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  • admin 9:52 am on November 17, 2016 Permalink
    Tags: , , Consumer, , , , Views,   

    2016 Consumer Views of Email Marketing Whitepaper & Infographic 

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  • admin 9:51 am on October 15, 2016 Permalink
    Tags: Consumer, , , , Quantifiable   

    Mapping the Consumer Journey with Quantifiable Creativity 

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  • admin 9:51 am on May 11, 2016 Permalink
    Tags: Consumer, , Identifies, , ,   

    New Research Identifies Factors That Impact Consumer Trust 

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  • admin 9:45 am on February 10, 2016 Permalink
    Tags: , , , Consumer, , , , , Goods,   

    Create a Data Driven Analytic Advantage with the Teradata Consumer Goods Analytics Framework 

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  • admin 9:55 am on December 9, 2015 Permalink
    Tags: , Consumer, , , I’m,   

    Why I’m Crossing over to Generation C – The Connected Consumer 

    I have lived in Australia for over 10 years and this year was the first time since I moved that I had the chance to go back to the USA for Thanksgiving. Even if you are not American, you probably know that the Thursday Thanksgiving holiday is about family, food and the focus of the weekend after is on shopping. From Black Friday (which actually began on Thursday evening in many stores), to Cyber Monday the weekend is the largest single shopping weekend of the year.

    The Connected Consumer

    I did go out amongst the crowds on Friday and although I went to one of my favourite stores, decided not to stay as the queue to check out was well beyond what I was willing to endure. If I was living in the US I would have switched to a digital channel to do my shopping.   The migration to digital shopping is continuing to pick up momentum and as reported in an article in RIS News, for the first time, Cyber Monday sales topped 3 billion dollars.

    Upon returning to Australia, I read an interesting article, Forget about Generations X, Y and Z: Three tips on targeting digitally-savvy Gen C where Generation C is an “unique blend of 16-year-olds who have grown up with computer literacy, to a senior who has caught up with status quo and is now shopping online.”

    The article goes on to suggest the three tips to target and retain digitally-savvy customers (Use modern, beautiful technology; Do customer research; Constantly improve.)

    Learn more about Teradata’s Retail Enterprise Framework and the Connected Consumer


    One key characteristic of Generation C is that they are connected consumers and these customers are never more than a few seconds away from their next shopping experience. To appeal to today’s connected customers; retailers must offer a seamless consumer experience—one that unites physical stores and online digital worlds.

    It’s time to shift from marketing to broad customer segments to delivering highly relevant customer interactions.

    The good news is the connected consumers create a trail of data that retailers can tap into to identify consumer desires, preferences and likely behaviour. By putting the consumer at the heart of operations, retailers can create engaging experiences that attract and build trust with the connected customer.

    American Eagle Outfitters (AEO) is a leading global specialty retailer offering high quality, on-trend clothing, accessories and personal care products at affordable prices.   With more than 1,000 retail stores in the United States, Canada, Mexico, China, and Hong Kong, AEO is facing a common retail challenge — finding the right mix between digital and brick and mortar retailing. “Live your life” is the motto and primary campaign for American Eagle Outfitters. And that is the attitude of their target market, Millennials. After all, they do live their life, with little brand loyalty. Millennials love you one minute and move on the next.

    So, how does AEO communicate and have a relevant conversation when one side doesn’t come to the party? They make the party really relevant and data driven! With the vision that every customer interaction is an opportunity, American Eagle Outfitters is pushing the creative bounds with data driven marketing and the use of geo-spatial to communicate to millennials. American Eagle Outfitters: Getting to Millennials Through Multi-Channel Marketing and Data

    As to the next time I am in the USA for Thanksgiving, I will skip the stores and head online. The population of Generation C increases by one.

    Monica Woolmer has over 25 years of IT experience who has been leading data management and data analysis implementations for over 15 years. As an Industry Consultant Monica’s role is to utilise her diverse experience across industries to understand client’s business; articulate industry vision and trends; and to identify opportunities to leverage analytics. Monica has a cross-industry focus and is currently primarily assisting Retail and Public Sector clients across Australia and New Zealand. Connect with Monica via LinkedIn.


