Would you like to know what is design human's behavior? What kind of methods do we use to build buziness-model for manage customer experience? What do get from cooperation with us? It's all about in our presentation.
Actionable Data Analytics Customer Experience Transformation 2015marketinglbcg
Transforming Data Into Successful Decisions: Providing Practical Examples Of Brands Leveraging Data Analytics To Go From Insights, To Strategy, To Action
What are the components of an excellent sales enablement process that evolves the sales function into a much larger contributor to the strategic growth of an organization? This presentation will answer this effectively.
Digital Collaboration between Retailers-ManufacturersAnthony Levesanos
1) The document discusses obstacles that hinder effective digital collaboration between retailers and manufacturers, such as divergent agendas, lack of trusted data, information asymmetry, and shallow customer knowledge.
2) It proposes a collaboration framework to overcome these obstacles, including agreeing on strategic objectives and priorities, sharing a common set of data and metrics, using data-driven insights, and establishing time-bound and balanced metrics.
3) The framework emphasizes starting with deep customer understanding, optimizing supply chains, and monitoring execution and results through a shared analytics platform and coordinated processes.
GfM Research Series: Successful Marketing in a Digital WorldChristoph Spengler
How can we control and target our marketing
during the digital transformation based on a firm
foundation for planning and decision-making?
Traditional methods and measurement tools run up
against their limits when trying to create a comprehensive
picture of customer behavior in a multichannel
world. At most they only show a small slice
of reality – and they are unable to capture very much
of new developments. Questions like: “What touchpoints
do customers really use?” and “How important
are these?”, remain unanswered.
Measurable and comparable touchpoint
management helps managers maintain an
overview and take decisions faster.
Successful Marketing in a Digital World - GfM Research SeriesChristoph Spengler
GfM Research Series: Successful Marketing in a Digital World
If they want to offer customers a consistent, brandtypical experience and excellent service in future, successful companies will have to restructure every area of market development: marketing, sales and communication.
"Not Perfect Omnichannel" by Volodymyr Getmanskyi, Head of Data Science Office at ELEKS.
Omnichannel as a retail approach appears not so long ago and now occupies a prominent place among other methods to sales channels understanding and their efficiency improving, along with pricing-demand optimization and marketing approaches (8P, etc.). We’ll go through omnichannel optimization for multichannel retail, provide an example of analysis and some tips for cohort, promotion etc. modelling.
Customer intelligence services provide advanced analytical solutions to develop targeted customer strategies. They use internal and external data with structured and unstructured content as inputs to generate outputs like accelerated growth, risk mitigation, and cost reduction. Customer intelligence helps businesses better understand their customers through insights from customer demographics, transactions, surveys, and more. This enhances the customer experience, increases revenue through acquisition and retention, and reduces costs.
The slides refers various modes and methods for business planning, organisation, and idea implementation along with the management of strategic behaviors.
Actionable Data Analytics Customer Experience Transformation 2015marketinglbcg
Transforming Data Into Successful Decisions: Providing Practical Examples Of Brands Leveraging Data Analytics To Go From Insights, To Strategy, To Action
What are the components of an excellent sales enablement process that evolves the sales function into a much larger contributor to the strategic growth of an organization? This presentation will answer this effectively.
Digital Collaboration between Retailers-ManufacturersAnthony Levesanos
1) The document discusses obstacles that hinder effective digital collaboration between retailers and manufacturers, such as divergent agendas, lack of trusted data, information asymmetry, and shallow customer knowledge.
2) It proposes a collaboration framework to overcome these obstacles, including agreeing on strategic objectives and priorities, sharing a common set of data and metrics, using data-driven insights, and establishing time-bound and balanced metrics.
3) The framework emphasizes starting with deep customer understanding, optimizing supply chains, and monitoring execution and results through a shared analytics platform and coordinated processes.
GfM Research Series: Successful Marketing in a Digital WorldChristoph Spengler
How can we control and target our marketing
during the digital transformation based on a firm
foundation for planning and decision-making?
Traditional methods and measurement tools run up
against their limits when trying to create a comprehensive
picture of customer behavior in a multichannel
world. At most they only show a small slice
of reality – and they are unable to capture very much
of new developments. Questions like: “What touchpoints
do customers really use?” and “How important
are these?”, remain unanswered.
Measurable and comparable touchpoint
management helps managers maintain an
overview and take decisions faster.
Successful Marketing in a Digital World - GfM Research SeriesChristoph Spengler
GfM Research Series: Successful Marketing in a Digital World
If they want to offer customers a consistent, brandtypical experience and excellent service in future, successful companies will have to restructure every area of market development: marketing, sales and communication.
"Not Perfect Omnichannel" by Volodymyr Getmanskyi, Head of Data Science Office at ELEKS.
Omnichannel as a retail approach appears not so long ago and now occupies a prominent place among other methods to sales channels understanding and their efficiency improving, along with pricing-demand optimization and marketing approaches (8P, etc.). We’ll go through omnichannel optimization for multichannel retail, provide an example of analysis and some tips for cohort, promotion etc. modelling.
Customer intelligence services provide advanced analytical solutions to develop targeted customer strategies. They use internal and external data with structured and unstructured content as inputs to generate outputs like accelerated growth, risk mitigation, and cost reduction. Customer intelligence helps businesses better understand their customers through insights from customer demographics, transactions, surveys, and more. This enhances the customer experience, increases revenue through acquisition and retention, and reduces costs.
The slides refers various modes and methods for business planning, organisation, and idea implementation along with the management of strategic behaviors.
4 must have ecommerce capabilities for modern b2 b sellingMarketingTrips
This document discusses the need for B2B companies to replace legacy ecommerce systems with modern solutions that provide key capabilities like self-service account management, order management, buying experience, and product content experience. It provides examples of how these capabilities can help streamline processes for both customers and sales teams. The document recommends that companies looking to replace their systems consider these capabilities and lays out best practices for successful B2B ecommerce implementations.
