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IoT and Micro-Moments Marketing: Opportunities and Pitfalls

With the advent of smart technology, we are getting ever closer to the Orsen Wells imagined world of Big Brother oversight in everyday interactions…and many of us are starting to like it because it makes our decision-making easier, our lives more efficient and allows us to do more of the “fun stuff” we’d all rather be doing.

Marketers used to think about the “top of the funnel” with sales and marketing engagement strategies, but most consumers these days are starting their buyer’s journey quietly online through research using video, ratings and reviews and more interactive decision-making short-cuts. And they’re mostly doing it via their mobile devices. Tomorrow is fast-approaching though, as smartwatches mature and the need for “tethering” to a smartphone goes away, devices supporting e-SIMs that are able to tap into your cell network at no extra cost will magnify the Internet of Things (IoT) explosion of use and related data.

The popularity of wearables, especially fitness-related devices, has sky-rocketed over the last couple of years, with 39.5MM US adults using wearables in 2015, including smartwatches and fitness trackers. There’s an expectation that the number will double to 81.7MM users by 2018, or 32% of US adults.1

Wearable devices go way beyond the smartwatch and fitness tracker, with things like FitBark, activity monitoring for Fido, to Athena, a personal security wearable that may help save lives. Verily has a glucose-detecting contact lens and Google is set to use tech to target cardiovascular disease, cancer and mental health problems too. More devices are moving from the nice-to-have category to an integral-to-our-lives status.

With all of this cool, new tech, it’s the nature of marketers to want to use it to sell stuff.

And that’s where we, as marketers, want to caution our compatriots to take the highest marketing road. You can’t get any more personal than something you wear on your body, even sleep with. With great personal engagement comes great responsibility to ensure the consumer experience with your Brand is a beneficial – even trusted – relationship. In digital terms, a break-up takes only seconds. Marketing messages that are annoying in other channels have the potential to take on a new and amplified level of aggravation in personal, wearable devices…running the risk of customers divorcing themselves from your Brand forever.

Yes, new tech means new, small-data points resulting in a big (very big) data explosion measured on the zettabyte scale. (A zettabyte is a 1 followed by 21 zeros.)Finding ways to use that data in a meaningful, mutually beneficial way in micro-moments marketing will ultimately best serve both Brands and their customers.

Laura Watson is Strategy Director at Harte Hanks, and Korey Thurber is Chief Analytics & Insights Officer at Harte Hanks. Harte Hanks can help your brand utilize micro-moments marketing, contact us for a free assessment.

 

1 eMarketer
2 highscalability.com and the International Data Corporation

The Machines of SXSW Future

sxsw-600x379We’ve been urged (well, that’s maybe overstating a little) to follow up on the pre-SXSW evaluations post. In it, Alan opined that the three “tracks” most likely to get most industry attention were Wearables, IoT and VR/AR.

We’d say he pretty much nailed it. Well, except that (in our view at least) Wearables was usurped by discussions on AI and Machine Learning.

Not to say there wasn’t excitement about some of the world’s best start-up wearable companies demonstrating their products––particularly cool Korean firms like skin care and health device WAY and posture-adjusting wristband ZIKTO––but we were not as blown away as we’d hoped. Anyway, back to self-learning machines …

Artificial Intelligence
With the Google DeepMind AlphaGo triumphs against Lee Sedol fresh in our minds, we heard from the brightest and best in AI such as Siri co-founder Adam Cheyer and Allen Institute’s Oren Etzioni in a panel called “Can AI Systems Really Think?” We also saw Professor Pedro Domingos talk about “The Secrets of Machine Learning Revealed” which outlined the five tribes of AI scientists and their schools of thought.

Many others, including Dag Kittlaus (Cheyer’s co-founder in new firm VIV) and Pinterest’s Head of Commerce Michael Yamartino, discussed all the forms and factors in AI’s implementation in the current and future worlds of medicine, education, environment and, of course, marketing.

They all took it upon themselves to reassure us that the singularity is (most likely) still hundreds of years away. But if you simplify it down (and we had to so it all made sense) what they were describing was tremendously exciting. And this area of thinking is a very rich and fertile space for data-driven marketers.

You’ve probably seen IBM’s new branded point of view advertising featuring Watson. And you also probably know marketers are using Watson to (among other things) build predictive models for buyer trends and to build optimal customer journeys. A sandbox for the industry’s best analytic and strategy minds to test hypotheses and determine the most efficient sequence of touch points to create optimal returns––Watson consumes limitless amounts of unstructured data as it goes about its work.

And yet its still “just” a tool … a very, very artificially clever tool, but nonetheless completely controlled by us.

In the world of shopper experience, AI is helping to predict customer preference before they can even recognize their desire to purchase. Ecommerce sites like Zappos.com and parent company Amazon have created an art out of the science of personalized recommendations. AI can create the same level of customer service as a local storeowner who’s had the same customer for years … all in the blink of a cursor.

So learning machines are definitely going to feature in future SXSW Festivals.
But what about other machines and devices connected to each other, and us, via the Internet? We are referring of course to the IoT track…

The Internet of Things
Well, we heard many hours worth of discussion about connected cars, cities, homes and more. From demonstrations on the trade show floor to panels around Downtown venues, it was hard to avoid someone talking about the Internet of Things. We were keen to learn about people’s opinions on an ethical code for makers and coders building these connected experiences (from AppDynamic’s Prathap Dendi) and how connected devices should respect our privacy (panel including Intel and Microsoft representatives).

And we had many divergent conversations about IoT … a sure sign it’s already an embedded and popular topic. “Cognition Clash in the Internet of Things”; “Internet of Banking Things”; “IoT: A Thousand Touchpoints of Marketing?”; and more.

So. the Internet of Things will continue to spread into more niche conversations over the next few years which leaves us with our final forecast––VR/AR ubiquity.

Virtual Reality
And so it came to pass … VR was EVERYWHERE! The trade show stands were full of Gear VR and Google Cardboard devices encouraging everyone and anyone to be impressed … Sennheiser demonstrated Ambeo VR headphones that let wearers experience sound in 3D. SAP promoted their Digital Boardroom, allowing users to enter a shared space and review documents using VR devices. And of course many panels and sessions took the trend to heart as they vied for attendee attention.

With more mainstream devices making it possible for more and more people to access VR content, the question for marketers becomes: What stories make the most sense?

The VR filmmakers at the panel discussion “New Advertising Models for Virtual Reality” sought to answer just that. All agreed that no marketer wants their advertising associated with a VR injury––so creating TVC style spots to be consumed instantly is unlikely to become standard practice.

Rather, the best brand-in-VR experiences are when audiences are transported to an experience that fits your brand values. Perhaps even your product, it it’s relevant in the case of the film. If all else fails, brands that sponsor a VR film can grab some of the attention—even if they’re not the stars of the show. But curating and presenting content associated with your brand personality is at least one way of capitalising.

Across the various VR sessions, many agreed the New York Times had scored the biggest hit so far with its Google Cardboard collaboration, “The Displaced”—and according to the Times’ SXSW session, they’re planning to ramp up VR editorial features to around twice monthly.

The Times’ VR story played out so well because they solved two key problems: 1) They literally put Google Cardboard kits in the hands of their readers by delivering sets with the Sunday paper; and 2) with “The Displaced,” they told a story that resonates with their brand’s core value of providing exceptional journalism to its readers. By adding a VR component to this particular story, they transported readers into the lives of three refugee children displaced by war and persecution. An essential story brought to life in a format that delivers more than important information: It creates empathy.

The best VR, everyone agreed, isn’t what you see, but how it makes you feel. And, as the technology becomes more and more commonplace, the machines of the future that let you feel a connection on a more visceral level, will win the day.

 

Alan Kittle is Global Executive Creative Director at Harte Hanks, and Andrew Womack is Group Creative Director at Harte Hanks.

