building the marketing-ready enterprise
TRANSCRIPT
Copyright © 2003, SAS Institute Inc. All rights reserved.
Alan SeeCustomer Intelligence SolutionsSAS Americas
The CMO’s Strategic Agenda:Building the
Marketing-Ready Enterprise
Copyright © 2003, SAS Institute Inc. All rights reserved.
“The National Doppler Radar System has indicated that local conditions are right to produce severe weather.
High winds, damaging hail, and flash floods are likely products of this storm. Seek immediate shelter.”
When storm clouds build my weather alert radio springs to life …
Copyright © 2003, SAS Institute Inc. All rights reserved.
Today’s business climate has the ingredients for generating the perfect marketing-storm …
“The Enterprise CEO Alert System has indicated that conditions are right to produce severe stock value turbulence. High discounts, damaging customer
churn, and flash flood mass marketing are likely elements of this storm. Seek immediate shelter with a new Chief Marketing Officer.”
Mergers and Acquisitions –Globalization of industry … Worldwide competition
Regulations and Compliance –Customer Privacy … Do Not Call, Can SPAM, etc.
Operational & Financial – Must drive top line revenue and bottom line profit … Quickly
Customer Focus - Marketing the right offer, to the right customer, with the right message, at the right time. Imagine …
Copyright © 2003, SAS Institute Inc. All rights reserved.
External Market Environment: Political, Economic, Social, Technology
Collapsing and Blending of Industries
Broader Reach to Prospects
and Customers
More Informed and Demanding
Customers
Today the marketplace is even more dynamic, technology is even more advanced, and the
customer is even more sophisticated.
Greater Need to be “Marketing-Ready”
Copyright © 2003, SAS Institute Inc. All rights reserved.
Facilitation - Learning Objectives3 for 1 Special … (how to) generate free press / research results
/ CRM - CI knowledge
SAS point-of-view … “Building the Marketing-Ready Enterprise.”
Introduce SAS / Aberdeen research … The CMO’s Strategic Agenda: Building the Marketing-Ready Enterprise
The Marketing-Ready Enterprise … “If you build it … will they come?”
Marketing Competence Areas:PlanningTargetingActingLearning
About SAS
Copyright © 2003, SAS Institute Inc. All rights reserved.
The Marketing Strategy Planning Process is the cornerstone of the Marketing-Ready Enterprise Customers
Needs and otherSegmentingDimensions
CompanyMission & Goals
CompetitorsCurrent &Prospective
StrengthsWeakness
OpportunitiesThreats
TargetSegment
Product Price
PlacePromotion
Targeting &Segmentation
Positioning &Differentiation
Political & Legal Economic Social & Cultural TechnologyExternal Market Environment
Copyright © 2003, SAS Institute Inc. All rights reserved.
Marketing Evolution Journey
Pre 60sRise of brand productsand advertising agenciesFocus : masscommunication
70s and 80sBeginning of direct marketingFocus : identificationof the target group
90sRise of loyalty programsFocus : databases,analysis systems
2000sEvolution of marketing …New focus : creating value for the customer and the organization.
Mass marketing
Segment marketing
Target marketing
Relationship marketing
“The performance of business activities that
direct the flow of goods and services from producers to
consumers.”AMA – 1948 & 1960
“The process of planning and executing the conception, pricing,
promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational
objectives.”AMA – 1985
“Marketing is an organizational function and a set of processes
for creating, communicating, and delivering value to
customers and for managing customer relationships in ways
that benefit the organization and its stakeholders.”
AMA – 2004
“Consumers don’t know what they want until we
tell them.”
“If you really watch the consumer, they’ll tell you what they wish.
And if you listen hard, you can create better products for them.”
ProductFocus
CustomerFocus
Marketing Evolution1960’s to Present
Copyright © 2003, SAS Institute Inc. All rights reserved.
The Marketing-Ready Enterprise drives Profitable Growth and Maximizes Customer Life-
Time Value (LTV)Rela
tionship
Duration
Number ofProfitable
Products perRelationship
(“Most Growable Customers”)
Number of Profitable Customer Relationships
‘Primary
’ Grow
th Driv
ers
Acquire
Expa
nd
Retain
Customer
“Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.”