The document provides an overview of key marketing concepts and tools, outlining perspectives like the marketing orientation in companies, the marketing triangle showing the relationship between a company, employees, and customers, and models of marketing systems. It also describes aspects of marketing like the marketing mix, objectives and strategies for market segmentation, and an analysis of the internal and external environment through tools such as SWOT analysis.
This document discusses the transformation of marketing roles to focus on revenue generation. It notes that roughly 50% of B2B marketers now have direct revenue accountability. Marketers are engaging prospects earlier in the buying process and staying involved through sales and after. As their role changes, marketers need new metrics to demonstrate business impact, moving from measuring activities to measuring revenue results. The document provides examples of key revenue metrics and outlines challenges in accurately calculating marketing ROI across the entire customer lifecycle. It emphasizes the importance of alignment between marketing, sales, finance, and IT to define common definitions, processes, and key performance indicators tied to revenue.
Lecture on Marketing Strategy for the course CE 405 by Dr. Raquibul Hossainnazifa tabassum
These slides give an insight on marketing and the different strategies for successful marketing as a part of the course CE 405 (Business and Career Development).
This document summarizes a white paper about using web content management systems to deliver tangible ROI from marketing investments through strategic emarketing. It discusses how emarketing should drive sales and prove its impact through measurement and quantification. Effective emarketing requires focusing on content consistency to manage the brand, usability and context for the customer experience, and measurement and analysis to demonstrate ROI. Web content management systems can serve as powerful emarketing platforms by enabling single-sourced content, search engine optimization beyond paid ads, and web analytics to understand what works. Case studies show how documenting emarketing requirements and implementing a WCM-driven solution can achieve tangible results, especially for small to medium businesses.
FashionPeddler.com is an online fashion trade show platform that aims to revolutionize the industry by allowing buyers and sellers to connect online. The marketing audit identifies opportunities to increase brand awareness of FashionPeddler.com's value as a cheaper alternative to physical trade shows. A marketing communications strategy is proposed that targets independent fashion designers and retail buyers through search engine optimization, paid digital advertising, email marketing, and social media over a 6 month period with a $50,000 budget.
The document outlines the seven steps of an e-marketing plan:
1. Situation analysis involves reviewing environmental factors and conducting a SWOT analysis.
2. E-marketing strategic planning uncovers opportunities to formulate objectives and determine strategies through analyses.
3. Objectives specify tasks, measurable quantities, and timeframes to increase metrics like sales, market share, and customer relationships.
4. E-marketing strategies relate to the marketing mix and relationships to achieve objectives.
5. The implementation plan details tactics from the marketing mix and relationships to accomplish objectives.
6. The budget identifies expected returns to calculate costs, benefits, and ROI for marketing investments.
7. The evaluation plan establishes tracking systems to continuously
The document outlines the key steps in developing an effective e-marketing plan, including conducting a situation analysis, identifying target stakeholders, setting objectives, designing marketing mix strategies, developing an action plan, budget, and evaluation plan. It emphasizes the importance of a thorough planning process and having measurable objectives to guide implementation and assess performance.
Customer Experience Management: Role and applications in the banking industryMiguel Villanueva
The document discusses customer experience management in the banking industry. It notes that digital adoption is changing customer behavior and banks are examining customer relationships across their lifecycles. Effective customer experience programs address understanding customer needs, matching needs to offers and channels, leveraging analytics to maximize growth, and managing segments across lifecycles. A comprehensive program involves customer segmentation, journey mapping, experience metrics, governance structure, analytics dashboards, and action planning to improve touchpoints.
November 2016
Digital customer experience is a river formed out of many streams, all equally important. This presentation is an overview of all the elements that go into building a successful digital customer experience, illuminated with case examples.
The document discusses customer relationship management (CRM) and the importance of differentiating customers. It notes that research has shown 20% of customers account for over 200% of profits, while the other 80% account for losses. Effective CRM involves establishing long-term, personalized relationships with carefully targeted customers to maximize their lifetime value. Key aspects of CRM include maintaining customer databases, offering customized products and services, prioritizing high-value customers, and measuring customer loyalty and share of wallet over time. The benefits of CRM include increased sales, better customer retention, and improved financial performance.
Marketing teams are increasingly becoming the cross-functional glue that leads customer experience initiatives across organizations. High-performing marketers are more likely to collaborate and share goals/metrics with teams like sales, advertising, commerce, and customer service. These integrated efforts are helping marketers engage customers in real-time across channels and drive cohesive experiences throughout the entire customer journey. However, many marketers still face challenges in unifying data and technologies across departments to fully realize their personalization capabilities.
Protecting Margins and Creating Value in TelecomLightwell
In 2010, Communications, Media, and Entertainment (CME) businesses are becoming more confident in their revenue potential with most companies feeling the recession is behind them or nearly halfway over. To prepare for spending growth, many CME businesses plan to increase their focus on sales strategies with a keen focus on improving customer collaboration as a top priority.
However, improving customer collaboration, especially in business-to- business (B2B) selling and order scenarios, is difficult to achieve due to product portfolio and selling/ordering process complexity. Within the CME marketplace, companies are offering customers a rich array of options including products and services via multiple channels. This is good news for customers, who demand freedom of choice and ease of use. But it makes selling and order management a complex task for CME companies, which are looking to optimise these processes to increase sales performance.
Blue print consulting - Lets multiply 10xPiyush Sood
This document provides information about a market research and analytics company called Blue Print Analytics. It includes:
- Blue Print Analytics has over 70 employees with experience conducting over 400 engagements in 50 countries and 20 languages.
- They provide high-quality market research, data-driven analytics, market landscaping, competitor benchmarking, and niche market research for clients in consumer packaged goods, retail, and other industries.
- Their strengths include networks of local research agencies, databases of customer profiles, and understanding of local geographies to plan effective research.