Pre-SXSW: Three Trends and Tracks That May Impact Your Marketing Plans in 2016

As I prepare for my second pilgrimage to Austin, to immerse myself in all that is emerging and mind-blowing in our industry, I thought I’d curate some of the information the organizers are now sending to registered attendees. There are three very important customer engagement trends, or “tracks” as SXSW calls them, that every marketer will want to evaluate.

The evolution of wearable technologies
An emerging trend last year will become even bigger this year, as more products enter the market. In 2015, Samsung and others showcased smart watches, VR headsets, fitness trackers, sensor clothing and so on. The Apple Watch launched post-event (their rumored SXSW pop up shop never did appear) and many, many other companies released products in a move towards a future where “quantifiable self” becomes a “thing”.

This year the big evolution seems to be a convergence between fashion, technology, art and other cultural influences. Within the SXStyle Convergence Track sessions and events, I’m hoping thought leaders answer a pertinent question for marketers everywhere, “What branded experiences are possible with emerging wearable technologies and what useful data can I collect to enhance my relationships with customers who have them?” Creatively, considering these devices as inputs and outputs for campaigns ushers in a brave new world.

And if you consider, as you should, that wearable technologies form part of the connected devices ecosystem that is the Internet of Things, then you’re already prepared for the next trend …

The potential of the Internet of Things
Ever-higher speed connections are creating opportunities for devices to converse with each other through the Internet. IoT means smart cities; connected cars; sensor and wearable technologies; connected homes and appliances; and so much more; speak to each other and can make decisions on our behalf. The on-going conversations about Artificial Intelligence, even in something as user-friendly as Google Now, also fuels conversation on IoT.

“The Internet of Things is nothing short of the Fourth Industrial Revolution.” – Jamshed Dubash, “Marketing and The Internet of Things: Are you Ready?”

The big data created can, theoretically, be used to create enriched experiences between brands and customers. Figuring out how to wield the data to do this, though, is very difficult … honestly, marketers seem to have given up trying to get their heads around “big data” as a topic and have moved on to IoT––hoping this will help make the real world applications of information more obvious and easier to get their heads around.

Brands taking advantage of third, fourth and fifth screens in fridges, cars and watches … building in unrivaled relevance and usefulness, will win the engagement game in the near future. I hope the sessions focussing on IoT help us all get our heads in the game. Speaking of games …

The explosion of VR and AR
360 content is everywhere, already. You can see it in your social feeds; on YouTube channels; through cardboard viewfinders and soon on gaming consoles. Global brands like Samsung are building technologies like the Gear VR headset and Gear 360 camera; Microsoft is waiting for the right time to launch their Augmented Reality headset, the Hololens; Facebook-owned Oculus Rift made VR accessible to everyone and days ago (at Samsung’s Unpacked event in Barcelona) Mark Zuckerberg proclaimed the growth in popularity will be exponential … his presence reinforced original statements made when they spent $2 billion when buying Oculus.

“This is really a new communication platform … We believe this kind of immersive reality will become a part of daily life for billions of people.”

So if you’re a brand built around an experience not easily replicated on a website, or in a showroom or through a telephone agent, VR content can create immersive experiences that genuinely offer a window into a world that your customers could live in. Harte Hanks’ David Chandler offers insight into how brands can harness VR effectively in this blog post.

Of course this doesn’t even consider the notion that the pure entertainment value of great advertising could be enriched with VR. Will someone be brave enough to create a VR Super Bowl LI commercial next year? I hope so.

So. There you have it. Just three trend tracks I’ll be engaging with in Texas. There’ll be more to follow from me, post-event. And a whole lot to keep your eye on over the next few years!

Are you planning on attending SXSW this year? Tweet us at @HarteHanks and let us know which tracks you think will draw the biggest crowds this year.

How to Optimize Spend with Fractional Attribution

Database

 

When traditional “database marketing” first took off in the early 1990’s, marketing performance measurement and attribution was quite simple. We generated sales and direct mail campaign performance reports using a handful of dimensions. Attribution was easily derived through business reply cards (attached to direct mail pieces), phone numbers or tracking codes. We also used indirect attribution rules by making control group comparisons. We were fairly accurate and the process was easy to execute.

The Current State of Attribution

We all know that the marketing landscape has changed … and it continues to evolve with massive channel proliferation. With so much data and so many options regarding how to best apply a limited marketing budget, how can a CMO receive richer insight to influence tactical decisions that will improve media/channel performance?

Let’s first examine the various states of attribution from the viewpoint of the modern day marketer:

  • Direct Attribution: Still used widely today and still relevant. A specific customer behavior (e.g. a purchase) can be “directly” attributed to a given marketing stimuli via a unique code, landing page/URL, response device, etc. However, other marketing stimuli may have created momentum and been a significant contributor to the consumer’s ultimate decision to purchase.
  • Last Touch Attribution: Attributing the desired customer behavior to the last “known” marketing touch. Similar to “Direct” Attribution, but not always the same, here the marketer attributes the desired customer behavior to the last known touch. This method is very common when there are no specific tracking codes/tags that tie a desired customer behavior directly to a specific marketing stimuli.
  • Multi-Full Attribution: Channel proliferation has led to individual channel/media silos, each with their own unique attribution rules. The separation of traditional offline data and online data is very common. For example, direct mail data is stored in a traditional customer database, email data is stored with the email service provider, and online data is stored by various DMPs, by vendors/partners that are contracted to capture it, each often with their own siloed attribution logic taking FULL credit for the same desired behaviors.
  • Rules Based Attribution: Building on the “Multi-Full Attribution” described above, here marketers use what is often called a “common sense approach” to proportionally assign attribution to very siloed marketing stimuli. For example, a business had recently identified the large overlap between their direct mail and digital channels. For the overlapping purchases identified in both groups, 100% of a given purchase was attributed to direct mail, while simultaneously 100% was also attributed to a combination of digital channels. A rule was then quickly implemented to assign 20% of the attribution to the direct mail channel and proportionally reduce the attribution by 20% across the various forms of digital media. So, it is “fractional” by the simplest definition, but no real math or analytics was being used to assign the “fraction” to each media/channel.

Each of these options contains significant attribution bias towards channels/forms of media, that when taken for face value will result is less than optimal decision-making.

Database-1

What’s Next and What is Fractional Attribution?

Marketers must now leverage math, science and statistics to analyze and derive insight from large pools of data, much of which can now be integrated across channels to inform decisions across touch points during the customer journey. Fractional Attribution is a necessary tool for understanding campaign performance across a multitude of touch points.

Through advanced (and proven) analytic techniques, a weighting calculation is developed and applied to the various marketing touches during the customer’s buying journey. In short, you are attributing a portion of that customer’s purchase to each of the marketing touches that impacted the customer’s decision to buy.

Harte Hanks has a team of analysts that work with marketing organizations to create a fractional attribution model through a collaborative development process:

  1. Define the overall objectives and identify the behavior metrics you want to positively impact (e.g. response, sales, conversion, product registration, etc.).
  2. Define and implement the roadmap including identification of key performance indicators (KPIs) and setting the overall attribution approach. Companies have used both “quick start” fractional attribution solutions and more robust solutions that require dedicated data stores and data integration tools.
  3. Collect and compile the data.
  4. Execute the fractional attribution solution and create the scenario planning tool.

The “scenario planning tool” is what enables the user to optimize media/channel performance. Using the tool, the analyst or marketer can quickly run “what-if” analyses to estimate the impact of reallocating marketing spend across channel/media or removing a channel/media from the mix altogether. The end result is a much more informed decision that can result in significantly higher returns from your marketing budget. Performance data and insights from the optimization exercise are then used to calibrate and refine the attribution engine going forward.

Fractional Attribution rooted in proven math and statistical techniques is a critical tool to accurately improve and optimize the performance of an incredibly fragmented and complex system of channels and media, both online and offline.

database-2

It’s not perfect – no marketing science or advanced marketing analytic solution is. But a robust modeled attribution solution is proven marketing science, and those that leverage it appropriately will generate higher return from their marketing spend and outperform their competitors.

