In the current business landscape, a lot of marketing activities tend to focus on awareness and acquisition, but current customers still need to be attended. And that’s where Social Media comes in. In this webinar, we discuss how Social is opening new dimensions to loyalty and is fertile ground to make a difference and engage with valuable customers.
2. Welcome
Thomas Crampton
Global Consulting Principal,
Marketing Transformation
Ogilvy Consulting
Andréanne Leclerc
Regional Managing Partner &
Head of Social APAC
Ogilvy
Raul Cantor-Lopez
Head of Consulting
Ogilvy Hong Kong
4. Do you
want this
deck?
It will be available for download
shortly after the webinar on:
slideshare.net/socialogilvy
And the recording up on
facebook.com/OgilvyConsulting
5. THE NEW SHADES OF LOYALTY
Andreanne Leclerc
APAC Managing Partner, Head of Social
Raul Cantor-Lopez
Head of Consulting Hong Kong
November 2018
SOCIAL CRM
6. MISSING PIECES
Over and above structure and finance
Channels vs Behaviors
WHAT CONSUMERS WANT
Individual and Network Value
THE NEW SHADES OF LOYALTY IN A
SOCIAL IN A WORLD
Why brands need to think social value?
Business is changing: New economy
Enablers & Drivers
PROOF OF SUCCESS
Our experience
HOW TO DELIVER?
Nature of the program
Go to market
8. Like
of the top CMOs you probably
haven’t been able to show
quantitative impact of social on your
business.
Source: 2018 SMOsurvey.org
77%
9. Source: IBM ‘Study’/Ogilvy Loyalty Index/BrandZ survey
Your social efforts are most likely
focusing on brand awareness and
customer acquisition…
…leaving too many and too often
existing customers on the table.
10. CHANNEL APPROACH
AND YOUR APPROACH IS PERHAPS TOO CHANNEL CENTRIC
VS
….. Neither approach independently is entirely winning
transactional & operating data that
leverage social as a channel
BEHAVIOUR APPROACH
community of engaged consumers
focused on content and experience
11. WHAT SOCIAL CRM IS
WHAT SOCIAL CRM ISN’T…... YET
DISCLAIMER!
A way of balancing the channel vs. behavioural tension to social and CRM
A way to make measure relationships beyond just the transactional
A turnkey product that will turn lead into gold tomorrow.
SO WE STILL NEED TO THINK
(it takes experts, process, time and tools)
15. ›
SOCIAL BOND
STRUCTURAL AND
FINANCIAL BOND
Collaboration
Advocacy
Lifetime
Transactions
Experience
Bond
Rewards
Status
Community
EXPANDING BEYOND
TRADITIONAL FINANCIAL
AND STRUCTURAL
ASPECTS
16. Rewards
= the incentives for
customers to engage and
recommend
Community
= the benefits received or provided
to the network
Collaboration
Advocacy
Lifetime
Transactions
Experience
Bond
1 OgilvyOne Customer Engagement Methodology 2 Forrester
SOCIAL BONDING IS A POWERFUL CONTRIBUTOR TO LOYALTY
AND CAN BE LEVERAGED OR ACTIVATED (PUSH OR PULL)
Community
Status
Rewards
SupportService
C
ontribution
Influence
Social Bond
= relation strength in the
social space
Status
= customer recognition for
engagement and grow their
network
18. SOCIAL IS NOT FREE PLAY ANY MORE
• Budget are tight - why pay for reaching the right people every single time?
• No one wants to waste money on the wrong people
FREE
IT IS GETTING HARDER AND HARDER TO CUT THROUGH
BARRIER FREE PLAYING FIELD
• Algorithms in social advertising leveraged & hacked by competitors
• More informed consumers auto-filter majority of approx. 4000 msgs/day as spam
VS
PROHIBITIVELY INFLATING COSTS
• Media/KOL costs steadily increasing content conversion CPA, CPC, and CPMs
• Additional investment required due to spoofed or fake engagement
19. IN A NEW WORLD WHERE DISRUPTION IS BIG BUSINESS
Airbnb averages 425,000
guests per night (155MM
annually)-nearly 22% more
than Hilton Worldwide
Uber operates in more than
250 cities and is valued at
$60-70 billion-more than
Delta, American Airlines and
United
PwC projects that five key sharing sectors-travel, car sharing, finance, staffing, and music and video
streaming-have the potential to increase global revenues from roughly $15 billion today to around $335 billion
by 2025 (£9 billion in UK alone)
Alibaba e-commerce platform
Taobao during last weekend’s
‘Single’s Day’ sales hit USD 30.7
Billion, almost 5x Amazon’s Cyber
Monday
21. Collaboration
Advocacy
Lifetime
Transactions
Experience
Bond
EACH LEVEL ARE EITHER RELEVANT TO INDIVIDUAL OR THE NETWORK
Community
Status
Rewards
NETWORK
}Enablers
INDIVIDUAL
}Drivers
INDIVIDUAL
}Not all customers are
created equal
NETWORK
}Not all networks have
the same power
Better experiences drive
significantly higher loyalty
and lower switching1
1 OgilvyOne Customer Engagement Methodology
22. ›
Collaboration
Advocacy
Lifetime
Transactions
Experience
Bond
PURE SOCIAL INDIVIDUAL ENABLERS AND NETWORK DRIVERS
(NOT FINANCIAL AND STRUCTURAL)
Community
Status
Rewards
Based on Robert Cialdini’s “Influence: Science & Practice”
Consistency
Social Proof
Liking
Scarcity
Authority
Reciprocity
If other women who are like her
use a product, she will try it
If other people ‘she likes’ ask her to try
a product, she will
People want to remain consistent
with a public commitment
Exclusive opportunities (product
offers, events) drive action
If brands offer some value to
Influencers, they reciprocate
Even ‘strangers with authority’
matter to us
23. Maximizing individual and network
social bonding and collaboration to
enable and drive brand loyalty.
