2019年Q3消费者参与报告.pdf

Q3 2019 CUSTOMER ENGAGEMENT REPORTTABLE OF CONTENTS Executive Summary Insights Fundamentals of Personalized Experiences Start with the Customer at the Center Taking a Unified Approach to CRM and Promotions Fueling Your Digital Transformation Through the Power of Cloud Case Study02 03 07 13 19 262 CUSTOMER ENGAGEMENT REPORT: Q3 2019 EXECUTIVE SUMMARY Thank you for joining us in the conversation about Customer Engagement. Customer relationship marketing (CRM) has experienced vast change over the years. Today, brands are grappling to harness customer data at the enterprise level and leverage it to personalize the experience across channels. They are constantly seeking to deepen the relationship by engaging with customers where they are through people-based marketing strategies. Theres no pretending that customer engagement is easy. It requires the orchestration of strategy, data, advanced analytics, technology, campaign execution, and performance measurement. At Merkle, weve spent the past 30 years entrenched in our clients CRM initiatives, supporting their aspirations, and championing their iterative achievements. We think its about time we start to share our insights. The Customer Engagement Report will be a complement to the quarterly media insights we share in the Digital Marketing Report (DMR). Both reports leverage our cross-industry experience to identify and analyze marketing statistics and trends. This report will also delve into real-world case studies and provide thought leadership in the key areas needed to get people-based marketing right. And where possible, content will be seasonally relevant. To that end, we are now looking ahead to the holidays, which often presents a golden window that can make or break our clients revenue goals. Promotions serve as a fast way to both build your database and engage existing customers. Personalized experiences power a major uplift in conversion across online and offline channels. And cloud technology provides the best way to tap into large volumes of data with prescriptive analytics to drive one-to-one customer engagement. We offer a glimpse into Canons journey as they leverage the cloud to scale to an “always on” data environment, achieving some fantastic initial outcomes to directly engage with their customers. Let Merkle Insights, our collection of research-based reports, provide you with rich information and examples to make better business decisions. We look forward to sharing insights on new topics and client experiences in each quarterly issue. Craig Dempster President of the Americas Merkle Inc.3 CUSTOMER ENGAGEMENT REPORT: Q3 2019 INSIGHTS Marketers Seek to Invest More in Data, Analytics & Technology Marketers recognize that they need to automate data-based personalization using machine learning and access advanced measurement insights, such as attribution. According to our research, 32 percent of marketers would look to invest more in data, technology, and analytics before any other option. Customer behaviors and expectations are changing. They are always on and they expect to get personalized, connected communications at every touchpoint, regardless of channel. Yet meeting customers where they are can be difficult. The insights within this report were derived from a survey conducted by Merkle in June 2019 of more than 200 marketers at major North American brands spanning across industries including retail, travel, financial services, insurance, entertainment, automotive, pharma, and B-to-B. If you had extra marketing budget, where would you invest it first? Data/Analytics/Tech, 32% Paid Media, 10% Search, 10% Content, 9% Resources/Team, 9% Social, 7% Email, 6% Direct Mail, 1% Digital, 16%4 CUSTOMER ENGAGEMENT REPORT: Q3 2019 Email Remains A Valued Channel for Personalization & Insights In todays marketing economy, email offers the most efficient vehicle to build emotional connections with the brand by delivering personalized experiences. Consumers use email continuously, which explains why 68 percent of marketers prioritize email addresses over other customer data points. In our “Fundamentals of Personalized Experiences” article in this issue, we speak to how email is an important part of the broader channel ecosystem, which includes search, website, and offline communications to drive increased conversion through personalization. eMarketer reports that email is the channel that is most often personalized, at 71 percent, while we report slightly higher rate of personalization, at 78 percent. Direct Mail is on the Decline. Can We Do More with Less? 78 % 15 % 52 % identify email as highest priority customer data types to acquire deliver personalized customer experience in email using customer data cite email as the most valuable marketing channel for acquiring new customers cite email as the most valuable marketing channel proven for retaining customers 48 % 20 % 20 % 11 % Decrease Budgets for Direct Mail Direct Mail Budgets Have Stayed the Same Increased Budgets for Direct Mail Never Invested in Direct Mail A majority of respondents (59 percent) have either never invested or are reducing their budget in direct mail. Given the upfront costs compared to other channels, this finding is not surprising.However, with effective targeting and personalization, this channel can deliver high response rates and reach valued audiences including millennials. Believe it or not, millennials are more likely than other generations to review direct mail, with a rate of 77 percent (Forbes, 2018). How Has Your Companys Direct Mail Investment Changes in Recent Years? 