tag:www.econsultancy.com,2008:/topics/personalisation Latest Personalisation content from Econsultancy 2016-05-27T15:36:30+01:00 tag:www.econsultancy.com,2008:BlogPost/67891 2016-05-27T15:36:30+01:00 2016-05-27T15:36:30+01:00 Personalisation can lift push notification open rates by up to 800%: Study Patricio Robles <p><a href="https://econsultancy.com/blog/66851-five-tips-for-reducing-mobile-app-churn/">Push notifications can be an effective tool in the fight against churn</a>, and <a href="https://econsultancy.com/blog/65342-mobile-push-notifications-an-effective-but-underused-marketing-channel/">an effective marketing channel generally</a>, but cutting through the clutter can be tricky given the proliferation of apps using push notifications.</p> <p>Fortunately, <a href="https://segment.com/blog/push-notification-study-analysis/">according to</a> mobile marketing platform <a href="https://www.leanplum.com/">Leanplum</a>, marketers can increase their push notification opens dramatically by employing personalisation.</p> <p>By just how much? After analysing more than 1.5bn push notifications sent between January 2015 and March 2016 by apps large and small, <strong>the company found that certain kinds of personalisation can increase open rates by a whopping 800%.</strong></p> <p>Specifically, Leanplum looked at four different factors that seemed to impact push notification opens and suggested that:</p> <blockquote> <p>If you can personalize any combination of [these] factors...there’s a good chance you’ll see high user engagement.</p> </blockquote> <h3>Platform</h3> <p>There are significant differences between how push notifications work on iOS versus Android.</p> <p>For example, on iOS, push notifications disappear when a user unlocks the screen on her device.</p> <p>Whereas on Android, push notifications remain present until a user takes action to remove them.</p> <p>Additionally, on iOS, users must opt in to push notifications whereas on Android push notification permission is opted in to by default.</p> <p>Consequently, just 42% of iOS users opt in to push notifications.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/5399/leanplum1-blog-flyer.png" alt="" width="470" height="322"></p> <p>Likely because of these platform differences, push notifications are opened on Android at double the clip as iOS, but they aren't opened as quickly.</p> <p>In fact, on average, iOS push notifications are opened within 10 minutes compared to nearly 50 minutes on Android. Here too, differences between user experience on these two platforms likely drive different behavior among users.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/5398/leanplum2-blog-flyer.png" alt="" width="470" height="344"></p> <p>With these figures in mind, companies looking to maximise their open rates should explore segmenting by platform and seeing how specific personalisation techniques work on each platform.</p> <h3>Content</h3> <p>Not surprisingly, <strong>personalising the content of push notifications can deliver a 4x lift on open rates</strong>, boosting the 1.5% average open rate seen with generic notifications to a much more respectable 5.9%.</p> <p>There are numerous ways to add personalisation – incorporation of a customer's name, gender, an event or action that she took, etc.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/5400/leanplum3-blog-flyer.png" alt="" width="470" height="311"></p> <p>Interestingly, while personalised push notifications are much more likely to be opened, users will often wait longer to open them.</p> <p>The median time to open a generic message is over 25% higher, but as Leanplum notes, this isn't necessarily a bad thing:</p> <blockquote> <p>If a user receives a generic message at an inopportune time, they may dismiss it without a second thought. However, a user may react differently if they receive a relevant message tailored to an action they want to take, also during an inopportune time.</p> <p>That person may instead wait for a more appropriate time in their schedule to open the message.</p> </blockquote> <h3>Delivery Type</h3> <p>Timing is everything, and that's true when it comes to push notification open rates. Many companies schedule their blasts, but this fails to deliver the best results.</p> <p>Even when time zones are taken into account, cultural differences often mean that scheduled delivery doesn't maximise opens.</p> <p>Instead, according to Leanplum, companies that use machine learning algorithms "which accounts for users’ individual engagement patterns" produce far greater open rates.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/5403/leanplum4-blog-flyer.png" alt="" width="470" height="391"></p> <p>Not surprisingly, fewer companies are using such a sophisticated technique to time push notification deliveries.</p> <p>But applying an algorithm isn't the most effective approach.</p> <p>Leanplum says that distinction belongs to behavior-based delivery, which involves sending push notifications in response to specific actions users take.</p> <p>For example, a travel app might deliver a push notification when a customer books a flight, or a music app might notify a user when new music from a favorite artist becomes available.</p> <p>Less than 100m of the more than 1.5bn messages Leanplum analysed were based on behavior, but the open rate for these push notifications was 8% – <strong>a massive 800% greater than generic notifications sent immediately.</strong></p> <p>This suggests that companies taking advantage of behavior-based delivery may be able to realise an unfair advantage, at least for the time being.</p> <h3>Geography</h3> <p>Finally, Leanplum found that users in North America opened push notifications at a higher rate, and more quickly. The company notes...</p> <blockquote> <p>One theory for North America’s quick opens: the majority of North American apps send all push notifications at one time, rather than delivering them during localized times for users around the world. </p> </blockquote> <p>This is a reminder of the importance of personalisation that takes into account user locations despite the fact that notifications scheduled by time zone still underperformed compared to those scheduled by algorithm or behavior.</p> tag:www.econsultancy.com,2008:BlogPost/67876 2016-05-25T11:38:00+01:00 2016-05-25T11:38:00+01:00 Why Gousto’s CEO thinks recipe boxes are the future of grocery retailing Nikki Gilliland <p>A few days ago I spoke with CEO Tim Schmidt, to talk about how Gousto is intent on delivering more than just good ingredients.</p> <p><img src="https://assets.econsultancy.com/images/0007/5283/timo-schmidt-CEO-gousto.jpg" alt="" width="620" height="539"></p> <p>Here's what he had to say...</p> <h3>What would you say is Gousto’s unique selling point?</h3> <p>Customers shop by recipe, choosing whatever they like the look of, and we deliver the ingredients to anywhere in the UK.</p> <p>We offer a new menu of 12 meals to choose from each week, as well as extra goodies like wine and dessert.</p> <p>No other service gives this amount of choice or lets you have add-ons. If you don't like feta cheese... well, that's your prerogative.