O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

One Experience

1.120 visualizações

Publicada em

Idea: Instead of optimising sales, you should optimize buying and then harness the insight in optimizing sales strategy, service & offering innovations.

Customer Insight creation and planning tool for business development, marketing-, sales- and customer relationship strategy insights. Rapid access to competitive situation map: what can and should you do in order to create rapid sales conversion increase and how you can create next level of competitive advantage.

Publicada em: Negócios, Tecnologia
  • Seja o primeiro a comentar

One Experience

  1. 1. One Experience. Customer insight - cross channel behaviour, competitive advantage, innovation and relationship drivers TaivasOgilvyGroup
  2. 2. Keep your ears wide open. <ul><li>One Experiencen is about intensive listening. Customer reports his behaviour. He does not predict anything. </li></ul><ul><li>The emphasis is in the most interesting point of customer behaviour, purchase decision making dynamics. How customer behaves, why and what influence his behaviour. </li></ul>One Experience simplicity, 1
  3. 3. Whole journey in one clear view. <ul><li>Collecting and capturing data fragments result fractured insight. One Experience looks at the whole in order to define what is meaningful and what must be done </li></ul><ul><li>One Experience reveal </li></ul><ul><li>What is the customer journey like, how the customer moves further, which channels and reasons drive and influence him </li></ul><ul><li>How these drivers and behaviour change in segments </li></ul><ul><li>Why customer drops the brand, why he chooses something else over your brand </li></ul><ul><li>What dissappointments there are in the customer journey that you can fix. What weaknesses does your competitor have that you can address </li></ul><ul><li>How do you serve your customer in a way that it results increase in sales </li></ul><ul><li>The outcome of the study is customer insight that you can have a solid foundation on in order to increase competitive advantage </li></ul>One Experience simplicity, 2
  4. 4. Results in weeks, not months. <ul><li>One Experiences result result quick action in order to fix weaknesses and insight that enable long term planning, innovation and development </li></ul><ul><li>Week 1 - target group, booking, start insight interviews </li></ul><ul><li>week 2 - rest of the qualitative insight interviews and reporting </li></ul><ul><li>week 3 - finalize reporting and presentation of results </li></ul><ul><li>(Quantitative One Experience Audit +2-3 weeks all together) </li></ul><ul><li>The interviews are made by an experience planner that can simultaneously plan applications of the results for the quantitative Audit and recognize issues that need a deeper look </li></ul>One Experience simplicity, 3
  5. 5. Reporting: Purchase baths Qualitative Insight interviews are made in order to understand in depth the dynamics of the purchase behaviour, cstomer journey and decision making in order to adress right challenges in One Experience Audit These symbols illustrate events in the customer journey: X = Decision to buy = Channel malfunction: lose contact to the brand = Problem in the eyes of the customer = Brand is beeing dropped out
  6. 6. Reporting example: Male, 35y. Espoo, third kid to come shortly Skoda Octavia 2.0 FSI, own, Metroauto Ring III GROUP OF ALTERNATIVES Owns Volvo V40, leasing due soon and wants to buy an own car While the Volvo was in maintenance got to know with two models of Renault and Volvo V50 DECISION DELIVERY, POST PURCHSE ” campaigns were hard to find online, needed to follow print campaigns” Online was the central information source in browsing alternatives, manufacturer sites primary, retail sites secondary. ” Skoda as an alternative came from the backdoor, it was not an alternative originally - Skoda was found online. Web service defined the accessory packages with Skoda. ACTIVATION Hintahaarukka keskeinen alle 33 keur BROWSING CONFIGURING ” Citroen agreement online was weird: hidden and sliced in pieces” All necessary accessories packaged, price negotiation was fast and resulted good offer. i Best car delivery event ever. X Kept the car in store till january, got it registered to the right year Has recommended both brand and the store *)Primera Business package available for everyone online, but in store they tell it’s only for companies. Quarrel between salesman and customer. case: bisnespaketti* Testdrive, best salesman, knew most about the