SOCIAL CRM:
A DEFINITION
25. $33.18 $25.63
“Brand switcher”
Low social media
influence
Unwilling to
collaborate
Repeat purchaser
“Mummy blogger”
with 1,500 followers
Willing to co-create
with Brands and other
mums
Angela Jennifer
INDIVIDUAL VALUE NETWORK VALUE
$68.83 $2,036.67
VS
26. Not Socially
Engaged
Socially
Engaged
Recommend Brands
Don’t Recommend
Brands
42% more bonded to
brands1
High value loyal
customers are worth
8-20 times more than
average2
Significant uplift
opportunity
with network impact
INDIVIDUAL VALUE NETWORK VALUE
VS
28. 3x
PERFORMANCE
INCREASE
YoY, driven by adoption of
digital channels, data context
and relevant content design
300%
EC TRAFFIC
GROWTH
Traffic contribution by
owned WeChat YoY
22%
NEW CUSTOMER
REPEAT
PURCHASE
110,000 new members
recruited,
13%
FOLLOWER
RETENTION RATE
INCREASE
After first 12 month whilst
follower base increased by 64%
29. SOCIAL FOOTPRINT DIAGNOSIS & AMBITION
PLANNING –
ACTIVE SOCIAL FOLLOWERS THAT MATTER
visit once in one
year
visit 2-5 times in
one year
visit 5+ times in
one year
Data sources: Tencent WeChat account management system. Google Analytics, HM.com sessions from WeChat, 2016 OneX, 908,944 followers who visited HM.COM from H&M WeChat
account menu in 2016, 2016
LOOK-A-LIKE MODELING –
SEGMENTATION MODELING BY SOCIAL BEHAVIORS
CRM Software
SOCIAL CRM PROGRAM –
CRM ON SOCIAL AS CENTER TO PROVIDE SEAMLESS MEMBER EXPERIENCE
ATL
PR
EVENT/
COOP
IN STORE
KOL
WECHAT
ADS
RegisterScan QR Code
OOH
EC STORE
Automatic Push
Message
Targeted Content
Offline Store
Tmall
Purchase & Re-Purchase
Database
34. What do you want to achieve
Who are you targeting
When and how
REDUCE CHURN
ACQUISITION
BUILD CUSTOM
AUDIENCE AND
LOOKALIKE
ADVOCACY VALUE
INFLUENCE VALUE
CONTENT TO SELL
CONTENT BASED
ON PREVIOUS
ACTIONS
DRIVE MORE SALES ON
EXISTING CUSTOMER
STIMULATE REFERALS
Collaboration
Advocacy
Lifetime
Transactions
Experience
Bond
Rewards
Status
Community
35. ›
Network
Diagnosis process based on business model and objectives
12
WHICH ASPECT IS MORE VALUABLE FOR
CUSTOMER AND THE BRAND?
›
Increased Loyalty
Increased Bond
Collaboration
Transactions
Bond
Status
Community
Advocacy
Lifetime
Rewards
Individual Focus
12
36. ›
Individual
Network Focus
13
Diagnosis process based on business model and objectives
WHICH ASPECT IS MORE VALUABLE FOR
CUSTOMER AND THE BRAND?
Increased Loyalty
Increased Bond
Collaboration
Transactions
Bond
Status
Community
Advocacy
Lifetime
Rewards
Network Focus
37. INITIAL MANAGING QUANTIFYING OPTIMISING EVOLVED
CHANNEL + BEHAVIOUR
CHANNEL APPROACH
COMPLEXITY
SCALE AND MATURITY
Social only
CRM pilot
Independent
Social CRM
Siloed SCRM &
Back-end CRM
Integrated SCRM
& Back-end CRM
Omnichannel
Integrated CRM
DEFINETHECOMPONENTS
STEP3.
ACCELERATE
STEP4.