Has your company used fractional attribution to better analyze your marketing spend? Tweet us at @HarteHanks and share your experience with us.

How Pharmaceutical CRMs Can Lead to Healthier Relationships

Boosting physician and patient engagement

pharma CRM postCustomer Relationship Management (CRM) software offers a great deal of potential for the pharmaceutical industry. However, this is a complex sector, riddled with regulations surrounding sensitive data. It is not easy to find a solution that fits business needs while complying with relevant laws. This is especially true at an international level when different rules need to be observed for different countries.

Purchasing a standard CRM solution and trying to adapt it to various business and regulatory requirements is time consuming and difficult. Inevitably it involves compromise and hidden expense.

Instead, many pharmaceutical companies could benefit from international CRM programs that are purpose-built from the ground up by a marketing services provider.

Bespoke CRM for pharmaceuticals

A truly customized approach uses business goals as a starting point and builds a CRM framework around them. This ensures variations across different countries can be accounted for and embraced at an early stage, rather than being bolted on later. The result is a highly specified solution intrinsically optimized to meet business needs. It can have built-in scalability and the flexibility to handle international differences in data laws or standard practice, such as call centre versus nurse-led activity.

Ultimately, custom-built CRM offers better value and efficiency. Adapting existing systems is expensive, license fees can be high and product release cycles can delay the implementation of certain functionalities.

Using an MSP to build, manage and implement the solution brings multiple advantages. Since all aspects – from database management to phone calls, emails and SMS to direct mail – are handled by one organization, the program is more cohesive and affordable. What’s more, sensitive data is all held securely in one place.

Physician and patient communications

The best pharmaceutical CRM programs empower physicians and patients to make better, more informed choices – whether they’re prescribing treatment or following it.

Meeting physicians in person is becoming increasingly difficult for pharmaceutical companies. Physicians are often under pressure to see a certain number of patients per day, leaving limited time for meeting with third parties. Some countries also have complex regulations surrounding personal interaction between pharmaceutical companies and medical professionals. In many cases, direct marketing can play an effective role alongside or in place of face-to-face meetings. It enables physicians to keep abreast of the latest developments in treatments and processes such as pharmaceutical-led patient support.

Patient-focused activity varies depending on the nature of the patient’s condition, where they are in the treatment cycle, the level of data available and nuances of their country of residence. Naturally, when more is known about a patient, activity can be better tailored to their current needs and communications become more meaningful.

A central aim of pharmaceutical CRM should be fostering good relationships between patients and physicians. This means acknowledging the authority of the physician in prescribing drugs, while enabling patients to get more out of their appointments and the overall treatment. Ideally communications should operate progressively, supporting patients as they move from the initial awareness that they may have a certain condition, to actively acknowledging it, then learning to live with it. The latter stage is vital to boost adherence to treatment regimen and enhance overall patient outcomes.

Overcoming challenges

There are many challenges facing the marketing of pharmaceuticals today. However, deeper engagement rooted in custom-built CRM can help navigate many of them.

Direct alignment of patient and physician communications is complex from a data perspective, but with care and attention it can usually be achieved. Bespoke CRM programs can incorporate specific opt-in language to overcome many of the barriers surrounding sensitive data. This ensures that patients who are happy to share their data can access the wider support that is on offer should they need it.

Achieving buy-in from physicians and patients is not easy – nor should it be. Pharmaceutical organizations need to earn trust and loyalty over time. Striving for better, deeper engagement is a critical factor. An effective way to realize this in the short- to medium-term is through the empowerment of patients and physicians, arming them with knowledge and information so they can make informed choices. In the longer term, improved patient outcomes will speak for themselves.

 

Harte Hanks handles CRM programs for leading global pharmaceutical companies. Patient data is handled sensitively and an integrated approach ensures improved patient support and outcomes. Natalia Gallur has more than ten years’ experience in the sector.

 

Smarter Demand Gen Awakens

Convergence of Tech and People Will Amplify Demand Generation in 2016

UnknownThe B2B demand-marketing ecosystem continues to evolve at a rapid pace. It’s driven by emerging technologies, tactics and buyer behaviors, alongside other well-established factors that continue to shape the discipline.

Industry influencers and analysts such as SiriusDecisions and Forrester identified a raft of demand generation trends and requirements in 2015. These range from better use of analytics as a foundation for demand planning to buyer journey alignment and operationalizing personas.

The notion of operationalizing personas involves integrating persona intelligence into demand generation efforts. At a fundamental level, it involves dynamic delivery of persona-based content, messaging and offers across email, landing pages and websites. It was first mooted by SiriusDecisions in 2014, but began to take hold last year. During 2016 it will occupy a more central role as we enter the next stage of the journey: smarter demand generation.

Why do we need Smarter Demand Generation?

Many B2B organizations find their demand generation efforts are characterized by small pipelines, missed targets and failure to respond to the needs of today’s buyers. It’s not surprising when you consider the seismic shift in buyer behavior over the past few years.

B2B sales and marketing is becoming increasingly complex and far less linear in its nature. There are multiple influencers, decision makers and stakeholders. There are multiple online and offline marketing channels. And there are multiple interactions and conversations taking place.

In this fractured, multifaceted landscape we need to find a path to more effective, joined-up demand generation. We need an approach that embraces the complex realities of the B2B sector today and handles them with ease. Smarter demand generation is the answer.

What does it mean?

A central feature of smarter demand generation is the convergence of people and technology. This is true throughout the process. Human insight and expertise facilitates the creation and operationalization of personas. It also shapes the development and substance of programs that are augmented and delivered via sophisticated technologies. Finally, individuals at the receiving end of smarter demand generation are served with optimized, highly personalized communications. Content is relevant to their current and future professional needs and it is delivered at an opportune time via the most appropriate platform. The upshot is finely tuned buyer engagement and a more robust pipeline.

This might sound a world away from traditional demand generation. And it’s true that it requires a deeply analytical and intelligent approach expertly integrated with technical capabilities. But every journey begins with a single step. Marketers who set their sights on smarter demand generation can quickly realize benefits at a micro level that can later be replicated at a larger scale.

Exploring smarter demand generation with one segment of your target audience can be a good place to start. Integrating data, technology, people and tactics for the first time isn’t easy – but it is more manageable and achievable at a smaller scale. Ring-fence a project that leverages insight to improve targeting, messaging and optimization. Then closely monitor the results to track the impact on the sales pipeline. Spotlighting the effectiveness of smarter demand generation in this way, and sharing it at a Board level, can create an appetite for more. It might help secure investment in the technologies and skills required for a wider rollout.

The B2B sector has strived for precision marketing for decades. With the awakening of smarter demand generation, it is finally within reach.

 

Alex Gill explores this theme in a B2B Marketing webinar on 27 January: How to align your marketing for smarter demand generation and stronger ROI. Book your seat here.

Four Simple Ways to Amplify Your Customer Support with Social Media

Social Media-BlogSocial media is quickly becoming a critical factor in augmenting and enhancing your customer support strategy. Last week, I participated in an industry roundtable hosted by CRM Magazine on the subject. When businesses think of social media, it’s often in terms of marketing or public relations. And while social media is a great tool to help extend both, its impact goes beyond promoting and marketing your company. Increasingly, social media has become a powerful contributor to customer service and support. Customers are now powerful influencers. They take to social media to talk about brands and products – positively and negatively – in an attempt to influence their peers and the brands they buy from. So how do you influence the influencers, and utilize social media to enhance your customer service?

  1. Start by listening.

The first step in extending your customer support system through social media is to listen – and learn. Start by scanning social media channels for complaints, compliments and questions about your brand. Find out who is talking about your brand (customers, prospects, competitors?) and what they’re saying. You can learn a lot about customer pain points and perceptions that you might not learn through your contact center customer support. You will quickly identify areas of opportunity and then you can build a cohesive strategy, start to engage with your customers and prospects – and begin to influence the conversation around your brand.

