Igniting Customer Connections
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Frawley Andrew. Igniting Customer Connections
Preface. Marketing Is on Fire
Are You Basking in the Warm Glow or Getting Burned?
A Quick Look at the Past
Now, Everything Has Changed – for the Better
It All Starts with Customer Connections
For Marketers of All Stripes and Types
Start the Fire – Now
Part One. Connect with Your Customers —Now
Chapter 1. The New Marketing Landscape
Tectonic Shift #1: More Media, Devices, and Disruption
Tectonic Shift #2: The Data Deluge
Tectonic Shift #3: The Infrastructure Goes Global
Tectonic Shift #4: Digital Channels Create Opportunities for Companies of All Sizes
Tectonic Shift #5: The World Moves Faster Than Ever
Tectonic Shifts Drive Crucial Changes in Consumer Behavior
What Does an Empowered Consumer Mean?
Marketing Isn't a Mystery Anymore
Meet the Me Economy
What Do These Shifts and Trends Mean to You?
Chapter 2. Customer Connections
Connections Exist at Many Levels
The Core Elements of a Connection
Experience: How People Feel– Emotional and Experiential Connections
Engagement: What People Do– Transactions as Connections
Customer Connections in the Current Era
A Confluence of Capabilities Opens New Doors
As Always, Knowledge Is Power
Chapter 3. Atomic Moments of Truth
The Power to Create or Destroy Value
Know an Atomic Moment of Truth When You See One
A Closer Look at Atomic Moments of Truth
The Moment Is Momentous
The Moment Starts with Customer Awareness
Understand the Value in Play
Invest the Appropriate Time and Money
Building Blocks for Managing Atomic Moments of Truth
Inspiring Hotel Happiness
Chapter 4. The Amplification Effect
Defining Experience × Engagement
Where Do You Find Experience and Engagement?
Applying the Amplification Effect
What Is an Actionable Brand Idea?
A Closer Look at an Actionable Business Idea
The Impact of Timing on Experience × Engagement
Measurement: Beyond Return on Investment
The Shortcomings of ROI
Turning Knowledge into Strategies
Chapter 5. A Closer Look at ROE2
The Promise of ROE2
A Closer Look at Returns – the Final Result
A Look Ahead at How ROE2 Triggers Better Business Outcomes
Chapter 6. Strategies for Transformation
Rethink Measurement
Organize around the Customer, Not Products or Channels
Establish a Consistent Marketing Process
Use Technology to Enable, Not Distract
Make Your Transformation a Reality
Part Two. ROE2 Research and Insights
Chapter 7. Executive Insights: Dunkin' Donuts
Chapter 8. ROE2 in the Grocery Aisles
The Link between Emotion and Experience
A Personal, Emotional Connection Matters
Emotion Pays
More Trust Means More Share of Wallet and Brand Commitment
Emotions Can Outweigh Logical Reasoning
More Emotional Connections = More Equity
Common Ground at the Extremes
Price versus Emotion
Emotion and Experience as Differentiators
Chapter 9. Executive Insights: JCPenney
Chapter 10. ROE2 in Hospitality
Experience Impacts Business Outcomes
Experience Creates Emotion, and Emotion Fuels Engagement
The Connection between Experience, Emotion, and Engagement
Key Driver #1: Alignment with Image and Personal Values
Key Driver #2: Recognition for Loyalty
Key Driver #3: Perception of Stature
Customer Experience: Creating the Highest Levels of Brand and Business Equity
Long-Term Commitment: The Ultimate Goal
Chapter 11. Executive Insights: Angie's List
Chapter 12. ROE2 Hits the Road
What Drives Consumer Behavior?
Functionality Doesn't Motivate
Intent to Repurchase
The Dealership Must Deliver on the Promise
The Impact of Recalls
Commitment to the Dealership (Service)
Positive Experiences × Meaningful Engagements = Dealership Commitment
The Amplification Effect in Action
Part Three. An ROE2 Primer
Chapter 13. Content
Content and ROE2: The Content Connection
Content Defined
How Has Content Evolved?
