nach dem kauf ist vor dem kauf

After the purchase is

before the purchase –

Consumers in the

“evaluation trap“

Alexandra Streufert

Roman B. Meier

Copyright © 2013 Accenture All rights reserved. Accenture Confidential Information.

Traditional customer engagement funnel

2

The traditional customer engagement model assumes

linearity and a high control of the company

Discover

Consider

Evaluate

Purchase

Use

“The Funnel” Reality Clash

*

* US 2012 consumer stats


Accenture Nonstop Customer Experience Model

Accenture has developed a new model that captures what’s

really going on

Evaluate

&

Engage

Discover

Funnel Evaluation Loops

Purchase

Consider Use

3



The model reflects the reality of companies increasingly

losing the control over the process

Openly accessible content

Brand-controlled content

Evaluate

&

Engage


Discover Purchase

Consider Use

4



The ongoing evaluation is split in two phases: matching

against expectations and against reality

Openly accessible content

Brand-controlled content

Evaluate

&

Engage


Expectation

Promise

Reality

Delivery

Discover Purchase

Consider Use

5



The ongoing evaluation is split in two phases: matching

against expectations and against reality

Evaluate

&

Engage


Expectation

Promise

Reality

Delivery

Centered on

evaluation,

not purchase

Ubiquitous

information More nuanced

insight into

loyalty

Discover Purchase

Consider Use

6

Continuous

evaluation


We as costumers expect every information everywhere and at

every time

7


Impact of frustrating marketing and sales practices

Inconsistencies or missing availability in preferred channel

prevent consumers from considering a provider

8

Will not/not likely consider

Realizing that the company is not using the

information it has about me to make interactions

and offers more relevant for me

Being exposed to inconsistent experiences or

treatments when using different channels

Not being able to access information or buy a

product/service using multiple channels of my

choice

Being presented with inconsistent offers through

different channels when shopping for the same

product or service

Realizing that the company cannot be trusted on

how to use personal information I provided them

Having them promise one thing but deliver

another

52%

55%

55%

57%

71%

73%

Source: Accenture 2012 Global Consumer Pulse Research





9









choice



product or service




another

52%

55%

55%

57%

71%

73%






10









choice



product or service




another

52%

55%

55%

57%

71%

73%



Accenture research: nearly four in 10 CMOs say they do not have

the right people, tools and resources to meet their marketing

objectives

The pressure’s on…and not enough CMOs feel prepared

11

10

5

5

33

29

34

39

49

48

18

17

13

2009

2011

2012

1-2 (not prepared) 3 4 5 (very well prepared)

66%

61%

five-point decrease in preparedness

Source: Accenture 2012 CMO Insights


Biggest barriers

Performance barriers experienced by CMOs

Inefficient business practices together with lack of funding

and resources negatively affect all five marketing capabilities

12


9

6

4 4 5

12

9 8

10 10

18 17

14 15

16

22

20

18 19 19

15 16

18 17 17

19

13 13

15

13

5

8 7

6 7

Digital Orientation Customer Analytics Offering Innovation Customer Engagement Marketing Operations

Access to Customer Data

Lack the required skills

Lack of critical technology/tools

Inefficient business practices

Lack of funding/other resources

Lack of integration with other business functions

Don't know/not sure


Changing the CMO agenda

Seven in 10 CMOs expect the marketing function to change

fundamentally in the next five years

13


24

42

15

30

76

58

85

70

No Yes

Fundamental changes in next 5 years

2012

2012

2012

2012

Overall

Region

APAC

EALA

North

America

Marketers in APAC

are more

aggressive about

this change (85%)

with marketers in

EALA (58%)


Copyright © 2013 Accenture All rights reserved.

The channel explosion:

Importance up, effectiveness down

“The most fundamental change over the next five years

will be channel proliferation and the move away from

traditional and direct marketing to more effective ways

of leveraging customer stories and referrals via

interactive media.” - CMO, Financial Services, USA


14


Fundamentally change the marketing operating model

The marketing organization needs to adjust to the new

imperatives

“The marketing organization has

to change to stay up with current

technology. Too much is the ‘old’

way and not getting results.” - VP Marketing, Fortune 100 bank, USA

The impact of operating model transformation

on sales


15

16

37

39

8

5 - Will rely to a large extent

4

3

Will not rely at all (1&2)