The document outlines an e-marketing plan and discusses its key components. It describes the three main steps in the e-marketing planning process as plan creation, implementation, and evaluation/corrective action. It then details the seven key elements that should be included in an e-marketing plan: situation analysis, strategic planning, objectives, strategy, implementation plan, budget, and a plan for evaluating success. Finally, it addresses some common questions about e-marketing plans, including why evaluation is important, how budgets are used, and why entrepreneurs need formal venture capital plans rather than informal napkin plans.
Marketing Performance @ The House Of MarketingXavier Clabots
The document discusses measuring and improving marketing performance. It highlights key challenges that companies face in this area such as aligning metrics with business objectives, balancing brand building and sales, calculating marketing ROI, accessing the right data, and setting up the right organizational capabilities. The House of Marketing approaches these challenges through gap analysis, strategic modeling, quantifying return on marketing investments, and defining performance metrics to monitor results. Their approach combines holistic marketing views with quantitative analysis to link performance to objectives and select meaningful metrics.
Mks cracking the code on winning e-marketing organizaitonwangcheng556688
This document discusses strategies for successful e-marketing organizations based on a study of high-performing vs low-performing companies. The top strategies used by high performers are: 1) Establishing customer-centric organizational structures organized around the customer lifecycle with segment and lifecycle managers; 2) Implementing marketing campaigns based on measuring customer-level ROI and adjusting campaigns quickly based on results; 3) Developing new marketing skill sets such as specialists in e-marketing. These approaches help high performers focus marketing investments efficiently and optimize campaigns rapidly to drive better performance.
Marketing and CRM are shifting from classic campaign management to an engagement-focused initiative, making it a multi-touchpoint and cross-functional challenge. Learn how to become super-efficient and generate engagement uplifts north of 100% with Nexus' Managing Director Nils Weber.
Today’s B2B landscape is facing a paradigm shift from business to business to human to human, leading to 5 key challenges for businesses to overcome. Vivaldi brand-building experts share winning approaches to tackle these challenges to unlock growth opportunities. If you're interested in learning more, please contact us at: hello[at]vivaldigroup.com
4 must have ecommerce capabilities for modern b2 b sellingMarketingTrips
This document discusses the need for B2B companies to replace legacy ecommerce systems with modern solutions that provide key capabilities like self-service account management, order management, buying experience, and product content experience. It provides examples of how these capabilities can help streamline processes for both customers and sales teams. The document recommends that companies looking to replace their systems consider these capabilities and lays out best practices for successful B2B ecommerce implementations.
The document provides an overview of key marketing concepts and tools, outlining perspectives like the marketing orientation in companies, the marketing triangle showing the relationship between a company, employees, and customers, and models of marketing systems. It also describes aspects of marketing like the marketing mix, objectives and strategies for market segmentation, and an analysis of the internal and external environment through tools such as SWOT analysis.
This document discusses the transformation of marketing roles to focus on revenue generation. It notes that roughly 50% of B2B marketers now have direct revenue accountability. Marketers are engaging prospects earlier in the buying process and staying involved through sales and after. As their role changes, marketers need new metrics to demonstrate business impact, moving from measuring activities to measuring revenue results. The document provides examples of key revenue metrics and outlines challenges in accurately calculating marketing ROI across the entire customer lifecycle. It emphasizes the importance of alignment between marketing, sales, finance, and IT to define common definitions, processes, and key performance indicators tied to revenue.
Lecture on Marketing Strategy for the course CE 405 by Dr. Raquibul Hossainnazifa tabassum
These slides give an insight on marketing and the different strategies for successful marketing as a part of the course CE 405 (Business and Career Development).
This document summarizes a white paper about using web content management systems to deliver tangible ROI from marketing investments through strategic emarketing. It discusses how emarketing should drive sales and prove its impact through measurement and quantification. Effective emarketing requires focusing on content consistency to manage the brand, usability and context for the customer experience, and measurement and analysis to demonstrate ROI. Web content management systems can serve as powerful emarketing platforms by enabling single-sourced content, search engine optimization beyond paid ads, and web analytics to understand what works. Case studies show how documenting emarketing requirements and implementing a WCM-driven solution can achieve tangible results, especially for small to medium businesses.
FashionPeddler.com is an online fashion trade show platform that aims to revolutionize the industry by allowing buyers and sellers to connect online. The marketing audit identifies opportunities to increase brand awareness of FashionPeddler.com's value as a cheaper alternative to physical trade shows. A marketing communications strategy is proposed that targets independent fashion designers and retail buyers through search engine optimization, paid digital advertising, email marketing, and social media over a 6 month period with a $50,000 budget.
The document outlines the seven steps of an e-marketing plan:
1. Situation analysis involves reviewing environmental factors and conducting a SWOT analysis.
2. E-marketing strategic planning uncovers opportunities to formulate objectives and determine strategies through analyses.
3. Objectives specify tasks, measurable quantities, and timeframes to increase metrics like sales, market share, and customer relationships.
4. E-marketing strategies relate to the marketing mix and relationships to achieve objectives.
5. The implementation plan details tactics from the marketing mix and relationships to accomplish objectives.
6. The budget identifies expected returns to calculate costs, benefits, and ROI for marketing investments.
7. The evaluation plan establishes tracking systems to continuously
The document outlines the key steps in developing an effective e-marketing plan, including conducting a situation analysis, identifying target stakeholders, setting objectives, designing marketing mix strategies, developing an action plan, budget, and evaluation plan. It emphasizes the importance of a thorough planning process and having measurable objectives to guide implementation and assess performance.
Customer Experience Management: Role and applications in the banking industryMiguel Villanueva
The document discusses customer experience management in the banking industry. It notes that digital adoption is changing customer behavior and banks are examining customer relationships across their lifecycles. Effective customer experience programs address understanding customer needs, matching needs to offers and channels, leveraging analytics to maximize growth, and managing segments across lifecycles. A comprehensive program involves customer segmentation, journey mapping, experience metrics, governance structure, analytics dashboards, and action planning to improve touchpoints.
November 2016
Digital customer experience is a river formed out of many streams, all equally important. This presentation is an overview of all the elements that go into building a successful digital customer experience, illuminated with case examples.