</p> <p>Alongside this, we think Gousto is the easiest way to cook healthy food. And our customers are busy people, so they really value that.</p> <p>Despite being certified organic and only using meat from British farms, we only charge from £3 per meal including free delivery. This also makes us the least expensive recipe box option in the UK for healthy meals. </p> <h3>Who do you see as your biggest competitor and why?</h3> <p>It's a £200bn grocery market characterised by no growth and no margin. But there are pockets of growth: the online channel is growing at 17% per year, moving £10bn in revenues from the store to online by 2020. That's a seismic shift. </p> <p>Plus, nobody want to waste two hours shopping every week when they can instead spend one-minute browsing online and get everything delivered for free, without any food waste.</p> <p>So in a way I really believe that supermarkets are our competitors. </p> <p>The supermarket model is out-dated. We think customers deserve better – and the response shows they agree. On Trustpilot we have a 9/10 score versus 3/10 for all supermarkets.</p> <p>As we continue building our proposition over the next 10 years, I expect mass adoption. This is amazing for farmers, customers and animals alike.</p> <h3>Some assume recipe boxes are for people who can’t or don’t like cooking – what is the benefit for the ‘foodie’?</h3> <p>First of all, 75% of Brits cook every single day. </p> <p>Take Rachel, a 40-year-old professional living outside of London with two young kids. She has to cook to provide a healthy meal, it's a real pain for her.</p> <p>It's not a choice, because she can't order pizza or heat up frozen food as its way too unhealthy for her kids. </p> <p>Customers like Rachel represent a huge proportion of the UK – our aim is to make their lives easier, better and more natural. </p> <p>We don't change their habits; we just help them. </p> <p>And rest assured I'm a hardcore foodie and I still love my four Gousto meals each week. It's incredibly nice to go on autopilot knowing you’re cooking something delicious every single time.</p> <h3>How do you maintain low levels of food waste in comparison to supermarkets?</h3> <p>We are the only grocery business that actually repackages food. We go to farmers, buy large quantities and repackage food ourselves. </p> <p>This, together with our centralised warehouse, guarantees our close to zero waste rate. The forecasting is 100% data driven and automated. </p> <p>In contrast, if you run 5,000 stores you get grey hair predicting demand, especially on short shelf-life produce. A leading supermarket just published that it is wasting 66% of fresh salad. That's just insane!</p> <h3>As a subscription service, how do you ensure customer retention?</h3> <p>We delight customers. That’s all there is to it. </p> <p>But seriously, we listen to feedback super carefully and obsess about our product. If you think about innovation in three stages - ideation, selection and execution - it's fair to say that we outsourced the first two to the customer.</p> <p>In other words, we listen to customers and then do whatever customers want. But not via a once-a-year focus group, in real time every hour. </p> <p>To give you some examples, just this year we launched express meals, we doubled additional products like dessert and wine, we launched iOS, Android and iPad apps and we increased recipe choice by 20%. </p> <p>Other companies in this space have done nothing at all. Our restless nature and desire to give customers what they want is how we will stay ahead.</p> <h3>What digital channels are most important for your business?</h3> <p>Television is dying and all acquisition is moving online. Our customers are extremely active on social media, and recipes are the most shared content on most platforms already. </p> <p>We of course use <a href="https://econsultancy.com/reports/email-census/">email</a> and other channels too. We have very high referral rates from happy customers and we also get lots of word of mouth which is nice.    </p> <h3>How does Gousto use personalisation to improve the customer experience?</h3> <p>I'm a geek at heart, so I really admire our data team. With PhDs in machine learning, computational chemistry and maths, we have some serious fire power when it comes to <a href="https://econsultancy.com/reports/website-personalisation-buyers-guide/">personalisation</a>.</p> <p>And we run a state-of-the-art AWS cloud micro-server infrastructure that allows us to process huge amounts of data, super-fast.  </p> <h3>What are your aims for Gousto in future?</h3> <p>As food shopping is moving online, we are building capabilities to capitalise on the rise of dietary requirements, convenience and mobile. </p> <p>In a decade we will have achieved true personalisation. That's a BIG proposition which will challenge supermarkets' existence. It just takes time. And buckets full of conviction. </p> <p><img src="https://assets.econsultancy.com/images/0007/5286/gousto-food-boxes.jpg" alt="" width="780" height="585"></p> tag:www.econsultancy.com,2008:BlogPost/67840 2016-05-23T14:29:29+01:00 2016-05-23T14:29:29+01:00 Highly targeted online ads don't work: Stanford researchers Patricio Robles <p>Eilene Zimmerman <a href="http://www.gsb.stanford.edu/insights/pedro-gardete-real-price-cheap-talk">explains</a>...</p> <blockquote> <p>In this case, the researchers were looking at cheap talk in retail, for example, an ad promising 'Lowest Prices in Town'.</p> <p>That can be credible when it’s used to draw in appropriate customers; in this case, those who are price sensitive.</p> </blockquote> <p>At the same time...</p> <blockquote> <p>They found that the most personalized ads were less effective because consumers worried they were being exploited.</p> <p>For example, says [Stanford Graduate School of Business professor Pedro Gardete], someone looking for a prom dress 'might get an ad from a retailer saying, "We have a wide selection of prom dresses! Click on this link!" The consumer clicks, and it turns out the retailer has dresses for all occasions but not specifically proms,' says Gardete.</p> <p>Those kinds of ads frustrate consumers and eventually become meaningless to them.</p> </blockquote> <p>Based on this, Gardete suggests that businesses might adopt a "less is more" approach in which less information is collected, information collection is more transparent, and targeting is used more sparingly. </p> <h3>Theory versus reality</h3> <p>While there's no doubt that a growing number of consumers are concerned about their privacy and how marketers are using information to track and target them, given the continued level of interest and investment in targeting tech and targeted ad offerings, does the researchers' model actually reflect reality?</p> <p>Obviously, a hypothetical retailer falsely promoting that it has a wide selection of prom dresses when it doesn't isn't likely to see good results, <strong>but this isn't how most experienced digital marketers are operating.