product, active. WOM from a friend dropped out testdrive, Bad salesman, dis not know the products Could not have a testdrive. was promised to get a new time. Never called back. Was first uneasy about two fixed price accessory packaged by Skoda Ring III metro was close, got the testdrive instantly ” difficult to find Skoda’s from a vast outlet” Source: OE development study 2006 Renault (2) Volvo V 50 Nissan Primera Citroen C 5 Toyota Avensis WV Passat ” Bilia experience was good and had a lot of alternatives” “ Way too small for a family with kids” Good product, use web to find out moresa Considered but new model was coming soon Price wit accessories Good prices and nice interior
  7. 7. Reporting - Insight <ul><li>Unique customer journeys </li></ul><ul><li>Customer’s list of alternatives </li></ul><ul><li>Customer behaviour dynamics outline in the category in question </li></ul><ul><li>Reasoning for choises in general in by brand: price, image, experiences.. </li></ul><ul><li>Brand’s strenghts and weaknesses </li></ul><ul><li>What moves people in general </li></ul><ul><li>How people behave and are beeing influence in a cross channel environment: how commercial and noncommercial influences effect </li></ul><ul><li>Channels and means, that support servicing and selling </li></ul><ul><li>Recommendation: What needs attention and how the Audit should be defined in order to quantify the insights found in quolitative interviews </li></ul>
  8. 8. Deeper and wider quantified insight - One Experience Audit - TaivasOgilvyGroup
  9. 9. Deeper and wider quantified insight <ul><li>Based on the qualitative interview customers are devided in segments and categories according to behaviour, motivation, relationship drivers or demographics. The insight interviews define what has most value </li></ul><ul><li>The questionary will be adjusted to address questions and issues that have to do with customer behaviour dynamics. Categories and segments enable easy access to data by the One Experience monitor </li></ul><ul><li>The decision making and influncing process definition is done according to insight interviews </li></ul><ul><li>Service and influence channels are defined accordingly </li></ul><ul><li>Adaptive user interface for respondents only ask them questions that are relevant in their behaviour pattern </li></ul><ul><li>The project pricing include one year tracking opportunity and access to the monitor 24/7 at http://www.oneexperience.com </li></ul>
  10. 10. Audit production <ul><li>The respondents will be invited by email or eg. print mail. in case the company has a customer database. Other means for sample sourcing are panels and eg. pop-up or banner on a site that has a good target profile. </li></ul><ul><li>The target group is customers who buy continuously in the category, have recently purchased the product in question or have recently declined the brand and purchased competing choice </li></ul><ul><li>Monitor reporting tool is based on the ideology of Cognos Business Intelligence software, in which the data is easily accessed at over all level and you can drill in to any peace of information that interests you by combining qualitative and quantitative data capture </li></ul><ul><li>All collected data can be downloaded and be analyzed with SPSS or other statistics analysis software or connect the collected data to existing CRM data </li></ul>
  11. 11. 1 2 <ul><li>Reason to activate </li></ul><ul><li>In general </li></ul><ul><li>to purchased brand </li></ul>3 4 5 2 3 Click cell - commercial reasons to activate Click cell - non-commercial reasons to activate 1 ACTIVATION 4 5 6 7 6 7 ! <ul><li>Same demographics, categories or motivational driver choices work in all monitor pages eg.: </li></ul><ul><li>Own&competing brands </li></ul><ul><li>Contextual behaviour </li></ul><ul><li>Product/service categories </li></ul><ul><li>Buying frequency </li></ul><ul><li>Motivational drivers/segments </li></ul>From interest to purchase process timeline Re- and new buyers > market change direction - direction of victories and losses by brand Most preferred brands inc. ”None” Brand alternatives as other options