  1. Set the rules of engagement.

Social media can be a bit like the Wild West – an unpredictable place where anything goes. As such, it is important for brands to devise a set of rules and operational goals. Who will be authorized to speak for your company on social media? How will they go about engaging customers? At what point should a public conversation be moved to a private conversation? Will you have a proactive presence as well as a reactive one? How will your social presence support your brand promise?

A defined social strategy is paramount. Social media is a free-flowing, casual platform that requires 24/7 resources. A single poor choice of words or an ill-timed post can damage your brand. As an example: If a consumer posts a message that your product injured them and you respond by apologizing, you may have implied guilt without knowing any of the facts. Your rules of engagement will ensure that your social customer support benefits both your brand and your customers.

  1. Ready, set, engage.

Your strategy is set, and you’re ready to go. Now it’s time to engage. Find someone who is talking about your brand and start a conversation through authentic engagement. It’s not unusual to find that customers are already reaching out to you using social channels. Whether it’s thanking someone who complimented your brand – or engaging with someone who is seeking assistance with your product or service – a simple conversation can go a long way in changing the perception of your brand. And you just might learn something you hadn’t previously considered. More often than not, the audience you engage via social media will be completely different from those who contact your customer service center. They may have a similar issue or topic, but they are approaching you from a position of influence. Consider it an opportunity to become an invited contributor into a public conversation. When handled correctly, social customer engagements can turn antagonists into fans who will spread the gospel of your brand.

  1. Inject helpful content.

Social customer support should be as proactive as it is reactive. Helpful content – like “how to” guides or useful tips about your product – will help you engage with your customers after the sale, positioning your brand as one that is consistently connected with and cares about its customers. When injecting marketing content into your social presence, be careful not to push hard sales messaging. Imagine social media platforms as a conversational dinner party. It is OK to talk positively about your brand, but hard sell tactics go against what is considered to be a good “social citizen.” Social media audiences can spot a pitch from a mile away and nothing will turn your community away faster.

The Harte Hanks contact center teams and agents utilize these techniques to manage social commentary and customer support for many of their clients. If you would like to dive deeper into how social can enhance your customer support, you can view our roundtable discussion on Destination CRM here.

Technology Is Not a Substitute for Creativity

Tech-Creativity

Marketing has always been a blend of art and science. But the rise of marketing technology has tilted the scales heavily towards the science end of the equation. This is not necessarily a bad thing – the digital revolution has armed marketers with information and techniques that drive more accurate, cost-effective campaigns. Essentially, technology has eliminated a good portion of the “guesswork” traditionally associated with marketing. Again, this is a wonderful development for marketers. Technology allows us to personalize our approach to better connect with audiences and do a better job of meeting their needs and desires. But too much technology can have negative effects – namely, the erosion of creativity.

Marketing automation programs are rapidly becoming “cookie cutter” strategies that rely too heavily on the medium of delivery. The “three emails and a landing page” approach can (and often does) work, but as marketing automation becomes more and more prominent, the impact of a “basic” campaign will quickly dissipate. The deluge of analytics available to the modern marketer is a veritable treasure trove of information. But too often, marketers are held hostage by data points, finding themselves afraid to venture outside of the established thinking.

Going forward, brand marketers must rely more on intuition and creativity to avoid becoming just another source of noise in the market. And brands must embrace creativity and avoid the “safe” approach of standardized campaigns. Great ideas have always been the bedrock of great marketing campaigns. Technology will never change that fact. Technology – if developed and implemented correctly – can help marketers amplify creative approaches. Real-time response measurement can quickly let marketers know what’s working and what’s not, allowing them to adjust and mold ideas into messages that get results – and prove beyond a doubt what consumers want to see, hear and, ultimately, buy from brands.

Marketing technology allows brands to paint a clearer picture of their audiences and develop a deeper understanding of their desires, needs and behaviors. Rather than playing it safe, marketers should harness this information to help them develop great ideas that make a lasting impact on audiences.

As we approach the New Year, my advice to marketers for 2016 is: be bold, lean on your intuition, and create smarter, more personal customer interactions.

The Campaign is Dead, Long Live the Campaign

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The evolution of the customer journey from vendor-led to the modern, customer-empowered experience has all but killed the idea of a “campaign.” Marketing to today’s consumer is not a short-term affair – it requires a sustained effort that provides the consumer with relevant and useful information at the right time and place. This “long” approach has seemingly ended the usefulness of the traditional campaign, with the thought being that the modern consumer is acutely aware of when they are being marketed to and are turned off by campaigns. While this is partially true – consumers are more aware – the rumors of the campaign’s death are unsubstantiated.

Traditional Campaigns

When we think of the word “campaign” in the traditional sense, we think of short-term, targeted efforts and messaging designed to spur action, like voting for a political candidate or driving consumers to a holiday sale event. In the past, these campaigns were singular efforts, and while not completely disconnected from the brand, existed largely outside of the overall brand message. In essence, the customer journey was brief. Those customers targeted by the campaign were targeted specifically for the campaign, but not necessarily for an ongoing relationship.

It’s All About Semantics

The massive customer journey sea change in the digital age has painted the campaign in a negative light. But the rumors of the campaign’s demise are greatly exaggerated. The campaign is alive and well – if viewed as a tactic rather than a strategy. After all, “campaign” is just a word. Campaigns – no matter what you call them – do have a place in the modern customer journey. But they must be seamlessly integrated into a larger, more macro approach to customer engagement.

The Tactical Approach

To successfully promote your brand and its products or services, simply marketing to consumers is not enough. You must build relationships and build trust. Today’s consumer knows a pitch when they see it and tends to be turned off when approached with a purely sales-driven message, especially as an initial communication. Consumers are, however, receptive to individual campaigns within the larger context of an existing relationship with your brand. Those consumers who already have a level of engagement with your brand – particularly those who have shown increased interest by opting in to your communications – are likely to embrace a campaign for your product or service, or at the very least consider the message.

Consumer engagement communications should never be stagnant – simply promoting the same thing in perpetuity will eventually lead to message fatigue and a loss of interest in your brand. Injecting timely, targeted campaigns into your customer communications can breathe life into your customer engagement and drive revenue for your brand.

Marketing Technology: Where’s My ROI?

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The modern customer journey is consumer driven and often fractured. Unlike the linear, vendor-led customer journeys of the past, the buyer is now in full control. With endless options – and a bevvy of information about each product or service readily available for consumers – marketers must devise new ways to attract customers and secure brand awareness and loyalty. A slew of new marketing technology, including CRM, marketing automation and inbound marketing platforms, have risen up to solve the new customer journey riddle. But despite the effectiveness of these platforms, too many B2B companies are reporting negative ROI for marketing technology investments. There are a number of reasons why.

Failure to Launch

The B2B sales cycle is a complex process. Unlike B2C products, there is no such thing as an “impulse purchase.” Buyers typically spend weeks, months and sometimes even years researching and deliberating before deciding on a purchase – particularly where big-ticket items are concerned. Marketing technology can help significantly simplify this process, but it isn’t a magic bullet. Marketing platforms aren’t plug and play; they are a set of interconnected tools for marketers to utilize as part of an overall strategy. Too often, B2B companies purchase marketing technology, but fail to allocate the resources necessary to realize their benefits. Marketing systems are a great delivery system, but engaging and strategic content that guides prospects along the customer journey must be created first. You can buy a car, but if you don’t fill it with gas and get behind the wheel, it isn’t going to move.

Scratching the Surface

Most of the marketing technology platforms available today come equipped with an array of features that justify their cost – intelligent analytics, A/B testing, easy integration, etc. Companies who fail to realize ROI on these products are often utilizing only a fraction of the features available to them. These features can significantly enhance the power of the platform and should be utilized whenever possible.