The document discusses customer relationship management (CRM) and the importance of differentiating customers. It notes that research has shown 20% of customers account for over 200% of profits, while the other 80% account for losses. Effective CRM involves establishing long-term, personalized relationships with carefully targeted customers to maximize their lifetime value. Key aspects of CRM include maintaining customer databases, offering customized products and services, prioritizing high-value customers, and measuring customer loyalty and share of wallet over time. The benefits of CRM include increased sales, better customer retention, and improved financial performance.
Marketing teams are increasingly becoming the cross-functional glue that leads customer experience initiatives across organizations. High-performing marketers are more likely to collaborate and share goals/metrics with teams like sales, advertising, commerce, and customer service. These integrated efforts are helping marketers engage customers in real-time across channels and drive cohesive experiences throughout the entire customer journey. However, many marketers still face challenges in unifying data and technologies across departments to fully realize their personalization capabilities.
Protecting Margins and Creating Value in TelecomLightwell
In 2010, Communications, Media, and Entertainment (CME) businesses are becoming more confident in their revenue potential with most companies feeling the recession is behind them or nearly halfway over. To prepare for spending growth, many CME businesses plan to increase their focus on sales strategies with a keen focus on improving customer collaboration as a top priority.
However, improving customer collaboration, especially in business-to- business (B2B) selling and order scenarios, is difficult to achieve due to product portfolio and selling/ordering process complexity. Within the CME marketplace, companies are offering customers a rich array of options including products and services via multiple channels. This is good news for customers, who demand freedom of choice and ease of use. But it makes selling and order management a complex task for CME companies, which are looking to optimise these processes to increase sales performance.
Blue print consulting - Lets multiply 10xPiyush Sood
This document provides information about a market research and analytics company called Blue Print Analytics. It includes:
- Blue Print Analytics has over 70 employees with experience conducting over 400 engagements in 50 countries and 20 languages.
- They provide high-quality market research, data-driven analytics, market landscaping, competitor benchmarking, and niche market research for clients in consumer packaged goods, retail, and other industries.
- Their strengths include networks of local research agencies, databases of customer profiles, and understanding of local geographies to plan effective research.
The document outlines an e-marketing plan and discusses its key components. It describes the three main steps in the e-marketing planning process as plan creation, implementation, and evaluation/corrective action. It then details the seven key elements that should be included in an e-marketing plan: situation analysis, strategic planning, objectives, strategy, implementation plan, budget, and a plan for evaluating success. Finally, it addresses some common questions about e-marketing plans, including why evaluation is important, how budgets are used, and why entrepreneurs need formal venture capital plans rather than informal napkin plans.
Marketing Performance @ The House Of MarketingXavier Clabots
The document discusses measuring and improving marketing performance. It highlights key challenges that companies face in this area such as aligning metrics with business objectives, balancing brand building and sales, calculating marketing ROI, accessing the right data, and setting up the right organizational capabilities. The House of Marketing approaches these challenges through gap analysis, strategic modeling, quantifying return on marketing investments, and defining performance metrics to monitor results. Their approach combines holistic marketing views with quantitative analysis to link performance to objectives and select meaningful metrics.
Mks cracking the code on winning e-marketing organizaitonwangcheng556688
This document discusses strategies for successful e-marketing organizations based on a study of high-performing vs low-performing companies. The top strategies used by high performers are: 1) Establishing customer-centric organizational structures organized around the customer lifecycle with segment and lifecycle managers; 2) Implementing marketing campaigns based on measuring customer-level ROI and adjusting campaigns quickly based on results; 3) Developing new marketing skill sets such as specialists in e-marketing. These approaches help high performers focus marketing investments efficiently and optimize campaigns rapidly to drive better performance.
Marketing and CRM are shifting from classic campaign management to an engagement-focused initiative, making it a multi-touchpoint and cross-functional challenge. Learn how to become super-efficient and generate engagement uplifts north of 100% with Nexus' Managing Director Nils Weber.
Today’s B2B landscape is facing a paradigm shift from business to business to human to human, leading to 5 key challenges for businesses to overcome. Vivaldi brand-building experts share winning approaches to tackle these challenges to unlock growth opportunities. If you're interested in learning more, please contact us at: hello[at]vivaldigroup.com
This document contains a proposal for a sales enablement action plan with goals, objectives, recommendations, deliverables, and services. The goals are to improve sales methodologies and processes, attract and retain customers, and leverage sales technologies. Objectives include gaining customer insights, aligning marketing/sales metrics, and providing a consistent customer experience. Recommendations apply science to talent acquisition, drive outcomes from sales technologies, strengthen processes, and improve the customer experience. Deliverables are to identify solutions, create a playbook, launch initiatives, and measure results. Case studies provide examples of winning bids by understanding customer needs.
The CRM process is defined as any group of actions instrumental in achieving the output of an operation system according to a specified effectiveness measure. The objective is to create a powerful new tool for customer retention. The CRM implementation and success depends on the process, which includes features, revenue, customer value, retention, acquisition, and profitability. A closed loop CRM process involves gathering customer data, aggregating it, creating data warehouses for analysis, executing marketing strategies, and capturing customer responses for ongoing refinement. An effective process planning necessitates understanding customers, competition, markets, growth, and technological innovation.
Sales, Marketing & Service Optimization: Strategies for Accelerating GrowthCognizant
The document discusses strategies for accelerating revenue growth through sales, marketing, and service optimization. It argues that while technology has enabled cost savings, companies must now focus on top-line growth. A holistic approach is needed that considers customer relevance, sales effectiveness, marketing effectiveness, and service effectiveness. Implementing the right digital systems can guide professionals towards behaviors and processes that generate disruptive revenue growth, but companies must first understand their strategic objectives and performance issues. The document provides examples of how optimizing these areas through the right technologies has helped companies increase revenue.
1) The document discusses how financial services organizations need to shift from process-centric to customer-centric digital strategies to keep up with trends, like new digital-only competitors.
