Panel – Is Your Data C-Suite Ready? Transforming Insights into Market and Business Intelligence
Moderated by: Beth Rounds, CMO, Dapresy
Panelists: Amy Davies, Head of Insights, Acklands-Grainger, Lisa de Lima, Associate Director of Market Research, LoyaltyOne, Maelyn Angulo, Manager of Customer Experience Strategy, Capital One, Philip Scrutton, Vice President of Shopper Inisghts, BrandSpark International, Kyle Davies, Director of Marketing Research, Bond Brand Loyalty
…Yes, you read that correctly – a female moderator, and 3 women and 2 men on the panel. Diverse panels ARE possible if you decide you will have them!
- We need speed and automation to data into the hands of a business in a timely manner
- Story telling and graphics are now mainstream
- Data integration is still key but information remains in silos
- Limit your research objectives to 2 or 3 of the items you really need to focus on. If you have more, then split them into separate projects. Think about your end product at every phase of the research. How will it translate into a report? Can we condense things into a reasonable space for reporting. The best study is a horrible study if you can’t report on it properly.
- Lisa de Lima says their surveys are FIVE MINUTES! [In other words, don’t say it isn’t possible because it is.]
- Get to THE answer not an answer.
- Push back against ‘just add one more question’
- If you want to be believed, you need credibility. You get this by speaking to people on the frontline, speak to the sales team, the client service team, let everyone help shape strategy.
- Use dashboards to deliver results in realtime – let them see it before the presentation, let them drill down on relevant filters, and use this to elevate the conversation. Now you can dig deeper because everyone has seen the data they want and need to see.
- Don’t just stick to the RFP. Think about how you can integrate findings from other projects and data. DOn’t just deliver numbers. Bring storytelling to make the data meaningful.
- You were hired because they trust you. So tell them the answers quickly and clearly, and move the report presentation into a discussion to offer real value.
- Give vendors enough background information so they can speak on your behalf, knowing what you know and knowing your take on the results
- Let your researchers visit other areas of the company – the call center, client service, etc. Invite them to visit to they truly understand the business
- Project management is table steaks. Make sure a new researcher can read a report and pull out the key point, the elevator story, the research objective. Can they tell an appropriate story about it.
- [Currently having a candy fight with my neighbour. I WILL WIN THIS BATTLE!]
- Data isn’t complicated. Storytelling, however, is hard. Use designers, internal or external. Marketers are good storytellers and researchers need to learn this skill as well. [I really think researchers don’t get what story telling means. It’s not like writing a kids book.]
- What are the meaningful bits? What make sense.
- There’s not one right way to get to a story. If you work off data tables or the dashboard or the report itself, just make sure it works.
- Don’t just visit or go on sales calls, TELL people you visit and go on sales calls.
- Reports need to be quick, digestible, and FUN.
- Use a designer to prepare infographics, images. Personalize the insights.
- Marry attitudinal with behavioural that the client knows about
- Don’t present every single piece of data just because you can. Focus on the real objective and answer just those questions. Then it is a crisp focused report. [You can put the rest in the appendix]
- CEO needs one slide, other people need different or more slides. Create the right report for the person you are talking to.
Like that? Read these!
“ICE”ing On the Cake -De-Constructing and Disrupting the Customer Experience by Anne Kossatz and Lesley Haibach #MRIA14 #MRX
Live blogging from the #MRIA national conference in Saskatoon, Saskatchewan. Any errors or bad jokes are my own.
“ICE”ing On the Cake -De-Constructing and Disrupting the Customer Experience
Anne Kossatz, Manager Strategic Marketing Research, RBC
Lesley Haibach, Vice President, Ipsos Reid Loyalty
- the customer experience had flat lined, results were very stable especially at the corporate level
- wanted agent level feedback, needed faster presentation of results
- what makes an experience GREAT?
- focus is on the experience – pre-call and post-call also have an influence on telephone customer experience
- you need to focus on far more than just corporate level – apple and disney focus on the individual consumer
- are you thinking about the music playing, what the line will be, what the store smells like
- need to look at where in the interaction someone feels they’ve had a good experience
- what do you THINK the line will be and what would be better – 10 people in line imagined versus 5 or 0 to make you feel better
- 3 stages of study – understand expectations vs reality – key stakeholder interviews conducted
- move to customer observation and interviews with an ethnographic experience, had consumers do an information gathering phone call
- final stage is frontline staff validation sessions – brought in staff from all departments and found the pain points and what could be done to fix those
- customer journey extends beyond the experience itself – IVR to live agent to transfer – people expect ease of navigation, empathy and engagement, warmth of transfer
- also what is motivating them to make the call, is there any follow-up – these also matter
- what are the door openers in the experience – what is the mood, headspace during the precall – transaction you don’t recognize, fear or anger or stress, 1 or 5 rings really matters. if you’re just changing your address while you watch TV at the same time, the mood is totally different.
- people would prefer to stay on the line with an agent rather than stay on line with the agent, when you go to the branch you are technically put on hold but the teller keeps you engaged
- client validation – you have to give your personal details several time even before you get to the right person – need to wait to hear the issue before the person is validated and has to give their personal information
- client experience – it must be client first, need a warm transfer, sometimes problem is resolved but the client doesn’t realize it’s been fixed
- HR realized it needed to hire not necessarily entry level people, but those with the ability to engage and delight customers
- it’s time to rebuild the experience and the measurement of that experience
Live blogging from the MRIA/CMA #CMACX customer experience conference in Toronto. Any errors or bad jokes are my own.