Significant Sales Growth

13

36

39

11


4

3


Flat / Little Sales Growth

11

34

28

27


4

3


Negative Sales Growth

53%

49%

45%


Reaching the nonstop customer

To successfully deliver omni-channel consumer experiences,

marketers need to master three capabilities

INTEGRATE & OPTIMIZE IN REAL

TIME

Management of convergent media-

and marketing mix

16

ORCHESTRATE Ensure having the right

capabilities and right partners

LISTEN &

UNDERSTAND

YOUR

CUSTOMER Leverage

potentials

of social media



Capability 1: Listen and understand your customer


TIME


and marketing mix

17



LISTEN &

UNDERSTAND

YOUR

CUSTOMER Leverage

potentials

of social media


Social Media Monitoring at UBS

A global solution

for local insights

www.accenture.ch

Search > UBS

9 Markets 6 Languages

12+ Offerings Actionable Outcomes

1 Managed Service:

18


Social Media Monitoring Value Equation

Accenture masters the skills for

successful social media monitoring

SMM

Value Tool

Business

Integration Approach

Objectives

Methods

Products ( )

19


Objectives

Methods and products are derived

from the monitoring objectives

Value Tool Approach Integration

Typical

Social Media

Monitoring

Objectives

Reputation Management

• Monitor brand reputation, e.g. negative

or false information, and known issues (and react)

Communication Steering & Support

• Identify sources with relevant buzz (and start engaging)

• Identify key communication topics (and take them up)

• Identify key influencers (and engage with them)

Effectiveness Measurement

• Measure impact of campaigns (and learn)

Idea Management

• Identify key product/service trends or ideas (and assess/take them up)

Competitor Analysis

• Monitor competitor actions and buzz (and react if required)

Methods Products Tools

20


Deep process integration

Deep process integration is critical

to leverage the value of social media monitoring

Value Tool Approach

Traditional Media Monitoring (TMM)

Social Media Monitoring

(SMM) Mgmt Service

Dashboards

Eve

nt

Sca

n &

Filt

er

An

aly

tics

Me

asu

rem

ent

Alerts

Reports

Media Monitoring

Regular Monitoring Products

Monitoring Editions

E-mail Alerts

News of the Day Conf Call

Archive Research

Reputation Analysis

Other Business-Stakeholders

Spokes-

people

Media 1 Article A

Media 2 Article B

Media 3 Article C

Media n Article D

Pro

du

ction

P

rocess

(as is)

Re

act

Op

era

tion

s

Crisis

Mg

mt.

En

ga

ge

me

nt

Gu

idelin

es

(if, h

ow

)

Social Media Sources Monitoring Capabilities

SMM Outputs

Communication Mgmt. Monitoring Guidelines & Objectives

So

cia

l M

edia

In

teg

ratio

n

Pro

cess

= Social Media related business process

= Conventional business process

= Social Media Monitoring Capabilities

Integration

21



Capability 2: Integrate and optimize in real time


TIME


and marketing mix

22



LISTEN &

UNDERSTAND

YOUR

CUSTOMER Leverage

potentials

of social media


Distribution

External

Factors

Impact on dependent variable, e.g. Sales

Other Digital Media

Traditional Media

Social Media

Marketing Mix Modeling methods enable isolation of specific

media effects

Price Media (ATL & BTL)

• GRP

• Gross / net investments in €

Pricing • Base price in €

• Promotion price in €

Distribution (Average

Distribution in %)

PR (Average AdValue in €)

Weather • Precipitation in mm

• Temperature in °C

Economic Factors • Unemployment, Disposable Income,

Inflation Rate, Interest Rate…

TRADITIONAL MEDIA & OTHER INPUT VARIABLES

Awareness: • # Clicks, traffic, visitors,

impressions,…

• # likes /comments /shares

• # Fans (added, un-added)

• # positive, negative and neutral

mentions

Leads • # of visits of target page

• Time spent on target page

• Proportion of direct vs. viral traffic

Conversion • # of event sign-ups

• # of community sign-ups

• # of newsletter sign-ups

• # of purchased products

SOCIAL & DIGITAL INPUT VARIABLES

- Illustrative -

• How to split budgets between media channels to maximize sales contribution?

• How to best leverage interaction and synergy effects between channels (e.g. TV + Facebook)?