(“Most Valuable Customers”)
(“MGC & MVC”)
Copyright © 2003, SAS Institute Inc. All rights reserved.
Drive Acquisition, Expansion &
Retention Effectiveness
Optimize Marketing
Spend
ImproveReturn on
Data
Maximize Services
Performance
Contact Strategy Alignment
Customer Segmentation /
Definition
Marketing Effectiveness
Marketing Efficiency
PossibleInitiatives
MarketingPriorities
MarketingObjectives
CorporateMission & Goals
Campaign ProcessOptimization
Define & DriveData Strategy
ET
L E
TL
––D
W’s
D
W’s
––C
DI
CD
I --
Dat
a Q
ualit
yD
ata
Qua
lity
Mar
keti
ng A
utom
atio
nM
arke
ting
Aut
omat
ion
Bus
ines
s In
telli
genc
e &
Ana
lyti
csB
usin
ess
Inte
llige
nce
& A
naly
tics
TechnologyEnablers
Others?
Capacity Planning & Optimization
Optimize Customer
Experience
Technology Enables the Marketing-Ready Enterprise
ImproveCustomer Profitability
Mar
keti
ng O
ptim
izat
ion
Mar
keti
ng O
ptim
izat
ion
Inte
ract
ion
Man
agem
ent
Inte
ract
ion
Man
agem
ent
Clear Understanding
of the Customer
Improve Customer
Loyalty
Drive Profitable Growth
Copyright © 2003, SAS Institute Inc. All rights reserved.
Building the Marketing-Ready EnterpriseDeliver on Marketing’s Promise
Every company has a unique business model &
strategy – there is no single “right answer” –marketing’s end goal is
to …
Create a Sustainable Competitive Advantage
Unconnected -3rd Party Lists, etc
Product - BrandBusiness Unit
Enterprise -Integrated
Targeting & A
cting
Planning & Learning
V
E
A
I
B
Shotgun Marketer
TargetMarketer
RelationshipMarketer
One-to-OneMarketing
CustomerSegments
MassMarkets
CustomerTargets
Copyright © 2003, SAS Institute Inc. All rights reserved.
Building the Marketing-Ready EnterpriseDeliver on Marketing’s Promise
Every company has a unique business model &
strategy – there is no single “right answer” –
marketing’s end goal is to …
Create a Sustainable Competitive Advantage
Unconnected -3rd Party Lists, etc
Product - BrandBusiness Unit
Enterprise -Integrated
Targeting & A
cting
Planning & Learning
V
E
A
I
B
Shotgun Marketer
TargetMarketer
RelationshipMarketer
One-to-OneMarketing
CustomerSegments
MassMarkets
CustomerTargets
Harrah’sShow me the Loyalty
“Total Rewards Program”
Best BuyAngel - Devil Strategy
“Looking for Barrys’ and Jills’”
Wal-MartSupply Chain Champs“Low Prices Always”
Copyright © 2003, SAS Institute Inc. All rights reserved.
Marketing-Ready Enterprise Journey
Unconnected -3rd Party Lists, etc
Product - BrandBusiness Unit
Enterprise -Integrated
Shotgun Marketer
Targeting & A
cting
Planning & Learning
V
E
A
I
B
Marketing-Willing
Marketing-Ready
Marketing-Able
Marketing-Challenged
One-to-OneMarketing
CustomerSegments
MassMarkets
CustomerTargets
Copyright © 2003, SAS Institute Inc. All rights reserved.
Research Introduction – The CMO’s Strategic Agenda: Building the Marketing-Ready Enterprise
Company Size – 18% >$1B; 27% Mid-Market; 54% <$50MGeography – 80% NA, 20% APAC/Europe/SA Roles – 20% CMO, EVP, SVP, VP; 32% Sr./Director; 47% Marketing Manager http://www.sas.com/events/cm/69809/http://www.marketingpower.com/content.php?&Item_ID=28881
© 2005 AberdeenGroup
21%All Others (1-7%)
11%Manufacturing
14%High-tech
14%Financial Services
17%Consumer-Retail
23%Services
589Total Participants
Copyright © 2003, SAS Institute Inc. All rights reserved.