</strong></p> <p>Instead, <a href="https://econsultancy.com/blog/64099-what-is-retargeting-and-why-do-you-need-it/">retargeting</a> (and <a href="https://econsultancy.com/blog/10194-the-roi-of-personalisation-infographic">personalisation</a>) are widely seen to drive ROI in the real world.</p> <p>As an example, AdRoll, a performance marketing platform provider, detailed <a href="https://www.adroll.com/sites/default/files/resources/pdf/case-study/AdRoll%20Case%20Study%20-%20Chubbies.pdf">in a case study</a> (PDF) how one apparel retailer used retargeting to deliver a 10.5x average ROI, 13% conversion lift and 33% lower CPA than average for other apparel retailers.</p> <p><a href="https://econsultancy.com/blog/64980-put-your-email-list-to-work-facebook-custom-audiences">Facebook Custom and Lookalike Audiences</a> have delivered similarly impressive results.</p> <p>Crowdfunding platform Tilt <a href="https://www.facebook.com/business/success/tilt">doubled</a> its conversion rate using Custom Audiences, and lowered its mobile cost per install by 30% using Lookalike Audiences.</p> <p>And Hospitality giant MGM <a href="https://www.facebook.com/business/success/mgm-resorts-international">realized</a> a greater than 5x return on spend using Custom Audiences.</p> <p>Needless to say, any specific marketer's mileage will vary, but on the whole, marketers are becoming more and more adept at targeting consumers online and doing so to good effect. </p> <p>That doesn't mean that marketers should rely on targeted ads exclusively, and the Stanford research is a reminder that targeted ads need to deliver what they promise to consumers.</p> <p>But targeted ads are here to stay because they work well enough of the time, even if <a href="https://econsultancy.com/blog/67830-young-users-aren-t-fans-of-targeted-social-ads-report/">many consumers say they don't like them</a>.</p> tag:www.econsultancy.com,2008:BlogPost/67851 2016-05-19T01:00:00+01:00 2016-05-19T01:00:00+01:00 How are Thai marketers personalising the customer experience? Jeff Rajeck <p>But how do marketers elsewhere feel about personalisation? Are they as enthusiastic as those Down Under? What steps are they taking to make personalisation happen?</p> <p>To find out the answer to these questions and more, Econsultancy invited dozens of client-side marketers in the Thai capital, Bangkok, to discuss CX at roundtable discussions in April of this year.</p> <p>The roundtables covered three CX-related topics and were moderated by subject matter experts from Econsultancy and our event sponsor IBM.</p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group. </p> <p>Below is a summary of the main talking points taken from the Personalisation table.</p> <p><img src="https://assets.econsultancy.com/images/0007/4960/bangkok3.jpg" alt="" width="800" height="533"></p> <h3>What is personalisation?</h3> <p>Before diving in too deep, participants first wanted to get a understanding of what people meant when they talked about 'personalisation'.</p> <p>Among the suggestions: </p> <ul> <li>Speaking to a customer 'as a person'.</li> <li>Understanding a customer's perception of the brand.</li> <li>Anticipating a customer's needs.</li> <li>Segmenting messaging and adjusting communication.</li> </ul> <p>All of these are important, attendees agreed, but out of them all<strong> segmentation was probably the most important consideration.</strong></p> <h3>Why is segmentation so important to personalisation?</h3> <p>One participant pointed out that marketers can segment in many ways, such as: </p> <ul> <li>Demographics (e.g. gender, family composition).</li> <li>Lifestyle (e.g. credit card spend).</li> <li>Behaviour (looking at both what customers say they do and what they actually do).</li> <li>Purchase intent (through what they are currently researching).</li> </ul> <p> And each of these ways of segmenting provide useful 'building blocks' to help a brand deliver a personalised experience.</p> <p>That is,<strong> most marketing departments cannot deliver a personalised, 'market of one' service</strong> due to resource constraints, <strong>but they can improve their segments</strong> such that the service they offer feels personalised.</p> <p><img src="https://assets.econsultancy.com/images/0007/4961/bangkok5.jpg" alt="" width="800" height="533"></p> <h3>Reasons for personalisation</h3> <p>The table then asked the marketers why they would want to use personalisation.  </p> <p>Three reasons came up why personalisation should be in every marketer's toolbox. </p> <ul> <li>It helps creates an emotional bond between the customer and the brand. This helps to build the long-term relationship and increases engagement.</li> <li>It is a great way to offer product recommendations. Call it 'super-powered' marketing. When you get to know your customers well, you can use data to make predictive and intelligent offers to them.</li> <li>And finally, it also helps with delivering relevant content and engaging design. This, in turn, improves <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">the overall customer experience</a> by helping with branding as well as conversions. </li> </ul> <h3>So how do marketers use personalisation?</h3> <p>Participants then discussed ways in which they have actually used personalisation to increase conversion rates: </p> <ul> <li>Sent individual birthday emails.</li> <li>Created products for a specific segment (like special skiing insurance for ski-enthusiasts).</li> <li>Delivered special offers to the most profitable segments first.</li> <li>Intervened personally after a shopping cart abandonment - which worked much better than sending an automated email.</li> </ul> <p><img src="https://assets.econsultancy.com/images/0007/4959/bangkok2.jpg" alt="" width="800" height="560"> </p> <h3>Getting started with personalisation</h3> <p>The marketers also offered some suggestions for getting started with a personalisation initiative.</p> <h4>CRM</h4> <p>Marketers who used personalisation agreed that for it to work, the CRM must be a priority for the marketing department.</p> <p>But many participants admitted that their CRM is still just an Excel spreadsheet. This makes it difficult, if not impossible to implement personalisation. </p> <p>Those who had already improved their CRM recommended a custom-made solution because:</p> <ul> <li>A custom-built CRM is more cost-efficient compared to the off-the-shelf solutions, in their experience, and, </li> <li>custom-made CRM solutions also provide more flexibility which is very useful when building custom segments.</li> </ul> <h4>Legal considerations</h4> <p>Finally, participants had a few things to say about the legal aspects of personalisation:</p> <ol> <li>Make sure you have permission to use customer data. Some data, such as financial data, cannot be used for marketing purposes in certain countries.</li> <li>Use common sense. Don't personalise using data that your customers may not know you have. This is an issue when using third-party data for your marketing.</li> <li>Don't be creepy. Personalisation works better when it is subtle, so use it sparingly to improve the experience.