奥美Philips Brand Equity Board 017.ppt

1,Customer Relationship Marketing 14-Feb-23,&,Philips Brand Equity Board,2,Why Relationship Marketing,A consumer perspectiveCRM as sustainable competitive advantageMedia effect and media efficiency,3,CRM:A consumer perspective,The consumer(in Europe)is changing:Feel unconfident about their future*Need a feel of trust to buy*Trust from a brand will grow when the brand is more open and on level with the consumer*If customers trust you,it will be easier to sell and they will come back for more.*=source:The Henley Centre,4,CRM:Competitive advantage,Where products become more and more similar,communication becomes the differentiating factorIn every category,very few households make or break a brand(the high spending minority)The most successful brands are those with the most loyal heavy users(Garth Hallberg)CRM aims to build better bonds with this segmentThe advertiser who finds a direct way to the hearts and minds of these people wins,5,fromcounting the people you reachtoreaching the people who count,CRM:Competitive advantage,6,CRM:Media perspective,The number of brands is still increasing in almost every market(e.g.Korean brands)Mass communication gets less efficient due to media-fragmentationMass communication gets less effective due to increasing mass media and outdoor information-pressure;outspending the competition is not the solutionConsumers zap in TV and print more than ever,7,CRM:Media efficiencyFelix TV commercial,Split run test on users database:50%no mailing(control),50%received a mailing that announced a new TV commercial.Announcement mailing was sent 1 week before broadcasting.,8,Results Felix:(after broadcasting 15 spots),EFFECT:just TVDM+TVReach26%56%Spont.awareness44%77%,9,frommass mediatointegrated media,CRM:Media Perspective,10,What is CRM about?,Reaching the people who countProfiting from multimedia synergiesGrowing the right relationships,More bang for the buck Requires building your own media,11,Growing the right relationships,A dialogue-a concrete result of a relationship-will only be fruitful if the timing and the message is right and relevant.We call this commitment-and the underlying process-to build profitable relationships:Customer Ownership.Because,in the end it is about creating a sense of ownership in the customers mind:My shop,My BMW,My Philips.,12,First principle of aPhilips CRM program:DFM(Differential Marketing).Focus on the best(potential)customers.,Growing the right relationships,13,All consumers are not created equal:focus on best customers,In the relationship,were able to determine the actual and/or the potential value of the customerThis value is the determining variable for investmentEvery brand,product and category has low and high profit consumers“Fish where the big fish are”,14,High,Medium,Low,No-Volume,Sales&Profit,Total Market,The Pareto principle,15,Differential Marketing:credit card spending,%adults,Transactions,Spend per year,$5,090,$1,080,$100,0,95%,5%,1%,0%,11%,3%,1,85%,16,Differential Marketing:Audio(U.S.market,source Mediamark),%adults,Spend last 12 months,Total sales,40.3%,31.1%,28.6%,0,$1.900,$800,$150,0%,0.6%,1.1%,6.4,91.9%,H,M,L,Non,17,Second principle of aPhilips CRM program:The sales cycle.Focus on the low hanging fruit,Growing the right relationships,18,Sales cycle,Prospect,Buyer,After market,Market,Loyal Customer,Investment,Profit,19,The three opportunities in the sales cycle,Customer equity,20,Following the low hanging fruit,best customers,ROI,other customersin the database,outside list,Targetedmass media,high,low,retail partner lists,21,Third principle of aPhilips CRM program:Represent the private face ofthe Philips brand.,Growing the right relationships,22,Growing the right relationships,Create a communication platform,the Philips way to speak with its best customersUnderstand who we are talking to and how close they are to Philips,23,There are 3 routes,in principle,to bond with your customers:You can create financial,social,structural bonds-or a combination of these.,Growing the right relationships,24,Growing the right relationships,Fourth principle of aPhilips CRM program:Bridges that work Internet Databases Call Centres Mail Retail,25,Brand,Customer,Company,Growing the right relationships,We dont know yetwhich bridges existand how wellthey function.We build,repair,maintain as we go along.,26,Value added by growing the right relationships,Identifying the most profitable customers;Getting a higher share of their business;Reducing both the expense of communicating to the wrong people and defections from your brand;And turning loyal customers into brand advocates.,27,(Why)CRM for Philips,4 principlesbest customerslow hanging fruitprivate facefunctioning bridges,Focus during the first 16 months,Will analyse,develop and fix,Remember:Its a journey,28,II.How to get started,The next 16 months,29,How to get started,1.Testmatrix2.Evaluation3.Cost&Timing4.Year 2000 event,30,Objectives,Improve marketing efficiency Increase effectiveness of communicationsImprove loyalty degree(retention)Learn what works and where,31,Strategy,Testing campaigns in 6 countriesEvaluation and refining CRM approachExportation approach to other marketslearning while earning.,32,Test matrix,Business UnitsInternational:TV(Renewal)Audio(CDR)Videq(VCR)Local:Audio(MP3)Videq(DVD),33,Test matrix,Moments of truth&target groupsTVRenewal of existing TV to widescreenMoving householdsSecondary house ownersMarriage/divorceIntention to buy TVChildren in householdPhilips TV owners(approximately 6 years old),34,Test matrix,Moments of truth&target groupsAudioCross sell CDRStudents/young professionalsSecondary house ownersNew car buyersPhilips car CD ownersPhilips CD owners,35,Test matrix,Local campaignsMP3UK&USAMusic&PC enthusiastsPhilips ownersDVDFrance&USAPhilips