Promo

PR

- Illustrative -

23

Recipes for the best marketing mix modeling


SALES

FORECAST

DATA

COLLECTION

HISTORIC

MODELING

Marketing mix modeling approach

Marketing Mix Modeling leads to a ROI-optimized budget

allocation across channels

DATA COLLECTION & MODELING

ADAPTATION & OPTIMIZATION

ROI

DEFINITION

FUTURE

ADAPTATION

BUDGET

OPTIMIZATION

24


-1.000.000

-500.000

0

500.000

1.000.000

1.500.000

2.000.000

2.500.000

Dec 2011 Feb 2013

0 10 20 30 40 50 60 70 80 90 100

R2= 86 %

Price relative to competitor B (+/-)

Marketing Mix Modeling-In-Action:

Actual Sales versus Modeled Sales

…

Relative Price

Comp B

Relative Price

Comp A

Christmas

Actual Sales

Modeled Sales

TV Campaign

Comp Price

Incentives

Competitor Print

Campaign

Easter

Print Campaigns

SMS Campaigns

Intent Search

Campaigns

Comp Email

Campaigns

New Year‘s Holidays

Socially-Driven

Innovation Launch

R²: coefficient of determination 25

ILLUSTRATIVE


Advantages of convergent marketing mix modeling

Convergent marketing mix optimization leads to customized,

valid and actionable results

CUSTOMER-SPECIFIC ACCURATE

VALUE-ORIENTED EASY TO IMPLEMENT

26


Digital advertising quality – current points of discussion

In practice, many questions about the quality of digital

advertising are prevalent – and unanswered

How does the

advertising

look like for

the user?

Is it visible?

When and for

how long is the

advertising

visible? Does the ad reach relevant

clients?

On which pages will the

ad appear? Does the

environment fit the

campaign/brand?

How can the

campaign be

improved "on

air" and in "real

time"?

NOW!

27


Global delivery & contacts in % with reasons for losses

Accenture’s Ad Verification measures the quality of online

ads and supports optimization of digital channels

ILLUSTRATIVE

Non-visible / contacts in the

wrong environment

32%

Visible

contacts in %

outside of

Switzerland

100%

10%

58%

13.6 Mio contacts

12.2 Mio contacts

-1.36 Mio contacts

-4.3 Mio contacts

7.9 Mio contacts

1

2 Relevant

persons

reached

Delivery defects

CASE Only 90% of the worldwide delivered

RESULT: advertising contacts measured in Switzerland

Contacts sent by

agency Ad Server

28


Flexible

geographic

view

Accenture’s ad verification matrix for site quality verification

Viewability tracking of online ads shows whether the client

really received what he paid

29

Reports on

daily basis

Important online

advertising KPIs (e.g.

time of day, viewa-

bility, ad environment)

