</p> <p>Some brands like to go one step further, using both SMS and email simultaneously to ensure the optimal <a href="https://econsultancy.com/reports/customer-experience-statistics/">customer experience</a>, no matter which device the consumer is using.</p> <h3>3. Adopt a ‘mobile first’ approach to the customer experience &amp; integrate it with the wider business</h3> <p>It’s crucial that mobile is connected to the consumer’s full experience with a retailer.</p> <p>For example, if a consumer responds to an in-store promotion and sends a text in order to receive a discount, the brand needs to acknowledge this and personalise the communication that follows.</p> <p>Initially, this means referencing the shop that the text was sent from in future emails.</p> <p>As more data is collected about the individual, the communications should become more targeted, reflecting device usage, personal preferences and shopping behaviour. </p> <p>Linkages between device usage (mobile, laptop, desktop) should be seamless for the customer. Connect online and offline activities and merchandising.</p> <p>For example, ensure that your high-street stores are aware of any promotions you launch for mobile users.</p> <p>If your stores are unaware of a current campaign and refuse to accept a promotion code, it will result in a very negative experience for the customer.</p> <p>Retailers that are geared up for mobile customers are the ones that are best placed to secure sales.</p> <p>If you are going to invest in mobile, don’t do it half-heartedly.</p> <p>Be mindful that consumers are still using a range of devices and channels to make purchases and continue to cater to the shopping preferences of all customers.</p> <p>Interestingly, we have just polled 2,000 UK consumers about their multi-device shopping habits and found some exciting results which I will share in my next blog post. So stay tuned!</p> tag:www.econsultancy.com,2008:BlogPost/67643 2016-03-21T12:17:28+00:00 2016-03-21T12:17:28+00:00 Success is not a destination; it’s a (customer decision) journey Blake Cahill <h3>Customer expectations</h3> <p>If you’re in the market for a particular product today, chances are you won’t be basing your decision simply on the shop assistant’s advice or that advert you saw on the bus last week.</p> <p>It won’t be because you’ve received a special offer via email, because your sister recommended one or because you saw a celebrity Tweet a picture of their latest favourite. It might not be down to the three review sites you visited or the article you read in the paper.</p> <p>No; the reality is you’ll be buying from the brand that has so smartly infused itself into your community and consciousness, across multiple touch-points, that <a href="https://econsultancy.com/blog/67635-how-did-we-ever-forget-about-customer-experience/">your experience with them</a> has been the most positive.</p> <p>Whatever they're looking to buy, customers today are spoilt for advice when it comes to making a purchase.</p> <h3>The evolving consumer-brand relationship</h3> <p>In 2009 – before the advent of Instagram and Snapchat, in the relatively early days of Twitter - a <a href="http://www.mckinsey.com/insights/marketing_sales/the_consumer_decision_journey">study by McKinsey</a> looked at consumer habits and suggested that the consumer decision journey (CDJ) had replaced the “funnel” model.</p> <p>Instead of consumers comparing brands they were already familiar with, the CDJ involved shoppers taking advantage of technology to evaluate products and services more actively, adding and removing choices over time. Today this is truer than ever before. </p> <p>In response to the shift, retailers have spent the past six years racing to keep up with their newly empowered customers and develop the tools and rationale needed to understand them and wrest back at least some semblance of control.</p> <p><a href="http://www.mckinsey.com/insights/marketing_sales/the_new_consumer_decision_journey">McKinsey’s later 2015 research</a> suggested that a few of the most competitive brands today can not only react to customers as they make their purchasing decisions, but can also actively shape those decision journeys using a sophisticated, multi-channel approach.</p> <p><em>Mckinsey's 2009 consumer decision journey.</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3091/Screen_Shot_2016-03-17_at_16.58.02.png" alt="mckinsey's model" width="615"></p> <h3>Multi-channel meddling </h3> <p><a href="http://www.retailtimes.co.uk/savvy-shoppers-now-make-nine-visits-retailers-site-deciding-buy-rakuten-marketing-finds/">Research</a> shows that a customer makes 9.5 visits to a brand website on average before buying and, during that time, does further research, chats to their friends and hunts amongst the competition.</p> <p>So, it stands to reason that companies need the capacity to deal with the growing number of customer touch-points across the digital-physical space, if we’re able to fully understand customer journeys.</p> <p>Unfortunately, just because a few of the biggest brands in McKinsey’s research have the multi-channel approach nailed, does not mean that we all have.</p> <p>A <a href="https://www.google.co.uk/url?sa=t&amp;rct=j&amp;q=&amp;esrc=s&amp;source=web&amp;cd=2&amp;cad=rja&amp;uact=8&amp;ved=0ahUKEwjfg-O6jfDKAhVU5GMKHdoaB08QFggkMAE&amp;url=https%3A%2F%2Feconsultancy.com%2Freports%2Funderstanding-the-customer-journey%2F&amp;usg=AFQjCNH9vmapl1iIgFSOS8VqGe7EKhXSLA&amp;sig2=LnnnkhsaFABrOqd3p3ujfQ&amp;bvm=bv.113943164,d.cGc">report by ResponseTap and Econsultancy</a> highlighted that 35% of marketers actually see multiple touch-points as a top barrier (rather than an opportunity) to understanding customer journeys.</p> <p>The survey of 2,000 marketers and ecommerce professionals indicated that only 12% of companies rated themselves as ‘advanced’ at understanding the customer journey, compared to 51% who said they were ‘intermediate’ and 32% who classed themselves as ‘beginner’.</p> <p>Though it’s no easy task, getting to grips with these methods is vital, not only to boost sales, but also because the CDJ today forms a circle. Once someone has made a purchase, they often share their experience amongst friends and social media followers, but also with the brand itself – the beloved “Loyalty Loop”.</p> <p>Since these conversations may result in further sales, the job of marketers is to listen, respond and take note of the feedback they’re offered so they can better influence the customer’s decision next time round.</p> <p><em>How would you best describe your understanding (or your clients’ understanding) of the customer journey? (From ResponseTap and Econsultancy research)</em></p> <p><img src="https://assets.econsultancy.com/images/0006/1988/Screen_Shot_2015-04-13_at_17.37.05.png" alt="customer journey research" width="615"></p> <h3>Who’s doing this well? </h3> <p>To master the CDJ, companies need to be able to automate each step to make the process easier for their customers.</p> <p>They also need to personalise the experience for each individual. One good example of this was <a href="http://www.lorealparisusa.com/en/brands/makeup/makeup-genius-virtual-makeup-tool.aspx">L’Oreal’s Makeup Genius</a> app, which allowed users to try on makeup virtually and test different styles before purchasing. The app makes the CDJ increasingly personalised, as it tracks how the customer uses their makeup and what they buy, allowing it to learn their preferences and make tailored suggestions.</p> <p><a href="http://www.mslabs.io/">M&amp;S</a> has also transformed the way it interacts with its customers. The company launched its ‘digital lab’ in 2013 to enable rapid development of new <a href="https://econsultancy.com/blog/67096-in-store-tech-the-screen-in-the-corner-that-nobody-wants-to-use">in-store technology</a>, and a lot of focus has been on making the CDJ more engaging. One of the projects to emerge from the lab was the Cook with M&amp;S app.