owners,36,After first half year,Analysis of Q1 and Q2 resultsRefine and redefine programmes and objectives,37,Campaign evaluation:basics,1.0-measurement 2.Set goals for the campaign3.Including tests-per campaign-per countryPer campaign:90%campaign,10%control4.Evaluation Q1 and Q25.1-measurement&evaluation of the(series of)campaign(s)6.Export of campaigns to other Philips markets a continuing process.,38,III.Why OgilvyOne worldwide,39,How to measure experience working across borders:,Four Good IndicatorsNetwork of offices across the regionsHow the network“nets”Our clients the company we keepOur expertise in handling international accounts,40,We are where our Clients need us to be.,Worlds strongest,most experienced direct network,Singapore,Lisbon,Milan,Dublin,Paris,Zrich,Caracas,Sydney,Hobart,Chicago,Los Angeles,Mexico City,Guayaquil,Santiago,Buenos Aires,Montevideo,Rio de Janeiro,So Paulo,Miami,New York,Toronto,Buffalo,Cape Town,Johannesburg,Madrid,Barcelona,Athens,Istanbul,Kuala Lumpur,London,Copenhagen,Oslo,Stockholm,Helsinki,Amsterdam,Vienna,Frankfurt,Brussels,Rodgau,Bangalore,Bangkok,Hong Kong,Jakarta,Taipei,Tokyo,Manila,Auckland,Wellington,Budapest,Bombay,New Delhi,Seoul,Beijing,Prague,Warsaw,Montral,41,Market leadership,In 14 of the 30 largest markets we are ranked the#1 agency.Our nearest competitor is ranked#1 in two markets.,42,Market-by-Market Leadership,Belgium1France1Germany2Ireland1Italy1Netherlands1Portugal1Scandinavia2S.Africa1Spain1Switzerland2United Kingdom2,Argentina1Brazil1Canada1Chile1Mexico1Uruguay1United States5,Europe/Africa,Americas,Australia4Hong Kong1India1Malaysia1New Zealand1Singapore1South Korea1Taiwan1Thailand1Japan8,Asia/Pacific,43,Consulting,Through our consulting services,we define the customer relationship and devise programs to increase customer loyaltyOur decidedly“customer-centric”approach utilises the most advanced technologies to research our clients most valuable customers:their buying dynamics,profitability,and where and how to get more like them.,44,Communications,We develop creative communications that move consumers into deeper,more valuable relationships with a brand-translating strategic thinking into big ideasWeve always provided higher-quality creative work.It is our most visible product and,in many ways,the summation of all our marketing thinkingWeve won almost 5 times as many awards(the kind based on results)as our closest competitor,45,Connections,Using a series of interrelated disciplines across all media,including data services and contact centre-services,we build bridges that connect our clients brands with their customers-constantly seeking new and innovative ways to give customers reasons to buy,to buy more,and to stay loyal to a brand.We currently operate 11 Contact/call centres worldwide and we are the largest call centre network in the Asia Pacific region,46,Interactive,Today OgilvyInteractive is the largest integrated interactive agency in the world,with 22 offices servicing more than 40 countries and the largest media buyer on the web.With the full leverage of a global communications agency,we produce one-to-one marketing solutions online that build brands,as well as customer equitywith cutting-edge interactive technologies.,47,Interactive,Ranked#1 New Media Agency by Advertising Age in 1999Named one of the Best Top Ten Interactive Agencies by AdweekNamed one of the Top Five Leading Agencies by The Red Herring(1998&1999)Winner of the 1999 Grand ClioWinner of three 1999 Cyberlions at Cannes including the Cyberlion Grand Prix,48,How the Network“Nets”,Worlds Strongest,Most Experienced NetworkInternational thinkers,attracted to the OgilvyOne network by our global reachTrained to“think globally,act locally”International transfers and exchangesAdopt-A-Country programsWorldwide training and Creative Directors meetingsUnited in a common discipline:Customer OwnershipConnected instantaneously by technology,49,Common processes:knowledge sharing,Common and consistent brand image delivered by:Brand teams made of specialists who arent forced to specialize.Knowledge flows from individuals to brand teamsvia most up to date ITLotus Notes:IBM/American Express/Unilever Solution Centers On-line Creative librariesTruffles,50,How we handle international accounts:three approaches,Central CoordinationCentral DevelopmentCentral ExecutionLocal Implementation,Central CoordinationCentral DevelopmentLocal ExecutionLocal Implementation,I,II,Central CoordinationLocal DevelopmentLocal ExecutionLocal Implementation,III,51,How we handle international accounts:three approaches,Central CoordinationCentral DevelopmentCentral ExecutionLocal Implementation,I,Advertising and Direct Marketing concepts,artwork,photography and even some printing handled by New York local deployment,with modifications on an exception basis only if truly necessary(e.g.Korea),IBM Software Servers,52,How we handle international accounts:three approaches,Central CoordinationLocal DevelopmentLocal ExecutionLocal Implementation,The headquarters central coordination team monitors direct marketing activity worldwide to identify best practices in all acquisition,retention and loyalty work.Information is packaged and shared with local markets to help local teams optimize performance,American Express Best Practices,III,53,International clients&CRM,IBM,Ford,Unilever,American Express,Jaguar,Wings alliance,Seagram,Nestl,CRM,Tactical DM,54,Nestl&OgilvyOne,Latest tools and processes developed for Nestl,55,Lets make things better,“The markets treat Customer Relationship Marketing as an investment.They do not realise that it is a matter of survival,that it is no longer possible to build brands with untargeted media”Philippe Vron(Nestl GM),56,青苹果出品 必属精品http:/,囊括2007-2010几十G地产策划资料/企业管理人力资源全套/品牌策划资料/行业分析报告/PPT模板等。,