68 %5 CUSTOMER ENGAGEMENT REPORT: Q3 2019 Achieving personalized engagement with customers requires getting many things right, across many domains of expertise. We sought to better understand how marketers are working with vendors to meet this challenge. Marketers Rely on Outsourcing for Highly Specialized Skills, But Are Currently Tackling Loyalty and Promotions on Their Own Many marketers identify the need to wire together a group of technology components. In our experience, organizations must also invest in a platform for enterprise integration and access to customer data. This requires deep expertise across a complex and disparate platform landscape and customer data architecture for insights and activation. Survey respondants appear to recognize the value of external expertise, with 30% - 42% outsourcing platform and database support. Historically, brands have always insourced a certain amount of simple, transactional promotions and “out of the box” loyalty activities to be nimble with merchandise offers and discounts, reacting to the market quickly. This is likely the reason why almost 60 percent of respondents currently insource these functions. As reported in our 2019 Loyalty Barometer Report, with the growing use of mobile technology and smart devices, we are seeing a shift as companies are going through digital transformation. The engagement ecosystem is more complex. The win-win is a combination of brand experts managing day-to-day and brand strategy, coupled with the specialized technology platforms, compliance, and strategic expertise in engagement from external providers. MarTech and AdTech Platforms Insourcing Outsourcing Combo Database Hosting Creative 50 % 45 % 40 % 35 % 30 % 25 % 20 % 15 % 10 % 5 % 0 % Insourcing Outsourcing Combo Loyalty Promotions 60 % 50 % 40 % 30 % 20 % 10 % 0 %6 CUSTOMER ENGAGEMENT REPORT: Q3 2019 Day-to-Day Functions are a Collaboration with Vendors Personalization is difficult. This is likely why marketers report that 55% - 69% of their campaign functions are conducted in combination with external partners, either through outsourcing or a combination of insourcing and outsourcing. Regular, ongoing assessments of marketing automation, customer experience, and insights expose low- hanging opportunities to improve personalization in marketing programs. By partnering with vendors, marketing operations functions can benefit from external expertise while preserving the efficiencies of internal ownership. 50 % 45 % 40 % 35 % 30 % 25 % 20 % 15 % 10 % 5 % 0 % Campaign Management Email/Mobile Messaging Ops Campaign Measurement Campaign Planning Insourcing Outsourcing Combo7 CUSTOMER ENGAGEMENT REPORT: Q3 2019 Fundamentals of Personalized Experiences Start with the Customer at the Center8 CUSTOMER ENGAGEMENT REPORT: Q3 2019 Simply put, personalized experiences are about delivering contextually relevant experiences to your prospects and customers, based on what you know about them, where they are in the purchase journey, and what they are looking to achieve. It is becoming more evident that marketers who consistently deliver personalized cross-channel experiences are seeing moderate to substantial conversion improvements. Most importantly, however, is that 66% of consumers care more about experience than price when making a brand decision, according to the 2019 Merkle Experience Impact report. Channels Where Client-Side Marketers Worldwide Have Experienced an Increase in Conversion Rates Since Implementing Personalization, Sep 2017 % of respondents Source: Econsultancy, “Conversion Rate Optimization Report in association with RedEye, Oct 11, 2017 SEARCH ENGINE MARKETING OFFLINE WEBSITE EMAIL SMS SOCIAL MEDIA MOBILE APPS 39 % 37 % 33 % 27 % 24 % 23 % 21 % 65 % 67 % 65 % 68 % 12 % 11 % 8 % 9 % 61 % 6 % 54 % 53 % 7 % 10 % Major Uplift Minor Uplift No Uplift ROCCO ALBANO VP, Customer Experience Strategy, Merkle9 CUSTOMER ENGAGEMENT REPORT: Q3 2019 THE FIVE-STAGE CUSTOMER EXPERIENCE MATURITY SCALE Merkle has developed a directional five-stage Customer Experience (CX) Maturity Scale, based on decades of expertise creating customer experiences for brands across many verticals. The CX Maturity Scale can be used to plot your