</li> </ol> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Personalisation table: Olga Gergenkop, ecommerce manager at CHi.</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4962/bangkok4.jpg" alt="" width="800" height="533"></p> tag:www.econsultancy.com,2008:BlogPost/67854 2016-05-18T10:40:00+01:00 2016-05-18T10:40:00+01:00 Atom Bank: No branches, no legacy tech, fewer channels Ben Davis <h3>What does personalisation mean in banking? How do you ensure it is 'light touch' and not annoying?</h3> <p><a href="https://econsultancy.com/blog/66576-why-make-it-personal-personalisation-vs-contextualisation/">Personalisation</a> is about understanding the way in which customers want to interact with you and giving them the tools to tailor what you do to their own preferences.</p> <p>Everyone’s different, so you can’t second guess the way in which someone wants to use your services.</p> <p>In banking people generally don’t want over-familiarisation, but they do relate to a brand that connects with them and is on their side. </p> <p>Tone of voice can play an important part in terms of connecting with your customers and target audience.</p> <p>At Atom we’re taking personalisation a step further, demonstrating that we’re building a bank for our customers, not for ourselves – every one of our customers will get their own unique personalised brand when they register for our app.</p> <p>It’s their bank, not ours. This gesture in terms of personalisation is resonating highly with customers joining us.</p> <p><img src="https://assets.econsultancy.com/images/0007/4995/Screen_Shot_2016-05-17_at_10.36.53.png" alt="atom bank" width="160">  <img src="https://assets.econsultancy.com/images/0007/4994/Screen_Shot_2016-05-17_at_10.36.38.png" alt="atom bank" width="160"></p> <h3>What are the advantages and disadvantages of having no branches when it comes to customer-centricity?</h3> <p>We’re designing a truly joined up experience from the word go.</p> <p>We’re not having <a href="https://econsultancy.com/blog/67332-11-quotes-from-brands-on-multichannel-data-capture">to connect disparate channels</a> that hang off different systems and platforms, we are designing a connected experience with our app fully backed up with a 24/7 customer support proposition.</p> <p>Having a reduced number of channels makes things simpler, but it doesn’t stop you from offering a number of options to customers about how they want to connect.</p> <p>If a customer needs support, they have a number of choices and can shift from one channel to another in a joined up way.</p> <p>Not having branches does limit the number of people who’ll consider us as their bank, but we know we’re not for everyone and have a real focus on who we are for and shape our products and services around that audience.</p> <p>A significant advantage of having no branches is that we don’t have the cost associated with running a branch network. Lower costs for us means better value for our customers.</p> <h3>Your customers by nature are tech savvy. How does this affect product development?</h3> <p>Our potential customers are actually quite a diverse group – we’re targeting a mindset, not a demographic.</p> <p>We know they’ll be tech savvy, but more importantly they’re adopters of new ways of doing things, whether that’s tech or not.</p> <p>What it does mean is that they have high expectations and want to have a voice, having an active enthusiasm for all things new and different.</p> <p>From a product development perspective we’re keeping products simple, but adding value through the app experience we’re building to make sure it’s quick and easy to open an account and manage your money.</p> <p>Increasingly as we grow our customer base, we see customers working with us to feedback and help us <a href="https://econsultancy.com/blog/67500-what-is-digital-product-management">develop new products </a>and services.</p> <p>We want our customers to keep us honest and agile – having demanding customers means we have to keep one step ahead and our business model is shaped around this.</p> <p><img src="https://assets.econsultancy.com/images/0007/4996/Screen_Shot_2016-05-17_at_10.36.14.png" alt="atom bank" width="160">  <img src="https://assets.econsultancy.com/images/0007/4993/Screen_Shot_2016-05-17_at_10.35.51.png" alt="atom bank" width="160"></p> <h3>There's been a lot written about big corporate culture preventing digital transformation. Have you got any insight into this from a startup like Atom?</h3> <p>This comes back to having legacy systems that need significant amounts of investment to change and create a more agile infrastructure. In large organisations it’s not always easy to prioritise that investment.</p> <p>In terms of customer centricity, again <a href="https://econsultancy.com/blog/64771-customer-experience-issues-i-blame-legacy-systems">legacy hinders.</a></p> <p>Decisions to do the right thing for your customers often come with a price tag – existing banks have large customer bases that they’re making significant amounts of money from and a decision to implement a change for all customers then comes with a big income impact.</p> <p>That has a knock impact on profitability and shareholder value, so you can see why the big banks are slow to change.</p> <p>The beauty of a small business like Atom is we can make decisions about what we want to do and implement quickly.</p> <p>We haven't got layers of bureaucracy to cut through, or lots of people we need to convince. It’s a small team and the decisions we make are in our hands.</p> <p>We‘re focused on a low cost model so that we can share the value that creates back with both our shareholders and our customers.  </p> <h3>What's the next big thing when it comes to personalisation via mobile, at Atom and beyond?</h3> <p>Atom will be an ever evolving business and there’s plenty we’ve got up our sleeve in terms of personalisation, some of it we’re not giving away just yet!</p> <p>As we increase the sophistication of our app, we’re looking at how accounts and notifications can be much more tailored to your personal situation and preferences.</p> <p>We’ll learn from how customers are using the app and then mould the experience to their preferences and they’ll be able to set-up goals and alerts to help them manage and get closer to their money. </p> <p><em>The <a href="https://econsultancy.com/events/future-of-digital-marketing-london/">Future of Digital Marketing</a> takes place on June 7th 2016. </em></p> <p><em>In this video Econsultancy founder Ashley Friedlein summarises three kep topics we'll be covering at the event.</em></p> <p><iframe src="https://www.youtube.com/embed/nwh_g5mtnoA?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67820 2016-05-13T01:00:00+01:00 2016-05-13T01:00:00+01:00 How to optimise your personalisation efforts with segmentation Jeff Rajeck <p>Econsultancy recently held roundtable discussions in Jakarta, Indonesia about The Rise of Customer Experience &amp; Customer Journey, sponsored by IBM.  </p> <p>Client-side marketers brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group.