Key Content Trends
Content Challenges
Content Advice for Marketers
Tap the Power of Content Marketing
Chapter 14. Channels
Channels Defined
Take a Closer Look at Digital Channels
What Does Cross-Channel Marketing Mean to the Consumer? And to You?
Interactions Create the Consumer Experience
How Have Customer Expectations Changed?
What Makes a Great or Terrible Customer Experience?
Key Channel Trends
Channel Challenges for Marketers
Strategies for Improving Customer Experiences across Channels
Channels Are Ever-Evolving – Just Like Your Work to Master and Maximize Them
Chapter 15. Measurement and Segmentation
A Renewed Focus on Measurable Results
Important Elements We're Trying to Understand
It's Really about Marketing Investment Allocation
The Changing Landscape of Measurement and Segmentation
Five Trends in Measurement
Five Measurement Strategies
Measurement and ROE2
Chapter 16. Technology
What Technologies Enable ROE2?
A New Development – the Marketing Cloud
Marketing Clouds Explored
Chapter 17. Big Data
Big Data Will Help You Create More Relevant Customer Connections
Big Data Allows You to Be More Proactive in Delighting and Surprising Your Customers
Big Data Enables You to Make Better Decisions Faster Than Ever Before
The Emerging Internet of Things Will Create Even More Big Data Opportunities
Marketers Will Need New Skills to Leverage Big Data to Connect Better with Their Customers
Chapter 18. Online Marketing/Advertising Technology
It's All about the Audience
The Audience Is All about Data
Enabling Data for Use Online Requires Technology
Privacy, Privacy, Privacy
Don't Forget the Power of People
Chapter 19. Putting Technology to Work
Create a Partnership between Information Technology and Marketing
Develop a Consistent Master Data Management Strategy
Know That Implementing Technology Is Always Harder Than It Seems
Beware of Bright, Shiny Solutions
Find the Right Starting Point
Technology Enables, but It Isn't Everything
Chapter 20. Consumer Privacy
Why Is Privacy an Issue?
Why Gather Data?
What Should Your Company Be Doing?
Transparency: For the Good of Your Company and Our Industry
Respect: For Your Customers
Knowledge: For Your Company
Responsibility: For Security and More
Stay True to Your Principles
Chapter 21. A Few Final Words on ROE2
Acknowledgments
About the Author
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You are a marketer. So am I. And I've been one for more than 30 years, giving me a unique perspective on our business and the marketplace. This book, however, is not an anecdote-filled memoir, because the old ways of marketing are over, and I'm not interested in revisiting them. I'm much more fascinated by what's happening now – and excited about helping our industry rethink some of its core tenets. I want to help marketers be more effective, drive profitability, and earn new respect within their organizations. And I want to help solve the number-one challenge that every marketer faces in our chaotic, lightning-fast marketplace – how to deploy your marketing resources to create an emotional connection with customers and engage them in new, effective ways that achieve impressive, repeatable results.
During the past few years I have seen clients fundamentally change the performance of their marketing by simultaneously focusing their strategies on improving how customers engage with their brand and how they (and the broader base of consumers) experience the brand. They're not just observing this connection. They're proactively allocating marketing strategies and dollars to improve engagement and experience, and are ultimately improving business outcomes – including sales, share of wallet, and brand equity – dramatically.
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To get started, let's take a brief glance in the rearview mirror. When I started in marketing, the channels (TV, radio, mail, telemarketing) and types of campaigns were limited and the pace was slow. A direct marketing campaign generally meant direct mail or telemarketing. It might take three or four months for a campaign to go from ideation to execution. The job of the marketer was to run a few major campaigns every year. Success meant people expressing increased brand awareness, people carrying fliers into stores, bringing a friend with them, or calling a catalog order center. It was all one-way communication. We controlled the content, timing, and cadence of the messages – and the messages were inherently limited.
Campaigns might have a couple of versions. They were launched every quarter or every year and evaluated strictly on the sales that could be directly attributed to them in a single channel. Brands could only learn about customers and their preferences three or four times a year, if they were lucky. We relied exclusively on market research to understand people's attitudes. There was no way to interact individually with customers at a large-scale level. It was simply too complicated and expensive.
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