    The post Why I’m Crossing over to Generation C – The Connected Consumer appeared first on International Blog.

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  • admin 9:54 am on August 25, 2015 Permalink
    Tags: Consumer, , , , Soul   

    Consumer Demand – The Heart and Soul of Retail 

    Over the last few months as I have transitioned into primarily supporting retail customers, I have been updating my knowledge of current trends in customer analytics, personalisation and data-driven marketing. Not surprisingly, this then led me to the topics of omni-channel and the connected consumer (which will no doubt give me plenty of ideas for future blogs).  An area of strength for Teradata retail analytics is Demand Change Management (DCM) and as DCM solutions are not new, I reached out to one of my colleagues, Nick Scott (Principal Retail Industry Consultant) to get his perspective on the role DCM plays for today’s retail organisations:

    “Retailers are constantly challenged by their customers. The evolution of multi to omni-channel has meant a mind-shift on how best to manage consumer demand. Digital shopping tells us so much about the customer and how they want to engage. What often gets missed is trapping this data to determine paths to purchase, customer sentiment, and the method of purchase chosen by the customer.

    Ultimately, all the customer wants is a retailer to have their products available from any channel, at any time, and at the right price. Retailers need the ability to capture these shifts in demand and adaptively forecast this demand to ensure stock is replenished and/or allocated to the right location for quick customer turn-around. This can be complex unless a retailer has the ability to crunch millions of rows of demand data to effectively model demand, tune forecasts, and overlay promotional programs to derive time-phased orders. Teradata’s Demand Chain Management (DCM) solution allows retailers to achieve demand forecast centricity to drive service level and be core to all retail support functions.”

    The EKN Industry Point of View paper that is available for download, The Powerful Potential of Well-Tuned Demand Chain Management reinforces the fact that a proactively managed demand chain is a must-have in the era of omni-channel retail. “The retail C-suite’s most strategic business goals remain focused on driving profitable business growth through deeper customer engagement and continued business efficiency improvements. However, the starting point of deeper customer engagement is in developing a comprehensive understanding of consumer demand and what this means to the business. It is also critical to decipher patterns emerging there in to manage service-levels, inventory sell-through and turns.”

    The report goes on to highlight the need to sync marketing and supply chain, providing one view of customers and products, “deeper customer profiling analysis, demand forecasting and inventory/supply chain preparedness at the SKU and location-level are some of the critical steps for creating one view of the consumer and inventory that helps with top line and bottom line attainment” and this continues to be a key topic in customer discussions.


    One of the benefits of conducting cross analysis of customer and product is improving the ability to forecast consumer demand.

    “The ability to analyse Omni-channel demand data and resultant forecasting, ordering, replenishment and fulfillment has to evolve with the changing nature of customer transactions where the demand signal and fulfillment may take place in different locations. This can be addressed in two ways. First, as consumers become more Omni-channel, tech-savvy, value-conscious and aware, it is a requirement for retailers to track consumer demand data when the initial signal takes place within the channel or store-level. Second, fulfillment location demand must also be considered during specific order, replenishment or fulfillment scenarios across channels. “

    What I find interesting is in learning about DCM capabilities how it quickly bridges back to customer analytics. Perhaps it is not only about omni-channel capabilities, rather enabling an omni-view of the organisation encompassing both customer and products across any channel.

    Monica Woolmer has over 25 years of IT experience who has been leading data management and data analysis implementations for over 15 years. As an Industry Consultant Monica’s role is to utilise her diverse experience across industries to understand client’s business; articulate industry vision and trends; and to identify opportunities to leverage analytics. Monica has a cross-industry focus and is currently primarily assisting Retail and Public Sector clients across Australia and New Zealand. Connect with Monica via Linkedin.

    The post Consumer Demand – The Heart and Soul of Retail appeared first on International Blog.