Stove Piping

With so many different types of technology available, B2B companies often have more than one system for sales and marketing. Failure to integrate these systems – particularly marketing automation platforms and CRM software – creates a confusing environment where systems are not communicating with each other and often duplicating efforts. In order to get the most out of marketing software and a favorable ROI, marketing platforms and CRM software should always be integrated.

Putting the Cart Before the Horse

Too many B2B companies dive head first into marketing technology – purchasing platforms without a full understanding of the system or a plan to implement it. B2B marketers often find themselves tasked with becoming technology experts trying to implement and integrate systems they know little, if anything, about. Additionally, systems are often purchased before a strategy has been developed to utilize them.

Boost Your ROI

To fully realize the benefits of marketing technology platforms, B2B marketers must view these platforms as an important tool, but as only part of the process. Creative campaigns, strategic plans and actual customer conversations are all an integral part of the modern customer journey as well. Before purchasing a new marketing technology platform, B2B companies should perform due diligence on the products they wish to purchase and have a plan in place on how they will be utilized.

And if you need help boosting the ROI of your marketing investment, Harte Hanks has extensive experience integrating marketing technology with marketing strategy. We’re here to help!

The Revolution Will Be Televised

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Smart B2B brands have been learning from their B2C cousins about wrapping messages up in a more appealing way for years. Some B2B players have a clear vision of the role video needs to play and how to make the viewer experience both enjoyable and meaningful. Plaudits where they’re due!

However, some B2B companies have been slow to adopt video to attract customers or communicate effectively – due largely to inexperience and a failure to understand the financial and creative commitments necessary to produce video content that gets results. Whether it’s a B2C or B2B audience, humans typically respond better to – and retain more information from – video content. We’ve been hard-wired to respond to moving pictures and alluring sounds since we were all tiny humans. All B2B marketers must learn to adapt and create visual content in order to survive.

Learn From The Pros

There’s a good reason B2C companies are adept at visual content – they’ve been doing it since the 1940s. (The first paid television advertisement, for Bulova watches, was broadcast during a baseball game between the Brooklyn Dodgers and the Philadelphia Phillies in 1941). Since those halcyon days, the medium has expanded, changed, moved and expanded again. While few companies have the marketing budget to run a 30-second ad during the Super Bowl (estimated cost: $4.5 million), the barrier to entry for visual advertising is nearly non-existent. Anyone with a YouTube account and a smartphone can shoot and upload a video. But with expanded access comes immense competition. Simply uploading a video won’t move the needle on customer engagement. B2C marketers know this and dedicate the necessary resources for strategy, creative services and production to create engaging and entertaining video content. The rest of the B2B marketers must follow suit or run the risk of creating dull content that drives away viewers.

Plan For Success 

Before jumping into the video content world, B2B marketers must first devise a strategy. What is the goal of the video? How will it be implemented? For the most part, video content is not a “one-off” product, but a tactic to be implemented along the customer journey as the part of an overall strategy. The content and the style of the video should be determined by its place in the customer journey – top of the funnel, middle of the funnel, etc. Before creating content marketers must determine where and how the video will be best utilized.

Entertain and Engage

Perhaps the biggest mistake some B2B marketers make when creating video is the tendency to focus intently on product details. Minute product details are great for a buyer at the very end of the customer journey, but for most audiences these types of videos end up feeling like an excruciating PowerPoint presentation. Effective video entertains, engages and ultimately, wins loyalty. Dollar Shave Club – a three-year-old company now worth $615 million – launched its success with an irreverent and incredibly entertaining video that quickly went viral, garnering 19 million views. The 90-second video didn’t mention any details about the product itself (aside from calling its razors “f***ing great”), but it achieved its goal – it introduced a new brand to a vast audience, won their affection by entertaining them, and asked them to consider the company’s product without bogging the audience down with details. B2B marketers must find ways to deliver messages implicitly rather than directly, and wrap these messages inside attractive packaging.

If at First You Don’t Succeed…

One of the many benefits of marketing automation and content delivery platforms is the ability to evaluate and adjust content based on metrics. These systems give marketers at 360-degree view into content performance – which videos were opened, how long they were viewed and whether or not users clicked to learn more. By paying close attention to metrics, marketers can continually alter content to deliver more engaging and effective communications.

The Recipe

Creating engaging video content requires a thoughtful strategy, an investment in production quality and a hefty dose of creativity. Without all three, your videos may end up DOA!

Notes

YouTube – the world’s second largest search engine – has over one billion users. The site reaches more 18-49 year olds than any cable network. The number of companies running ads on YouTube increases 40 percent from year to year. The site has become the most important advertising platform in America and beyond.

Back to the Future: Predictive Analytics

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What if you knew what your customers wanted, when they wanted it? With predictive marketing analytics, gazing into the future is entirely possible. While predictive analytics is not a new concept – marketers have often tried to use past performance to predict future behavior – the dawn of the information age has amplified its effectiveness and usability. Predictive analytics allow marketers to focus efforts and maximize their budgets by identifying targets who are ready to buy and by eliminating those who aren’t.

Big Data

 To accurately predict consumer behavior, you need more than focus groups and surveys. The era of Big Data has armed marketers with a deluge of information on consumers – including engagement with marketing automation platforms and “intent” data from across the web. The technology to crunch this data and make sense of it is rapidly evolving, providing marketers with a roadmap to reach the right audience at the right time.

Data in Action

The Big Data era has produced an incredible amount of information about habits, desires and tendencies of consumers. Marketers who follow these digital footprints can optimize their marketing efforts to target individual audience segments and personalize messages to speak directly to potential customers. Predictive analytics can help create incredibly specific buyer personas – marketers no longer need to rely on broad demographic data and guestimates of what a particular buyer prefers. Enhanced buyer personas lay the groundwork for highly personalized messaging for nurture campaigns, which multiple studies show leads to significant increases in conversion and revenue. Predictive analytics also provide the benefit of targeted spending. Knowing what audiences to target and which platforms to target them through significantly increases the impact of marketing budgets.

B2B Adoption

B2B marketers have lagged behind their B2C counterparts in the adoption of marketing technology ­­– predictive analytics included. And while it’s true that personalized data from individual consumers offer a more clear view into purchasing habits and tendencies, plenty of data exists for B2B customers that can be utilized to implement more intelligent marketing tactics. Purchase history, for instance, is a great predictor of current and future behavior. If a customer has recently purchased a software system that won’t need an upgrade for three years, targeting that customer with marketing messages is not only inefficient, but could negatively affect that customers’ perception of your brand. Existing software licenses, log-in frequency, help desk calls and firmographics can also help B2B companies predict the need and desire for their products. Normally this kind of data will predict the type of customers that buy your products. Add social data sources to the mix, and you can predict customers that are ready to buy.

Implementation

Depending on the level of sophistication and budget resources, B2B marketers can deploy analyst-led solutions or automated “black box” solutions to perform predictive analytics. For larger, more comprehensive data operations, an analyst-led approach is preferred. Computers are wonderful, but a human touch – specifically when there are oddities in the data – can more accurately utilize the information output to design programs and messaging that take into account both the customer and the nuances of the company. However, there are various automated solutions that are more than sufficient for less sophisticated marketing automation programs. Both approaches have their own merit, but one thing is clear: predictive analytics allow businesses to focus on what’s important and discard what’s not, leading to amplified revenue growth – and happy customers.

 

The 4 Biggest Challenges Facing B2B Tech Marketers Today (Part 4)

Unifying Communication Strategies Across Channels Throughout the Customer Journey

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Over the past few weeks, we’ve been exploring the four biggest marketing challenges faced by B2B tech companies.

Whether you’ve been following along or just tuning in now, you can find the first three installments about utilizing all available tools and technologies, leveraging high-quality, real-time data and generating ROI with less budget and fewer resources on our blog.

For the fourth and final challenge, I will discuss the best strategies to unify communications across channels in order to drive the customer journey.

