As we wind into holiday season, we often press to squeeze the last fruits of the year by working long hours right before the break.  So it is again at Conclusive this year, as we are working at the last minute to finalize a White Paper on Trigger Marketing with the Aberdeen Group.

 

The Aberdeen research examines the components and performance of different types of event based marketing triggers, including life stage triggers, transaction and interaction behavioral triggers, as well as different stage of deployment, from event identification to response execution.  Preliminary results indicate that Best-in-Class organization benefit greatly from their investment in trigger marketing; with over 80% of the firms enjoying increased customer profitability, over 85% greater cross-sell and upsell, and approximately 95% with greater performance in precision marketing. 

 

In past research, Gartner has predicted a future of mass automated interactions – the Aberdeen Group confirms that it is well on its way.  Conclusive is convinced that the coming age of trigger marketing interactions are inevitable as well, and has been bonding the elements of such a solution for several years. 

 

The company’s foundation is in fact, based on automated marketing technology – Conclusive’s own listcleanup.com was delivering NCOA, list rentals and enhancements over the web while the concepts of marketing automation were still a twinkle in most of our eyes.  

In recent years, after the acquisition of Synapse Technology and Conclusive Strategies in 2006, and progressing with the adoption of the MicroStrategy business intelligence platform in 2007, we’ve accelerated our automated triggered marketing platform to emerge as a Best-in-Class solution.  We accept input from many different data providers, ranging from top tier consumer list and marketing data providers such as Acxiom and Experian, along with as well as other commercial off-the-shelf and/or proprietary sources, align rules for interpreting appropriate marketing communications for each data event, and invoke Conclusive’s long-established data delivery platform for delivery via direct mail, email, text messaging, or routing priority customer/prospect records to call centers.  Particularly our event driven marketing solutions in banking and with agency partner GSMarketing for Toyota have received acclaim as leading edge, forward-thinking trigger-based  solutions.
 

The core benefits of this integrated marketing platform are pinpoint timing and brutally efficient marketing.  The tentative title of Aberdeen’s report, in fact, states a major feature simply and to the point: “Timing is Everything”.  
 

Now as we finally hit the brakes and skid into the holidays, that same adage seems to also apply to our personal lives.  Thanksgiving is special every year, but this year, amid the hectic pace that surrounded our presidential election, amid the rock and roll of the stock market and amid the tension of global economic uncertainty, well, Thanksgiving just seems a little more so special and a little more “just in time” to save us from burnout. 

 

The Thanksgiving break seems to offer the perfect anecdote for the chaotic year – a solution, per se, that gives us a time out, a chance to enjoy a full bodied meal and reflect on the very many blessings that we enjoy as citizens of these great States, even despite the setbacks and challenges we might encounter along the way.  Our family will set aside a few hours this afternoon serving meals at an Austin homeless shelter, and then cook up that perfect Thanksgiving meal with friends tomorrow night. Looking ahead, I can sense that it will be the perfect solution, at just the right time. 

Here’s hoping that you enjoy the perfect Just in Time Thanksgiving as well.


The Value of a Customer

 

There is an old saying – “If it’s too good to be true, it probably is”  this saying along with “You get what you pay for” are truths many of us have had to learn the hard way.   With the new USPS mandated Move Update deadline rapidly approaching, many companies are looking at their options for purchasing NCOALink® and alternative Move Update services. 

Some NCOA vendors are offering (including Listcleanup.com) an all you can eat at one price option.   Now, shopping for the cheapest price seems like a logical solution, except when you consider the value of a customer.   Given the significant increases in NCOA volumes projected by the addition of Standard Mail in the new requirements, is it not logical that some vendors are going to have challenges in delivering on advertised turn times?    If the average mail house or lettershop’s monthly mail volume is traditionally 80% Standard Mail, then volumes for many of the NCOA providers could be quadrupling over the previous First Class volumes.  

So, when your customer calls and wants to know why their mailing went out later than promised, do you think they are going to be satisfied with the answer  - our company selected the lowest cost NCOA provider and they failed to return the file to us when promised?


It's a fact, smaller companies would be out of business if they utilized data quality management processes like their bigger brothers!  My mailbox is full of Fortune 500 companies' duplicate mailings of irrelevant offers.  Even basic work like Move Update (National Change of Address) do not seem to matter to companies like Allstate Insurance, Ford Motor Company and Countrywide Mortgage (no wonder a bailout was needed).  It is time for all of us to look at our marketing database, asses data quality from even the lowest common denominator; "does that person live at that address (NCOA)?" and "does that address even exist (CASS, DPV, etc)?"  Only after this basic assesment can marketers pretend to have a chance at driving a true marketing ROI. 