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  • admin 9:55 am on July 12, 2015 Permalink
    Tags: , CMOCIO, Consumer, Divide,   

    BRIDGING The Consumer Products CMO-CIO Divide 

    collaborationcollaborate col·lab·o·rate (Verb)
    >> Work jointly on an activity, esp. to produce or create something
    Cooperate traitorously with an enemy

    IT in Consumer Packaged Goods organizations has historically been viewed as a “necessary” investment vs. “strategic” investment and for those CPG organizations looking to leapfrog their competition – to be their customer’s (aka retailer’s) most valued supplier – they are embracing technology as a game-changing enabler. They are re-evaluating business processes in the sales and marketing organization where better access to insights enables new, different and more timely decisions in managing out-of-stocks, promotion execution, loyalty campaigns, and direct to consumer relationship initiatives. They are re-evaluating the disparate, silo’d, dis-aggregated agency consumer insights model. They are re-evaluating routine Joint Business Planning (JBP) processes – with better data and insights comes more efficient and longer-term planning opportunities. They are reevaluating demand-forecasting routines that are currently based on historical sales data vs. actual sold-thru or point-of-sale activity. And they are evaluating the possibility of new and different skill set needs within the organization to transform metrics into actionable insights (e.g. Data Scientist) – to identify trends and raise the bar on the traditional business analyst role.

    Data volumes are increasing with the addition of new and different sources across the CPG organization including point-of-sale, outlet execution, syndicated, retailer loyalty platforms, and social/mobile platforms. This is leading to fundamental change in how the business views technology – as an enabler. As a must-have. As a game-changer.

    A few thoughts to consider…

    The IT Opportunity

    IT organizations have the opportunity to step up as a strategic partner to the business. Or they can remain stuck in a hyper-structured, capital-intensive, slow-and-methodical, “we must own (aka control) technology decisions,” “must be new hardware in the data center – no cloud, no SaaS” mentality. If IT chooses option B, make no mistake the business will move forward with their own OPEX-driven investments in SaaS capabilities that will lead to even larger system disparities down the road (even while generating short-term positive business results). As in retail, the CIO and CMO roles are changing dramatically. With new methods for connecting with consumers and new data resulting from these interactions thus enabling targeted marketing and trade campaigns, the role of the CMO takes on even greater importance to the CIO. Technology is needed to support these initiatives – hence the role of the CIO as a closer business partner that enables marketing.

    Connecting to Consumer

    There exists a fast-developing relationship between the connected consumer and the CPG manufacturer.  What is enabling this relationship? It is enabled by mobile and fueled by social connections in addition to CPG consumer engagement investments. CPG manufacturers are increasingly threatened by competitive, and often lower-priced private label brands and counter this surge by marketing brand quality and investing in brand experience with the consumer. Increasingly the multi-channel brand experience is requiring data-driven analytics to enable marketing decisions and the result can be more accurate targeting of specific product sets and associated promotions. CPG is as an industry moving from social “participation” to “active social engagement” (and thus listening). The objective of new and growing integrated marketing teams is to interact with the consumer throughout the product evaluation, decision and purchase process to build loyalty around brands and understand break-downs in the brand-consumer relationship (and take action quickly to address gaps). Methods for doing this range from monitoring blogs and socials networks to direct consumer engagement via consumer engagement platforms, consumer surveys, and new product launch campaigns.

    New Life for the Analytics COE

    Changing business processes that are enabled by technology and insights will only be possible with the right people in the right technical and business roles within the organization.  Most IT organizations lack the skills and are staffed to a fixed hardware support and development model. It is increasingly important to have a solid master data model and infrastructure to enable the evolving fast-moving analytic capabilities rolling out to the market. At the same time, a shared COE for analytics could be a game-changer for the CPG organization willing to collaborate across organizational silos. Imagine the possibilities of having trade, shopper, consumer, loyalty, and sales insights and analytics under one organizational umbrella? Or at least under one virtual organization with the ability to share tools, techniques, and best practices while supporting business teams.