</p> <p>One of the three tables discussed personalisation and arrived at an interesting way in which marketers can implement their customer experience strategy.</p> <p><img src="https://assets.econsultancy.com/images/0007/4686/1.jpg" alt="" width="850" height="567"></p> <h3>Why personalisation?</h3> <p>At the table, participants first discussed why companies were so interested in personalisation.</p> <p>They determined that one of the marketer's most important roles was to engage with customers through the whole customer lifecycle.  </p> <p>With so many communication channels available, though, it is hard for companies to grab and keep their customers' attention.</p> <p>Attendees agreed that by personalising communications, marketers were far more likely to be able to maintain a high level of engagements, so personalisation was a very useful strategy for marketers.</p> <h3>Barriers to personalisation</h3> <p>But in order to deploy a new strategy, marketers need to convince management of its value. </p> <p>One participant noted that it was particularly difficult to do this with personalisation as implementing it is resource-intensive and expensive.</p> <p>First off, personalisation requires creating a single view of the customer which means tackling the data silos in place at most organisations.</p> <p>Next, marketers had to do some channel automation so that the personalisation initiative could scale to their whole customer base.</p> <p>And finally, there is a non-trivial amount of data cleaning and testing required so that your efforts to greet your customer using their name does not fail spectacularly.</p> <p>Participants agreed that even simple email personalisation can be difficult to implement with a large customer base.</p> <p><img src="https://assets.econsultancy.com/images/0007/4687/2.jpg" alt="" width="850" height="567"></p> <h3>How to overcome barriers</h3> <p>One marketer described, in detail, their approach.</p> <p>First off, he suggested, marketers need to look at their customers in three segments which typically fall into a normal distribution, or bell-curve.  </p> <p>The horizontal access is the size of the customers typical order and the vertical is the total revenue you get from the customer.</p> <p>This allows you to segment your customers into three 'value areas' so that you can use the best strategy for that particular group.</p> <h4>Small customers: Content</h4> <p>Customers who only buy a small amount occasionally will on the left. Because their orders are small and infrequent, the revenue gained from them will also be small.</p> <p>Because of this, it is not worthwhile to spend extraordinary effort on marketing to them.</p> <p>Instead, as one participant noted, use a broad content strategy to keep them aware of the company and encourage them to buy more frequently.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4688/small-blog-flyer.png" alt="" width="470" height="252"></p> <h4>Bread-and-butter customers: Automation</h4> <p>Customers who makes significant purchases regularly will be in the middle. This is the largest group of customers and the strategy is to get them to stay where they are.</p> <p>Participants argued that offering discounts, offers, and special treatment were all useful ways to keep a company's mass market buying more.</p> <p>Another suggested that <a href="https://econsultancy.com/blog/65212-what-is-marketing-automation-and-why-do-you-need-it/">marketing automation</a> including recommendation emails based on past purchases are good strategies for this group.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4689/bread-blog-flyer.png" alt="" width="470" height="245"></p> <h4>Elite customers: Personalisation</h4> <p>Finally, on the right you have customers who have large orders, but only buy occasionally. </p> <p>Because they are not frequent buyers, the total revenue gained from them is not nearly as much as you get from bread-and-butter customers.</p> <p>When they do make purchases, though, they 'move the needle' on revenue and profit, typically.</p> <p>Participants noted that this is the group which should be the focus of personalisation initiatives.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4690/elite-blog-flyer.png" alt="" width="470" height="255"></p> <p>Because one buyer's individual contribution makes a difference to the the top-line performance of your marketing, it is worth tackling the barriers to deliver a personal service to them.</p> <p>Initiatives can be as simple as including their name and other personal details on all communications and as extensive as offering a concierge service with a unique contact number and named representative.</p> <p>The purpose of personalisation for this group is to make the customer feel special, so extensive effort will need to be made to do so.</p> <p>The ROI of such strategies, one participant noted, must still be measured and considered, however.</p> <p><img src="https://assets.econsultancy.com/images/0007/4691/3.jpg" alt="" width="850" height="567"></p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Personalisation table: <strong>Heri Ardin, Strategy &amp; Planning Director at ADVIKA.</strong></p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4693/mod.jpg" alt="" width="850" height="567"></p> tag:www.econsultancy.com,2008:BlogPost/67827 2016-05-10T14:28:30+01:00 2016-05-10T14:28:30+01:00 Marketers continue to focus on CX ahead of one-off campaigns: stats Nikki Gilliland <p>With 73% of digital marketers agreeing that this will be the biggest priority in future, how exactly can it be implemented?</p> <p><img src="https://assets.econsultancy.com/images/0007/4801/Cohesive_Campaigns.PNG" alt="" width="750" height="508"></p> <p>Let’s take a look at some of the easiest ways to give the customer consistency across all channels.</p> <h3><strong>1. Mobile</strong></h3> <p>The phrase ‘mobile-first’ is nothing new, but with more consumers using their smartphones for multiple purposes, delivering a consistent experience is more important than ever before.</p> <p>From tweeting brands and browsing, to purchasing and reviewing products – it can all be done from the same smartphone.</p> <p>If a customer finds they can’t buy as well as browse from an app, they could end up going elsewhere.</p> <p><img src="https://assets.econsultancy.com/images/0007/4804/Cohesive_Customer_Experience.jpg" alt="" width="750" height="498"></p> <h3><strong>2. Social </strong></h3> <p>A key part of any customer journey is a personalised service, and social media is an important channel in this regard. </p> <p>With 60% of companies looking to increase social media investment in 2016, the trend for ‘one-to-one’ communication between brands and consumers looks set to continue. </p> <p><img src="https://assets.econsultancy.com/images/0007/4802/Social_Media.PNG" alt="" width="750" height="450"></p> <h3><strong>3. Satisfaction</strong></h3> <p>Traditional marketing success is often measured by ROI and conversion rates, and while this is obviously still essential, levels of customer satisfaction are becoming an increasingly important gauge for companies. </p> <p>Similarly, marketers should focus on the impact of a campaign rather than just the format.