Power of nurturing and nudging in multichannel marketing
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The Power of Nurturing and Nudging Understand Push, Nurture and Nudge Michael Leander
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Transcript of Power of nurturing and nudging in multichannel marketing
The Power of Nurturing and Nudging Understand Push, Nurture
and Nudge
Michael Leander
Connect, Tweet, talk, share – in as many channels as you care
Michael Leander > www.michaelleander.me > Twi0er: @michaelleander My secret email > [email protected]
Twi4er hashtag: #MHMSofia
Selfie time
Getting and keeping anyone’s attention is difficult these days.
You need to “nudge” consistently. And some=mes push hard.
How do you remain interes=ng to the audience? -‐ Frequency -‐ Relevancy -‐ Value add -‐ Educate & inspire Days since last purchase
People forget easily Level of interest declines
rapidly. With no communicaDon even quicker
Of course, standing out aides recall short and long run
Great example of a campaign that stood out and was well executed
Typical campaign flow
95-‐98% didn’t respond
Celebrate response
rate
Execute campaign
This is where your work starts
-‐ Why didn’t the person respond? -‐ Check message, how can we improve, which
other angles or tacDcs can we try? -‐ Check the media channel; was it right for that
person? -‐ Etc.
What is nudging?
Changing people’s behavior can be as simple as this
Nudging is just plain commonsense. You can use nudging techniques -‐
in marke=ng, product and service design -‐ to change people’s behavior and
ul=mately affect any course of ac=on
Percentage of people giving consent for organ donaDon
Which is the biggest reason for customers leaving you ?
Influenced by friends
Turned away by indifference
A4racted by compe==on
Indifference is everywhere • The bank -‐ > only when they want something from me
• The u=lity -‐> only when terms change • The insurance -‐> only when trying to up/cross-‐sell me, but no alert on policy renewals
• The airlines -‐> useless offers every week • The hotels -‐> even more useless offers weekly
Ask yourself: how many posiDve interacDons is required to change behavior or indifference? How many nega=ve interac=ons to reverse the percep=on?
Some of the main reasons your campaigns do not produce results!
Detached from recipient preferences
Not designed for dialogue – no follow-‐up / nudge
Irrelevant messaging
Inside out mediaplay
Lack of differen=a=on (personaliza=on or customiza=on)
One bullet
marketer
If we want to produce be4er results
consistently, we’ll need a new approach
Don’t count the customers you reach – Reach those who count
@michaelleander
The right message to the right person at the right =me in the right place using the most effec=ve channel
And of course your value proposi=on needs to be spot on !
Meet Good ‘ol AIDA A = A0enDon (Awareness) I = Interest D = Desire
A = AcDon
Meet the new AIDA A = A0enDon (Awareness) I = Interest D = Desire
E = Engagement
A = AcDon
Engage me
Dialogue
Meet the new AIDA A = A0enDon (Awareness) I = Interest D = Desire
E = Engagement
A = AcDon
Dialogue
Eyeballs
Engage
$
Engage
Nurture
Re-‐acDvate
How much of a dialogue is needed
to persuade your prospects
?
Why?
THE COLOSSAL OTS CHALLENGE A0enDon AcDon
Message Message Message Message Message AcDon
Increase Opportunity To See by mul=ple of 3, 5, 10
Pre launch phase Hard selling phase Nurture & convince phase
The “it’s all over” phase
Ask yourself what is required in any given interac=on: Nudging,
reminder or hard push?
Nudge example email marke=ng
Not following up or not following
through is costing you
big bucks and a lot of
embarrassment
Remarke=ng – travel example (reminding & nudging)
Problem is …….
Super simple messaging automaDon -‐ based on behavior -‐will increase markeDng ROI
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Delayed transac=onal message
-‐ Metrics are impressive -‐ AcDvates recipient immediately -‐ Aides the MindBox
Simple marke=ng automa=on can deliver significant upliZ in response / results
Day 1 Day 3
Customer lifecycle marke=ng automa=on Differen=ated approach addresses different needs
1Pre Sale
2Sale
3 Past SalePre Departure
4Departure
5 Arrival 1. destination
6 Travel & experience
7 Comming home
8 Evaluation& Reliving
9 Next Pre Sale
Profiling and knowledge of where the customer is in the ”wheel” opens up for a coordinated and relevant dialogue before,
during and aZer the ini=al sales transac=on
TransacDonal Behavioral Targeted
Example Travel
SMS/Email
Insurance Car rental
Excursions Car rental
Recommend to friends
No 5 star communica=on from Qatar Airways
The facts: -‐ PlaDnum member -‐ Need a few points to retain PlaDnum membership -‐ But no communicaDon from the airline CommunicaDon from Qatar Airways is always offer based
(c) Michael Leander Nielsen, 2009
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DifferenDated CommunicaDon shows customer
care
Customer Engagement
1:1 personalisaDon
Offers and campaigns –personalisaDon
Various methods to ease booking – new opDmized booking engine
Personalised offers based on past travel and booking history etc. Real Dme pricing
Various personalised offers mainly a0empDng to upsell to passengers depending on P-‐type
IntegraDon with ECM and Campaign automaDon for personalized email conversaDons
Prerequisites for ge^ng started • Well defined sales-‐ and marke=ng processes • Customer journey • Plan for data, database • Plan for Opportunity To See (OTS) • Well defined triggers • Plan for hard – sok push • Handling negaDves • EvaluaDng channels & ROMI (setup)
Map sales & marke=ng processes
Match content and offers to stages – use persona’s if relevant to your situa=on
Prerequisites > Profile insights > Content to match > Good database & markeDng execuDon system > A clear objecDve driven plan on what you want to accomplish
Pinpoint specific ac=ons for specific purposes
• Following up on sales rep meeDng • IdenDfy email subscribers whom haven’t been acDve for X period of Dme
• What about win-‐back programs, up-‐ and cross selling programs?
@shivsingh h0p://goingsocialnow.com
The purpose of a business is to create a customer who creates customers
Create a customer vision/strategy
Customer
Knowledge
Customer Value
Customer ExpectaDon
Balanced effort
IntegraDon
Customer Experience
Customer Experience How do we ensure that customers get the same experience across all touch points? On which level must the experience be consistent across all channels?
IntegraDon How do we share knowledge of our customers? How do we plan and implement customer acDviDes across the company? How close do we want to integrate ourselves with customers and partners?
Balanced effort How do we balance our efforts in relaDon to the customers value? What effect does that have in our acDviDes? How far will we go? How do we focus on loyalty, retenDon and cross sales?
Customer ExpectaDons When are the customer in touch with us and why? Which expectaDons do they have and how do we live up to them? How do we communicate with the customers? What impact does customer saDsfacDon have on revenue and profit?
Customer Value Which customers have which value? How do we measure it? Which customers will we a0ract, retain or develop? Which service will we provide the defined segments?
Knowledge of Customers How do we collect knowledge of our customers In which touch points? How do we use this knowledge? How can we enrich and increase our own knowledge
![Ethical Guidelines for Nudging in Information Security ... · practice. Nudging has been applied in a variety of contexts (e.g. health [2], smoking [3] and obesity [4]). Digital nudging](https://static.fdocuments.net/doc/165x107/5f8b61e51157ad021841dfeb/ethical-guidelines-for-nudging-in-information-security-practice-nudging-has.jpg)