    Augmenting Social Opportunities

    Have you experienced Augmented Reality?! If not, you will soon as retailers and associated technology providers are quickly evolving AR experiences in store based on your products and they need your content, your brand facts and figures, your involvement in the process of offering a differentiated experience in store. One of the most public examples of AR is one playing out in retail utilizing a full-length “TV / mirror” that allows shoppers to view themselves in different outfits without actually trying them on by standing in front of the flat screen. Other examples involve bringing cereal boxes and soda bottles to life through an iPhone or iPad bringing live, changeable, relevant, targeted video and creative content to a shopper and driving brand loyalty and engagement. These capabilities require apps and apps generate data. The by-product of these interactions is data – lots of it – and could soon play a part in CPG innovation processes and brand investment decisions. AR platforms need your product data and in return, you will receive preference, sentiment, and activity data.

    Bottom Line: For IT to remain relevant and help their companies succeed, they must embrace collaboration with the business, especially the relationship between CIO and CMO.

    The post BRIDGING The Consumer Products CMO-CIO Divide appeared first on Industry Experts.

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  • admin 9:56 am on July 6, 2015 Permalink
    Tags: Consumer, , ,   

    The Consumer Products SEAMLESS Consumer Experience 

    CPG CRMWhen a consumer isn’t happy with the product she just bought, where does she go to complain or ask for help? She might go back to the store, or call the manufacturer or the retailer, and she might go to the manufacturer’s web site. But more than likely, she’ll hop on Facebook or Twitter to vent her frustration, where all of her friends and followers will hear about her problem and perhaps share their own experiences with the same or similar products.

    In the best-case scenario, the manufacturer will know about this conversation and use the opportunity to weigh-in with the appropriate customer support and marketing responses. But too often, these kinds of conversations end up defining the brand for consumers without the manufacturer participating or even knowing that it’s happening.

    This situation illustrates a central dilemma facing manufacturers as they attempt to move toward data-driven marketing: How can they capture data from a wide variety of online and offline sources (including the web, email, social media, and mobile and text), analyze it, and then create highly personalized messages to targeted consumers — and deliver those messages at the right time and at the right touch point?

    Making it even more challenging for manufacturers, this process involves product lines across the company supported by departments and systems ranging from marketing and technology to customer service and product development – all of which are standalone and not integrated.

    Trends and Pain Points

    Traditionally, CG manufacturers focused their brand marketing and consumer interaction on mass media. In the age of the connected consumer, however, that’s no longer enough. To fully engage consumers in the age of connected shopping, manufacturers must capture and analyze data across a variety of sources and optimize interactions across a multitude of communications channels.

    It’s critical to recognize that consumers now research and discuss brands among themselves with or without manufacturer participation, establishing brand meaning and value independent of ad agencies, campaigns, and mass media.

    This creates a vastly more complex consumer path-to-purchase. Historically, the process centered on three simple steps:

    1) See an advertisement
    2) Visit the nearest store
    3) Buy the product if it is in stock

    In the digital world where shopping begins on a smartphone or connected device:
    1) See an advertisement
    2) Check out online reviews
    3) Poll friends through social media
    4) Compare features among similar products at brand Web sites
    5) Check prices online at retailer Web sites
    6) Search for coupons or promotions
    7) Buy a product online or in store

    Fortunately, emerging big data tools and techniques make it possible to collect, track, analyze, and optimize the huge amount of structured and unstructured information created by these new relationships. Access to detailed consumer data can be a huge asset for manufacturing companies, but understanding and optimizing the data and the complex communications remains challenging.

    Consumer communication now occurs simultaneously in multiple media channels, including social, mobile, email, and text, which generate a variety of data that must be managed in real time, while relevant. Record levels of media saturation — experts estimate that consumers now see thousands of marketing messages every day — mean manufacturers must deliver tailored messages in the right format at the right time to consumers.

    These communications can affect an entire manufacturing company, from marketing to customer service. Traditional consumer-insight tools (panels, surveys, syndicated data, and one-time promotions) can’t keep up, and most manufacturers don’t have the technical capabilities to efficiently capture, integrate, and use these integrated consumer insights to gain a complete view of their consumers.

