Inbound & Automation Marketing Estudo do Caso Vodafone - Ano da Transformação Digital
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The document discusses Vodafone's use of inbound marketing and automation strategies. It describes implementing a website questionnaire to diagnose visitor needs and direct them to resources or a consultant. Automated emails were also used to deliver reports and contact information to visitors. The strategies aimed to nurture leads through paid media, email marketing, organic search and direct mail.
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Inbound & Automation Marketing Estudo do Caso Vodafone - Ano da Transformação Digital
- 2. ESTUDO DE CASO INBOUND & AUTOMATION
- 3. INBOUND & MARKETING AUTOMATION CASO VODAFONE
- 4. INBOUND & MARKETING AUTOMATION CASO VODAFONE ESTRATÉGIA
- 5. PERSONA
- 6. INBOUND & MARKETING AUTOMATION CASO VODAFONE ESTRATÉGIA CONTEÚDO
- 7. WEBSITE
- 8. DIAGNÓSTICO
- 9. QUESTIONÁRIO
- 10. QUESTIONÁRIO
- 11. THANK YOU PAGE COM CTA PARA FALAR DIRETAMENTE COM UM CONSULTOR
- 12. RELATÓRIO
- 13. E-MAIL PERMITE DESCARREGAR O RELATÓRIO E FALAR DIRETAMENTE COM UM COLABORADOR
- 14. INBOUND & MARKETING AUTOMATION CASO VODAFONE ESTRATÉGIA CONTEÚDO PAID MEDIA NURTURING MAILING NEWSLETTER AUTOMAÇÃO ORGANIC SEARCH & DIRECT MAIL
- 15. ANÚNCIO TV
- 16. E-MAIL MARKETING
- 17. ENTRE NA ERA LIMINAL Rua Eng Ferreira Dias 728 4100-246 Porto http://liminal.pt hello@liminal.pt Sede: IPN - Incubadora Rua Pedro Nunes 3030 – 199 Coimbra
- 18. WHERE MARTECH MEETS BUSINESS ENTRE NA ERA LIMINAL
Notas do Editor
- The New Customer Journey The forth industrial revolution has changed the world and the way consumers act. According to McKinsey, “the new consumer decision journey involves shoppers taking advantage of technology to evaluate products and services more actively, adding and removing choices over time.” It also includes a feedback loop, where customers keep evaluating products and services after purchase, pressuring products to perform and brands to deliver a superior experience on an ongoing basis. Brands today can not only react to customers as they make purchasing decisions but also actively shape those decision journeys. A set of technologies is underpinning this change, allowing companies to design and continuously optimize decision journeys, according to McKinsey. More important, companies today can use journeys to deliver value to both the customer and the brand. Think of your brand as a service. For many companies, this presents a mind-set/culture change. You’re no longer in the business of selling stuff; you’re fi lling customers’ needs. You’re creating an always-on ecosystem, not just a series of campaigns based around a calendar of product launches. Nike is the classic example with its ecosystem of fi tness apparel, gadgets like FuelBand and services like Nike+ that immerse the user in Nike innovation and create an end-to-end fi tness solution. In evolutionary terms this makes the old line of trainers that could be marketed with a slogan and a celebrity ad campaign look like a knuckle-dragging caveman.
- The New Customer Journey The forth industrial revolution has changed the world and the way consumers act. According to McKinsey, “the new consumer decision journey involves shoppers taking advantage of technology to evaluate products and services more actively, adding and removing choices over time.” It also includes a feedback loop, where customers keep evaluating products and services after purchase, pressuring products to perform and brands to deliver a superior experience on an ongoing basis. Brands today can not only react to customers as they make purchasing decisions but also actively shape those decision journeys. A set of technologies is underpinning this change, allowing companies to design and continuously optimize decision journeys, according to McKinsey. More important, companies today can use journeys to deliver value to both the customer and the brand. Think of your brand as a service. For many companies, this presents a mind-set/culture change. You’re no longer in the business of selling stuff; you’re fi lling customers’ needs. You’re creating an always-on ecosystem, not just a series of campaigns based around a calendar of product launches. Nike is the classic example with its ecosystem of fi tness apparel, gadgets like FuelBand and services like Nike+ that immerse the user in Nike innovation and create an end-to-end fi tness solution. In evolutionary terms this makes the old line of trainers that could be marketed with a slogan and a celebrity ad campaign look like a knuckle-dragging caveman.
- The New Customer Journey The forth industrial revolution has changed the world and the way consumers act. According to McKinsey, “the new consumer decision journey involves shoppers taking advantage of technology to evaluate products and services more actively, adding and removing choices over time.” It also includes a feedback loop, where customers keep evaluating products and services after purchase, pressuring products to perform and brands to deliver a superior experience on an ongoing basis. Brands today can not only react to customers as they make purchasing decisions but also actively shape those decision journeys. A set of technologies is underpinning this change, allowing companies to design and continuously optimize decision journeys, according to McKinsey. More important, companies today can use journeys to deliver value to both the customer and the brand. Think of your brand as a service. For many companies, this presents a mind-set/culture change. You’re no longer in the business of selling stuff; you’re fi lling customers’ needs. You’re creating an always-on ecosystem, not just a series of campaigns based around a calendar of product launches. Nike is the classic example with its ecosystem of fi tness apparel, gadgets like FuelBand and services like Nike+ that immerse the user in Nike innovation and create an end-to-end fi tness solution. In evolutionary terms this makes the old line of trainers that could be marketed with a slogan and a celebrity ad campaign look like a knuckle-dragging caveman.