Bellagio HotelAt the DMA Conference in Las Vegas this week, I heard a common question.  "Why set up a Marketing Database?  We have a CRM platform."  Then I begin to ask the questions.  How long does it take to get data from IT to complete the data processing for your marketing campaigns?  How difficult is it to utilize business intelligence to develop campaign triggers or report on marketing results? Where does the marketing information reside in your CRM platform?  I often hear "by the time our business intelligence group recieves data and completes data analysis the relevance of the marketing opportunity discovered by our market research has passed!"  The reason this is happening is simple;  you have data management occuring at the enterprise level in order to run the back-end of the business, not specifically marketing data that captures the essence of the customer interaction required for integrated marketing activities. We service several Fortune 500 clients, those with a true marketing database are able to successfully execute campaign management, triggered marketing and deliver great marketing ROI.  Those of our clients that rely on enterprise level information management are only able to manage campaigns as "one-offs,"  the results often a fraction of those with a true marketing database.  It is a simple question with a simpler answer, in order to optimize marketing ROI you must have a database built for that purpose.


While it's now clear the earth is flat, data intelligence is key, and integrated marketing is all the rage, too often I find that Brand strategies are still linear and often media focused.  With the media landscape evolving incessantly these days, Brands and Brand strategy need to be agile and all-inclusive.
The concept of open source was initially a software development method that allowed for distributed peer review and transparency of process.  Opensource.org believes the promise of open source is better quality, higher reliability, more flexibility and lower cost and this has generally proven to be true.  But open source has evolved beyond software in my opinion.  Wikipedia explains the open source model as allowing for concurrent input of different agendas, approaches and priorities and made available for public collaboration. Just like web 2.0.
Brands today need to adopt an open source strategy.  Along the marketing continuum, the media and touch point options will continue to segment and proliferate.  A strategic position reliant on only current options is doomed to long term failure in our new environment.  However, a strong strategy that allows for immediate execution in any media stream or any environment and that allows for ongoing customer interaction is one that will survive as well as thrive.

It’s amazing how much money is spent launching new products these days.  One auto manufacturer recently spent over $85 million on a new launch.  Even in a fully integrated marketing campaign, you know broadcast still got the bulk of that budget.  But it seems to me that they could have given away several cars a day for a year and really generated some viral buzz! Yet along the marketing continuum, hands on experience with brands is of increasing value these days – especially in large ticket categories.   

Toyota recently broke the ‘never done that before’ rule many times when they launched the highly anticipated new Tundra.  They showed the Tundra at places like Home Depot parking lots and construction sites while offering free breakfast for those that took a closer look. They built new displays for state fairs and Bass Pro Shops to highlight the size of key features such as brake rotors and body welds. 

In doing all of this, Toyota had a successful launch and generated terrific buzz but was stuck with an often ignored dilemma -  What happens to those people who see and like the truck, but aren’t ready to buy?  Management certainly wants to see the marketing data and ROI as with every other spend.  So how do you track the guy who ate your breakfast at Home Depot? We’ll explore those options next time!


There's an old line in advertising that the smaller your hammer, the sharper your nail has to be. And while traditional business intelligence says spending more in a downturn is a sure means to build market share, most companies are busy making their hammers smaller.
Today the news is that the world's largest advertiser, P&G has slashed media spending and competitors like Unilever are doing much the same.  If even the big guys are killing their budgets what is the lesson to be learned?

You need a sharper nail. It seems that broadcast and general print are taking most of the hit. What the smart marketers know is that better targeting through data analysis and data intelligence is the answer. When your marketing budget is smaller you've got to be sure that every dollar is highly targeted. Using data analysis to pinpoint your target and then delivering your message in targeted communications like email and direct mail are just a couple elements of an integrated campaign.  Use all your marketing intelligence to keep the nail sharp!  

This is one of my favorite quotes from the movie “Ghostbusters”.  Remember it?  Bill Murray as Dr. Peter Venkman.  Classic.

I’m reminded of this quote every time two key marketing constructs - Campaigns and Triggers - end up in the same conversation.  For whatever reason, it seems to me like most marketers like to keep these separate.  Even Gartner classifies them separately, “basic” versus “advanced”, in their evaluation criteria for multichannel campaign management (MCM). 

But if we are truly focused on the customer (or prospect, which is really just a customer who hasn’t purchased…yet), then we as marketers have to find a way to get these dogs and cats to live together.  A customer doesn’t care about a campaign or a trigger - or a model, or a creative, or a workflow for that matter.  They, well actually we, care about relevant messages at the relevant times.  And when it’s done right, we actually appreciate it.  But when it’s done wrong, it really annoys us.

