Presentation done for Neolane Evolution 2012. Highlights best practices to combine Marketing automation and customer experience management

1. Marketing automation
and customer experiences :
best and next practices
in the Consumer Industries
Alexandre Losson : Managing Director CRM EMEA – Business & Decision
Jean-Michel Franco : Solution Director – Business & Decision
Loïc Lecomte : CRM IT Project Director - Auchan

2. Business & Decision is a
Global Consulting and System Integrator
2010 revenue : 237 M€
BI
E-bus PM
EIM CRM
2800 Employees 19 countries a Multi-Specialist
• Business Intelligence & EPM “BI World-Wide Magic Quadrant”. Gartner
• Customer Relationship Mgt & MDM “CRM European Magic Quadrant”. Gartner
• E-Business “Where To Find Help For Interactive Design Projects In Europe, 2011”. Forrester
Unique expertise recognized globally by independant industry analysts
2

3. CRM @ Business & Decision
2010 Our track record with Neolane
Revenue 50.1M€ • Auchan • Groupe Lucien Barrière
• Caisse d'Epargne • MEDIATIS
• Carrefour • MMA
• Cdiscount • Mornay Services
• Club des Créateurs • PSA
de Beautés • Samsung
Our activity by regions • Crédit Agricole • Sephora
• Editions Francis • SNCF Voyages
Lefebvre • Société Générale
North • Equipe.fr • Thalys
America • Groupama • Ventesprivées.com
14% • Groupe Moniteur
Benelux
9%
Switzer- Our experiences in the consumer industries
France land 6%
55% • 3 Suisses • Piscines Desjoyaux
Other • Club des Créateurs • ETAM
EMEA 11% de Beauté • Seb
• Damart • Sephora
• Danone • Yoplait
UK 5% • Davigel • Yves Rocher

4. Our approach for Customer Experience Management
Marketing Social CRM
Lead Management CRM processes A relational Search marketing
Sales Mobile devices
based on a long- model with
Service Fullfiment …… …… Cross channel
Performance Mgt
lasting foundation customer paths that Self-service
ALERTER take all channels
Packaged BPM
software into consideration Feed back
management
EIM EIM
Search engine The use of IT Leverage robust
MDM MDM
Real Time innovations to ECM
and shared Data Quality
Marketing Dématérialisation
Augmented reality
improve sales repositories Rules Engine
Social CRM ……experience and ……
( customer, pro- Digital asset
repositories
M. Commerce efficiency duct, sites…)
Lead Management
Mobile CRM

5. Time is now for convergence
Focused on interactions
and conversations
Aiming at customer
experiences, satisfaction,
loyalty and advocacy
Focused on transactions
and business process
Aiming at enterprise
efficiency, revenue growth,
cost cutting…

6. Balancing Customer Experience With Marketing
Productivity Productivity : the Gartner marketing map
Customer experience
6

7. Leveraging social CRM to drive customer centric
journeys across the customer live cycle
Source : Fabio Cipriani

8. Enterprise social networks : how to align with your
CRM initiatives ?
Functional
scope
Linked Process
Ad hoc
With processes driven,
Target
Internal focus Inside-out Outside in

9. Example of Engagement scenario : from an « unknown » follower …
to a qualified contact … to a promoter
3 days
Incentive to join
the private
community -> get
Event : Opt In
Feedback
Your brand is quoted in and incentive
a social network to dialog Customer data consolidation
in the CRM system
Your
Business Benefits community.com
Development of customer loyalty
through value added services Engagement
Recency and frequency of contacts scenarios for
recency and Satisfaction
Real time monitoring of the voice of the survey
frequency
customer, ability to react very facts to
complaints or crisis
Comments on
Boosting of sales transformation rate web site
through recommendation and viral
marketing YourOnLineCatalog.com
Extended customer 360° view

10. Return to a wave of innovation at the root?
People Business
•Self service •Agile
•Personnalization •Transparent
•Social •Exception base
•Emotions and expérience •Real time
• Always on (connected)
Technologies Information
•Ubiquitous •Over-abundant
•Context sensitive •The engine, rather than the
•Elastic Marketing fuel
•Pay per use (Opex vs Capex) •Transparency and surveillance
•Exogens Need to •Gouvernance rather than
management
reconsider
legacy
processes and
information
technologies