</p> <p>While keeping up with technological advances is important, it still means that if a traditional advertising method such as a billboard garners more success than a digital ad, it should be recognised.</p> <p><img src="https://assets.econsultancy.com/images/0007/4811/billboard.jpg" alt="" width="750" height="496"></p> <h3><strong>4. Experimentation </strong></h3> <p>Despite the huge desire to deliver great campaigns, just 35% of companies reserve a budget specifically for the purposes of experimenting.</p> <p>However, when it comes to clearly defining what customers want from a brand, experimentation can provide huge value.</p> <p>Convincing top-level managers that this is a key marketing strategy (and not just a creative whim) is important.</p> <p><img src="https://assets.econsultancy.com/images/0007/4805/Experimentation.PNG" alt="" width="427" height="536"></p> <p><em><strong>To find out more on this topic, download the <a href="https://econsultancy.com/reports/marketing-budgets/">Marketing Budgets Report 2016.</a></strong></em></p> tag:www.econsultancy.com,2008:BlogPost/67791 2016-05-04T01:00:00+01:00 2016-05-04T01:00:00+01:00 Personalising the customer journey: Key trends from our Singapore roundtable Jeff Rajeck <p>Another <a href="https://econsultancy.com/reports/state-of-email-and-marketing-automation-in-south-east-asia">recent Econsultancy survey</a>, however, revealed that only 8% of marketers in South-East Asia are doing anything more than 'basic' content personalisation for their email marketing.</p> <p>Why do so many marketers see personalisation as a priority and so few spend significant resources on it?</p> <p>To find out, Econsultancy invited dozens of client-side marketers from the equatorial entrepôt of Singapore to discuss CX at roundtable discussions on April 7th.  </p> <p>The roundtables covered three topics all related to CX and were moderated by subject matter experts from Econsultancy and our event sponsor IBM.</p> <p><img src="https://assets.econsultancy.com/images/0007/4382/personalisation_2.jpg" alt="" width="800" height="533"></p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group. </p> <p>Below is a summary of the main talking points taken from the Personalisation table.</p> <h3>Trends</h3> <p>Participants started by discussing the industry trends which are leading to the increased interest in and adoption of personalisation technology.</p> <h4>1. Competition for digital customers is increasing</h4> <p>Attendees noted that digital marketing strategies which used to work are now widely-used and, as a result, no longer as effective.</p> <p>The ROI on simple segmentation has dropped significantly, one marketer reported, and so ecommerce sites are now using more sophisticated behavioural-based segments, such as 'brand loyalists' and 'impulse buyers'.</p> <p>The inevitable next step, one participant argued, is providing personalisation to create 'segments of one' with the aim of providing a great, and unique, customer experience.</p> <h4>2. Organisations are becoming more customer-focused</h4> <p>The digital customer experience has traditionally been owned by marketing and driven by increasing conversions.</p> <p>According to attendees, this is now changing. Departments such as branding and dedicated customer experience (CX) teams are starting to have more influence on the website and other digital touchpoints.</p> <p>Because these departments are less conversion-driven, initiatives which improve qualitative metrics, such as personalisation, are enjoying a higher priority than they did previously.</p> <h4>3. CX technology is improving</h4> <p>Another reason why personalisation is receiving more attention now is that CX solutions are improving.</p> <p>Participants noted that omnichannel marketing has been available for a few years now and online to offline (O2O) solutions are becoming more common.</p> <p>For these solutions, marketers are integrating customer data which was previously siloed and managing marketing campaigns centrally.</p> <p>This approach, which companies are now using to provide omnichannel and O2O, is ideal for providing personalisation.  </p> <p>This means that the technology barriers to entry are not as high as they were.</p> <p><img src="https://assets.econsultancy.com/images/0007/4383/personalisation_1.jpg" alt="" width="800" height="533"></p> <h3>Best practices</h3> <p>For those looking to get started with personalisation, participants had a few suggestions.</p> <h4>1. Focus on improving single touchpoints</h4> <p>One participant felt that their organisation tried to do too much personalisation at once. A better way is to look at individual channels and personalise the 'low-hanging fruit' first.</p> <p>Making marketing more personal through programmes such as retargeting is one way to start. Email is probably next, attendees claimed, and then start looking at the call centre and the website.</p> <p>What participants found challenging with some of the channels was integrating data from the CRM.  </p> <p>One participant felt that partnering with a bespoke CX provider, <a href="http://www.jetlore.com/">Jetlore</a> in their case, helped collaboration between the teams who each 'owned' part of the customer data.</p> <h4>2. Have a 'personalisation plan'</h4> <p>Once you know what channels to address, then come up with a plan for what customer data you are going to use to personalise the channel.</p> <p>Trying to use all the customer data at once is too difficult. Instead, start of with the name and perhaps an event such as a birthday or a relevant holiday.  </p> <p>From there you can start collecting behavioural (purchasing) and interest (browsing) data to improve your personalisation.</p> <h4>3. Make personalisation personal</h4> <p>Attendees also pointed out that personalisation does not have to be only something managed by databases and systems.</p> <p>One participant said that they have improved customer experience by contacting engaged customers to find out about their experience.</p> <p>Doing so broke down the 'digital barrier' between the company and the customer and provided an experience which could not be more personal.</p> <p>This can be done on a larger scale with surveys and a reward which is, of course, designed specifically for them, personally.</p> <h3>Challenges</h3> <p>Finally, attendees discussed some of the challenges they faced when trying to implement personalisation programmes.</p> <h4>1. Different customers have different roles</h4> <p>A participant from a B2B-focused company pointed out that they found it difficult to personalise as they had multiple customers from each organisation, and each one had a different role in the buying process.  </p> <p>Some of their customers are information-seekers whereas others are only interested in price.</p> <p>One participant from a B2C ecommerce company agreed with this notion. In a B2C context, it is difficult to discern someone who was buying for themselves and someone who was buying for someone else.