</p> <p>Within the first 10 days of its launch, the app was downloaded 150,000 times and reached number one in the ‘Food &amp; Drink’ category on the iTunes store.</p> <p>At Philips we also increasingly take a connected and data-driven approach to our marketing strategy. We use integrated customer data to deliver timely, relevant, personalised experiences and integrated performance data to optimize experiences in near real-time.</p> <p>We monitor online conversations through our Global Digital Command Centre, feeding into brand, marketing and customer services.</p> <p><em>L'Oreal's Makeup Genius app</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3093/moreal1.jpeg" alt="makeup genius" width="300">  <img src="https://assets.econsultancy.com/images/0007/3092/loreal2.jpeg" alt="makeup genius" width="300"></p> <h3>It’s about the journey</h3> <p>Back in 2009, the McKinsey consultants who formulated the concept of the CDJ wrote that the goal of marketing was “to reach consumers at the moments that most influence their decisions.” That may still be our aim, but the moments have multiplied and how we reach consumers has never been more complex.</p> <p>And if our goal is to influence customers then our primary requirement is to first understand them.</p> <p>The good news is that, in an increasingly complicated market, the sophisticated tools we have at our disposal are making this possible in a way that no other generation of marketers has ever experienced and we’re not shy about investing in them. Gartner tells us that <a href="http://www.gartner.com/smarterwithgartner/digital-marketing-comes-of-age-in-gartners-cmo-spend-survey-2015-2016/">digital marketing</a> was one of the highest ranked areas of marketing technology investment for 2015 and 2016 will continue to upwards spending trend.</p> <p>As we grow in our understanding and start to confidently shape the CDJ, we can already see the journeys to purchase becoming central to the customer’s experience of a brand, and just as important as the brand’s products in providing a point of competitive difference.</p> <p>Now that we’re able to identify and promote touch points en route, it’s time to focus on enhancing the experience. Winning brands succeed not just because they sell something of value, but because their customers enjoy the ride.</p> tag:www.econsultancy.com,2008:BlogPost/67661 2016-03-18T11:31:00+00:00 2016-03-18T11:31:00+00:00 Nine exciting digital marketing stats from the past week Jack Simpson <p>This week we’re covering the ever-present importance of managing the multichannel customer experience, email marketing benchmarks, the impending EU referendum and much more. </p> <p>Get those painkillers down you and have a read…</p> <h3>Multichannel biggest priority for digital marketers</h3> <p>97% of digital marketers surveyed for our recent report on <a href="https://econsultancy.com/blog/67596-digital-transformation-in-the-retail-sector-challenges-opportunities">digital transformation in the retail sector</a> say that optimising the customer journey across multiple touchpoints will either be quite or very important to their digital marketing over the next few years.</p> <p>A further 96% say ensuring consistency of message across channels is either quite or very important, suggesting marketers are taking the multichannel customer experience extremely seriously.</p> <p><strong>Q: How important will the following be for your digital marketing over the next few years?</strong></p> <p><img src="https://assets.econsultancy.com/images/0007/2512/Optimising_customer_journey_Retail.JPG" alt="biggest priorities for digital marketing 2016" width="700"></p> <h3>Email open rates are on the rise</h3> <p>Average open rates for emails in the UK increased 0.43% year-on-year (YoY) to 24.88%, according to <a href="https://econsultancy.com/blog/67649-the-ultimate-2016-email-marketing-benchmark-guide">a new email benchmarking report</a> from Sign-up.to.</p> <p>Other key findings include:</p> <ul> <li>Click-through rate (CTR): <strong>3.42%</strong> (up 0.29% YoY).</li> <li>Unsubscribes: <strong>0.52%</strong> (down 0.03% YoY).</li> <li>Click-to-open (CTO) rates: <strong>10.88%</strong> (up 0.09% YoY).</li> <li>Unsubscribe-to-open (UTO) rates: <strong>2.72%</strong> (up 0.04% YoY).</li> </ul> <h3>Instagram sees drop in interactions</h3> <p>Average interactions with posts on Instagram dropped from 4.96 to 3.10 between January and December last year, according to <a href="https://www.quintly.com/blog/2016/03/instagram-study-2015/%20">a new study by Quintly</a>.</p> <p>Presumably Instagram feels like this could be partly driven by the way the site’s timeline is sorted, given <a href="https://econsultancy.com/blog/67655-three-reasons-instagram-s-algorithmic-timeline-is-yet-another-terrible-idea/">its recent decision to make it algorithmic</a> and show people what it thinks they will be most interested in.</p> <p><em>Interaction rate on Instagram over time (all interactions divided by number of posts and followers)</em></p> <p><img src="https://assets.econsultancy.com/images/0007/3116/Screen_Shot_2016-03-17_at_15.21.38.png" alt="Drop in Instagram interactions" width="536" height="403"> </p> <h3>Search data shows Brits still unclear on EU referendum </h3> <p>With under 100 days until the EU referendum, search data shows that people in the UK are still not sure what either decision would mean for the country, according to a new report by Hitwise, a division of Connexity. </p> <p>Other key findings include:</p> <ul> <li> <strong>18-25 year olds</strong> are five times more likely to search for ‘EU Referendum Wiki’ than 55+ year olds, who instead opt for the ‘BBC News Referendum’ (167% more likely to search ‘BBC News Referendum’ compared to 18-25 year olds)</li> <li>Men search for phrases such as ‘question’, ‘facts’ and ‘odds’ over 100% more often than women.</li> <li>18-25 year olds are 33% are more likely to search for <strong>‘register to vote’</strong> than those 55+.</li> <li>18-25 year olds are nine times more likely to search for the ‘latest’ EU Referendum opinion than those aged 55+.</li> <li>Over 55s are still trying to get their head around the news, searching five times more for <strong>‘EU Referendum explained’</strong> than their younger counterparts.</li> <li>‘Boris Johnson’ appears to be resonating with the older generation in the run up to the EU Referendum, with 55+ year olds searching five times more than those aged between 18-25.</li> <li>Men are <strong>122%</strong> more likely to search for Boris Johnson than women </li> </ul> <h3>61% of travel loyalty programme members want more choice of rewards</h3> <p>Just over six in ten travel <a href="https://econsultancy.com/blog/67568-starbucks-shows-perils-of-loyalty-program-changes">loyalty programme</a> members look for programmes with a greater choice of rewards, while 71% say the value of a loyalty programme decreases when the range of rewards is limited, according to a new survey by Collinson Latitude. </p> <p>Other key findings include:</p> <ul> <li>42% of programme members think programmes offering only core inventory rewards are dated and old-fashioned.</li> <li>40% would tell friends and family about a programme following a positive redemption experience, while 33% would actively encourage them to join the programme.</li> <li>59% would buy a brand’s core inventory whenever possible following a positive redemption experience.