  12. 12. 1 2 1 <ul><li>Project page > monitor </li></ul><ul><li>Channel usage is the main page </li></ul><ul><li>Standard vision show all brands and the results can be seen by choosing segments and categories. In the end of the row there is n=xx that show how many respondents belong to the chosen criteria </li></ul><ul><li>If you would like to see percentages to clarify usage choose bottom right corner ”show percentages” </li></ul>2 <ul><li>Each cell is ”live” </li></ul><ul><li>click chosen cell and it opens and shows all sub-channel informatio in an extra screen </li></ul><ul><li>above first colomn is channel, next total usage of all repondents, green - positive experiences, grey - neutral experiences and red - negative experiences </li></ul><ul><li>All result in both ends ask for more information and the reason for positive or negative feedback is reported below in text with colour singnaling experience type </li></ul>3 4 3 4 Channel weight - percentage of channel usage compared to all channels Point usage - how many people did certain point of interaction > brand comparison, configure offering or price hunting, specific incentive to purchase.. CHANNEL USAGE
  13. 13. 1 2 Same demographics, categories and segment choices work in all monitor pages 3 4 5 6 ! 1 2 3 5 POST PURCHASE Change from original preference to won, kept and lost customers. Conversion effect by brand Second best - list of brand who were second best compared to chosen brand. Which brands are the closest competitors Reasons for buying reasong for not buying the second best decision to not buy certain brand. => How to compete with brand in general and the most competitive companies. What needs to be fixed in order to increase sales conversion 4 6 Click cell - percentages and open responses for purchase or choice not to buy Recommendations - direction of WOM, how viral result brand is, how happy customers are after all How would customers rate customer experience and why Click cell - open reasoning for recommending or not to recommend
  14. 14. 1 1 Each cell indicate how many people had problems at certain stage and in certain channel PROBLEMS 2 1 2 3 3 Click cell - open comments and reasoning for problems Drop rate - when customers dropped certain brand from their shortlist, when they dropped the brand in question - indicate the point of losing customers. Eg. in test study for preference of salesmen in the deciding phase resulted +50% sales for certain brand and similar los for all competitors. 3 Combination of droprate, points of losing customers and reasoning why they were lost offer a direct input: ” What should you do now”
  15. 15. Reporting <ul><li>The project includes one reporting round and you will have an access to the monitor 24/7 when ever you like. </li></ul><ul><li>The results will be presented as insights: based on the results what has meaning, why and what you can do about it </li></ul><ul><li>Each country will have an own report and the countries will be cross analyzed > how do countries business, customer experience and behaviour differ from other countries </li></ul><ul><li>Each country will have own monitor reporting & questionaire in order to make it possible that eg. retail stores, local brands and different operational models can be looked in to in detail </li></ul><ul><li>Each country study will be made in local language and reporting will be done in english </li></ul>
  16. 16. Benefits <ul><li>Clear understanding of what customers are buying </li></ul><ul><li>What is brands role in customers consumption, share of mind, preference and competitive status and how it turns out in sales conversion (behaviour dynamics) </li></ul><ul><li>What drives people and how you can address them </li></ul><ul><li>How categories differ > applications eg. product and service innovation, new business targeting, communications targeting & approach, where customers are lost </li></ul><ul><li>Why customer buy and don’t buy the brand </li></ul><ul><li>What disappointments they have with the brand and competitors </li></ul><ul><li>All in all: What explains sales success or losses and what you can do about it </li></ul>
  17. 17. Master the purchase journey across channels. One Experience® a planning tool for global distribution. The core concept has been developed with Jarmo Suominen (Professor for mass customisation, MIT/UIAH) There has allready been more than 40 studies and international distribution is done in co-operaton with WPP agencies, Ogilvy and JWT/RMG Connectin. The methodology has been evaluated as highly effective and competitive globally
  18. 18. Team contacts: Toni Keskinen One Experience planning director Taivas Business Design +358 50 5522276 Helsinki, Finland http://www.linkedin.com/in/tonikeskinen Kirsti Lehmusto COO One Experience +358 50 3594556 Helsinki, Finland [email_address] TaivasOgilvyGroup Maiju Nöyränen Research Analyst, psychologist Kuulas MillwardBrown +358 50 4107929 Helsinki, Finland http://www.linkedin.com/in/maijuleena