Key Performance Indicators Benchmarks
Key metrics which are commonly used by most companies to assess marketing performance
0 50 100 150 200 250 300 350 400No. Repondents Reporting Use (Multiple Selections Permitted)
Gross annual sales growth
New customer acquisitions rate
Customer satisfaction rate
Branding: Reputation, Awareness Building or Rea
Return on marketing investment (ROMI)
Market share growth
Customer churn or retention rate
New Market/Channel Penetration
New product innovation
Metrics Most Often Used To Measure Marketing Performance
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
BIC Performance Advantage
Best In Class Marketers Were Select As Those Which Consistently Reported Greater Than 15% Improvement in These Key Metrics
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Identifying Best In Class Performers
Annual Sales GrowthCustomer Acquisition RateCustomer Retention RateReturn On Marketing Investment
0%
20%
40%
60%
80%
100%
Laggard31%
Industry Norm48%
BIC21%
Benchmark Groupings ByPerformance Level
Participants were stacked ranked in Best In Class, Average and Lagging benchmark grouping based on reported performance in key metrics
Key Metrics Use To DefinePerformance Level
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
KPI’s for Senior Marketers: What Motivates Them?
44%Branding5
44%ROMI4
52%Customer Satisfaction3
61%Customer Acquisition Rates
2
64%Annual Sales Growth1
Industry Norms
52%Branding5
54%Customer Satisfaction4
55%ROMI3
58%Customer Acquisition Rates
2
64%Annual Sales Growth1
Best in Class
43%Branding5
48%Annual Units Sold4
49%Customer Satisfaction3
57%Customer Acquisition Rates
2
57%Annual Sales Growth1
Laggards
Return on Marketing Investment (ROMI) is a key metric tracked byBest In Class performers, therefore included in the benchmark for comparison
Top 5 Metric Ranking by Grouping
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Building a Marketing-Ready Enterprise through Customer Intelligence
Create a Sustainable Competitive Advantage
SAS - Aberdeen research finds that companies that adopt a life-cycle marketing practices are more than three times as likely to report greater
than 50% more ROMI
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Using intelligence to KNOW…
WHO to invest in
WHAT products, offers, & channels
WHEN to invest & stop investing
HOW to create customer intimacy
Customer Intelligence enables profitable growth
Acquire
RETAIN
Expa
nd
“The only profit center is the customer.” - Peter Drucker
First of all … What is Customer Intelligence?From the organization’s perspective …
Copyright © 2003, SAS Institute Inc. All rights reserved.
TRUST
What is Customer Intelligence?From the customer’s perspective it’s about … Trust
Copyright © 2003, SAS Institute Inc. All rights reserved.
TRUST =Rapport Credibility
Risk
X
Building Customer Trust
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TRUST =Rapport CredibilityX
Risk
Building Customer Trust
Copyright © 2003, SAS Institute Inc. All rights reserved.
Rapport
Rapport: A relation of harmony, conformity, accord, or affinity. A sense of shared understanding.
Know me, and let me know you
HotWarmIdentificationUnderstandingLukewarmNeutralCool
Levels of rapport that are good for business
Being contacted when I want to be by the method that best suits the nature of the contact.Being made to feel important.
Copyright © 2003, SAS Institute Inc. All rights reserved.
Credibility
Credibility: Worthy of belief or confidence. Provides the basis for confidence.
Actions and words are in congruence
Performance (employee and corporate) metrics and compensation plans support the marketing strategy as well as the desired customer experience.
Being offered services and products that are relevant to my needs.Flexibility in the way I deal with your company.
Copyright © 2003, SAS Institute Inc. All rights reserved.
Risk
What are you going to do with my personal information?
How are you going to use it? How does that benefit me?
Privacy policy is consistent across the enterprise.
Safety and security (privacy) are not an issue
Risk: Exposure to the chance of injury or loss; a hazard or dangerous chance.
Copyright © 2003, SAS Institute Inc. All rights reserved.
Operational CRM
Analytical CRM / Customer Intelligence
OperationalSystems
Where CI fits
Tec
hnol
ogy
Ena
bler
sT
echn
olog
y E
nabl
ers
Copyright © 2003, SAS Institute Inc. All rights reserved.