</li> </ul> <h3>Facebook beats email and Twitter for retail customer service</h3> <p>Between Facebook, Twitter and email, Facebook performs best when it comes to customer services, according to <a href="http://www.eptica.com/eptica-uk-retail-multichannel-customer-experience-study%20">a new study by Eptica</a>. </p> <p>The study found that UK retailers could answer 59% of questions asked on Facebook, 55% on email and 45% on Twitter, and just 10% provided consistent responses across all three channels.</p> <p>Other key findings include:</p> <ul> <li>Entertainment retailers finished bottom, answering just 38% of questions on the web, email and Twitter, followed by food and wine (60%), consumer electronics retailers (55%) and fashion (68%).</li> <li>Company websites <strong>answered an average of 66% of queries</strong>, up just 1% since 2015.</li> <li>Only 88% of companies (10% fewer than in 2015) made email available to non-customers.</li> <li> <strong>Twitter was the fastest channel</strong> for an answer, with an average response time of 5 hours 40 minutes, ahead of Facebook (6 hours 36 minutes).</li> </ul> <h3>TV accounted for 76% of the UK’s total video consumption in 2015</h3> <p>Despite massive increases in online video viewing, TV is still very much the dominant channel, according to Thinkbox’s latest report, <em><a href="https://www.thinkbox.tv/News-and-opinion/Newsroom/A-year-in-TV%20">A year in TV</a></em>.</p> <p><img src="https://assets.econsultancy.com/images/0007/3117/Screen_Shot_2016-03-18_at_10.37.59.png" alt="TV consumption in the UK report" width="700"></p> <p>Other key findings include: </p> <ul> <li> <strong>TV ad revenue surpassed the £5bn mark</strong> for the first time in 2015, with a sixth consecutive year of growth.</li> <li>33% of media-driven Facebook interactions are created by TV ads.</li> <li>Viewers aged 16 to 24 watched more than twice as much TV on other devices as the average viewer in 2015.</li> </ul> <h3>Mums relate to 66 different identities</h3> <p>UK mothers relate to 66 distinct identities and define themselves with at least six of these on average, according to <a href="http://www.mumsnet.com/surveys/marketing-to-mums-2016">a new survey by Mumsnet</a>.  </p> <p>Other key findings include:</p> <ul> <li>19% of mothers report seeing ads that depicted them in a way they could relate to.</li> <li>The four most important identities are lone parents (2.3m), mums of children with special needs (1.4m), mums of teenagers (6m) and self-employed mums (1.7m).</li> <li>The top 10 identities also included mothers with children at secondary school (31%), those who live in a town (28%), mums who had a caesarean section (22%) and mums who work out of home (17%).</li> </ul> <h3>Global adspend to hit £387bn in 2016</h3> <p>Global adspend is expected to increase 4.4% in 2016 to hit $561bn (£387bn), according to <a href="http://content.warc.com/read-warc-global-adspend-outlook-2016-2017">the latest forecast from Warc</a>. </p> <p>Other key findings include: </p> <ul> <li> <strong>$90bn will be spent on mobile ads</strong> in 2017 (44% of all online ad investment).</li> <li>Adspend on mobile search expected to hit $40bn by end of 2017 (double 2015 levels).</li> <li>Overall global adspend growth will drop to 3.7% next year, with almost all regions experiencing slowed growth. </li> </ul> <h3>Timely and vaguely relevant stat of the week…</h3> <p><strong>On this day in 1999,</strong> France's largest music retailer, Fnac, became the first major European music retailer to sell song downloads on its website.</p> <h3>For lots more up-to-date statistics…                                           </h3> <p>Download Econsultancy’s <a href="https://econsultancy.com/reports/internet-statistics-compendium/?utm_source=Econ%20Blog%20&amp;utm_medium=Blog&amp;utm_campaign=BLOGSTATS">Internet Statistics Compendium</a>, a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media.</p> <p>It’s updated monthly and covers 11 different topics from advertising, content, customer experience, mobile, ecommerce and social.</p> tag:www.econsultancy.com,2008:BlogPost/67439 2016-01-26T14:07:00+00:00 2016-01-26T14:07:00+00:00 How creative SEO can deliver big wins for luxury fashion retailers Chris Bishop <p>Neither were they desperately researching which colour would dominate this season and updating their collections accordingly.</p> <p>They were mostly trying to work out how not to break their necks on a Saturday night.</p> <p>But even more surprisingly, this term was searched for equally by men and women.</p> <h3>Why you need to understand search behaviour</h3> <p>Both these strange insights from Google underline one important message.</p> <p>If you want to understand and take advantage of the retail opportunities presented by search, you really have to understand what search is all about.</p> <p>Because, despite the odd quirks of search behaviour – or maybe because of them – there is vast branding and commercial potential here for fashion brands.</p> <p>And now, more than ever, luxury brands that are ignoring search are missing huge revenue opportunities that others are capitalising on.</p> <h3>But what’s the opportunity in search for luxury brands?</h3> <p>With 1 trillion Google searches in 2015, luxury customers are just as likely to Google as everyone else.</p> <p>And luxury customers were <strong>4.7 times more likely to Google ‘Black Friday’</strong> than the average.</p> <p>Add to this the fact that <strong>39% of luxury clothes bought on the internet last year were bought on impulse</strong>, search really <em>does</em> look like the place where the smartest luxury brands would want to be.</p> <p>At a fashion digital conference last week we presented with our client Net-A-Porter on luxury consumer search behaviour and it really demonstrates how crucial ecommerce is for luxury brand health in the years ahead:</p> <h3>Black Friday: what a difference a day makes</h3> <p>Luxury brands really can benefit from the retail ‘holidays’ which have established themselves in recent years.</p> <p>Black Friday and Cyber Monday 2015 marked the highest and second highest sales days on record for Net-A-Porter.</p> <ul> <li>The retailer sold one item every second.</li> <li>Of these, the most expensive item sold online was priced at <strong>$27,307.</strong> </li> <li>While a single Saint Laurent mini-dress was sold for <strong>$14,943.</strong> </li> </ul> <p>This is not loss-leading discounting reluctantly undertaken for fear of losing brand profile.</p> <p>This is a strategic opportunity to engage with high-net-worth individuals and galvanise profitable sales activity at specific points in the calendar.</p> <p>And search plays a crucial part in this.</p> <h3>And what a difference a change makes</h3> <p>Data from fashion brands is pointing to a shift from slow, curated purchasing patterns to fast decision making tipped by arresting content. </p> <p>Once luxury brands understand that price is no longer the key driver behind online luxury brand buying decisions, it becomes much clearer what search barriers are really in the way of increased sales.</p> <p>McKinsey released research demonstrating that returns (75%) and delivery policy (73%) were key factors influencing luxury buying decisions, especially interesting when considering only<strong> 48% were interested in price</strong>.  </p> <h3>Adjusting to a multi-device world</h3> <p>It’s a cliché, but luxury brand customers are cash rich and time poor – the question is how does this translate into search and buying behaviour online?</p> <p><img src="https://openmerchantaccount.com/img2/multidevice.png" alt=""></p> <p>In online luxury retail there is no such thing as a single customer journey anymore, these customers with their demanding lifestyles, constantly switch between devices that are ‘always on’.