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Purina uses real-time marketing to take loyalty to new heights
Stephen Whiteside, Event Reports, ANA Real-Time Marketing Conference, December 2013
This report describes how Purina, Nestlé's pet food brand, spoke to individual pet owners through social media.
This report describes how Purina, Nestlé's pet food brand, spoke to individual pet owners through social media. Some 1.7 million items of pet-related content appear on Twitter each month and in June 2013, Purina started actively replying to some of these posts in order to change brand perceptions, sending out more than 20,000 personalised tweets within six months. This one-to-one strategy was targeted at Twitter users because they were the ones most likely to share content. A major structural shift was necessary for this real-time approach, with Purina's agency, Digital Focus, setting up an affiliate office at the brand's headquarters in order to allow access to Purina specialists. Such an approach required a high commitment of personnel and financial resources, but delivered high engagement and improved corporate reputation.
Why client satisfaction is not enough
Carey Evans, Warc Exclusive, December 2013
This article demonstrates that high levels of client satisfaction are not as positive a measure of the health of client-supplier relationships as might be assumed.
This article demonstrates that high levels of client satisfaction are not as positive a measure of the health of client-supplier relationships as might be assumed. Even when companies fire a supplier, many of them have still claimed to be 'Satisfied' or 'Very Satisfied' with the supplier just prior. Instead, agencies must try to understand client commitment, as committed clients are typically more loyal, less price sensitive, take less time to serve and more profitable. The article proposes a Customer Client Commitment Index, which breaks down relationships into four different zones: Commitment, Satisfaction, Apathy and Rejection. Agencies are recommended to regularly take active steps to probe client commitment in order to preserve the health of the relationship.
Sky: One service
Andrew Haughton, MRS Awards, Finalist, MRS Awards, December 2013
This article describes how Sky, the UK television company, used research, including a pilot scheme, to improve its customer service.
This article describes how Sky, the UK television company, used research, including a pilot scheme, to improve its customer service. The research ran in four phases: collating existing research, creating a pilot scheme, running and learning from the pilot scheme, and additional surveys and focus groups during the pilot. The project is ongoing, but is already impacting on the company's decision making.
Be human, get organised, make money: Social media best practices from Royal Mail, O2 and KLM
Joseph Clift, Event Reports, Event Reports: Corporate Social Media Summit, December 2013
This event reports looks at how social media can best be used for customer service, marketing and driving sales.
This event reports looks at how social media can best be used for customer service, marketing and driving sales. Royal Mail, the UK’s postal service, has found that Twitter is a vital accompaniment to its offline activity, as it extends the relationship the British public have with its postmen and postwomen, and offers a quick and efficient way of dealing with any issues. On its part, O2, the telecoms brand, has set particularly high standards in terms of social organisation, outlining procedures relating to governance, processes, training and team setup, thus allowing it to take a highly integrated approach on this channel. KLM, the airline, has gone one step further, and runs regular promotions on social sites, even allowing consumers to vote on which offers they would be most interested in. It often fills empty seats in a similar way, and has now moved into passenger gifting to expand this model.
Zipcar's six-step process for consumer "delight and delivery"
Geoffrey Precourt, Event Reports, The Market Research Event, October 2013
This event report discusses how Zipcar, the innovative car rental firm, attempts to achieve the highest possible standard of customer service.
This event report discusses how Zipcar, the innovative car rental firm, attempts to achieve the highest possible standard of customer service. It has outlined six core steps to attaining this goal: be with your customers, by using ethnographic research); imagine the ideal, rather than allowing short-term considerations to shape strategy; design the whole experience, by focusing on the complete rental cycle; humanize the details, by putting people rather than financial metrics at the heart of its business model; recovery as opportunity, or actively turning inevitable driving incidents into a chance to impress customers; and "reassure, rinse, repeat", a model based on using a wide range of data to understand the potential audience.
How the Australian Broadcasting Corporation is taking to tablets and smartphones
Andrea Sophocleous, Event Reports, ADMA Engage, November 2013
This event report addresses how the Australian Broadcasting Corporation is innovating on tablets and smartphones.
This event report addresses how the Australian Broadcasting Corporation is innovating on tablets and smartphones. In the first instance, the organisation is creating a tool for tablets that will allow users to enjoy a mix of content, from television to radio to print, all in one place. Rather than simply being a "second screen" experience, this service is seeking to be truly immersive in its own right. On smartphones, the Spoke app now gathers together national and local news in one place, and allows consumers to easily move between these tiers as interests them.
The future of customer loyalty: Insights from Nectar
Andrea Sophocleous, Event Reports, ADMA Engage, November 2013
This event report draws on insights from Nectar, the loyalty card programme, into how the relationship between consumers and brands is changing.
This event report draws on insights from Nectar, the loyalty card programme, into how the relationship between consumers and brands is changing. In order to retain the trust of shoppers in the digital age, marketers need to emphasise four areas: transparency (particularly regarding data collection and use); added value (ensuring customers get a fair exchange for providing their personal information); control (by allowing shoppers to opt in or out); and trust (building confidence in a company's privacy credentials). While most brands have improved their capabilities in the areas of choice, value and convenience, they also now need to enhance the experience on offer, reflecting the personalised service that shopkeepers provided in the 1950s.
Innovation in market research: Examples from Ericsson, Heinz and HP
Low Lai Chow, Event Reports, Qualitative 360 Asia, November 2013
This event report looks at innovative approaches to qualitative market research. Ericsson has employed WhatsApp, the mobile messaging app, to draw insights from smartphone users, and found it to be a forum where respondents spoke openly and freely in a way that did not often occur in traditional focus groups.
This event report looks at innovative approaches to qualitative market research. Ericsson has employed WhatsApp, the mobile messaging app, to draw insights from smartphone users, and found it to be a forum where respondents spoke openly and freely in a way that did not often occur in traditional focus groups. On its part, Heinz built an online community in the Netherlands, which has come to serve as a vital source of information for its brand and innovation teams. Elsewhere, HP sought to understand consumer attitudes towards printed materials by removing them from the everyday lives of its research panel for two days, encompassing everything from their passport to the letters on a keyboard and personal photos. It uncovered a number of "human truths" as a result.
Point of view: Serendipitous wobble
Byron Sharp, Admap, December 2013, pp. 7-7
This article suggests that consumers have fairly stable brand loyalties, but that their purchasing behaviour can appear random as various serendipitous factors influence it.
This article suggests that consumers have fairly stable brand loyalties, but that their purchasing behaviour can appear random as various serendipitous factors influence it. This means that analysis of data over a short period of time can be misleading, and make the classification of heavy and light users difficult. Even tracking purchasing behaviour over a year can be misleading as many consumers purchase in a given category infrequently, allowing one missed or additional purchase to change their classification. Serendipitous factors will continue to make it difficult for marketers to target individuals, even with the development of Big Data.
How brands are built in the digital age: The perpetual experience engine
Omaid Hiwaizi, Admap, December 2013, pp. 26-28
This article argues that the most successful businesses are built on brands with a purpose, and takes lessons from Innocent, the smoothies brand, Jawbone, the human centred technology company, Google, the technology company, and Red Bull, the soft drinks manufacturer, to illustrate the importance of experience in brand building.
This article argues that the most successful businesses are built on brands with a purpose, and takes lessons from Innocent, the smoothies brand, Jawbone, the human centred technology company, Google, the technology company, and Red Bull, the soft drinks manufacturer, to illustrate the importance of experience in brand building. Brand-building can be led by product and service experience, culture and connection, or advertising and communication. The examples used in this article all have a defined purpose and make consumer experience core to their offering.
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