If you build it … they will come …
Field of Dreams
Kevin Costner......as Ray Kinsella
Copyright © 2003, SAS Institute Inc. All rights reserved.
If you build it … will they come? …
Marketing’s Field of Dreams
Loyal Customers
Happy StockholdersMarketing-Ready Enterprise
Unconnected -3rd Party Lists, etc
Product - BrandBusiness Unit
Enterprise -Integrated
Targeting & Acting
Planning & Learning
V
E
A
I
B
Shotgun Marketer
TargetMarketer
RelationshipMarketer
One-to-OneMarketing
CustomerSegments
MassMarkets
CustomerTargets
Copyright © 2003, SAS Institute Inc. All rights reserved.
“If you build it … they will come.”Integration, Sophistication and Speed Expands Marketing Performance
Percent Co’s Reporting >15% Performance By Benchmark Grouping
Spread-sheetData-marts
CRM/SFA BusinessIntelligence
Real-timeIntegration
Mass MarketMass Customize
Target MarketSegmentation
Multi ChannelOptimized
Rules-basedCampaignExecution
Micro-MarketingChannel Optimized
Front/BackIntegration
Best In Class
Norm
Lagging
Technology Enablers
51%
Return on Marketing Investment
CustomerRetentionRate
76% 49%
CustomerAcquisitionRate
36% 60% 45%
37% 45% 39%
Aberdeen benchmark research confirms increased integration and analytics sophistication expands marketing performance
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
MRE Benchmark Results – Companies > $500MMarketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
ing
IndustryCPG / Retail &
DistributionFinancial ServicesHigh TechManufacturingServicesTelecommunicationsHealth CareEntertainment /
HospitalityOther
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MRE Benchmark – CPG / Retail & DistributionCPG & Retail Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
ing
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MRE Benchmark – Financial ServicesFinanical Services Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
inig
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MRE Benchmark – High TechHigh Tech Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
inig
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MRE Benchmark – ManufacturingManufacturing Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
inig
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MRE Benchmark – ServicesServices Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
inig
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MRE Benchmark – TelecommunicationsTelecommunications Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
inig
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MRE Benchmark – Health CareHealth Care Marketing-Readiness
0
10
20
30
40
50
60
70
80
90
100
0 10 20 30 40 50 60 70 80 90 100
Planning & Learning
Targ
etin
g &
Act
inig
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Plan: How well does the marketing strategy support the corporate mission and goals? Are people, processes, and culture positioned to support marketing’s goals? Is the data available and well presented for the type of marketing activities desired?
Marketing Competence Areas
0% 20% 40% 60% 80% 100%
% of respondents with greater than 15% improvement
Return on marketing investment
Increase in gross sales/revenues40%
21%
34%
50%
Company has strong marketing strategy planning process
Company does not have a strong marketing planning process
Mark
eti
ng
Metr
ics
0% 20% 40% 60% 80% 100%
% of respondents with greater than 15% improvement
Return on marketing investment
Increase in gross sales/revenues40%
21%
34%
50%
Company has strong marketing strategy planning process
Company does not have a strong marketing planning process
Mark
eti
ng
Metr
ics
Those companies which reported utilizing a strong marketing planning process consistently outperformed their peers in terms
of business and marketing performance
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Target: The ability to consistently identify and develop the right offer, to the right customer at the right time at the right price.
Marketing Competence Areas
0% 20% 40% 60% 80% 100%
Customer profitability modeling
16%
51%
33%
BIC
Industry Norm
Laggard
% of respondents
Cap
ab
ilit
ies
Leaders reported using customer profitability modeling techniques at significantly higher rates than average and
lagging marketing programs to assess customers and marketing campaign investments
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Act: Campaign execution and optimization. The ability to consistently provide the desired customer experience by delivering the right offer, to the right customer with the right message at the right time.