</p> <p>What’s more, they have the best devices (high spec, tablets, laptops, smartphones) and they expect the experiences they have on them to be equally high spec.</p> <p>Therefore, as one absolute takeaway - don’t ever think in devices (desktop, mobile), think only of the consumer journey.</p> <h3>The beautiful customer experience</h3> <p>Ecommerce is now a multi-device world and brands need to understand the importance of a ‘beautiful customer experience’, meaning a series of seamless, all-encompassing, cross-platform customer journeys that often begin with search and are highly mobile.</p> <p>Every year marketers have been told that this year is the year of mobile and <a href="https://econsultancy.com/blog/67397-ashley-friedlein-s-10-digital-marketing-ecommerce-trends-for-2016/">2016 will be no exception</a>.</p> <p>For luxury mobile is becoming increasingly important to keep up with the demands of the luxury consumer.</p> <p><img src="https://openmerchantaccount.com/img2/catwalkmobilephone.png" alt=""></p> <p>Often we hear about the increase in mobile penetration in a market – however when you consider the affluence of a luxury shopper that becomes even more important.</p> <p>McKinsey suggests that across the world <strong>95% of luxury shoppers have a smartphone</strong>, with <strong>100% penetration in some markets</strong>.</p> <p>Forrester research last year stated most luxury consumers expect retailers to have mobile optimised website or app - however in January 2016 only half do.</p> <p>Luxury customers are everywhere in terms of device and location, and mobile has become key to closing sales.</p> <ul> <li>41% of Net-A-Porter’s customer orders over Thanksgiving were on a mobile device.</li> <li>Nearly half (48%) of its sales in Japan were on mobile.</li> </ul> <p>Customers are not only visiting Net-A-Porter's sites on mobile, but buying items as well.</p> <p>As such there are opportunities to optimise search in specific ways, in specific locations and for specific groups that could make all the difference to traffic and sales.</p> <h3>Gender targeting through Google search</h3> <p>Gender targeting is one of these opportunities. Male luxury customers still often seem to be impulsive and impatient in their purchases as they tend to shop for gifts on mobile devices at the last minute. </p> <p>Males tend to spend more time examining search engine results pages (SERPS) and are <strong>5.4 times more likely than females</strong> to inspect lower ranked results.</p> <p>Therefore, a key opportunity to maximize conversion from search is by reassuring customers on the SERPS that the mobile checkout process will be simple and painless.</p> <h3>Location, location, location?</h3> <p>Location is also significant when selling to these customers, but not necessarily in the ways that you think.</p> <p>The average luxury customers takes <strong>16 trips a year</strong>. So, where these customers are searching is not necessarily where they live.</p> <p>This means brands need to be careful about the kind of delivery offers they’re making based on location.</p> <p>Don’t go offering free delivery in Tokyo when the customer lives in New York.</p> <p>Therefore, when a consumer adds location-based search queries we have to listen to the signal - dig deeper into data, don’t make assumptions and tailor to location.</p> <h3>Social &amp; content converts</h3> <p>Even if they’re not buying, your customers want to talk to you and about you.</p> <p>Working out when to sell to them and when to talk to them is part of the challenge of dealing with customer search.</p> <p>But in reality every search is an opportunity for engagement that may lead to a sale.</p> <p>In fashion it is even more important to have a focus on social, with two-thirds of the target audience generating content on a regular basis and <strong>15% doing that on a daily basis</strong>.</p> <p><img src="https://openmerchantaccount.com/img2/customerswantcontent.png" alt="" width="660" height="390"></p> <p>Social and content is presenting more and more chances to capture the imagination of potential customers and shortening the gap between catwalk and shopping basket.</p> <p>Fashion is throwing open the doors to the public with live streaming and interactive digital tools.</p> <p>Lining up your social, content and search is presenting more and more chances to share amazing content and arrest the attention of a customer base primed and willing to buy into your brand.</p> <h3>Rising to the challenge of search for luxury brands</h3> <p>“<em><strong>How to Walk In Heels</strong></em>” is not a comment on the mundanity of search.</p> <p>Instead it’s an imaginative challenge to agencies and marketers to interpret needs and wants in ways that are thrilling to customers.</p> <p>I hear there’s a trick to walking in heels, but once learned it looks elegant and effortless.</p> <p>Learning the secrets of luxury search is learning to create beautiful experiences, optimised customer journeys that seamlessly capture, build your brand and convert sales in new and exciting ways.</p> <p><em>For more on this topic, read:</em></p> <ul> <li><a href="https://econsultancy.com/blog/66501-how-fashion-brands-are-setting-trends-in-digital/"><em>How fashion brands are setting trends in digital</em></a></li> <li><a href="https://econsultancy.com/blog/64543-20-beautiful-examples-of-web-design-from-high-fashion-brands/"><em>20 beautiful examples of web design from high fashion brands</em></a></li> <li><a href="https://econsultancy.com/reports/fashion-ecommerce-and-content-marketing/"><em>Fashion Ecommerce and Content Marketing Report</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/67316 2015-12-15T01:31:00+00:00 2015-12-15T01:31:00+00:00 The state of cross-channel marketing in Asia-Pacific Jeff Rajeck <p>As with every Digital Cream event, the Chatham House Rule applied, so what was said cannot be attributed to any individual marketer.</p> <p>But at the end of the event, the hosts of each table helpfully provided a summary of the day's discussions. </p> <p>The cross-channel marketing table was hosted by Bilal Serlaman, Marketing Manager at XentiQ. Here's an overview of what was discussed...</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/9905/cross_channel_marketing-blog-flyer.jpg" alt="" width="470" height="313"></p> <h3>Channels</h3> <p>First off, everyone agreed that marketers now cover more channels than ever before.</p> <p>Besides social, web, search, display, and email, the participants said they also had to consider newsletters, print advertising, and trade shows as part of their multichannel strategy.</p> <p>Added to that, marketers who cover different geographic regions reported that <strong>different countries use social networks in different ways</strong>.  </p> <p>Twitter, for example, was more useful in Indonesia than in Singapore.</p> <p>And with new technologies on the horizon, such as wearables and the Internet of Things (IoT), <strong>multichannel was probably going to become even complicated for marketers in the near future.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/resized/0006/9907/cross_channel_marketing_3-blog-flyer.jpg" alt="" width="470" height="313"></strong></p> <h3>Content</h3> <p>In order to handle the current load and prepare for the future, <strong>the participants said that managing content was key.</strong></p> <p>The reason for this is that each channel requires unique content. Newsletters need editorial oversight, social requires clever and short updates, and mobile has unique interface considerations.</p> <p>Participants felt that trying to deliver content in a distributed way was unmanageable. Instead, they felt, <strong>marketers should first decide on key topics centrally and then repurpose topical content for all of the channels that they cover.