</p> <p>Another attendee noted that this might be why recommendation engines struggle to provide meaningful recommendations.</p> <p> <img src="https://assets.econsultancy.com/images/0007/4385/Amazon-Ducks.jpg" alt="" width="600" height="250"></p> <h4>2. Customer needs change over time</h4> <p>Another challenge marketers face when trying to provide a personalised service is that customer priorities change over time.</p> <p>Addressing the customer by name is useful to get attention, but doing so again can be infuriating when they are frustrated.  </p> <p>Also, as providing personalisation often means prioritising information on the page, it is possible that you will be highlighting items which are totally irrelevant to them and hiding what they are looking for. </p> <p>Marketers need to be aware of how customer needs change in order to provide a personalised service which delights rather than irritates the customer, said one participant.</p> <h4>3. Organisations have to address many issues to prevent roadblocks</h4> <p>Now that digital is being used to improve customer experience through initiatives such as personalisation, organisations have some new issues to address.</p> <p>Participants mentioned a few questions that organisations have to answer before rolling out large-scale personalisation: </p> <ul> <li>How can the organisation manage 'send limits' of emails from different departments?</li> <li>Who gets priority on a personalised web page? Branding? Marketing? Sales?</li> <li>How is the organisation going to measure success an allocation budget?</li> </ul> <p>Most felt that many of these issues haven't been discussed previously because everyone in digital was focused on one thing, conversions.</p> <p>It seems that along with new opportunities to improve CX, personalisation will also require a lot more work from marketers.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p> <img src="https://assets.econsultancy.com/images/0007/4386/team.jpg" alt="" width="800" height="533"></p> tag:www.econsultancy.com,2008:BlogPost/67767 2016-04-20T14:15:00+01:00 2016-04-20T14:15:00+01:00 Will conversational marketing become a reality in 2016? Ashley Friedlein <p>For thousands of years’ markets have been “conversations between people who sought out others who shared the same interests."</p> <blockquote> <p>Buyers had as much to say as sellers. [..] markets were places where people met to see and talk about each other’s work. Conversation is a profound act of humanity.</p> </blockquote> <p>The voices taking part in marketing conversations have also proliferated.</p> <p>Andy Hobsbawm, founder of one of the first digital agencies and now founder and CMO of Internet of Things platform, EVRYTHNG, talks of three ages of ‘voice’:</p> <blockquote> <p>The first age of broadcast media was built around the brand having a voice, and the second social-media driven age centred on what we might call consumer voice.</p> <p>The third age will need to focus on product becoming both a media channel and an interface for service delivery.</p> </blockquote> <p>One of digital’s great promises, along with accountability, is <a href="https://econsultancy.com/reports/website-personalisation-buyers-guide/">personalisation</a> at scale.</p> <p>And similarly to accountability, it is questionable how far digital has yet fully delivered on personalisation.</p> <p>The idea of personalised, one-to-one marketing, was popularised even earlier in the 90s by Don Peppers and Martha Rogers in their 1994 book, <em>The One to One Future</em>.</p> <p>Could 2016 be the year that conversations actually become a paradigm for realising the promise of marketing as a personalised experience at scale?</p> <p>And an experience that can take place not just between human buyers and sellers but between brands, perhaps brought alive as bots, and physical products given a voice through the internet of things? </p> <h3>The signs are promising</h3> <p>Messaging is already huge and still growing fast. Last month WhatsApp passed the 1bn user mark.</p> <p>Last year messaging apps caught up with social networks in user numbers and now dominate mobile.</p> <p>Facebook and others are investing heavily in messaging and it will be interesting to see how Facebook M develops this year.</p> <p>As well as more general messaging apps there are also many specialist concierge services springing up like Pana (for travel), Operator and GoButler.</p> <p><iframe src="https://player.vimeo.com/video/160951232" width="615" height="346"></iframe></p> <p>All of these use messaging, and conversations, as the core interface and interaction medium.</p> <p>There are many mobile-focused challenger brands launching this year, like <a href="https://www.marketingweek.com/2015/11/12/atom-banks-anthony-thomson-we-should-not-be-starting-businesses-to-make-money/">Atom Bank</a> and Starling Bank, where we can expect to see conversational style interactions forming a much great part of the brand experience.</p> <p>Conversations as the primary medium for communication is age old.</p> <p>But much of the experimentation in digital products and services now is about making conversations the primary interface, or jumping off point, for commerce.</p> <h3>Conversational commerce?</h3> <p>2016 has been touted as the year of “conversational commerce”, an early example being Uber’s integration into Facebook Messenger.</p> <p>We can expect to be sending money not just to friends but to bots in the near future.</p> <p>As mobile apps have access to rich contextual information about you, including location, social, health and sensor data, the opportunities for friction-free conversational commerce are exciting. </p> <p><em>Econsultancy's Facebook Messenger code, which can be scanned to begin chatting with us. Or is it just a bot you'll be chatting with...</em></p> <p><img src="https://assets.econsultancy.com/images/0007/4141/Facebook_Messenger_code.jpg" alt="" width="506" height="253"></p> <p>What about conversational content? <a href="https://econsultancy.com/blog/67539-six-trends-the-new-quartz-app-has-joyfully-piggybacked/">Quartz recently launched a news app</a> with a ‘whole new way’ to experience news: one whose interface is an ongoing conversation.</p> <p>It is too early to say how well this will work but it is worth downloading to experience a “conversationalised” user interface, applied to content.</p> <p>And conversational customer service?</p> <p>If you have experienced interacting with, say, Slack’s “Slackbot”, you will have glimpsed how service can be effectively delivered via a bot in a conversational interface that, whilst pure machine, can be imbued with the tone, and feeling, of a brand.</p> <p>Conversations may always have been at the heart of markets and perhaps the most natural expression of personalisation, but digital has made it possible for marketing to be more of a dialogue, rather than a one way voice.</p> <p>But perhaps only now will conversations really start to power communication, customer service, content and commerce.