2) It recommends that banks design digital strategies thinking like a non-profit organization, where the goal is customer value over profits.
3) A framework is provided that involves defining goals, understanding customer trends, analyzing their implications, prioritizing initiatives based on customer delight over costs, assessing digital maturity, designing customer journeys, and aligning IT and operations to holistically focus on the customer experience.
Empowering retention strategiesin the age of the customer
This white paper addresses:
– Why measurement programs need to change
– Six proven steps for a successful measurement program
– Using customer intelligence to predict and drive change
The CRM process aims to create a powerful tool for customer retention. It depends on factors like future revenue, customer value, retention, acquisition, and profitability. The goals are retaining loyal customers, acquiring new customers, increasing individual customer margins by offering the right products at the right time. An effective closed-loop CRM process involves gathering customer data, aggregating it, creating exploration warehouses for analysis, executing strategies through campaigns, and capturing customer responses to refine the process. Necessities for an effective process include creatively translating business priorities into CRM investment priorities and continually refining based on key areas like customers, competition, market, growth, and technology innovation.
Marketing strategy is different from marketing tactics. You have to know where you want to go and you have to know what it looks like when you get there. Market research and analysis plays a vital roll in marketing strategy. The information collected aids in making the correct product, competitive, and pricing decisions while minimizing your risk of expensive incorrect decisions.
The document describes the services of Asif Digital, a strategy and analytics consulting firm led by Asif Hameed, who has 20 years of experience helping businesses digitally transform through developing strategic plans, delivering value through digitalization, and optimizing customer engagement using data science and machine learning. Asif Digital assists clients across industries with initiatives like maximizing customer lifetime value, reducing churn, generating new leads, and developing digital products and services.
The document discusses strategies for banks to transition from traditional banking to diversified financial services companies. It outlines goals such as increasing revenue from fee-based products, cross-selling to existing customers, and providing consistent service across channels. The balanced scorecard approach is presented as a way to align business units, link strategy to performance management, and clarify roles. A case study of a bank that implemented the balanced scorecard is described.
Dr Dave Chaffey explains the success factors for creating a digital strategy using the latest examples and research from a range of industries. Omnichannel is relevant to all sectors' and includes examples form sectors including Brands, manufacturers, retail, healthcare, FS and B2B.
The document discusses customer relationship management (CRM) processes. It defines CRM processes as groups of actions that help achieve operational goals effectively. The main goals of CRM processes are to retain customers, simplify marketing and sales, improve customer service, acquire new customers, and increase revenue. CRM processes provide benefits like retaining profitable customers, acquiring the right customers to drive growth, and increasing individual customer profits. The document then examines specific CRM processes in more detail.
Datamatics implemented its proprietary i-CARS framework to help a large enterprise software client address challenges of increasing sales in existing markets, tapping new markets, and generating more qualified sales leads. The solution involved defining buyer personas, designing a pilot program, and implementing a full program with dedicated demand generation teams. Key results included a 47% increase in new product sales, 50% reduction in sales cycle, and 45% ROI from regular campaign calibration.
This document discusses omnichannel retail trends in e-commerce marketing. It defines omnichannel retail as pursuing a seamless retail experience for customers across digital and physical channels. Key points include measuring cross-device shopping behavior, ensuring consistent branding and experiences across channels, and assessing the offline impact of online ad spend using tools from Google and Facebook. A case study of Clinique is provided that shows how measuring offline store sales through optimized Facebook ads led to a 22% increase in online sales and 7% increase in offline sales.
The document discusses strategies for revenue growth in the banking sector. It summarizes findings from a PwC CEO survey that banks have mixed views on industry prospects and are focusing on transforming business models and simpler products. It also outlines PwC's revenue growth proposition to help banks address internal questions around business transformation and maximizing customer value, as well as external questions around market share growth and increasing fee-based income.
W a y n e X - N e o b a n k i n g
- T h e E x p a n s i o n
F i n E Q
P r e s e n t s
A. Phase I Analysis B. Phase II Analysis C. Go-To-Market
W e a r e h e r e
To-be
TOM
Evolved
Ecosystem
Customer
Strategies
Financial
Projections
Inroads to
the Future
Synergies
Derived
Executive
Summary
Target
Evaluation
Contents
01 EXECUTIVE SUMMARY
INROADS TO THE FUTURE 02
03 TARGET OPERATING MODEL
CUSTOMER STRATEGIES 04
05 ACQ. TARGET EVALUATION
SYNERGIES DERIVED 06
07 EVOLVED ECOSYSTEM
FINANCIAL PROJECTIONS 08
W a y n e X
T r u s t w o r t h y B a n k i n g
To-be
TOM
Evolved
Ecosystem
Customer
Strategies
Financial
Projections
Inroads to
the Future
Synergies
Derived
Executive
Summary
Target
Evaluation
Supporting Annexure Slide
Executive Summary
Roadmap to Neo-Banking
Envisioned a 3-year action plan for
WayneX to successfully enter the market
and launch new products
Target operating model
Arrived at the to-be organizational
structure considering emerging focus
areas, TOM approach & design principles
Focused customer strategy
In-depth consumer profiling to understand
needs; customized acquisition, engagement,
retention for sustained customer value
Formulating dEpth framework
Synthesized a multi-dimensional framework
taking into account all M&A parameters,
weighted by their importance & effect
Assessment of targets
Evaluated all five targets across the
dEpth parameters & narrowed down on
preferred target objectively
Deal valuation & execution
Used multiple valuation techniques to
compute the fair value of targets &
substantiate the investment decision
Leveraging the synergies
Identified the potential synergies &
established the success pillars of
the entire execution process
Building the ecosystem
Evolution of the WayneX ecosystem to include full suite of services, fulfilling company objective & turning profitable
WayneX can inorganically expand into Neo-banking through the acquisition of NeoKhata & establish itself as an all-in-one E-commerce plus fintech player
Following is a brief overview for setting up the WayneX Neobanking business in India:
WayneX Key Objectives: Top line growth Strategic Acquisition Technological Capability Socio-Economic Growth Path to profitability
To-be
TOM
Evolved
Ecosystem
Customer
Strategies
Financial
Projections
Inroads to
the Future
Synergies
Derived
Executive
Summary
Target
Evaluation
Acquisition of target, Integration of
services & Launch
Penetrate the market; acquire
capabilities, customers, technology
Sustain customer value; Innovate,
Grow & Expand
Acquisition
of NeoKhata
Development
of integrated
offering
Marketing
push &
launch
Realize synergies from
acquisition & form a vision
for neo-banking
Combine NeoKhata value
proposition into the WayneX
ecosystem to enhance value
Onboard NeoKhata customers
to WayneX & push adoption
among existing user base
Actively engage with customer groups to build a long-lasting relationship
Invest resources to build tech superiority relative to in
The document discusses various aspects of services marketing such as understanding the importance of services, being customer-oriented, building operational plans, raising awareness of quantitative insights, evaluating required skills and levers. It also covers topics like the definition of services marketing, investments in marketing, funnel analysis, developing a marketing plan, building customer loyalty, organizing the marketing department, call center management, and sales pitches. The overall document provides an overview of important concepts in services marketing.