Both campaigns and triggers are important marketing tools.  Excluding one or the other dilutes the overall effectiveness of the marketing function.  But if we don’t reconcile them intelligently then we risk producing inconsistent, irrelevant and potentially ill-timed messages. 

To be fair, in many ways, campaigns – at least traditional campaigns - and triggers are different animals.  Traditional campaigns are driven by a marketer, “on demand”, if you will.  They are sometimes based on data, or even better on segmentation and/or analytics, but often on intuition.  And they are typically executed based on the marketer’s preferred timeframe and channel, not necessarily the customer’s.   

Triggers are similar to campaigns in that they are initially conceived and defined by a marketer.  However, they must, by definition, be driven by data.  And they must have pre-defined criteria to apply to the data so that the triggering system can “watch” for the condition represented by the criteria to manifest.  Now, the criteria can very simple, such as a birthday approaching, a 3,000 mile / 3 month oil change coming due or a CD about to mature.  Or the criteria can be very sophisticated, such as the occurrence of statistically abnormal transaction behavior (think applying fraud detection-like algorithms to marketing).  And finally, triggers “fire” based on the customer’s timeframe (as long as the data is right), not necessarily the marketer’s.   
 
Even though triggers may seem more attractive in some cases due to their data-driven and automated nature, both techniques are important.  There are things that a marketer knows that often won’t make it into the database – or at least not in time – to become available to the triggering system.  For example, if a regional hail storm strong enough to do damage to cars occurred, a rapidly executed, on-demand campaign from an auto body shop to attract customers with hail damage for repairs could be very effective.

Interestingly, from my experience, in cases where on-demand campaigns seem like the logical, or perhaps only, option, shortly thereafter there is usually some brainstorming about how the situation could be “triggerized”.  Given the previous example, one might ponder “if the triggering system only had access to weather data, then…hmm…”. 

But that’s enough for now; more later…


User generated content has been touted for some time now.  And for good reason, in the right scenarios it can be very effective.  But another less noticed variation has been around since about 2001. It's called an Ad Builder. For companies who have distributed channel partners including franchisees, dealers, retailers, and so on, an ad builder solution allows them to create and distribute their own content, all while enhancing the Brand. Something most UGC can't guarantee!

Importantly, this end-user generated content goes online but also offline to traditional media including print advertising, direct mail, flyers, brochures, point-of-sale and even out-of-home (billboards, kiosks, and the like).  

Managing assets is no longer enough.  Like with Web 2.0, ad builder success comes from setting those assets free and allowing your end-users to customize your marketing materials for their local needs.  You simply have to provide your end-users with an ad builder solution and then let them use their market intelligence to drive effective marketing programs for you and your Brand.
 

Gone are the good old days when marketing was straight-forward and simple.  A marketing director used to be able to plan out his or her budget for the year and then spend to that budget.  The job was highly visible and seen as a major contributor to company success. However, the more hyper-connected and hyper-speed society has become, the lower the tenure of the CMO. Is this related? Some report that the average tenure of the Chief Marketing Officer today is little more than 18 months. Why is that?

I postulate that one reason for this is that marketing directors have unwittingly become myopic…siloed into a functional role. Cata1 argues that “CMO's must move away from thinking like functional executives embedded in their own siloed departments and instead think instead like operational executives." 

Another possible reason is that marketers are still marketing in silos—in multiple, individual and siloed channels without a comprehensive view of the customer's needs and interaction with the company. "Integrated Marketing" requires more complex data analysis and marketers need to catch up.

A third explanation could be because CMO’s do not fully understand that they are now, as Thomas Davenport2 says, “Competing on Analytics”. Everything, including mass media, has become measureable. Marketing is now about Business Intelligence along the full marketing continuum. Those who don’t adopt a metrics mindset, cannot optimize their companies’ marketing spend. I recently heard Hanssens3 make this point clearly.

CMO’s should be the voice of the customer, driving the company toward customer-centricity. Christensen and Raynor4 assert that “What customers really want is for you to do their jobs for them”. I agree.  Marketers must focus on the customer and must focus the entire company on the customer if they want to last.5

_______________________________

1Carlos Cata, "CMOs, Stop Obsessing over the Tenure Stat." Advertising Age 79, no. 20 (2008). 
2
Thomas H. Davenport, "Competing on Analytics," Harvard Business Review 84, no. 1 (2006).
3Dominique M. Hanssens, Daniel Thorpe, and Carl Finkbeiner, "Marketing When Customer Equity Matters," Harvard Business Review 86, no. 5 (2008).
4Clayton M. Christensen and Michael E. Raynor, "What Customers Really Want Is for You to Do Their Jobs ; to Make Innovative Products That Drive Growth, Companies Must Forget About Demographics, Product Attributes and Market Size Data, and Focus on the Specific Jobs Customers Need to Get Done," CIO 17, no. 4 (2003).
5Jennifer Rooney, "Marty Homlish Knows Why CMOs Don't Last," Advertising Age 79, no. 14 (2008).


