Connected CRM
Agenda
• Introductions
• Session Format
• Connected CRM Framework – Table Discussions
Introductions
Introductions
Merkle Team
– Aaron Tellier – VP, Consulting Wealth Management – David Magrini – VP, Consulting Healthcare
– Dan Bernard – VP, Consulting Insurance – Ed Forman – SVP, Analytics
– Yanni Kotziagkiaouridis – VP, Analytics – Shiv Gupta – Senior Director, Analytics
– Shambho Krishnasamy – VP, Chief Solution Architect – Ozgar Dogan – SVP, Data Solutions
– Matt Naeger – EVP, Digital Solutions
– Marc Ruggiano – SVP, Merkle Consulting Group
– Leah Van Zelm – Principal Consultant, Merkle Consulting Group – Jay Crowson – VP, Business Development
– John Dambach – VP, Business Development
Introductions
Connected CRM Framework
The foundation of Connected CRM is a clearly rationalized strategic framework that
is widely adopted at all levels of the organization and forms an ongoing process
Enterprise segmentation, which includes value and lifecycle dimensions, forms the foundation of CCF
What data, systems, tools and technologies will be necessary? How do we organize and what capabilities and business processes will be necessary? O rga niz atio n In fra st ruc tur e Experience Delivery Financial Management Customer Strategy
Financial management informs customer strategy and experience delivery decisions as a closed loop process
These strategies are then translated into actionable media and channel plans that result in highly personalized, targeted experiences
Portfolio Strategy
Segment Strategy Program Strategy
Experience delivery performance is continuously attributed across media and channels which, in turn, drives optimized budget allocation
Media Planning Channel Planning
Targeting & Personalization
Measurement & Attribution Budget Allocation
Connected CRM Framework – Customer Strategy
Scenario:
A P&C insurance marketer currently employs a segmentation based on current policy value. They believe that there is significant value to be derived by understanding the needs and attitudes of their customers at a more granular level. They would like to formulate a detailed and actionable plan that allows them to optimize the customer experience and business results based on these new insights.
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Customer Strategy
These strategies are then translated into actionable media and channel plans that result in highly personalized, targeted experiences
Portfolio Strategy
Customer Strategy
These strategies are then translated into actionable media and channel plans that result in highly personalized, targeted experiences
Portfolio Strategy
Segment Strategy Program Strategy
Discussion Questions:
– How does your organization create and use:
• Segmentation
• Value/Lifetime value analysis • Incremental measurement
– What are the barriers to creating these strategies?
– What value are you deriving from the use of these strategies? – What are the challenges of not having those strategies in place? – Are you tracking campaign response and attributing results back to
your segments?
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Experience Delivery
Experience delivery performance is continuously attributed across media and channels which, in turn, drives optimized budget allocation
Media Planning Channel Planning
Targeting & Personalization
Scenario:
A wealth management company engages their clients through traditional channels such as e-mail, direct mail, the contact center and their web site. Leveraging these communication channels they have started to create multi-touch, multi-channel client experiences for certain “moments of truth.” However, they are seeing other industries and recently some of their direct competitors start to employ new client experiences in the digital and social media.
Discussion Questions:
– How does your organization define the ideal customer experience? – To what extent is your customer experience:
• Documented • Standardized • Measured
– In what channels do you feel your organization’s experience delivery is strongest? – In what experience delivery channels do you feel your organization is most in need
of improvement?
– How do you quantify the value of expanding or improving your customer experience?
Connected CRM Framework – Experience Delivery
Experience Delivery
Experience delivery performance is continuously attributed across media and channels which, in turn, drives optimized budget allocation
Media Planning Channel Planning
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Financial Management
Financial management informs customer strategy and experience delivery decisions as a closed loop process
Measurement & Attribution Budget Allocation
Scenario:
A healthcare payer has a broad based marketing program across multiple media and channels. Budget constraints are forcing them to look for efficiencies in their spend. While they have many reports that give them details about individual campaigns by media and channel, the CMO lacks a clear view of how each component of their total marketing spend influences their ability to meet their overall acquisition goals.
Discussion Questions:
– How does your organization measure the results of your marketing activities? • Acquisition
• Customer growth • Retention
– Do you have a holistic view of the customer event stream?
– What components of the marketing spend are the most difficult to measure? – How are you attributing marketing success?
• Last touch • Business rules • Modeled attribution
– To what extent do your measurements actually inform marketing spend by segment and by media channel?
Connected CRM Framework – Financial Management
Financial Management
Financial management informs customer strategy and experience delivery decisions as a closed loop process
14 How do we organize and what capabilities and business processes will be necessary? O rga niz atio n Scenario:
A life insurance marketer sees an opportunity to transform their business through an innovative new approach.
However, organizational silos are making it difficult for them to achieve the alignment necessary to execute on the vision. There is a belief that if they could clearly articulate the benefits of this new approach they could obtain the buy-in of senior leadership to make it happen.
How do we organize and what capabilities and business processes will be necessary? O rga niz atio n Discussion Questions:
– How are you organized to identify, serve, and retain customers based upon their value?
– Do you know if you are better than your competitors in orchestrating customer interactions?
– Is your organization optimally structured to
• Improve financial results?
• Create competitive advantage? • Drive shareholder value?
– What would it take to achieve optimal organizational alignment?
16 What data, systems, tools and technologies will be necessary? In fra st ruc tur e Scenario:
A marketing organization has made various investments in data solutions, marketing technology and analytic software over the past decade. According to the
industry research they have, most of the best-in-class tools available to them, but usage of these assets seems suboptimal. They are not sure how to get the most value out of these investments, or whether it might even be time to rethink the entire infrastructure.
What data, systems, tools and technologies will be necessary? In fra st ruc tur e Discussion Questions:
– What would you most like to improve about your data?
• Nothing. It’s perfect! • Completeness
• Cleanliness • Access
• Ability to derive actionable insights
– What marketing/sales tools and technologies do you find most useful?
– What tools and technologies are you exploring?