CHALLENGE #4: How do I unify communication strategies across channels to drive customers through the buyer journey?

Your brand is a powerful thing. Not only does it represent the essence and promise of your company, it also embodies the expectations and opinions of your customer as they move through their buying journey. Each touch point with your brand is a chance to enhance – or diminish – a customer’s perception.

That means that each piece of advertising, each call to your contact center and each visit to your landing page should work in tandem to convey a consistent message that represents your brand. Just one negative interaction can damage your customer’s perception. And it’s much more difficult to reverse a negative perception than it is to proactively ensure positive customer interactions from the start of a campaign.

So how can we ensure a single view of customer across their entire journey, with consistent brand touch points and a clear, unified message? Read on:

  1. Start with a clear definition of your brand. First and foremost, you need to clearly define what your brand represents. Your brand platform needs to be articulated and shared with everyone in the company, particularly the external-facing representatives. A marketing program is the creative output built on top of the brand, designed to build awareness and the desire to purchase.
  2. Decide what you are trying to achieve with your marketing efforts. What is your vision of success? What are you trying to do and why are you trying to do it? At this stage, it’s helpful to look at what Harte Hanks Creative Director Alan Kittle calls The Beautiful Intersection. Draw two intersecting circles. In one, write out what you or your client wants to say. In the other, detail what your audience wants to hear. The intersection of this Venn Diagram is your sweet spot – the message that will tell your story while resonating with your audience.
  3. Identify the necessary building blocks and work streams. After you define your end goal and key objective, work backwards to figure out what will get your there. Start with a solid strategist or planner. This individual or team should gather and interpret all available data, and determine how that insight into the customer will enable a connection with the brand. Data intelligence should help form creative briefs and build a campaign message that is highly measurable.
  4. Cut through with a single unifying thought. In a complex, multi-channel, multi-territory campaign, it is essential to have one unifying idea that all marketing efforts tie back to. In fact, the more complex the marketing campaign – the more channels, audiences, periods of time – the simpler the message should be. By looking at the whole picture, you can determine how all the pieces fit together throughout the journey: how an audience reacts to an email, then a phone call a few weeks later and a piece of advertising leading them to a customer landing page a few days after that.
  5. Create an ecosystem of collaboration and information sharing. It is essential that all agencies plug into the brand and work together in a creative, synergistic manner to tell the same story. Branding agencies need to work in tandem with creative teams – the strongest teams collaborate to make a greater sum of their parts.

By following these steps for a new marketing idea, or to increase the effectiveness of an in-progress marketing program, it is possible to unify communications across channels and create that single, unifying thought that weaves through the entire customer journey. Data helps inform and define this thought and to create a cycle of excellence: use data to create something with the best chance of success, then look at what to improve and start the process again.

Global Patient Support Needs to ‘Think Local’

PharmaPatient support programs play a vital role in facilitating better disease management and treatment optimization. Traditionally pharmaceutical companies launched such initiatives on a local level. However, from a regional perspective, this sometimes resulted in patchy and fragmented support. Today, many pharmaceutical companies are driving centralized programs that benefit from a more sophisticated and strategic approach.

This approach brings many advantages around compliance, visibility of success and cost-effectiveness of implementation and maintenance. Yet centralized programs can be inherently complex and unwieldy. This is compounded by the fact that they often need to be coordinated at a global or area level to maximize infrastructure and management efficiencies.

Walking the line between global/regional efficiency and local effectiveness is no mean feat. Patient support is not a ‘one size fits all’ discipline; activity needs to be expertly tailored and carefully orchestrated.

At Harte Hanks, we believe five critical factors underpin patient support that is successful both at a global and a local level.

  1. Gather and leverage local knowledge

Understanding the nuances and intricacies of healthcare provision in different regions is essential. Ideally, you should have people on the ground who have in-depth knowledge of their local system and keep a finger on the pulse of any changes or developments.

Typical patient paths can vary significantly between countries for the same disease. Take the patient touchpoints and interactions for the U.S. healthcare system versus the UK’s NHS or Spain’s Seguridad Social. Prescription behaviours, drug dispensing and the length of time between specialist visits can be entirely different. There can even be differences in the role of healthcare practitioners during treatment, in terms of nurse interaction levels, nurse-led advice, pharmacist involvement and primary or speciality care.

  1. Create space for consultation and collaboration

Regional offices need to have clear channels of communication with the head office, and regular opportunities to report back on the local healthcare environment. They need to know that their observations are taken into account and actively used to shape the delivery of patient support in their territory.

At a strategic level, this collaborative approach enables program goals and objectives to be adapted to the realities of each country and healthcare system. It also needs to work at a tactical level, with regional teams of medical and regulatory professionals reviewing and approving materials before they are issued to healthcare professionals and patients.

Pharmaceutical companies often lack the time and resources required to give adequate attention to each country of a global patient support program. This is especially true when implementation needs to happen in parallel with a product launch or other internal deadlines. Working with a trusted third party can be a mutually beneficial solution for individual countries and the global program as whole. They can offer expert guidance as well as coordinate materials distribution and facilitate knowledge sharing.

  1. Ensure processes and training are water-tight

It’s vital that staff delivering the program, especially those with direct patient contact, understand indicators of pharmacovigilance events. Processes need to be in place to ensure that any spontaneous or solicited reports of adverse effects are handled appropriately and escalated in the right timeframes.

A centralized model can ensure that training compliance efforts are optimized and that all pharmacovigilance processes are managed in a cohesive way. A balance needs to be struck to ensure that training and reporting procedures meet certain standards, while respecting any elements or formats that vary between countries.

  1. Coordinated multi-channel communications

Using a CRM suite to facilitate patient and healthcare provider communications boosts efficiency and enables better control of patient support programs. For example, Harte Hanks can act as a multichannel one-stop-shop which is managed centrally but enables local offices to customize activity, such as:

  • Secure data management and hosting, in-line with local privacy rules
  • SMS, email and direct mail assets (drawing on print-on-demand and personalization capabilities)
  • Creation, development and hosting of personalized online portals for patients and healthcare providers, with self-tracking tools to support all digital communications
  • Advanced reporting and analytics to measure success and monitor progress

CRM and digital services should be flexible enough to accommodate multilingual communications and adaptations for the individual needs of each country. For instance, a global program will encounter various regulatory frameworks and the requirements of medical, legal and regulatory teams differ between countries.

  1. Continual improvement philosophy

If program goals and objectives are tailored to local regions, it follows that KPIs need to be tailored too. For measurement to be meaningful, successes or failures need to be considered in context. And they need to feed into the development of ongoing goals and objectives geared towards a cycle of continual improvement. To facilitate effective management at a macro level, it’s important to ensure global real-time visibility across the entire programme, from high-level KPIs to more detailed local perspectives.

The cornerstone of any successful patient support program is recognition that patients are people. They have their own lives, families, work and hobbies, as well as living with a disease or illness. They deserve to be listened to and helped to live their life to the fullest.

Treating patients as people within a program that operates on a global scale is complicated., but with an intelligent, carefully coordinated approach that draws on local knowledge, it is possible to achieve this. Communicating with patients at the right time with the right message via the most appropriate channel is half of the story. Ensuring information and interventions are precisely tailored to their real needs completes the circle, both supporting the treatment and enhancing the overall patient experience.

Harte Hanks handles patient support programmes for leading global pharmaceutical companies. Patient data is handled sensitively and an integrated approach ensures improved patient support and outcomes. Natalia Gallur has more than ten years’ experience in the sector. To learn more about the services we offer, take a look at our case studies.

The 4 Biggest Challenges Facing B2B Tech Marketers Today (Part 2)

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A couple of weeks ago, I kicked off a blog series about the four biggest challenges faced by B2B tech companies. If you missed the first installment about creating an ecosystem that makes use of all available tools and technologies, you can read about it here.

Today’s challenge is around generating high-quality, real-time data and using it to drive sales and ROI.