</strong></p> <p>A whitepaper, for example, could become a blog post on the web, an infographic on social media, and a short article in an email newsletter.</p> <p>Repurposing content also maintains consistency across many channels.</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/9906/cross_channel_marketing_2a-blog-flyer.jpg" alt="" width="470" height="255"></p> <h3>Data</h3> <p>A multi-channel strategy also provides marketers an opportunity to learn more about their customers, but only if data is captured and used properly.</p> <p>The channels customers use to find out about our brands can be very illuminating, participants argued, but before we can properly use the data we have to capture it first.</p> <p>Tagging media works to some extent, but <strong>the most useful data comes from the customers themselves.</strong></p> <p>And in order to get high-quality information, participants felt that we need to consider very carefully how we ask for it.</p> <p>For example, marketers acknowledged that getting information from customers via a mobile channel is difficult but with the right incentive, say exclusive content, they felt that response rates were good even from mobile devices.  </p> <p>And once you have the data, it is equally important to use it well.  </p> <p>Instead of just adding another email to the database, <strong>any customer data collected should be used to find new opportunities to segment your customer base</strong> and discover new opportunities to speak with them.</p> <p>Again, if customers provide you with details via mobile, then you know that mobile is a good channel to interact with them.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day, especially our table moderators, and <strong>our sponsor for the cross-channel marketing table, Oracle Marketing Cloud.</strong></p> <p>It was a lively and insightful day of discussions and we hope to see you all again next year!</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/9908/oracle-blog-flyer.jpg" alt="" width="470" height="353"></p> tag:www.econsultancy.com,2008:Report/3980 2015-12-14T15:21:00+00:00 2015-12-14T15:21:00+00:00 Festival Of Marketing 2015 Presentations <p>Presentations from the Festival of Marketing, on 11th and 12th November 2015. Over 3,000 marketers attended to hear from those leading the way in the field of marketing. You can access most of the Festival of Marketing presentations from the event.</p> <p>The Festival was all about transformation, and delegates received a myriad of inspiration, useful examples and savvy advice to help navigate disruption and rise to the challenge of change.</p> <p>The Festival had more than 200 speakers across 12 stages. The 12 stages focused on</p> <ul> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-b2b-stage/">B2B</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-brand-creative/">Brand &amp; Creative</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-content-stage/">Content</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-customer-experience-stage/">Customer Experience</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-data-analytics-stage/">Data &amp; Analytics</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-digital-transformation-stage/">Digital Transformation</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-insight-stage/">Insight</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-multichannel-stage/">Multichannel</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-personalisation-stage/">Personalisation</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-realising-your-potential-stage/">Realising Your Potential</a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-social-stage/">Social </a></li> <li><a href="https://econsultancy.com/reports/festival-of-marketing-2015-tech-trailblazers-stage/">Tech Trailblazers</a></li> </ul> <p>There are plenty of presentations for you to choose from companies including The Guardian, O2 and HSBC.</p> tag:www.econsultancy.com,2008:BlogPost/67182 2015-11-12T11:46:03+00:00 2015-11-12T11:46:03+00:00 15 quotes on how brands are adapting to multichannel customers Ben Davis <h3>Single view of the customer</h3> <p><strong>Matt Roberts, Online Marketing Controller, Argos</strong></p> <p>We are understanding in-store customers via new tactics such as e-receipts.</p> <p>Our customer database is robust, we use it for email and our contact strategy, but also broadly via integration with display and search.</p> <p><strong>Nick Bonney, Head of Insight, Camelot</strong></p> <p>How do we integrate for the <a href="https://econsultancy.com/blog/66316-how-are-organisations-integrating-the-single-customer-view">single customer view</a>? We have to be realistic - there’s not much value in an in-store customer buying a lottery ticket and having a digital interaction.</p> <p>We have to think of the customer need first. Sometimes there is an advantage to the customer. </p> <p>Some of our scratch cards offer a second chance to win online. This gives us more data and allows deduping offline data with our online database.</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8959/screen_shot_2015-11-12_at_11.17.49-blog-flyer.png" alt="second chance scratchcard" width="470" height="311"></p> <p><strong>Gareth Powell, Head of Web Analytics, JD Williams Group</strong></p> <p>Everything is rooted to our customer accounts. A customer account is stitched to 50% of our web traffic.</p> <p>The challenge lies in the exponential growth of data. We capture 65 GB of data a month.</p> <h3>Attribution</h3> <p><strong>Gareth Powell, JD Williams Group</strong></p> <p>We deploy a lot of emails and catalogues and obviously have an online presence. Understanding how this links with TV and store activity is quite complicated.</p> <p>For contact optimisation, we use hold-out groups for every mailer we do.</p> <p>For <a href="https://econsultancy.com/blog/66996-the-three-stages-of-attribution-that-are-crucial-to-success">digital attribution</a>, bouncing visitors get lower scores, traffic from email is downweighted (because we send so many, the channel is over credited).</p> <p>We can push the bar a lot higher for paid search on smartphone; lots of users are coming back on another device within 28 days so keyword price has come down because of that.</p> <p>The next stage is econometrics, we look at web traffic within six minutes of a TV ad.</p> <p><strong>Matt Roberts, Argos</strong></p> <p>We don’t enforce login so it’s difficult to tie up smartphone and laptop users. We’re only aware of email address right at the end of the customer journey [because we offer a guest checkout].</p> <p>More data from stores showed that the digital journey often led nearly to reservation, then customers saw there was plenty of stock and so didn’t reserve but just headed to store.</p> <p>Up until recently we weren’t aware of that. ROI at the moment would define that as no sale [for the online team]. Luckily digital is doing well enough at the moment that this doesn’t affect us too much.</p> <p><img src="https://assets.econsultancy.com/images/0006/8960/argos.jpeg" alt="argos" width="275" height="184"></p> <h3>Teams and skills</h3> <p><strong>Nick Bonney, Camelot</strong></p> <p>We need greater <a href="https://econsultancy.com/blog/66645-how-to-bridge-the-marketing-skills-gap">diversity of skills</a> in insight teams going forward. Go back five years - the questions were all about businesses not having data.</p> <p>Now we’re awash with data, so the role is more about synthesis and making sense of stuff, driving business action.