Marketing has undergone a paradigm shift. New tools, new technologies, new approaches and new data have opened marketers’ eyes that there is indeed a cause and effect and predictability in customer’s actions. It is discernable in the marketing data, as Davenport notes: “Most business functions, even those, like marketing, that have historically depended on art rather than science—can be improved with sophisticated quantitative techniques.” 1 In a paper, “CRM from ‘art to science’” Jackson2 sets forth a new framework for treating marketing as a science:

Early research and methods concerning customer relationship work often focus on more intuitive approaches to customer management. Many of the initial theories, such as one to one marketing and value-based management, were less analytical in their approach. Likewise, too often companies that have implemented customer relationship management (CRM) systems have done so with an unstructured approach (art) as opposed to a structured and by-the-numbers approach (science).
 
Historically, marketing is known as a social science, rooted in psychology and sociology. However, as has been recently discovered, customer behavior is actually quite quantitatively predictive:

Marketing…has always been tough to quantify because it is rooted in psychology. But now consumer products companies can hone their market research using multiattribute utility theory–a tool for understanding and predicting consumer behaviors and decisions. Similarly, the advertising industry is adopting econometricsstatistical techniques for measuring the lift provided by different ads and promotions over time.3

It is only recently that the marketers have discovered new data mining methods which are proving to be highly robust and reliable. “Over the last 10 years, a paradigm shift has occurred in the statistical analysis of marketing data.” 4

At the same time, consumers themselves have undergone their own paradigm shift…from being marketed to, to taking control of what messages they hear, when they hear them and what channels of communication that companies are able to use to communicate with them.“ The consumer is deluged with messages. The average consumer sees about one million marketing messages a year-about 3,000 a day. One trip to the supermarket alone can expose you to more than 10,000 marketing messages!” 5Customers will no longer tolerate this mass media or mass customization approach. Customers are individuals, not transactions or demographics. "Customers are demanding that marketers communicate when and how it is convenient for them. Underlying right-time marketing are analytic and predictive capabilities that determine the optimal interaction strategies, automation and incorporation of repeatable best practices” 6

One of the key shifts that has occurred is the need to treat customers as individuals and not as segments or clusters: “Successful direct marketing initiatives require firms to predict the behavior of specific individuals.” 7

Today’s managers are very interested in predicting the future purchasing patterns of their customers. Faced with a database containing information on the frequency and timing of transactions for a list of customers, it is natural to try to make forecasts about future purchasing.These projections often range from aggregate sales trajectories (e.g., for the next 52 weeks), to individual-level conditional expectations (i.e., the best guess about a particular customer's future purchasing, given information about his past behavior). There is a great deal of interest, among marketing practitioners and academics alike, in developing models to accomplish these tasks.

A new approach to customer data analysis is needed. Customers must be analyzed and treated as individuals.Today it is possible to analyze individual customer behavior and act on it with custom marketing materials, with the right message at the right time. It is intuitively obvious: “The secret to achieving a good marketing ROI is simple: Give customers more of what they truly want and less of what they don’t.”9With marketing data analytics and business intelligence, we can figure out what this is and optimize for it.


1 Thomas H. Davenport, "Competing on Analytics," Harvard Business Review 84, no. 1 (2006).

2 Tyrone W. Jackson, "CRM: From 'Art to Science'," Journal of Database Marketing & Customer Strategy Management 13, no. 1 (2005).

3 Davenport, "Competing on Analytics."

4 Greg M. Allenby, David G. Bakken, and Peter E. Rossi, "The HB Revolution," Marketing Research 16, no. 2 (2004).

5 Seth Godin, Permission Marketing (New York: Simon & Schuster, 1999).

6Dan Goldstein and Yuchun Lee, "The Rise of Right-Time Marketing," Journal of Database Marketing & Customer Strategy Management 12, no. 3 (2005).

7 Greg M. Allenby, Robert P. Leone, and Lichung Jen, "A Dynamic Model of Purchase Timing with Application to Direct Marketing," Journal of the American Statistical Association 94, no. 336 (1999).