Semelhante a Russian Behavioral Unit. Who we are? (20)
Платформа для продвижения цифровых продуктов в оффлайн дистрибуции. Знакомьт...Arsen Dallan
Не налажена система коммуникаций в дистрибуции? Мотивация игнорируется, кажется необязательной? Продавцы не знают кому и как продавать продукт?
Знакомо?
Тогда, загляните к нам. Мы расскажем и поможем Вам решить все проблемы. Подробности в нашей публикации.
В чем отличия Консалтех от обычного консалтинга? Какие продукты входят в Консалтех? Какие задачи решаются?
Ответы на эти и другие вопросы Вы найдете в нашей публикации.
Хотите узнать что такое дизайн поведения человека? Какие методы мы используем для построения бизнес-модели управление клиентским опытом? Что вы получите от сотрудничества с нами? Подробная информация в нашей презентации.
Российская модель человекоцентричности. RBU.Arsen Dallan
Где применяется дизайн управления? Для чего нужен человекоцентричный подход? Как перейти от продуктовой модели управления на управление опытом? Этапы создания управления клиентским опытом в компании? Об этом и многом другом в нашей публикации.
“Умом Россию не понять.
А с Behavioral economics – можно?”
Что такое СХ дизайн? Для чего он нужен? Какую выгоду может получить компания, используя дизайн поведения? Примеры применения на практике? Ответы на эти и другие вопросы в нашей презентации.
Изучение процесса принятия решений методом design thinking (дизайн мышления) для оптимизации value proposition под контекст и эмоциональное состояния пользователя.
Продукт/ опыт клиента/ коммуникации
Курс "поведенческая экономика в компании" Arsen Dallan
Executive MBA РАНХиГС + Бельгийская школа бизнеса
автор Арсен Даллакян
ведущий консультант потребительского и массового поведения в РФ
ознакомительный бесплатный фрагмент
Конференция от The Retail Finance.
«МАРКЕТИНГ В РОЗНИЧНОМ БАНКЕ. ТЕПЛО НАШИХ ТЕЛ»
Доклад: «Ложные инсайты»
Тезисы выступления:
• Бигдата не дает ответов о мотивах поведения.
Потребительские исследования не всегда дают верных инсайтов о мотивах , потому что они акцентируются на рациональной части поведения: предпочтения, ценности, убеждения, а человек условно рационален, то есть его поведение во много обусловлено внутренней и внешней средой, которую человек не всегда осознает и может сказать о ней в опросах и тд. На помощь приходит карта процесса принятия решений, методику которой разработал я.
Клиентоцентричная трансформация компании по принципам поведенческой экономикиArsen Dallan
www.arsendallan.com/ru
Все компании стремятся поставить во главу угла клиента, его потребности, ценности, убеждения.
Но это не помогает в решении важнейших бизнес-проблем:
- Часто потребительские исследования не релевантны
- Лояльность все меньше влияет на принятие решений о покупке
- Низкая эффективность Big Data в креативе, коммуникациях или
продуктовых инсайтах
- Низкая кроссфункциональная эффективность
Почему?
Потому что люди условно рациональны.
Потребительское поведение не на 100% продиктовано его ценностями и убеждениями.
Во многом оно зависит от внутренних и внешних факторов. Которые человек в момент принятия решения не осознает.
Для 100% клиентоцентричности необходимо управлять не только изменениями в компании, но и поведением потребителей.
www.arsendallan.com/ru
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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2. goal:
Growth in “young population” segment
2
Job has been done
goal:
Increasing efficiency of the
management staff .
Customer-centric culture.
New СX for employees.