CHALLENGE #2: How do I make my data high-quality, real-time and usable to drive sales?

Marketers today are inundated with data. Just when you’ve successfully integrated Instagram into your marketing activities, a new channel is added to the mix, be it a new social network, a mobile app or even virtual reality and interactive holograms. With the army of channels comes a network of devices. From our fitness trackers to our appliances to our cars, almost everything is getting connected to the Internet. With this propagation of channels and devices, we have more data, more sources and more insights than ever before. The challenge now is figuring out whether that data is quality and usable.

How to solve it

At Harte Hanks, we are all about the data. Data analysis and analytics is in our DNA, and we’ve spent the better part of the last decade figuring out how to make data work for us. Here’s what we’ve learned about increasing data quality to effectively run your business:

Obtain Quality Data (Data Remediation)

The first step to driving sales through data insights is to make sure you have quality data. My colleague Seth Romanow recently outlined his proprietary 4-Box model for determining whether data will meet marketing, analytics or campaign requirements. In a nutshell, as a marketer, you must:

Match data requirements with your ideal customer profile and marketing objectives, ensuring that data is “fit for purpose.”

Perform a data audit that implements the 4-Box methodology to segment your data based on completeness against your previously defined ideal profile and engagement.

Identify the gaps and develop a remediation plan that defines clear paths to cleaning, updating, appending and enriching your data.

Execute the remediation by fixing data sources and process issues and incorporating new digital and social data sources to add depth to the record and increase the ability to segment and target more effectively.

Use Quality Data to Drive Sales (Predictive Analytics): Once you have quality data at your disposal, things start to get really interesting. Predictive analytics is a great way to drive bottom line results as it can reduce the need for expensive third-party data or telemarketing support, particularly for acquisition programs.

What It Is – Predictive analytics helps identify when prospects are ready for an up-sell or a cross-sell, but that’s only half of the story. They also enable marketers to focus their efforts and budgets on prospects with a high response rate, and they can tell companies the prospects with which they should not waste their time. For example, targeting an individual who just invested in a product that met their needs and won’t need an upgrade for three years is not a worthy recipient of marketing dollars – not only could it waste time and budget, it could also harm brand equity.

How To Do It – There are a couple of different ways to implement predictive analytics: through an analyst or through a black-box solution. If you suspect your data has oddities or you need precise, robust outcomes, the analyst-led, human approach is best. If budget is a consideration and you are looking for a quick, scalable and repeatable solution, black-box algorithms may be the way to go. With either option, predictive analysts pinpoint firms that have exhibited a desired behavior, extrapolate the common factors about those businesses, and then analyze the behavior and features of the business to help identify others with a similar profile to be prioritized for marketing activity.

With data remediation and predictive analytics, marketers can improve their data quality and use it to more effectively drive targeted sales. So, what’s coming up next? The final two pain points delve deeper into ROI and delivering consistent communications throughout the customer journey.

  • How do I maximize ROI with fewer resources and less investment?
  • How do I unify communication strategies across channels to drive customers through the buyer journey?

 

Taking Your Customers from Anonymous to Known: Introducing Total Customer Discovery

A Deeper Dive into the Solution

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Today, we are excited to announce our newest solution to enable smarter customer interactions: Total Customer Discovery. You can learn more about the details through our press release, video and digital guide. In this blog post, I’m going to break down some of the technology components that went into creating it.

In a nutshell, Total Customer Discovery provides a holistic, 360-degree profile of customers, merging data from online and offline channels and across devices. This single customer view encompasses data across demographics (contact data, social profiles); psychographics (interests), historical (purchase and promotion history) and influencing power (networks, connections). With this richer customer view, marketers can deliver enhanced and personalized customer experiences, leading to increased acquisition, retention and, ultimately, ROI.

So without further ado, here are the different components of the Total Customer Discovery Solution and what they help address:

Solution Component: Cross Screen Identification

With cross-screen identification, each customer has a persistent, unique ID that carries with them, helping marketers track associated devices with that customer even when customers delete their browsing history (and their cookies). With Total Customer Discovery, we can identify and track customers across various devices (mobile phones, tablets, computers, laptops and so on), learning their behaviors, adding to their customer profiles and offering a seamless brand experiences across touch points that takes into consideration their past purchase history and preferences.

Solution Component: Cross Journey Mapping

To solve the problem of internal silos and overwhelming amounts of data, the cross journey mapping function captures customer’s digital behavior and stores meaningful attributes, such as click, searches, interests, preference, etc. to produce richer, more multi-dimensional customer profiles. These attributes can then be linked with other data sources within an organization such as a Customer Relationship Management (CRM) database. Total Customer Discovery identifies customer interactions across multiple devices and channels, so that we can track a customer throughout their entire journey, from smartphone, to tablet, to computer, to in-store.

Solution Component: Data Onboarding

A single view of customers provides a comprehensive view of the purchase journey. Integrating both online and offline data helps round out the single view of customer for a comprehensive picture of customer behavior for better retargeting and personalization. With data onboarding, online and offline data are merged and customer files are created using email or physical address lists that are matched with a database of advertiser tracking parameters. Particularly for brick-and-mortar stores, integrating online and offline data sources is crucial for delivering relevant content across channels based on the customer identification, from digital interactions on their smartphone to offline purchases at a retail store.

Solution Component: Social Linkage

Personalized, relevant content is the key to driving ROI in today’s world of real-time “micro-moments.” With social linkage, customers’ social interactions and behaviors are tracked across sites to enable deeper customer segmentation. Social linkage takes data from over 150 social sites, including Facebook, LinkedIn, Pinterest, Twitter and Google+, and gives marketers insightful social profile data to inform their social investment decisions and make their digital marketing efforts more effective.

We’d love to tell you more about how Total Customer Discovery takes customers from anonymous to known. For more information, you can visit hartehanks.com/TCD or email TCD@hartehanks.com.

Get to Know the Harte Hanks Team

Belinda Casper, Group Account Director

Casper.headshotBelinda is a leader in the direct marketing industry. She’s been with Harte Hanks for more than 25 years, and has 30+ years of experience in leading operation, strategic and account management teams, primarily supporting financial clients. Belinda’s proven leadership in managing cross-functional teams within our organization insures seamless integration with the data, analytics, strategy and execution teams. She’s the real deal. I think we need to know more about this Harte Hanks rock star, don’t you?

Q: Tell us what a typical day at Harte Hanks looks like from your perspective.

There really isn’t such a thing as a typical day for me, and this is why I’ve loved my job all of these years! Each day and each client brings a new challenge and an opportunity to learn, grow and help our clients continue to evolve and succeed. The only thing that might be typical about my day is the fact I’m on a lot of calls. But each day, these calls are different based on the subject, and who’s on the calls.

Q: What is your role in making customer interactions smarter and how did you get there?

I lead the account team who supports our financial clients. In doing so, we are leading multi-functional teams, which provide strategic, creative, analytics, and database services for our financial clients.

Q: What is your favorite part of working for Harte Hanks?

I love working with many people from different disciplines and backgrounds internally and with many different clients. The evolution of marketing and financial services ensures the opportunity for continuous learning and growth. But, what I love most is the ability to work directly with our clients to solve their marketing and business problems and opportunities.

Q: What about the future of marketing are you most excited about? Trends? Tools? Platforms?

The ability to tie segmentation and personalized messages to create a consistent customer experience in all channels continues to mean different things in each of the industries we support and in each year we evolve to deliver this in different and impactful ways. Knowing that we haven’t yet seen what the impact of wearables will have on marketing is exciting too.

Q: If you could have the skills to do any other job at Harte Hanks not in your current department, what would you like to do?

I would like to be in the creative group. They always have so much fun together and they’re just so . . . creative!

Q: What’s on your bucket list?