</p> tag:www.econsultancy.com,2008:BlogPost/67724 2016-04-12T01:00:00+01:00 2016-04-12T01:00:00+01:00 How marketers are tackling personalisation in Manila Jeff Rajeck <p>Personalisation is a top priority for marketers this year according our global <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">Digital Trends 2016</a> report.</p> <p>Nearly one-third of survey respondents (31%) indicated that 'targeting and personalisation' was in their top three priorities for the coming year, more than any other digital-related area.</p> <p><img src="https://assets.econsultancy.com/images/0007/3687/4.PNG" alt="" width="795" height="246"></p> <p>What precisely does 'personalisation' mean for marketers, though?  </p> <p>And how are companies achieving their customer experience (CX) and marketing objectives through personalisation initiatives?</p> <h3>About the roundtables</h3> <p>The roundtables covered three topics all related to CX and were moderated by subject matter experts from Econsultancy and our event sponsor IBM. </p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group.</p> <p>Moderators dutifully took high-level notes during the discussion and presented them back to the group at the end.</p> <p>Below is a summary of the main talking points during the day about personalisation.</p> <h3>Upcoming roundtables: Jakarta (April 14th) and Bangkok (April 21st) </h3> <p>Please note that Econsultancy, in association with IBM, is continuing this CX rountable discussion series for client-side marketers in:</p> <ul> <li><strong><a href="https://econsultancy.com/events/cx-sea-roundtable-series-jakarta/">Jakarta on Thursday, April 14th</a>,</strong></li> <li>and <strong><a href="https://econsultancy.com/events/cx-sea-roundtable-series-bangkok/">Bangkok on Thursday, April 21st</a>.</strong> </li> </ul> <p>Please click the relevant link above to register your interest.</p> <h3>The challenge of personalisation</h3> <p>In order to provide personalisation, participants reported, marketers need data about their customers and the capability to deliver a personalized message to them.</p> <p>Sounds simple, but, in practice, <strong>personalisation is very difficult to do.</strong></p> <p>Two specific challenges came up during the discussions. First, <strong>there is an 'overwhelming' amount of customer data available</strong> and marketers are not currently equipped to collect and manage it.  </p> <p>Also, providing effective <strong>personalisation requires managing many more touchpoints than ever before</strong>, according to participants.</p> <p>Our survey of marketers, globally, backs up the attendees concern about touchpoints.</p> <p>In our recent report, the <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-cx-challenge/">CX Challenge</a>, marketers were asked which touchpoints were central to their customer experience.</p> <p>Out of 16 listed, 13 were used by more than half of respondents and all 16 were in use by more than four in ten. </p> <p><img src="https://assets.econsultancy.com/images/0007/3757/Picture1.png" alt="" width="688" height="522"></p> <h3>How to launch a personalisation initiative</h3> <h4>First, think small</h4> <p>In light of these challenges, attendees recommended that marketers should 'think small' when starting off a personalisation programme.  </p> <p>Instead of trying to personalize every channel for every customer, it was more reasonable to identify a small customer segment and provide personalisation to them first.</p> <h4>Then collect the data</h4> <p>When you have decided on the right customer segment for personalisation, the next step is to go across the organization and find the data about these customers.</p> <p>One participant noted that <strong>a '360 exercise' is a great way to gain valuable insight about customers.</strong></p> <p>It simply involves collecting customer data from other departments and then later 'piecing together' the whole customer profile.</p> <h4>Pick the platform</h4> <p>Again, instead of trying to provide a personalized service across many touchpoints, <strong>start with one or two platforms and see what you can achieve .</strong></p> <p>Emails came up as the most popular way to deliver personalisation and next was the company website, providing unique content to logged-in users.</p> <p>It was noted that on social platforms, like Facebook and <a href="https://econsultancy.com/blog/67490-10-things-you-didn-t-know-about-wechat/">WeChat</a>, it was more difficult to 'do personalisation' than on email or a website.</p> <p>Here, one attendee suggested that if marketers choose to use a social platform, then personalisation would mean crafting the 'correct' message for the target segment.</p> <p><img src="https://assets.econsultancy.com/images/0007/3761/picture_2.jpg" alt="" width="1014" height="684"></p> <h4>Craft the campaign</h4> <p>The next step in developing a personalisation initiative is to craft a marketing campaign.</p> <p>This requires marketers to:</p> <ul> <li>Set overall objectives.</li> <li>Create a meaningful call to action.</li> <li>Set a conversion goal so you can generate performance data.</li> </ul> <p>Thinking about data from the start makes it easier to integrate the personalisation initiative into existing key performance indicators (KPIs), according to one participant.</p> <p>One example of this practice is when ecommerce sites send you a link to a product you left in a digital shopping cart.  </p> <p>By personalizing the email with your abandoned item and then subsequently checking whether you purchase it or not, the company will then be able to gauge whether doing so is a worthwhile way of improving an existing KPI, such as revenue.</p> <p><img src="https://assets.econsultancy.com/images/0007/3758/email.png" alt="" width="800" height="343"></p> <h4>Collect and analyze the data</h4> <p>According to attendees, the success of a personalisation effort depends on whether or not you are addressing a customer need while also delivering added brand value.</p> <p>In order to see whether this is happening, though, it is necessary to measure the performance of the campaign against the goals you set originally.</p> <p>Are you able to produce measurable results by 'recognizing' your customer digitally?  If so, then how can you expand the programme? If not, what other segments or campaigns can you try?</p> <p><img src="https://assets.econsultancy.com/images/0007/3759/eloqua.png" alt="" width="444" height="571"></p> <h3>So...</h3> <p>Success with personalisation does not just come down to getting a customer's first name in an email subject line or showing them a previously-viewed item on the website.</p> <p>Instead, <strong>personalisation is a tactic which should be part of a strategy which aims to improve a KPI</strong>, according to our Manila participants. Without achieving that, personalisation is just 'window dressing'!</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the personalisation table, Jeoffrey Solas, PR &amp; Marketing Manager at Best Western Plus.</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/3762/picture.jpg" alt="" width="1074" height="703"></p>