Corporate anthropology,
customer-centric nervous system
new KPI 2017
Increase in business figures in
every department of the central
office
2018
+7%
Consolidating strategy for ecosystem
2017
Growth in the segment
2018
+ 10%
RESULTS
b e h a v i o r a l u n i t . r u
3. goal:
development of sales channels
3
OutcomeJob has been done
goal:
business development
credit cards development
insurance company top-10
goal:
improving business profitability
New СX: offer of credit cards in
merchants. Instant issue of credit cards in
the trade center 7 place
5 place(+2)
38 place
4 place (+34)
2007
Card issue Transactions
2008 2007 2008
+20% +18%
cards quantity profit
New b2b СX: gamification of relations
with distribution
4 place
1 place (+4)
On the first recommendation
in distribution
2010
Growth in sales
faster than in the market
2011
+15%
CX-transformation: behavioral profiling,
CJM, CX-design,
change of corporate environment
2013
Negative profit
2015
6 млрд р
1,3 млрд р
Profit + 4.7 billion rubles for 1.5 years
RESULTS
b e h a v i o r a l u n i t . r u
4. one of the leading banks in Georgia
goal:
increasing market share and
profitability
RESULTS
4
OutcomeJob has been done
one of the leading banks in Ukraine
goal:
growth of market share
CX-transformation
2004
Annual balances Profit acc. to
tariff plans
2006 2004 2006
+300% + 200%
CX-transformation
goal:
profit and market share
+300%
Card issue
2004 2006
2006 2008 2008 20082006 2006
+300% 268%
78%
Retail customers Credit cards Deposits
CX-transformation
2006 2008 2008 20082006 2006
192% 147%
84%
Consumer credit SME Deposits
b e h a v i o r a l u n i t . r u
6. TARGET POINT
Increase:
- to 70% LTV customer
- to 20% business profitability
- to 55% firmness toward price increase
- in 2 times repurchase
- in 4 times positive recommendations
https://www.mckinsey.com/industries/retail/our-insights/the-three-cs-of-customer-satisfaction-consistency-consistency-consistency
ORACLE, report https://drive.google.com/drive/folders/1Q_zkuTwrVUMLu2r1oL7TWvJ-B1Xqu-gZ
https://www.pwc.com/us/en/advisory-services/publications/consumer-intelligence-series/pwc-consumer-intelligence-series-customer-experience.pdf
From reports:
The victory in platform competition at
the expense of “affectionate”
Customer Experience!
b e h a v i o r a l u n i t . r u
7. WHY DO WE REACH THE RESULTS
3 principles:
1. Integrity. CX – it is not broken to pieces.
2. Management. CX is a management tool.
3. Irrationality. СХ is an individual’s micro-life
Customer experience [CX] is becoming
an integrated asset of a company, that
is reproduced and managed according
to applied methodology of CX-design
and СEM
b e h a v i o r a l u n i t . r u
CX
management model
market strategy
CX
staff
* increased by behavioral economics
9. 9
BECX* - the methodology of increasing
the effectiveness of business results during
the whole CJM
BECX is based on:
behavioral economics, JTBD, Desing
Thinking, Decision making, CJM.
*Behavioral economics + Customer Experience
Scientific approach to micro-
interaction with a customer
UNIQUE DEVELOPMENTS:
1. THE METHODOLOGY OF CX- DESIGN
b e h a v i o r a l u n i t . r u
The main expert evaluation.
analysis and modeling the decision
making process by means of Behavioral
Economics (BE)BE
Touch points
beyond economic
relations
Touch points
beyond rationality
Micro-moments
Adjusting the
brand to
experience
CX-creative
The decision-making
map
Segments:
behavioral profiling
11. Decision-making process
Presale Search/choice Bargain Operation Opinion/comment
1. Behavioral research
2. The search for
micro-moments
1. Struggle against empty
«baskets» and postponed
decisions by means of «pleasure
principle»
2. Scripts to salesmen based on
profiling
3. Behavioral sales scenarios
4. Nudging in POS: interior
and merchandising
5. The choice of product group
and pricing
1. Motivation through
storytelling
2. Viral mechanics of
promo actions
3. Inbound
communications in
trade-marketing
4. Developing
salesmen’s empathy
1. Apsale, cross-sale
through gamification.
2. Lifetime growth
through habitualization
3. Formation of
perceived quality
through micro-
moments design
1. Stimulating positive
comments on the Web
through social benefits.
3. The factors, defining
expected quality
4. Increase in conversion
at the expense of
behavioral profiling
5. Influential
advertisement
New customers capture Activity in product usage
Reduction in
customer outflow
LTV growth
BUSINESS CHALLENGES
b e h a v i o r a l u n i t . r u
13. KPI AND METRICS
12
ARSENDALLAN.COM
ARSENDALLAN.COM
CX activities have an impact on financial
figures and can be quantitatively estimated.
3. MEANS OF PRODUCTION
• Customer LTV
• Customer life cycle
• Customer profitability
• Share of Wallet
• Cross-sales
• Repurchases
• The cost of customer service
4. CULTURE
• The customer-centricity of
corporate environment
• Involvement
1. OFFER
• Positive comments on the Web
• EPSI index
• Satisfaction on every CJM stage
• Market share
• Sales volume
2. PROCESS OF PRODUCTION
• Conversion in touch point
• The cost of behavioral profile cycle
15. THEN 2013:
Product approach
The company sold insurances
according to the sociodemographic
segmentation.
Negative profit
-6 billion rubles.
NOW 2015:
CX Value Stream
The company sells experience - «non
stress».
For behavioral segment, arranged
according to «escaping the fear at the
wheel» purchase motive.
Negative profit 1.3 billion rubles.
Increase in profit to 4.7 billion rubles
in 1.5 years
15
Insurance company Тоp-10 in RF
About the company: it was founded 1993,
Systemic Russian insurance company, made the top 10 in
russian insurance market (10th place in 2012, 9th place in
2011, 11th place in 2010). The company took the 10th place in
2013. Its registered capital as of 2014 amounted to
16,1 billion rubles (the 1st place among insurance
companies). Wikipedia.
- about 5000 members of staff, 2013.
- 89 regions
Transformation project: 1.5 years
Price: 250 million rubles
CASE
b e h a v i o r a l u n i t . r u
16. Actions
16
1. Behavioral profiling.
Searching for break-even segments.
After adding purchase motive to a set
of criteria, new homogeneous profiles
are found, such as:
«Loaded» – individual, who bought
insurance with credit.
«One’s own underwriter» - individual,
who buys insurance in case his
expenses for car repair after RTI are
more than the cost of insurance.
There are 7 profiles, including
profitable ones:
«Complimentary» - when the
insurance is given as a gift together
with a car.
«The true insurant» - individuals, who
buy comprehensive insurance not
only to evade a problem during RTI,
but to overcome fear when driving a
car.
2. Measuring
individual experience, CJM.
Analysis of target segment
experience. Defining the
characteristics for identifying the
right user. Revealing of purchase
scenarios.
3. Designing the new experience,
СX
Revealing the Value for this segment
and adaptation products, processes,
communications to Customer
Experience.