Marketing Competence Areas
0% 20% 40% 60% 80% 100%
% of respondents with greater than 15% improvement
Return on marketing investment
Increase in gross sales/revenues
Customer retention rate
Annual ROI per customer20%
41%
43%
24%
33%
50%
34%
50%
Agree that campaigns optimized to produce maximum efficiency
Disagree that campaigns optimized to produce maximum efficiency
Mark
eti
ng
Metr
ics
0% 20% 40% 60% 80% 100%
% of respondents with greater than 15% improvement
Return on marketing investment
Increase in gross sales/revenues
Customer retention rate
Annual ROI per customer20%
41%
43%
24%
33%
50%
34%
50%
Agree that campaigns optimized to produce maximum efficiency
Disagree that campaigns optimized to produce maximum efficiency
Mark
eti
ng
Metr
ics
Those companies which leverage technology to raise confidence and measure of execution activities, are more
likely to maximize results across most metrics
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Learn: The ability to consistently adapt and learn through marketing initiatives. Processes and technology for gathering, tracking, and reviewing performance metrics.
Marketing Competence Areas
0% 20% 40% 60% 80% 100%
Greater than 15% improvement
15% or less improvement
Greater than 15% improvement
15% or less improvement
Return on marketing investment
Increase in gross sales/revenues
41%
24%
36%
23%
77%
64%
76%
59%
We monitor and proactively respond to changes in customer behavior patterns
We do not monitor and proactively respond to changes in customer behavior patterns
% of respondents
Mark
eti
ng
Metr
ics
0% 20% 40% 60% 80% 100%
Greater than 15% improvement
15% or less improvement
Greater than 15% improvement
15% or less improvement
Return on marketing investment
Increase in gross sales/revenues
41%
24%
36%
23%
77%
64%
76%
59%
We monitor and proactively respond to changes in customer behavior patterns
We do not monitor and proactively respond to changes in customer behavior patterns
% of respondents
Mark
eti
ng
Metr
ics
Above average companies, those reporting >15% ROMI, were able tomonitor and proactively respond to changes in customer (channel)
behavior
© 2005 AberdeenGroup
Copyright © 2003, SAS Institute Inc. All rights reserved.
Marketing Evolution Levels
Basic
Intermediate
Advanced
Expert
Visionary
Copyright © 2003, SAS Institute Inc. All rights reserved.
Capabilities - “Basic”Think “Mass Marketing”
Emphasize a quality service or product – not a lifetime customer experience
Largely TV, radio, print ads
Direct mail using shotgun mass marketing techniques
Message and offers not differentiated
Limited recognition of individual customers or preferences
Provides undifferentiated service levels to all customers
Few channels
Very little data integration
No data cleaning
Manual querying and extraction of data
Static, product-focused reporting
Manual or no response tracking
Limited or no effectiveness reporting
Product & transaction data dumps
Page views
Sessions
Visits
Marketing Focus Data / Reporting Focus
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Capabilities - “Intermediate”Think “Segment Marketing”
Emphasize customer satisfaction
Customer and product focused
Use of demographic data
Some use of past purchasing data
Some Customer focus but still heavy product focus
Limited use of analytics
Regular & ad-hoc outbound, some multi-stage
Simple testing of offers and messages
Few channels
Marketing Focus
Low CRM infrastructure / strategy to manage the customer experience
Limited data cleaning
Manual querying and manipulation of data to build customer lists and analyze customers
All reporting based upon historical insight. No forward-looking capability.
Limited, weekly reporting
Manual response tracking
Data / Reporting Focus
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Capabilities - “Advanced”Think “Target Marketing”
Focus on satisfying customers to ensure continued revenue streams
Both customer and prospect focused
Some application of predictive analytics for segmentation
Segmentation driven offers and messages
More advance campaign analysis
Rules-based contact strategy
Simple event-driven
Marketing Focus
Regular data cleansing
Marketing technology infrastructure built
More advance campaign analysis.
Forecasting begins - the ability to look ahead.
Regularly refreshed prospect data
Weekly updated customer view
Looking at different targeted segments and how they respond online.
Data / Reporting Focus
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Capabilities - “Expert”Think “Event-Based Marketing”
Create customer loyalty to ensure continued revenue streams
Widespread use of “automated” predictive analytics
Complex, analytically driven segmentation and targeting
Highly differentiated offers and messages
Technology enabled near real-time recognition of customer names, preferences and value
Automated, regular outbound, and multi-stage campaigns
Event-driven and some “Right-time” inbound
Complex, rules-based contact strategy
Marketing Focus
Data quality issues identified and resolved at source
Comprehensive prospect data
Use of cross metric dashboards and Comprehensive BI
Enhanced response tracking enables complex automated response analysis
More sophisticated forecasting
Full integration of data into the multi-channel perspective, to allow accurate offers of right product, right channel, right person, right time.