    That’s why manufacturers are struggling to establish scalable and personal connections with consumers based on accrued insights from all relevant data sources. And it’s why a leading analyst firm estimates that by 2017, marketing executives will spend more on technology than will technology executives.

    Three-Step Solution

    By 2016, according to a leading analyst firm, companies that develop an integrated marketing management strategy to meet customers’ expectations will deliver a 50 percent higher return on marketing investment than those that don’t. Because their social media and digital marketing efforts are not fully integrated and optimized, it should be no surprise that many brands are not yet seeing the sales gains they might expect. Developing an integrated approach consists of three important steps:

    1. Be aware of all the myriad data sources, offline and online, that affect a manufacturer’s brands and products. That includes individual identity data, behavioral data (location, purchase history, call-center transcripts, etc.), derived data (credit scores, personas, influence scores, etc.), and self-identified data (purchase intent, social media likes, user-generated content, etc.).
    2. Analyze gathered information with big data techniques and tools. Forrester Research says more than 45 percent of current big data deployments are for marketing, and marketers are expected to spend 60 percent more on analytics solutions in the next three years. The goal is to understand how the different channels interact and then put it all together to build an accurate and complete picture of current consumer behavior.
    3. Drive action from the data analysis. With data-driven marketing, manufacturers can join the conversation when consumers talk about their brands, their products, and industries. These kinds of personalized dialogs can help capture consumer mindshare, spurring them to action and converting them into loyal shoppers and brand champions. More broadly, it enables making coordinated business decisions to boost marketing effectiveness, customer satisfaction, and, ultimately, sales.

    The New World of Consumer Packaged Goods

    In an industry plagued by slow growth, private-label competition, increased commodity costs, and a lack of innovation, CG manufacturers must rethink the definition of successful marketing. In the old days, 80 percent of purchase decisions could be influenced in-store—but not anymore. Despite a huge increase in trade promotion expenses, consumers are now an estimated 80 percent confident in their shopping list before they enter the store.

    Getting on that list starts well before the first moment of truth–the instant when a shopper traditionally makes his or her purchase while standing in the store aisle. Savvy manufacturers who want to get on those lists need to own what Google calls the zero moment of truth, when consumers make their choices online before venturing out to the store. So they’re adding email campaigns, brand Web sites, text-message promotions, mobile applications, and social media to marketing mainstays such as coupons, packaging, shelf position, endcaps, freestanding inserts, and television and print advertising.

    But making all that work at scale requires a unified, consumer-centric approach to creating and nurturing individual relationships. That means executing dialog strategies, not just sending out isolated mailings. Optimizing a dialog strategy requires coordinating all the touch points, as follows, to create and send personalized messaging that accounts for multiple consumer situations and responses:

    1. Consumers entering the campaign at different times
    2. Consumers progressing through the dialog at their own pace via different routes, based on their particular needs and preferences
    3. Consumers responding to each step, not in waves determined by pre-programming

    By capturing and analyzing the millions of consumer interactions that would not otherwise become part of the manufacturer’s institutional knowledge, manufacturers now have the opportunity to take advantage of game-changing integrated consumer insights to affect individual consumer outcomes.

    The post The Consumer Products SEAMLESS Consumer Experience appeared first on Industry Experts.

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  • admin 9:49 am on May 15, 2015 Permalink
    Tags: , Consumer, , ,   

    Connected Consumer Data Can Lead to M and E Growth 

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  • admin 9:52 am on April 25, 2015 Permalink
    Tags: , , Consumer,   


    PGIt’s not surprising that Procter & Gamble pioneered the discipline of Brand Management, but what you may not know is the reason. In the 1930s, as P&G entered single categories with multiple products it became apparent that for each to succeed a new model was needed to focus resources on supporting individual brands; absent this shift, products without clear differentiation competed for both internal marketing resources and customers.

    Since then, times have changed, and so has P&G. In a recent interview CEO interview, P&G described how it was embracing all things digital in order to remain a dominant force.

    “…it’s now possible to have a one-on-one relationship with every consumer in the world. The more intimate the relationship, the more indispensable it becomes. We want to be the company that creates those indispensable relationships with our brands, and digital technology enables this.”