For example, it was revealed, that it is
very important to feel insurance
protection for this segment.
That’s why the company increased the
number of communications with clients
from 5 contact points to 25. But the
design of such touch points meant only
contextual communication, which can’t
be perceived as intrusion or worrying
by the customer.
4. Transformation of the whole
corporate environment
The audit of all processes is performed.
It includes all the services of the
company: underwriting, settlement of
losses, sales, Web site, call-center and
many others. Every department
adapted its processes to display the
“non-stress” of customer experience.
More than 80 CX-projects
in 1.5 years.
The projects include:
- positioning
- branding
- advertisement communications
- internal communications
- products
- sales channels
- customer service channels
- Customer interaction processes
- compliance
- settlement of losses
- Web site
- sales offices
- pricing and others
b e h a v i o r a l u n i t . r u
18. 11%
The results of СХ-transformation
40 thousand rub.
32nd place
78% the
lowest price
18
Then 2013 Now 2015
The reason of purchase
61% friend’s advice
Cost of services,
comprehensive insurance
The share of target segment 40%
Reputation, national rating
3rd place
67 thousand rub.
+70%
Staff
Unprofitability,
comprehensive insurance
Revenue
№159th placePositive comments on the Web
21 billion rub. 15 billion rub.
120 % 98%
Profit -6 billion rub. - 1.3 billion rub. increase to 4.7 billion rub.
5000 people 3700 people
Transformation project: 1.5 years
Price: 250 million rubles
Repurchase
Cross-sales
+ 12%
+ 9%
b e h a v i o r a l u n i t . r u
20. DO YOU WANT TO KNOW MORE ABOUT US?
20
b e h a v i o r a l u n i t . r u
21. Who are we?
Russian Behavioral Unit –
consulting company engaging in CX
and Digital transformation.
• 12 years of experience in
financial sector
• >200 CX-projects in 7 countries
• scientific recognition in
behavioral science all over the world
b e h a v i o r a l u n i t . r u
society
business
science
government
Analysis and
design of
behavior:
Individual
• Citizens
• Small business
• Customers
• Staff
• Companies in
the market
22. CHALLENGE
In 2018-2020 8 out of 10 major
companies are going to make digital
and agile transformation. All the
companies will be digital and flexible.
What means are you planning to
compete by*?
b e h a v i o r a l u n i t . r u
Fighting against
ineffective model of
digital transformation!
* If you don’t have an answer to this question, we recommend you to order the session Intro to Humancentic business model
25. Leading to a healthy
lifestyle and ECO
behavior
Road safety and emotional urban
environment
Softskills
bureaucrats
Government
Breaking down
the behavioral
barriers for
Digital
economics
Civil security
Experience
designG2P
Experience
designG2B
OTHER TYPES OF ACTIVITIES IN RBU
b e h a v i o r a l u n i t . r u
26. PRODUCT TARGET AUDIENCE
1. Making the design of the daily interaction “resident – environment”
leading to anti-terrorist behavior.
Research and advice services.
2. Elaboration of measures against occupational hazard in the power-
wielding agencies
Research and advice services.
The Federal Security Service, National
Counterterrorism Committee, Federal Emergency
Operating Center, Ministry of Emergency Situations
Individuals, making decisions about cooperation:
Ministry of Internal Affairs, Federal National Guard
Troops Service
Target audience: «young» officers with 3 years of
service, for example «neighborhood police inspector»
Elaboration of prototypes to optimize the services Digital
Economics corresponding to user’s real behavior:
- CX, UX, UI government portal
- CX-rating of government portals
Research and advice services
- Managers of “Digital Economics” program, Ministry of
Communication and Mass Media, Moscow City
Government
- Individuals responsible for government portals,
- regional portals
Developing overfunctional skills of government employees: the
theory of decision making, theory of games, emotional intelligence
and etc.
Training course
Individuals, making decisions about cooperation: heads of
departments
Trainees: deputy heads of departments
SECURITY
DIGITAL ECONOMICS
(DE)
MANAGEMENT
EFFICIENCY
TRANSPORT AND
URBAN ENVIRONMENT
1. Research into the behavioral and neuophysiological factors of decreasing
crush rates and traffic load
Research and advice services
2. Making the prototypes of emotional urban environment to increase the
assessment of living standards made by citizens, without changing
economic components.
Research and advice services.
The head of transport department,
Federal Authority for Road Traffic Safety,
Centre of the traffic organization
The head of health service department,
The head of ecology department
HEALTH AND
ECOLOGY
Making the design of environment, leading citizens to a healthy lifestyle and
ecological behavior.
Research and advice services.
The head of health service department,
The head of ecology department
b e h a v i o r a l u n i t . r u
THE LIST OF PRODUCTS
FOR GOVERNMENT
27. TEAM AND PARTNERS
Corporate transformation
Technological
CX-platform
Big Data, ML
27
Behavioral researches
15 leading Russian and international
consultants with working experience at
such companies as Alfa-bank, Raiffeisen
bank,Mail.ru and etc. Experts in СX, UX,
business transformation and behavioral
economics.
.
b e h a v i o r a l u n i t . r u
28. 28
b e h a v i o r a l u n i t . r u
Arsen Dallan
The main expert on studying and modeling the behavior
Professor executive МBA
Antwerp Management School
Candidate of philosophical sciences
«National identity in globalization»
Strategy manager
behavioral science
unit affiliated to the government of Russian Federation
Author of international books about behavioral economics in
business and social development
FOUNDER
biography
29. ** Behavioral economics, BE – interdisciplinary
science about making decisions in a context of
uncertainty, it combines neurobiology,
economics, psychology, sociology, philosophy.
b e h a v i o r a l u n i t . r u
* CX, customer experience – a complex of all
micro-interactions between a client and a
company from the very moment when the
client hears about the company for the first
time.
a@arsendallan.com
fb:arsen.dallan
+7 985 361 85 31
HUMANIZE
DIGITALIZATION!
STAY #1!