</p> <p>Hardcore data science skills on one hand, but also emphasis on storytelling, data visualisation, design etc.</p> <p>We can’t focus on infrastructure and tech, disappear down that rabbit hole.</p> <h3>Beacons</h3> <p><strong>Nick Bonney, Camelot</strong></p> <p>We’ve tested them and they work conceptually, but does it work for the users and at what stage in the journey do we use it? These are questions we have to work through.</p> <h3>Surveys</h3> <p><strong>Nick Bonney, Camelot</strong></p> <p>Surveys helped build our business case for the cross-channel piece.</p> <h3>Social data</h3> <p><strong>Gareth Powell, JD Williams Group</strong></p> <p>We take customer profiling via social media with a pinch of salt. The most popular school on Facebook is Hogwarts.</p> <p><img src="https://assets.econsultancy.com/images/0006/8961/hogwarts.png" alt="hogwarts" width="235" height="214"></p> <p><strong>Nick Bonney, Camelot</strong></p> <p>We make quick reads about campaigns (social discourse analysis).</p> <p>How are people talking about campaigns? Rather than linking profiles to individual data in a warehouse, we use Facebook exchange to target, but it’s more about research than a single customer view.</p> <p>We have bigger fish to fry in terms of other data sources we need to integrate, rather than social data.</p> <h3>Data aggregation</h3> <p><strong>Matt Roberts, Argos</strong></p> <p>We have enough customer behaviour signals (in the way they interact with our own website and also off-site channels) to paint enough of a picture to give strong results and conversion metrics.</p> <p><strong>Chris Popple, RBS</strong></p> <p>We need to start using data to be proactive rather than sitting in-branch and waiting for people to come in; changing from reactive to proactive.</p> <p><strong>Elliot Antrobus-Holder, Barclays</strong></p> <p>We’ve started to use external data sources to understand data that’s broader than customer base and transaction data. If we can build better profiles, we can personalise more and be proactive.</p> <h3>Customer experience</h3> <p><strong>Chris Popple, MD Digitisation, RBS</strong></p> <p>We’re not quite sure what the banks of tomorrow will look like. Is mobile banking reason enough for customers to switch? Probably not.</p> <p><img src="https://assets.econsultancy.com/images/0006/8962/mobile_banking.jpg" alt="mobile banking" width="360" height="402"></p> <p><strong>Elliot Antrobus-Holder, Group Digital Director, Barclays</strong></p> <p>Banking will also be relationship-led. Branches will always be needed, even if supplemented by video banking.</p> <p>Legacy platforms and issues makes great customer experience difficult. At no point does all of our data join up to a single customer view. We’re taking baby steps towards that.</p> <p>We need to ask ‘what do customers want?’ Then we surprise and delight and ask how can we complement the digital experience with a great branch experience.</p> <p><strong>Chris Popple, RBS</strong></p> <p>Staff should be using the same digital tools as customers and showing them how to use them.</p> <p><strong>Elliot Antrobus-Holder, Barclays</strong></p> <p>We now use video banking, that’s face to face and over the telephone, 24/7.</p> <h3>The business case</h3> <p><strong>Chris Popple, RBS</strong></p> <p>The business case for omnichannel is more products per customer.</p> tag:www.econsultancy.com,2008:BlogPost/67160 2015-11-06T12:38:00+00:00 2015-11-06T12:38:00+00:00 12 of the best digital marketing stats we’ve seen this week Jack Simpson <p>And yes, obviously we’ve got John Lewis stats. Jeez. </p> <h3>New John Lewis Christmas ad receives 16,396 mentions within hour of launch</h3> <p>The two Twitter hashtags associated with the new John Lewis Christmas ad, #manonthemoon and #onthemoon, received more than 16,000 mentions between them within an hour of the advert launching. </p> <p>The analysis by PR firm Hotwire found sentiment to be 11% positive, 87% neutral and 2% negative, with positive tweets including people saying the ad was ‘adorable’ and had ‘a beautiful message’. </p> <p>Here's the ad in case you've somehow managed to avoid it until now, not including my cynical commentary about the exploitation of a genuine issue in order to sell products. I’m saving that one for my wife over dinner tonight, the lucky lady. </p> <p><iframe src="https://www.youtube.com/embed/wuz2ILq4UeA?wmode=transparent" width="560" height="315"></iframe></p> <p>Hotwire also analysed the performance of the previous four John Lewis Christmas ads:</p> <p><strong>2011:</strong> #thelongwait – data too low to measure accurately (no official hashtag in 2011, #thelongwait was user created).</p> <p><strong>2012:</strong> #snowmanjourney – 649 mentions over 24 hours on day of launch (no official hashtag in 2012, #snowmanjourney was user-created).</p> <p><strong>2013:</strong> #bearandhare – 6,826 mentions over 24 hours on day of launch.</p> <p><strong>2014:</strong> #montythepenguin – 97,257 mentions over 24 hours on day of launch.</p> <h3>UK online Christmas shopping forecast to hit £17bn</h3> <p>Adobe recently released its <a href="http://www.slideshare.net/adobe/2015-holiday-shopping-prediction">online holiday shopping predictions</a> for this year’s Christmas period, and says UK consumers will spend an incredible £17bn between them over the festive period. </p> <p>Other key findings include:</p> <ul> <li>Almost a quarter (23%) of UK Christmas shopping will occur through a mobile or tablet.</li> <li>The UK is getting shopping-savvy, with almost a quarter (24%) of UK shoppers expecting to spend less time searching for presents.</li> <li>Over a quarter (27%) say they feel they are more efficient at Christmas shopping this year.</li> <li>Nearly half of respondents in the UK (45%) said product reviews are now among the top two influences when considering a major purchase.</li> </ul> <h3>Mobile technology will be used by two thirds of shoppers this Christmas</h3> <p>Research released by Exterion Media has found that a significant majority of shoppers will use <a href="https://econsultancy.com/reports/mobile-experience-trends-briefing-digital-cream-london-2015">mobile devices</a> as part of their Christmas shopping this year. </p> <p>The report also found that 92% of shoppers will utilise mobile to make buying decisions while completing their purchase in store.</p> <h3>Monday most popular day for online Christmas shopping</h3> <p>Shopping trend analysis from Give as you Live has discovered the most popular day and time for online Christmas shopping.</p> <p>Not counting <a href="https://econsultancy.com/blog/67061-seo-black-friday-how-are-brands-preparing-their-landing-pages">Black Friday</a> and <a href="https://econsultancy.com/blog/65834-how-did-retailers-handle-the-cyber-monday-sales">Cyber Monday</a>, last year’s peak days for Christmas shopping were Tuesday 2, Monday 8 and Monday 15 December. </p> <p>Amazon was the top retailer in terms of the number of purchases, followed by eBay, John Lewis, Marks &amp; Spencer and Sainsbury’s.</p> <h3>30% of people to watch Christmas TV on connected devices</h3> <p>According to new research from RadiumOne, 30% of Britons aged over 16 will use some form of connected device to watch TV.</p> <p>Laptops are the most popular at 19%, ahead of tablets (11%), desktop computers (10%) and smartphones (9%).