with drill-downs



Capability 3: Orchestrate your team


TIME


and marketing mix

30



LISTEN &

UNDERSTAND

YOUR

CUSTOMER Leverage

potentials

of social media


Build new skills internally

CMOs plan to increase their share of employees dedicated to

analytics and digital marketing

31

Customer

Analytics

Digital

Marketing

Marketing &

Media Analytics

Mass Media /

Advertising

Marketing

Operations

Direct

Marketing /

Campaign

Management 32

21

33

26

21-40%

41-60%

33

18

35

23

21-40%

41-60%

28

21

33

24

21-40%

41-60%

31

22

30

26

21-40%

41-60%

36

24

35

27

21-40%

41-60%

28

20

29

21

21-40%

41-60%


+6%

+8%

+7% +2%

+2%

+3%

Marketing executives need to hire and grow talent in digital and analytics

Next Year

Next Year This Year





32

Customer

Analytics

Digital

Marketing

Marketing &

Media Analytics

Mass Media /

Advertising

Marketing

Operations

Direct

Marketing /

Campaign

Management 32

21

33

26

21-40%

41-60%

33

18

35

23

21-40%

41-60%

28

21

33

24

21-40%

41-60%

31

22

30

26

21-40%

41-60%

36

24

35

27

21-40%

41-60%

28

20

29

21

21-40%

41-60%


+6%

+8%

+7% +2%

+2%

+3%


Next Year

Next Year This Year





33

Customer

Analytics

Digital

Marketing

Marketing &

Media Analytics

Mass Media /

Advertising

Marketing

Operations

Direct

Marketing /

Campaign

Management 32

21

33

26

21-40%

41-60%

33

18

35

23

21-40%

41-60%

28

21

33

24

21-40%

41-60%

31

22

30

26

21-40%

41-60%

36

24

35

27

21-40%

41-60%

28

20

29

21

21-40%

41-60%


+6%

+8%

+7% +2%

+2%

+3%


Next Year

Next Year This Year


The partner proliferation

34

CMOs are faced with a highly fragmented environment


53 12

12

57 7

11 Social media monitoring

Media Audits

Media / Advertising Optimization

Direct mail / marketing

eMail marketing

Web analytics

64

37

37

37

36

34 55

54 13

58 10

4

40

Search Engine Optimization

Media Mix Optimization

Paid Search 19

Brand strategy development

52

48 16

33

32

31

41

11 50 39

14 49 37

Creative concept development

Manage externally with an agency Don´t currently resource / found Manage internally

How is capability resourced?

58 14

7

64 6

15 Attribution management / modeling

User experience

Marketing automation

Content management

Website management

Managing customer data

67

29

29

28

28

28 66

70 5

71 5

10

58

Marketing Analytics

Conversion and optimization

Multichannel campaign management 12

Managing Roi

56

64 7

26

23

23

30

5 65 30

21 49 30

Customer insights / analytics


Copyright © 2013 Accenture All rights reserved. 35

CMOs need to get aligned with the right set of partners

Agencies and alliance partners must help CMOs

make sense of marketplace complexity by:

• Improving levels of execution and delivery

• Broader set of capabilities

• Deeper integration across the agency

ecosystem



Negative growth companies Flat/Little growth companies High growth companies

Partner mix: Share of marketing service providers

(e.g. SapientNitro, Accenture Interactive)

High growth companies use marketing service providers to a

greater extent, than other types of companies

36

18,9 18,7

12,5



Top tier marketing influencers according to Forbes

37

Strategic consultancies “invade” the marketing agency space

76

101

124

127

139

146

188

191

June 10, 2013

Bruce Rogers, Forbes Staff – Chief Insights Officer

Measuring Consulting Firms Influence on Marketing Related Topics*

1st tier

Marketing Influencers

2nd tier


3rd tier


* Key Marketing Themes includes: Digital Strategy, Social Media, Social Platform, Ecommerce, Infographic, Video Marketing, Facebook, Twitter,

LinkedIn, Google, Android etc


Accenture Thought Leadership

38

Point of View Summary Access

www.accenture.com/technologyvision

http://www.accenture.com/us-

en/Pages/insight-accenture-global-

consumer-pulse-research-study-

2012.aspx

The 2012 Accenture Global

Consumer Pulse research study is a

survey of more than 12,000

consumers in 32 countries.

http://www.accenture.com/Microsites/

cmo-insights/Pages/home.aspx

The 2012 CMO Insights Survey is the

third in a series of studies sponsored

by Accenture and aimed at

understanding the opinions,

challenges and points of view of the

world’s senior marketing executives.

Introducing: The “Digital Savvies” –

The Customer Segment that will

Change the Way you Do Business

Special Edition: Germany, Austria,

Switzerland - Mobile Internet-

spawning

new growth opportunities in the

convergence era

The Accenture Technology Vision

2013 identifies seven IT trends

shaping technology—and thus

business—into the future, making it

required reading for everyone in the

C-suite.

http://www.accenture.com/de-

de/Pages/insight-mobile-web-watch-

2012-mobile-internet.aspx

http://www.accenture.com/Microsites/li

terature-library/cmt-

2013/Pages/digital-savvies.aspx

Mobile Web

Watch 2012

2012 Global

Consumer Pulse

Research

CMO Insights

Survey 2012

The „Digital

Savvies“ Study

Accenture

Technology

Vision 2013


Copyright © 2013 Accenture All rights reserved.

Thank you!

Alexandra Streufert

Accenture Interactive

Media Management

Wendenstraße, 8-12

D-20097 Hamburg

Mobile +49 175 57 67 624

[email protected]

Roman Meier

Accenture Management Consulting

Customer Relationship Management

Fraumünsterstrasse 16

CH- 8001 Zurich, Switzerland

Mobile +41 79 264 8128

[email protected]

39

nach dem kauf ist vor dem kauf

Education

accenture research

personal information

ubiquitous information

different channels

multiple channels

purchase consumers

inconsistent offers

ongoing evaluation