I’ve already started checking things off my bucket list the past few years. I jumped out of a plane, went to Italy, and got my 500RYT therapeutic yoga instructor certification all within the last four years. My youngest son went to college four years ago, and I did not miss a beat to make my list of things I wanted to do, and start doing them. Most remaining bucket list items include new and unique places to travel. I hope to travel to Australia, Asia and return to Europe in the next 10 years.

How to Eat the Elephant that is 1:1, Personalized Marketing

Receiving personalized marketingI’m sure you’re familiar with the saying, “To eat an elephant, take one bite at a time.” True 1-to-1, personalized marketing can certainly feel like eating an elephant.

Sure, many marketers are doing some level of personalization, especially with email, but that is only one piece of a much bigger picture (or should I say elephant). Including a few personal details, such as name and a reference to the last item purchased, in an email is personalized marketing, but it’s not what the experts are espousing as the Holy Grail. To get to the Holy Grail, you have to eat the elephant…all of it.

Don’t take all of the bites yourself.

Consuming the pachyderm is a lot easier than you might think. If you’re taking one bite at a time, you’re doing it wrong. You need to share bites with all of your marketing teammates. Teamwork, combined with the right amount of insight, is the combination needed to eat that marketing elephant. But what does your team need to execute on your marketing vision of 1-to-1 communication? There are several key components that your team should master: data, analytics, strategy, planning, execution and oversight. You likely have all of these components in place, but making sure they are optimized to truly achieve personal, relevant communication with your customers is your key to getting closer to the Holy Grail. Here’s a quick review of those key components and some things to make sure you thinking about.

Data

You can’t be personal without the right data. Most marketers have access to some data, but, do you have all the data you need readily available in one place? To get a better understanding of where you stand, ask yourself the following questions:

  • Are you able to track online behavior as it relates to your brand?
  • Do you know their social sites they frequent and their handles?
  • Do you know which products/services you offer are of interest to them even if they haven’t purchased?
  • Do you know how they prefer to be communicated to, when, and how much?
  • Is all of the information linked together at the customer level?

Analytics

To act on all of that good data, you need an analytics strategy to uncover where the opportunities lie within your customer base to market at a personal level. It’s more than just segmenting your customers. It’s about:

  • Understanding how your testing strategy will be measured to gain true insight.
  • Creating profiles and personas that can be marketed to in personalized ways.
  • Assessing your marketing efforts on the overall bottom line.
  • Identifying high value opportunities that may not seem obvious, such as complementary offerings that will drive desired purchase behavior.

Strategy

Once you know who your customers are, it’s important to know how to speak to them in ways that they are most likely to respond to.

  • Is your message consistent across channels?
  • What customer behaviors do you want to drive with your communications?
  • How are your communications supporting your program’s business goals?
  • Are you delivering monologues or starting conversations?
  • Are you speaking to them as individuals?

Planning

Planning is about knowing when, how often, and where you are speaking to your customers. Your communication planning should align with your messaging strategy and be delivered in a consistent and thoughtful manner. It’s tough to get that alignment and consistency if you don’t plan it all out in advance.

Execution

Each channel in which you speak to your customers should be represented. New digital and mobile channels are hot and offer great opportunities to take personalization to the next level, but don’t ignore your traditional outlets.

Oversight

You probably have a large customer base with varying needs and interests. As consumer expectations evolve, you need a strong leader in place to make sure the team is keeping pace with the changes and that you are working towards the right goals. It also takes a knowledge of how each function of the team interacts and impacts the others. Otherwise, you may quickly find yourself alone in the woods with the elephant staring directly at you.

The Final Course

Being relevant to your customers with personalized communications isn’t easy. But the right combination of insight, teamwork, and an optimized strategy will bring you closer to eating the marketing personalization elephant…all of it. Bon appetite!

Retailers, 2015 Starts Now: Are You Ready with Personalized Marketing?

Before a snowflake has fallen or a holiday song played, retailers are already thinking post-holiday and 2015 planning. Top of mind for many retailers is the relevant, personalized marketing that consumers have come to expect from your campaign efforts and how to best incorporate these expectations into their 2015 plans.

This consumer demand for relevance-based information means more than personally addressing a direct mail piece or the subject line in an email. The message needs to be crafted and delivered based on information truly unique and in context to the consumer’s interests, preferences and behaviors. A majority of marketers struggle always or often to deliver personalized marketing at scale in one channel, let alone across channels.

Need for personalized marketing

 

Even with these struggles, everyone has seen the stats that show there are big benefits for getting one-to-one content right: higher open and click through rates on personalized emails, increased cart spend, double digit conversion rates…  But what does that mean for you? Are you seeing that same impact?

Consumers know.

Companies such as Amazon that do customized and personalized marketing well have spoiled everyone by building a model entirely around highly relevant communications and recommendations. There’s a consumer expectation that all companies will use the data they collect intelligently and not waste their time with irrelevant messages.

Personalizing requires relevance.

Personalizing without being relevant will not work. It’s delivering the right message at the right time to the right person. Let’s take a moment to get on the same page regarding personalization and customization.

  • Personalization is collecting implicit or explicit customer information to create a content delivery treatment map that not only prioritizes the information presented to customers but also how it will be presented.
  • Customization is when customer preferences, purchases and behaviors are mapped to information or products that match those interests. Over time, this one-to-few or-one-to one curated communication experience improves relevancy and engagement.

Where are you on the curve?

As we said, some retailers, like Amazon, are pretty far down the path of personalizing content and consumer experiences. Others are just getting started, while still others know they should be doing it, but aren’t sure where to begin.  Where are you on that curve and what are you planning to do about it in 2015?

If you’re just starting out, don’t feel too bad–most retailers are in the same spot. This gives you the perfect opportunity to get a leg up on your competition.

Getting off the ground

But just how do you get started? How do you get the support and resources you need? Begin with a business case. I suggest testing out relevance-based marketing with just a couple of key channels to start: email and direct mail. Do it well on a small scale, use your fabulous results to get the buy-in you need, then take it to the big leagues.

If you need some help on building your business case, check out this article: Dynamically Relevant Messaging for Retailers. It’s a primer for those of you that haven’t yet addressed personalization and want to get in the game. It will also give you some tips on how to engage your most valuable customers, improve response rates and build customer loyalty.

Get Personal. Get Relevant. Get Results.

Sounds better than most holiday songs, don’t you think?

The ONE Thing Retailers MUST Budget for in 2015

Everyone has that ONE big thing for 2015, but this thing has the potential to set you apart from your competition. That thing? Relevance-based marketing.

Sure, everyone knows what relevance is from a marketing perspective – really speaking to customers with the right offer, at the right time, in their preferred channel. You achieve this by leveraging their past behavior, preferences, and interests to serve up relevant content.

So, are you doing it?

Are you doing it effectively?

Are you ahead of your competition?

If the answer to any of these questions is “no”, then you should be planning to address it in your 2015 budget before your competitors do. Given that 41% of consumers are more likely to purchase from retailers that personalize email based upon past purchase behavior over non-personalized campaigns, it’s time to plan for relevance-based marketing.

If it seems overwhelming, it doesn’t have to be. You don’t need to boil the ocean. You just need to budget enough to test the waters and develop your business case. Start with two tried-and-true marketing channels – email and direct mail – where you can work with a handful of segments and personalization elements. It can get complicated fast, so design your pilot as a true test, where you can expand upon your learnings and outcomes to increase your relevance marketing, and budget, over time.

You likely already have most of the pieces in place – data, creative, segmentation, etc. – that you can leverage for a pilot. You can put them to use with some modifications to drive relevant marketing and meaningfully engage with your customers to boost revenue, loyalty and retention. Once you’ve built your business case based on the results of the pilot, you’ll be more prepared to include relevance-based marketing in your budgeting plans for the coming years. Moreover, your results will justify your ROI.

To understand more about taking the first steps towards dynamically relevant marketing, read the business case paper, “Dynamically Relevant Messaging for Retailers: A Case for the Business Case,” presented by Linda Clasen, Vice President, Retail Marketing Strategy and Insights.

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