8 Peter S. Fader, Bruce G. S. Hardie, and Ka Lok Lee, ""Counting Your Customers" The Easy Way: An Alternative to the Pareto/NBD Model," Marketing Science 24, no. 2 (2005).

9 V. Kumar, Rajkumar Venkatesan, and Werner Reinartz, "Knowing What to Sell, When, and to Whom," Harvard Business Review 84, no. 3 (2006


With a slowing economy, it is important to use information to drive marketing communications. Data collection and analysis needs to create business intelligence that marketers can use to identify the right opportunity at the right time and guides marketers to deliver the right message.

Data is everywhere. It is with sales reps, in departmental databases, in market research departments, and list processing services to name a few. The first step to turning this data into marketing information is to utilize data management services.   

A key element to data management services is electronic data processing. Automatic data processing is used to consolidate data into a 360 view of the customer. Data quality management uses hygiene procedures to clean and standardize the data. Data consultants can assist in recommending data management solutions to address specific needs and concerns.

Once data is clean and consolidated, the second step is using advanced data processing to continue turning data into information . . .


I like to enjoy the ironies in life. Remember how we once worried about privacy on the internet? We didn't want Amazon to know what we bought last time we shopped. We worried that our Google searches would end up compiled in a master database on a server farm somewhere? (they are...).

 

Then came blogs and many of us started to share our thoughts and ideas with all who would listen. Then social networks like MySpace and Facebook allowed us to share nearly everything else with our hundreds of "friends". And now we have life streaming. New sites including Lifestream.fm,  Twitter and Friendfeed allow users to instantly update their digital personas across numerous networks with every single, minute detail of their lives.

 

People are generally willing to tell us what they like, what they want, what they need. Yet, as marketers we continue to not listen. We compile marketing data, do analysis after analysis, send email and direct mail, then look for sales. But do we actually communicate?  Do we meet our customers' needs?  Do we provide for a continuous loop of enhanced understanding?

 

Compiling data alone won't do the trick. It's the nuances we see, the insight we impart, the understanding of who our customers are, that makes us intelligent marketers.


Sophisticated new automated marketing systems designed by Conclusive aspire to reflect the highest form of marketing prowess—selecting and executing communications for customers as if your best sales representative was always there. 

That description (as if your best representative were there) might sound a bit "Back to the Future," but think about it—advertising and marketing departments have for years sought to present the best marketing communiciations possible to their customers, but have historically issued a relatively small number of messages and imagery in their communications in order to be realistically economic. For years we've recognized that type of communication strategy was suboptimal, if only because one or a small number of communications could never speak adequately, much less optimally, to all the members of a large customer base. To communicate most effectively with a customer base, one would have to be prepared with a nearly limitless set of communication options for each individual consumer. It would be as if [indeed] your best sales representative(s) was on the virtual showfloor greeting each customer, selecting their messages according to the very wide set of factors that might be influencing each of those customers' choices.

What might the "best" sales representatives be looking for? Well, they'd be observing each consumer as they enter the store, recognizing how they dress, what they drive, whether they had children at their side . . . they'd notice what seemed to interest each consumer and they'd align their own efforts to sell the store products that most closely matched the combination of the consumer's interest and situation (i.e. factors that might lead them away from their initial interest, such as what they wore, what they drove, and those children . . . ). Frankly this is how the best sales and marketing departments operated a century ago—they just had no scaleability to apply their "best practices" to more than a consumer or two at a time!

So advertising and marketing evolved to determine central messages that could appeal more economically to larger numbers of consumers. Hence mass marketing flourished. The trouble was, that evolution brought the messages further and further from each individual consumers' interest. Now with the emergence of deep databases and technology that position us to more elegantly overcome marketing's "scale" issues, its time to evolve back!—back toward "human" marketing that lets us conduct careful and thoughtful custom communications for  thousands upon thousands upon thousands of individual customers as if we were meeting each individually on our virtual showfloor.

What is Conclusive's plan for this marketing future? The key is structuring marketing solutions to simulate human practices—leveraging any and all knowledge known to the marketeer, building "rules" that can determine the most appropriate communications to issue each consumer based on their interactions with us, and enslaving technologies that can execute those predetermined communications automatically when customer interactions are detected. Conclusive have meaningful assets in all these areas and has begun building an as-yet-to-be-named next generation solution that captures the essence of the "best" salesperson in a scaleable marketing automation platform. 

On our website, we call the ingredients Data Management, Data Intelligence and Data Delivery. Together, it can also be called Event Driven Marketing, Knowledge-based Marketing or Interaction-based Marketing. Funny though, to me (despite all the new terms) all this sounds so old as to be new.