</p> <p>68% people say the TV set will be the sole device on which they’ll watch TV over Christmas. </p> <p><img src="https://assets.econsultancy.com/images/0006/8765/unnamed.png" alt="Christmas tv viewing by device" width="540" height="336"></p> <h3>Marketing vacancies up 59% in Q3</h3> <p>The latest results from the UK Jobs Index by Robert Walters indicate that the number of marketing vacancies in the UK has significantly increased in the third quarter of 2015. </p> <p>Regionally, marketing vacancies in the North West were up 61%, in the Midlands 41% and in London and the South East 36%. </p> <h3>More than half of top marketing executives don't have a multichannel strategy</h3> <p>New research from the CMO Club and Rakuten Marketing has highlighted whether Chief Marketing Officers (CMOs) are executing <a href="https://econsultancy.com/reports/multichannel-customer-intelligence">multichannel strategies</a> and the hurdles they are facing during implementation.</p> <p>Other key findings include:</p> <ul> <li>Only 11% of CMOs have put integration across online and offline channels in place.</li> <li>64% report a lack of resource and investment to succeed in multichannel.</li> <li>65% of marketing executives rely on attribution to show success, but 34% still evaluate each channel individually. 20% already use cross data ad attribution to evaluate all performance.</li> </ul> <h3>Nearly 40% of consumers don’t want to commit to an ongoing subscription</h3> <p>A global survey of more than 7,000 people by Worldpay has discovered a significant fear of commitment in consumers when it comes to paid sign-ups, with 39% saying they don’t want to commit to an ongoing subscription.</p> <p>Other key findings include:</p> <ul> <li>58% of consumers only want to pay for what they use.</li> <li>47% say subscriptions can make it difficult to keep track of spending.</li> <li>34% of those who have signed up to a subscription service cancelled within six months.</li> <li>30% believe subscriptions are bad value for money.</li> <li>25% have concerns about the relative security of creating an account with an online subscription service vs. making a one-off payment.</li> </ul> <h3>Email click-to-open rates continue to decline</h3> <p>A recently published <a href="http://www.mailermailer.com/resources/metrics/index.rwp">report by MailerMailer</a> based on data from 1.1bn emails has highlighted some key trends around email marketing. </p> <p>Other key findings include:</p> <ul> <li>Mondays had the highest average open rates for both halves of the year.</li> <li>Click rates peaked on Mondays and Fridays during H1, and on Sundays in H2.</li> <li>Messages sent between 6pm and 2am had the highest open and click rates.</li> <li>Recipients generally opened messages within the first few hours of the day.</li> <li>Emails where the content was personalised, but not the subject line, produced the highest open and click rates.</li> </ul> <h3>Apple regains top spot for ad revenue, fuelled by video and tablets</h3> <p>Opera Mediaworks’ Q3 report on mobile behaviour from its global ad platform says Apple has regained the top position from rival Android when it comes to mobile monetisation. </p> <p>Almost half (52%) of all ad revenue on the platform comes from Apple devices, largely driven by the iPad and strong performance of Apple video ads on tablets. </p> <p>Other key findings include:</p> <ul> <li>Games publishers accounted for 23.7% of revenue on the mobile ad platform, making it the top revenue-generator.</li> <li>News &amp; Information took the number two slot for revenue generation (18.3%) and for impression volume (17%), a boost from the 10% it captured in Q2.</li> <li>Social networking apps and sites continue to be served the most impressions (18.7%), albeit a dip from the high volume they had in previous quarters (around 31%).</li> </ul> <h3>45% of UK consumers believe maximum TalkTalk fine should be ‘significantly higher’ than £50,000</h3> <p>More than half (53%) of UK consumers believe that the maximum fine administered to businesses for failing to protect customer privacy should be increased, according to research by Artmotion. </p> <p>As for putting a price on it, 45% of respondents say the fine should be ‘significantly higher’ than £50,000.</p> <h3>Marketing and advertising employees most likely to allow personal and professional online lives to cross</h3> <p>New research by Igniyte into the overlap of personal and professional social media use has found that 41% of marketing &amp; advertising employees would accept any work colleague as a ‘friend’ on Facebook compared to a national average of 28%.</p> <p>Other key findings include:</p> <ul> <li>Almost one in three (29%) of marketing &amp; advertising employees check out interviewers and interviewees on social media beforehand.</li> <li>Twice as many marketing &amp; advertising employees check their social media profiles before applying for a job to ensure a ‘professional image’ compared to the rest of UK employees.</li> </ul> <h3>Timely and vaguely relevant stat of the week…</h3> <p><strong>On this day in 1923,</strong> Jacob Schick was granted a patent for the electric shaver. His invention meant men no longer had to suffer the crippling indignity of turning up to work with their faces covered in tiny pieces of tissue.  </p> <h3>For lots more up-to-date statistics…                                           </h3> <p>Download Econsultancy’s <a href="https://econsultancy.com/reports/internet-statistics-compendium/?utm_source=Econ%20Blog%20&amp;utm_medium=Blog&amp;utm_campaign=BLOGSTATS">Internet Statistics Compendium</a>, a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media.</p> <p>It’s updated monthly and covers 11 different topics from advertising, content, customer experience, mobile, ecommerce and social.</p> tag:www.econsultancy.com,2008:BlogPost/67146 2015-11-05T01:32:00+00:00 2015-11-05T01:32:00+00:00 The four pillars of marketing: How ANZ Bank goes big in digital Jeff Rajeck <p>In this post I plan to explore that in more detail, but before we start let me quickly tell you that Econsultancy will be in ANZ's hometown, Melbourne, for a complimentary roundtable event on November 13th.</p> <p>The discussion topic is Behavioural Marketing and it's conducted in collaboration with IBM Marketing Cloud.</p> <p>Exclusively for client-side marketers, there are still a few spots available - <a href="https://econsultancy.com/events/bmrt-melb-2015/">so book here now</a>.</p> <h3>The four pillars of marketing</h3> <p>In February of last year, ANZ promoted Carolyn Bendall to be the Head of Marketing, Australia Division and there has been a flurry of marketing activities across its digital channels since. </p> <p>In <a href="https://bluenotes.anz.com/posts/2015/06/the-four-pillars-of-the-new-world-of-marketing/">a recent blog post</a>, Bendall outlined a 'four pillar' marketing strategy which describes in detail how ANZ spends its marketing budget on digital media.</p> <p>As ANZ's annual media spend in Australia is <a href="http://mumbrella.com.au/former-anz-chief-marketer-head-coles-financial-services-marketing-208434">estimated by Nielsen</a> to be around A$56m, a third of which is spent on digital, ANZ's four pillar model is a great case study of a strategy to 'go big' in digital.</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8647/2-blog-flyer.jpg" alt="" width="470" height="264"></p> <p>Bendall's post describes the strategy well, but instead of reviewing it at a high level, it's more interesting to see how ANZ is executing on each of the four pillars.</p> <p>This way, we can see the strategy in action and learn about how we might use ANZ's 'pillars' to improve our own digital marketing.</p> <h3>1. Experience</h3> <p>The first channel is customer experience, which involves mapping and managing customer journeys and making sure that all interactions with the brand are as smooth as possible.</p> <p>Customer experience is one of the hottest topics in marketing now (just by the way we are running a <a href="https://econsultancy.com/training/courses/customer-experience-cx-workshop/dates/2771/">two-day workshop on it in Singapore</a>, 26th &amp; 27th November) so it's no surprise that it heads Bendall's list.