SALES ENABLEMENT
Direct leverage of social media
channels, platform
functionalities, and communities
to generate & execute sales
Infrastructure, processes &
actions, and content & media
that empower sellers to
optimise sales effectiveness in
other channels
SOCIAL COMMERCE
38. Other Data Sources
OMNITURE
BILLING/ TRANSACTIONS
SHO EVENTS/ LOGS
ANALYTICS/REPORTING
-DATA MANAGEMENT
-CAMPAIGN MANAGEMENT
-ESP
-LANDING PAGES
-JOURNEY BUILDER
-CUSTOM AUDIENCE
-LIVE OFFERS
-MOBILE PUSH
ACTIVITY TRACKING
-SOCIAL INTERACTION
-API
MARKETING AUTOMATION
-CRM
-CUSTOM SERVICE
-TICKETING
-360 DEGREE VIEW
-FORCE.COM
-API
-WEB FRONT
-CONTENT REPOSITORY
-CONTENT UPDATE
-SERVICE LAYER
CONTENT MANAGEMENT
& OPERATIONS
SOCIAL MEDIA
MOBILE APPS
CUSTOMER PORTAL
AD TECH
TAGGING
AD SERVING
DMP
TESTING
PROGRAMATIC
RETARGETING
DATA
WAREHOUSE
A TYPICAL DIGITAL ARCHITECTURE
A LITTLECOMPLEX?
39. IF WE STRIP AWAY THE LAYERS
Data processing
Validation
Standardisation
Cleansing
De-duplication
Normalisation
Data
Sources
Data Outputs
Dataintegration
Orchestration
Retail POS
eCommerce
Call Centre
Reporting
Loyalty
Global CRM
DATA
WAREHOUSE
Digital services
Social
Mobile
Email
Web / app
3rd party
Digital channels
IT’SJUSTLOOPSOFINPUTS,OUTPUTS,SERVICES&CHANNELS
40. DEMAND-SIDE PLATFORM
AD BUYING SOLUTION
MAP
CMS
OPTIMIZATION
CRM
LOYALTY
SOCIAL
WEB / MOBILE
INTEGRATION
PASS
ANALYTICS
DMP
eCOMMERCE
PRODUCT DELIVERY
ADVERTISING &
PROMOTION
CONTENT &
EXPERIENCE
SOCIAL &
RELATIONSHIPS
COMMERCE & SALES
CUSTOM BUILD
DATA
HOW IT WILL ALL CONNECT?
41. Do you have a tech stack alignment?
What are your needs and scenarios now,
in 2-3 yrs and 5 yrs?
Which tools are you currently using?
Can the tools talk to each other (API)?
DUE DILIGENCE
42. 42
AGAIN IT IS A JOURNEY
1 2 3 4 5
Integrated omni-
channel marketing
and distribution
platforms
Integrated marketing
and distribution
platforms
Partial, disparate tools
across digital
Social specific
Not connected to
other tools
Integrated marketing
platforms
Tech
Econometrics
Mix Modeling
Simulation
Marketing
Automation
Cross Channel
Optimization
Attribution Analysis
Manage social and
and some level of
digital channels data.
Optimize digital
presence and
campaigns
Social data informing
business decision.
Consistent publishing
and sustained
engagement. Single
channel push
Improve customer
sand stakeholders
management and
targeting.
Sales enablement
Remember Step 3?
44. DEVELOPING YOUR CRM PROGRAM -
GO TO MARKET
• PERSONAS
Understanding the human needs and behaviours
• CUSTOMER JOURNEY
Understanding the customer journey and how each moment
of truth/touchpoint impacts the engagement, relationship &
conversion
• ENGAGEMENT IDEA
Landing a value-exchange proposition that connects the
consumer to a branded experience
• ENGAGEMENT BLUEPRINT
Using the right channels, to create bonds and effective
business outcomes
• EXPERIENCE MAP
Designing and delivering the experience
FROM
APPROACH
TO ACTION
45.
IS MORE VITAL TO SOCIAL CRM SUCCESS THAN A SKILL SET
DATA DRIVEN TEST & LEARN THINK JOURNEY
Tech
Campaign manager
Project Management
CRM experts
Social Experts
Planner
Strategist
Channels and platform experts
SOCIAL CRM = MUCH MORE BEYOND FINANCIAL REWARDS
DRIVING INDIVIDUAL VALUE & ENABLING NETWORK EFFECT
Analyst
Strategist
Planner
ROLESAMINDSET
46. LEVERAGING ALL THE POWER OF SOCIAL
Over and above structure and finance
Channels vs Behaviors
WILL CONSUMERS ENGAGE?
Individual and Network Value
DEFININING THE PUSH AND PULL
Enablers & Drivers
TEST AND LEARN
Optimizing performance
ALIGN THE RIGH RESSOURCES
Nature of the program
Go to market
47. 4
1. Talk to your digital, CRM, Social team, Customer
Engagement team – to see where to embark on the
journey
2.Review current program performance with your
partners
3.Identify pilot opportunities and/or connect or push
to the next level some existing programs
NEXTSTEPS
48. Questions?
Thomas Crampton
Global Consulting Principal,
Marketing Transformation
Ogilvy Consulting
Andréanne Leclerc
Regional Managing Partner &
Head of Social APAC
Ogilvy
Raul Cantor-Lopez
Head of Consulting
Ogilvy Hong Kong