- mega-trend - Marketing Contextual While Mercedes Benz was telling the world to buy their cars, Telsa was having a conversation about living fossil fuel free. That allowed them to break through, and drive sales without the need for advertising. Advertising is designed to distract away from the consumer's task at hand, while context seeks to match it.
- mega-trend - Marketing Contextual While Mercedes Benz was telling the world to buy their cars, Telsa was having a conversation about living fossil fuel free. That allowed them to break through, and drive sales without the need for advertising. Advertising is designed to distract away from the consumer's task at hand, while context seeks to match it.
- mega-trend - Marketing Contextual While Mercedes Benz was telling the world to buy their cars, Telsa was having a conversation about living fossil fuel free. That allowed them to break through, and drive sales without the need for advertising. Advertising is designed to distract away from the consumer's task at hand, while context seeks to match it.
- mega-trend - Marketing Contextual While Mercedes Benz was telling the world to buy their cars, Telsa was having a conversation about living fossil fuel free. That allowed them to break through, and drive sales without the need for advertising. Advertising is designed to distract away from the consumer's task at hand, while context seeks to match it.
- The New Customer Journey The forth industrial revolution has changed the world and the way consumers act. According to McKinsey, “the new consumer decision journey involves shoppers taking advantage of technology to evaluate products and services more actively, adding and removing choices over time.” It also includes a feedback loop, where customers keep evaluating products and services after purchase, pressuring products to perform and brands to deliver a superior experience on an ongoing basis. Brands today can not only react to customers as they make purchasing decisions but also actively shape those decision journeys. A set of technologies is underpinning this change, allowing companies to design and continuously optimize decision journeys, according to McKinsey. More important, companies today can use journeys to deliver value to both the customer and the brand. Think of your brand as a service. For many companies, this presents a mind-set/culture change. You’re no longer in the business of selling stuff; you’re fi lling customers’ needs. You’re creating an always-on ecosystem, not just a series of campaigns based around a calendar of product launches. Nike is the classic example with its ecosystem of fi tness apparel, gadgets like FuelBand and services like Nike+ that immerse the user in Nike innovation and create an end-to-end fi tness solution. In evolutionary terms this makes the old line of trainers that could be marketed with a slogan and a celebrity ad campaign look like a knuckle-dragging caveman.
- mega-trend - Marketing Contextual While Mercedes Benz was telling the world to buy their cars, Telsa was having a conversation about living fossil fuel free. That allowed them to break through, and drive sales without the need for advertising. Advertising is designed to distract away from the consumer's task at hand, while context seeks to match it.
- mega-trend - Marketing Contextual While Mercedes Benz was telling the world to buy their cars, Telsa was having a conversation about living fossil fuel free. That allowed them to break through, and drive sales without the need for advertising. Advertising is designed to distract away from the consumer's task at hand, while context seeks to match it.
- Para melhorar os seus resultados, combinámos a estratégia e gestão do seu negócio, o marketing e as vendas, as martech (tecnologias de marketing) e a big data, numa oferta unificada. XPTO combines marketing infrastructure, IT and data management services, with strategy, creativity and execution services, into a single offering. We help managers who want strong marketing and sales performance, by reducing the technology complexity, integrating offline and online marketing, to deliver superior customer experience and propel growth. Companies should map detailed customer decision journeys for their most valuable segments. track customers across channels to not only determine their cross-channel behavior but also isolate those moments where companies can influence the journey. This requires a wide range of data and sophisticated tools to analyze specific customer segments and their behavior to spot opportunities and predict future actions. Delivering on omnichannel customer experiences requires marketing technology that can automate processes, personalize interactions, and coordinate actions.. organizations need to automate processes that don’t require human intervention, for example, personalizing web pages, delivering e-mail, or generating dashboards for managers to track customer behavior. Feeding these insights into marketing operations requires processes and teams that focus on collecting and making sense of the data, as well as quickly delivering the analysis in a digestible form to the right decision makers—often continuously. Marketing tech may tout self-service as a key capability to work around the IT bottleneck but partnership with IT remains a critical success factor. Marketing needs to respond quickly. IT needs to respond safely, and to consider scale. A Marketing Technologist must find ways to bridge gaps with the vested interests of IT, despite having different, and potentially opposing, areas of accountability. data-driven projects must give way to data-driven culture. A/B and Multivariate Testing can help identify optimal messaging alternatives, experimentation and analytics support higher-level creative initiatives as well. creativity and measurable effectiveness are not mutually exclusive. Investment in measurable creativity and a corporate culture that supports experimentation leads to higher ROI and helps to avoid time spent on marginal activities. Our knowledge base comes from a best-of-breed team of 5 marketing and IT experts, and its back up by the joint venture that founded the company between Openlimits, systems integrator company with more than 25 years, and Squadra, a strategic marketing and sales consulting company with more than 7 years. CX capabilities. We have the technology integration and implementation capabilities to enable the ever-changing experiences our customers expect. Offer a unified solution with end-to-end services, with marketing technology partnerships to power operations from end-to-end to deliver connected, cross-channel brand. Build partnerships with technology providers that enable CX design, seamless multichannel marketing, and cross-channel personalization. Data-driven marketing capabilities – We have know-how to turn data into insights that fuel targeted, cross-channel experiences. We’ve been investing in the people, technology, and practices to build these solutions and prepare for future market changes. Will use the customer insights to deliver relevant experiences across paid, earned, and owned channels. We plan on building integrated platforms and services or creating customized data-driven solutions specific for our agency’s and clients’ needs. Will become strategic data-driven problem solvers.