</p> <h4>But where can we see it in action?</h4> <p>One of the recent advertising campaigns, ANZ's Buy Ready Home Loans, is a great example of how improving customer experience can both help the business and the marketing.</p> <p><iframe src="https://www.youtube.com/embed/7uu0IRFN338?wmode=transparent" width="615" height="346"></iframe></p> <p>In the ad, two homebuyers are competing for a property. But the husband and wife team using ANZ already have their mortgage sorted out and so they can make a bid on a house straight away, beating their competition.</p> <p>It's clear that ANZ found that the delay in getting approval was causing friction in the homebuying process, so it positioned a mortgage product around helping customers achieve their goal (i.e. buying a home).  </p> <p>Focusing on customer goals, as opposed to business goals, is central to a strategy to improve customer experience.</p> <p>But what is interesting here is that the ad doesn't even mention the product, it just shows the effects of what a good customer experience strategy accomplishes for the customers.</p> <h4>So how is this digital?</h4> <p>Well, the ad is on YouTube, but I don't think that is what makes it part of the digital strategy.  </p> <p>Instead, I think that ANZ's effort to wrap-up a relatively boring product, mortgages, into an interesting story makes it easier to share and promote on social media.</p> <p>And as digital is becoming the universal way in which people find out about and research our products, it's becoming as important to tell your customers what you are improving as actually doing it. </p> <p>So instead of thinking of customer experience as just an internal exercise, it is important to note that, in our new marketing landscape, great customer experience can also be used to show potential customers how much we are considering their needs.</p> <h3>2. Content</h3> <p>ANZ has also made a big push into content marketing. Shortly after Bendall started as Head of Marketing, ANZ launched a new online media publication, Blue Notes.</p> <p>And to run it, ANZ hired an award-winning journalist to head the editorial side and now employs more than a dozen editorial staff to produce content.</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8650/5-blog-flyer.png" alt="" width="470" height="338"></p> <p>Blue Notes is not just a company blog which just promotes the bank's products, though.</p> <p>Instead, ANZ has built a newsroom to support the site whose mission is to produce content which is truly interesting to its target customer base.</p> <p>Here are some recent articles:</p> <ul> <li>Can Australia meet Asia's growing dairy demand?</li> <li>Embrace digital, lift profits (interview with a CapGemini consultant)</li> <li>How the TPP will turn Japan's fruit &amp; vegetable market</li> </ul> <p>And, sure, these are interspersed with some articles by people who work at ANZ, but totally absent are the fluff, promotional pieces so often associated with brand journalism.</p> <p>The lesson here is that we need to break out of habit of basing our content marketing on what the company wants to say and, instead, work it into what our customers are interested in.  </p> <p>ANZ's <a href="https://bluenotes.anz.com/">Blue Notes </a>is a great example of this sort of thinking.</p> <h3>3. Data &amp; Analytics</h3> <p>ANZ's third pillar, data and analytics, is difficult to examine from the outside. How can an outsider tell whether a company is really using data well?</p> <p>Well one place to look is its ability to discuss its customer base using statistics. In her post Bendall mentions that, in Australia, 2013 was the year where time on digital surpassed time watching TV and that 47% of all online time is spent on social media.</p> <p>And, <a href="https://econsultancy.com/admin/blog_posts/new/%20https:/www.shareholder.anz.com/sites/default/files/2014-ANZ-Annual-Report.pdf">in its 2014 annual report</a>, ANZ specifically breaks out that 21% of its retail transaction and credit card products were through digital channels.</p> <p>But more interesting is ANZ's awareness measurements of its Australian Open Instagram campaigns. </p> <p>Bendall is quoted <a href="http://www.clickz.com/clickz/column/2406981/anz-uses-instagram-to-target-a-new-generation-of-banking-customers">here</a> saying: "We saw really strong results from this including a 24-point lift in ad recall for those exposed to our paid Instagram posts." </p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8651/7-blog-flyer.png" alt="" width="470" height="303"></p> <p>These sorts of stats are underrated in digital marketing. We typically like to talk in things we can easily measure - impressions, clicks, CTRs, and conversions - but fail to search for the data and analytics which show people outside of marketing whether we are really making an impact on our consumers.</p> <p>And we need to use this approach towards analytics to get more support from the business.  </p> <p>It's habitual for marketers to complain about lack of budget, but by really diving in and getting the statistics that other people care about we should be able to make much stronger business cases in future.</p> <h3>4. Omni-Channel</h3> <p>And finally, Bendall points out in her post that the breadth of channels is another pillar we need to consider, and one which adds significant complexity to marketing.</p> <p>This is important because though our businesses are not changing, the way people find out about them and access our services have changed to a great extent. The future of how we consume and use media is already here, and it is up to brands to catch up.</p> <p>Examples of the omni-channel pillar in ANZ's strategy are not hard to find.  </p> <p>Just go on any of its social media channels and you can see that ANZ is actively reaching out to customers through sporting events, festivals such as Sydney Mardi Gras, and even helping potential customers out on a rainy day. </p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8652/1-blog-flyer.png" alt="" width="470" height="391"></p> <p>And it's important to note that although ANZ actively promotes these activities across social channels, it rarely mentions the bank's products until prompted by a question.  </p> <p>In this way, ANZ is able to be omni-present in its customers' digital lives without being annoying!</p> <p>Again, as marketers we need to move away from looking at each channel as something that we use just to deliver a consistent, brand-oriented message.  </p> <p>Instead, as ANZ demonstrates, it's possible to get our brands into the hands of our potential customers and let them decide through social engagements whether we are saying something that they care about.</p> <p>And, looking over the last three months of social fan growth (courtesy of Socialbakers), it looks like the strategy is working.</p> <p><img src="https://assets.econsultancy.com/images/resized/0006/8653/4-blog-flyer.png" alt="" width="470" height="249"></p> <h3>So...</h3> <p>There are a lot of things to learn from ANZ's four pillars of marketing.  Through real-world examples we can see that it focuses on delivering improved customer experience, an innovative content marketing strategy, data and analytics, and high-quality execution across channels.</p> <p>And, ultimately, these four pillars are about acknowledging that our customers' behaviours have changed and marketing need to change as well.</p> <p>That is, instead of thinking about marketing in terms of traditional pillars such as print, TV, events, brochures, and 'digital', we need to think about these new pillars which have emerged and execute our marketing strategy accordingly.</p>