Building A Customer-Centric Company Culture Within The Organization
Kevin Thompson,Vice President, Customer Experience and Development, Barneys New York
- The customer is in control, so now what?
- Struggles from the great depression impacted people their entire life, 80 years. You can’t shift back and that’s not necessarily a bad thing. Makes us more responsible about the products we sell.
- Sales dropped 40% in two years during the recent recession. Got a new CEO and COO, both from Gucci.
- “Why” has a lot to do feeling, they buy the “why” before the “what.”
- Apple is the perfect example. They communicate the “why.” They rarely show the whole ipad. It’s the voiceover that matters, it’s a part of your life, it’s the experience of living. Tapped into a feeling of owning apple products.
- We need to understand the feeling of shopping at Barneys. Needed to reboot the entire company. It had not been customer focused. Barneys tried to dictate cool instead of seeing what cool was. We weren’t being “nice” to our customers – we’re barneys, we tell people what’s cool. That fit the style of luxury retail.
- This snob appeal worked for a long time and they become famous for it. It bit them in the end. Customers changed how they spent their money and the store didn’t.
- The client IS the business.
- 2400 customers spent 80 million at barneys last year. we cannot lose these people. need to maintain these relationships. But really needed new customers. 5% of customers spent 50% of the money.
- spoke to 4000 employees and customers in the first 6 months via surveys, interviews, mystery shop, phone monitoring, and focus groups from C level to stock room employees
- Heard from customers that had been treated rudely. One focus group was so negative that every person refused the thank you gift of a $500 gift card. That needed to be shown to the executives.
- Some people want a present sales associate but not someone who holds their hand. Other people do want the hand holding. You need to understand both. [I want someone who catches my eye and then leaves me alone until i’m ready]
- Southwest and Harley Davidson are great at customer segmentation
- Have you ever bought a pair of Nike’s and then just slotted it on top of all your other Nike boxes?
- Why do we like farmer’s markets? We have few choices but it’s a family event, in the country, the fresh air. Buy an apple at Whole Foods? Sure, why not. More choices, but it’s not a family event, it’s a bit intimidating if they all fall off the shelf. Whole Foods knows this so they train their associates on it. Anywhere you buy an apple feels different.
- Peanut Labs Ask-Me-Anything with special guest Tom Ewing
- Peanut Labs Ask-Me-Anything with special guest Kristin Luck
- Behavioural Economics Can Finally Explain Human Behaviour
- The toughness of soft skills by Steven Tramposch, Heineken #CMACX #MRX
- Mix in a little India #CMACX #MRX
- How Mondelez captured the heart of Canadians during the Sochi Olympics #CMACX #MRX
- Mind, Mood, Music, and Marketing by A.K. Pradeep (Great talk!) #CMACX #MRX
A kind friend recently gave me a $100 gift card from a major credit card company. The company obviously knows how to create an endearing and delightful customer experience that encourages life-long loyal users so I’m excited to spread the love and share the joy with all of my friends. Here is what I learned.
- Ensure the safety of the gift card. Brands should force the gift receiver to visit the brand’s website and register the card before it can be used. Ignore the fact that the purchase contract was between the credit card company and the purchaser. Insist that the gift receiver, an unaware third party, share their first name, last name, birth date, and email address so that their personal and private information may be added to a marketing database.
- Make the shopping experience the focus. In my case, I spent a good half hour choosing and trying on jeans, and after realizing that none of them fit well anyways, I took the best of the worst to the cash register and pulled out that $100 gift card. My new jeans actually cost $103 so I slapped 3 loonies on the counter and grinned. Woo hoo! $3 jeans! I watched as the cashier carefully wrapped and packed the jeans like they were the were most precious jeans on the planet. The cashier took the gift card, swiped it 7 times, and then asked, “Would you like to pay some other way” because the gift card didn’t work.
- Create opportunities for engagement. I had to void the purchase, return home, and call my friendly neighbourhood credit card representative to inquire about the problem. After enjoying some lovely tunes for 20 minutes, I was able to speak to someone and tell them my gift card didn’t work. He asked my name but was not satisfied that I wouldn’t tell him because I didn’t want it added to their marketing database. He insisted on a name for his records so I told him John Smith. Unfortunately, he informed me that John Smith wasn’t the name the gift card was registered with. So I told him my name was Private Private. Finally, he was willing to speak with me because that was the name I had registered the card with. Thank goodness I remembered because I register all kinds of things with all kinds of fake names, fake birthdays, and fake email addresses. Finally, he was allowed to tell me the problem with my non-working card. The problem was that I should have paid the $3 cash first and then the card would have worked. Of course, why didn’t I know that? All gift cards work exactly like that!
- Create new joyous shopping experiences. This time, I wasn’t naive. I didn’t spend half an hour tediously picking out an item. I needed new runners. I picked out new runners. $105. But I was wise. I brought the runners to the cash register, slapped a $5 bill on the counter, and helpfully informed the cashier to use the cash before the gift card. But she ignored me. She swiped the gift card first. Which worked. The first time.
So now I have a new pair of shoes and I still need new jeans. But let me tell you. If I ever want to give someone the fun of a gift card, it is absolutely not going to be that brand. Unless I need a gift for someone I don’t like. In that case, I will give the gift of annoyance. Hey….. Wait….