Scorecarding and ROI visualization.
Data / Reporting Focus
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Capabilities - “Visionary”Think “Interactive Marketing”
Marketing Focus
Heavy focus on integrating all customer data
360 degree view of customer across channels
Real time access to the right information in order to make customer-based decisions
Totally integrated, fully collaborative data access
Proactive BI allows micro-management of campaigns
Use of rules and scoring code to influence online behavior in near real time for cross sell and up sell.
Data / Reporting FocusCreate customer advocates (Promoters) to ensure continued revenue streams
Real time access to the right information in order to make customer-based decisions
Real-time analytics drive personalized offers during inbound contact
Vary customer treatment based on value across the enterprise
Segmentation is based on customer needs, preferences, behaviors and economic potential.
Optimization of campaign offers across channels and time to maximize the returns to our organization
Tailored content, tailored offers.
Copyright © 2003, SAS Institute Inc. All rights reserved.
SourceSource EncodingEncoding MessageChannel
MessageChannel DecodingDecoding ReceiverReceiver
Communication ProcessMarketer Customer
ProductA, B, C …
PriceA, B, C …
PlaceA, B, C …
PromotionA, B, C …
Noise
“There is a point at which communication with customers can turn into harassment. You may want to forge more relationships with affluent customers, but do they want them with you? Attempts to build relationships with disinterested customers can quickly backfire, as you may be perceived as a pest.”- Business Insights
Average U.S. Consumer is exposed to:
102 TV Channels49 Radio Stations10 Newspapers
100 million phone numbers now on the federal “Do Not Call” list.
Copyright © 2003, SAS Institute Inc. All rights reserved.
Customer Intelligence cuts through the noise
Broad generic market
Broad product market
Specific market segment(s)
CustomerRelationshipMarketing
Targeted Marketing
High personalizationNarrow audienceDeep relationshipTwo-way; ongoing
dialogue
Low personalizationBroad audienceShallow
relationshipOne-way dialogue
MassMarketing
Bogota
SegmentMarketing
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SourceSource EncodingEncoding MessageChannel
MessageChannel DecodingDecoding ReceiverReceiver
Marketer Customer
The Right CustomerThe Right OfferThe Right MessageThe Right Time
Relevant & Timely
ProductA
PriceA
PlaceA
PromotionA
Customer Intelligence Creates Trust
TRUST& Feedback
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Global Reach & Local Presence
394 offices in 51 countries
9,804 employees
4.5 million users worldwide • 40,018 sites • 110 countries
Hundreds of local user groups globally
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Corporate Strength & Stability
Consistent revenue growth & profitability
Commitment to innovation
Investment in domain expertise
R&D Spend:Percentage of Total Revenue
29 years
Rev
enue
$1B
26%
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SAS: Employer of Choice
SAS continues its unbroken run on FORTUNE’s list of 100 Best Companies to Work For SAS has appeared every year the list has been compiled. This year the company comes in at No. 30.
Copyright © 2003, SAS Institute Inc. All rights reserved.
Customer IntelligenceRecommended Reading & Other helpful sites:
The Loyalty EffectBy Frederick F. Reichheld
Return on CustomerBy Don Peppers and Martha Rogers, PH.D.
Angel Customers & Demon CustomersBy Larry Selden and Geoffrey Colvin
www.BetterManagement.comwww.destinationCRM.comwww.marketingpower.com (AMA)www.dmnews.comwww.CRMGuru.com
Copyright © 2003, SAS Institute Inc. All rights reserved.
Thank You
Alan SeeCustomer Intelligence SolutionsSAS Americas
4555 Lake Forest Drive, Suite 150Cincinnati, OH 45242
513-563-9444 Ext 8247
Copyright © 2003, SAS Institute Inc. All rights reserved.Copyright © 2003, SAS Institute Inc. All rights reserved.