    Traditional one-way brand messages broadcast to a homogenous audience are losing effectiveness at a time of unprecedented consumer adoption of digital channels — from the web and email, to mobile and social media. “Consumer connectedness” means consumers are as much in control of brand meaning and value as the company itself.

    Brand management isn’t going anywhere and remains a critical function in Consumer Goods, but what is interesting about digital is the opportunity it presents across brands. Digital paves the way for direct consumer relationships that in the past were the domain of retailers, yet few Consumer Goods brands have realized significant benefits. Reasons vary, but for most, digital is an extension of the brand-marketing model, where efforts happen within silos and are often outsourced to agencies.

    As opposed to Brand Management of individual products or product lines, Consumer Management seeks to capture deep consumer understanding within and across brands. Consider that consumers who research, browse and buy via multiple channels have been shown to be the most valuable – as in those who spend the greatest, most frequently and often refer others or are looked upon as credible influencers.

    Even Google recognizes this, coining the term “zero moment of truth,” a play on words with a P&G originated concept that seeks to influence shoppers at different stages leading to selection at the shelf. Google posits there are no such moment; that product selection decisions are fully made outside the influence of the store by digitally connected consumers.

    The “omni-channel” consumer is becoming the norm as smartphones replace less sophisticated feature phones and adoption of digital channels like email and social media proliferate. These individuals represent a more highly engaged audience that invests mindshare in brand relationships. They are the target of any B2C business, especially retailers.

    Now consider some of the ways brands engage with consumers digitally, and the data these efforts generate.

    • Mobile Apps: Branded smartphone applications, as utilities such as shopping enablers or promotional in nature, are becoming commonplace. Most require some type of registration (aka sharing of personal information) to activate key features of these applications and elect to receive push or geo-aware notifications.
    • Email / SMS: Opt-in engagement channels like email and SMS are commonplace in the world of brand marketing today as either a promotional entry mechanism or general communication channel. Permissions typically carry with them consumer demographic, attitudinal and preference data.
    • Web: Branded websites typically feature user registration, presenting the opportunity to customize the user experience based on self-identified interests, and enable sharing of content via other channels such as email or social media. Data is captured in both cases, to say nothing of the data generated by web activity itself.
    • Social: Brand presence in social media is now status quo with Followers, Friends, and Fans part of everybody life. Brands work to derive fans and followers, each of whom in turn have unique characteristics captured as data and often made available to the brand. Their influence or sentiment can be gauged, recorded and levered as part of tactical marketing efforts, from product trial and launch to promotions intended to increase a brand’s awareness and following via network sharing.
    • Consumer Book of Record: The “consumer story” is told by the consumer via actions, behaviors and decisions. These attributes may be tracked and recorded as part of each consumer’s “story.” Consumer insights become a living asset for the entire CG organization, to be leveraged within and across brands — even by the very agencies sought out for their creative, media buying and execution expertise.

    When CG manufacturers engage directly with the consumer, consumer profiles may be expanded using relevant interactions yielding preferences, permissions and interaction history. There are additional benefits beyond marketing including for the sales organization and research and development. Consumer segmentation by geography down to the store level via inference or self-identification, can inform trade promotion messages, tactics and investment strategies based on highly engaged (and valuable) consumers. Such inference can also tie digital efforts to how they affect the path to purchase. The same insights represent a resource to help R&D innovate faster and ultimately yield more successful new product launches.

    We now have access to never-before possible cross-brand marketing opportunities to take advantage of analytics designed to surface like-segments, response propensities and optimal marketing mixes. Similar to how a retailer views its customers according to the products in a market basket to optimize that transaction, Consumer Goods manufacturers may seek insights into consumers according to the brands they engage with to inform intelligent path to purchase strategies. Doing so offers many benefits that set the stage for even greater value by integrating the consumer marketing environment with retail sales and production data.

    The post BRAND MANAGEMENT and the CONNECTED CONSUMER appeared first on Industry Experts.

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