brands level of advancement in CX, as well as a guideline for optimizing your CX strategy and the delivery of personalized experiences that drive increased leads, sales, customer lifetime value (CLTV), and share of wallet. Ultimately, these five stages arent fixed. A brand can display areas of maturity that span across the stages. However, there are far more brands in the world still operating at stages 1 and 2 than stages 3, 4, and 5. Merkle Customer Experience Maturity Scale Personalization Level Customer Value Business Value Tech Integrations All visitors receive the same experience General awareness Brand awareness CMS CMS | Email CMS | Email | Targeting | Analytics CMS | Email | Targeting | Analytics | DMP CMS | Email | Targeting | Analytics | DMP | CDP Decisioning Increased engagement drives minor conversion lift Campaigns generate significant lift in conversion on key channels Campaigns based on driving CLTV, NPS, and customer retention lift Brand delivers high precision experiences and offers that drive loyalty, retention, and conversion Some targeted offers across a few channels Increasingly relevant content and offers across key channels Highly relevant content and offers across every digital channel Customer receives next best experience content and offers tailored to them Visitor content and offers differ slightly, based on cookie or IP address Person experiences relevant multi- channel content and offers, based on a mix of data sources Person experiences increasingly relevant content and offers based on the use of some first-party PII data across addressable channels Person consistently experiences 1-to-1 content and relevant offers across any device and offline interactions, based on use of fully integrated first-party PII data. Stage 1: One-to-All Stage 2: One-to-Many Stage 3: One-to-Some Stage 4: One-to-Few Stage 5: One-to-One Marketing Channel Focused Brands Customer Experience Focused Brands Lets dive into three real-life brand experiences to bring stages 2-5 of the CX Maturity Scale to life:10 CUSTOMER ENGAGEMENT REPORT: Q3 2019 Customer Experience Maturity Scale Stage 2: One-to-Many A one-to-many approach means most of a brands prospects and customers will have the same experience and receive similar messaging and offers. This is typically the sign of a brand that manages customer relationships and marketing from an inside-out perspective. These companies tend to market based on the limitations of a siloed operational structure, which doesnt necessarily reflect the way their customers buy. In this example, the organizations customer data is held in numerous silos across the business with minimal linkage, thereby preventing the brand from delivering an integrated, consistent, or truly personalized online and offline experience to their customers. My wife and I have been customers of a mid-market luxury vehicle brand and dealership for a decade. A few years ago, we turned our leased vehicle in and upgraded to a new lease. Two months before the expiration of our lease, we received very lightly personalized direct mail and email offers to trade in our leased SUV vehicle for interest rates that aligned to our credit history. On trade-in day we spent five hours at the dealership filling out the same paperwork we had completed twice before over the past decade. Not an enjoyable part of the experience. For the car buyer, taking delivery is supposed to be the best part of the experience. When I inquired about the tedium of this process, I was told that the dealership had separate customer records for us, spread across sales, marketing, service, and finance databases, and they all had to be updated individually. What was most annoying about the experience was that for two months after we drove off the lot, we continued to receive frequent direct mail and emails soliciting us to trade in the vehicle we had already traded in. I was amazed that an organization of this scale and global brand status functioned in such a siloed and unintegrated manner. Our bill payment account on the customer portal website reflected the new lease 72 hours after we took possession of the vehicle, but the dealer-level marketing and sales team was months behind. I called the dealership a few months later and told them to please stop marketing to us for a transaction that occurred over 60+ days ago. Ultimately the purchase process with this brand, after a decade-long history, felt mass-produced, impersonal, and much like Groundhog Day. It was clear to me that we would always be first-time customers to them until we arent their customer at all. Customer Experience Maturity Scale Stage 3: One-to-Some One-to-some marketing means a brands prospects and customers will receive some moderately targeted messaging and offers built around rules-based segments. These types of experiences, although still being served to a potentially large base of customers, ar