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Corporate Marketing Activations

Posted: Thu Dec 05, 2024 7:06 am
by zihadhosenjm03
Would you like to know the characteristics of companies' marketing activations in 2019? We suggest you draw up a portrait of them below.

A priority displayed on acquisition but investments focused on customers
A priority displayed on acquisition but investments focused on customers

Acquisition: a real strategic priority
According to the 2019 Personalized Marketing Barometer , acquiring new list of bahrain whatsapp phone numbers customers is at the center of the concerns of 78% of the marketers surveyed. They feel more mature on campaigns with generic objectives (customer satisfaction, customer knowledge) rather than on up-sell, reactivation or churn prevention campaigns. Certainly because these subjects require more technicality.

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But customer-centric investments
If marketers are still in a logic of customer acquisition as a priority, the investments made nevertheless follow a loyalty objective. They tend to rely on paid campaigns offered by Google or Facebook with a view to acquisition and conversion. The risk of these channels is to target their own customers already acquired and loyal to the brand, instead of applying their loyalty strategy to them. Through this, advertisers can hardly build a long-term customer value development strategy.

Traditional channels perceived as more profitable

Email, websites and, to a lesser extent, social networks, are by far the channels most used by marketers . The so-called historical channels (print, call centers and stores) follow, along with mobile. Other channels such as chatbots or push notifications are little used even though they can be real sources of differentiation for advertisers in order to target hyper-solicited consumers.

The ROI perceived by marketers is fully correlated with their usage in terms of channels. The most used channels are those for which advertisers have the best perception in terms of ROI, i.e. email, websites and social networks. This perception can also be linked to the better knowledge that marketers have of these tools, while other channels such as chatbots and mobile messaging are still little known and can raise questions in terms of required skills and integration into the overall system.

Mobile messaging is beginning to emerge in the field of possibilities for advertisers to interact with customers. Nearly 40% of respondents are ready to increase their use. This is still little compared to the uses of consumers who have completely assimilated these new media.

Traditional channels perceived as more profitable
A marketing strategy that is geared towards digital
A marketing strategy that is geared towards digital

The budget allocated to digital channels represents a large part of the overall budget.

Nearly 70% of the marketers surveyed devote more than 20% of their budget to digital. While marketers have fully understood the need to multiply online and offline channels, the challenge today is to align budgets and channels and to bring together data from digital channels with offline data, in an omnichannel approach that allows for more personalization.

In terms of activation tools, more than half of the marketers surveyed use CRM-type activation tools, i.e. marketing automation tools, simple emailing or a commercial CRM. On the other hand, the slightly more advanced digital tools from the adtech and martech universe, such as web personalization, push notifications, or even the DMP (Data Management Platform), are used much less , even if the gap is smaller for large companies.

Data exploitation is not optimal

CRM is the main tool for centralizing customer data , used for this purpose by more than 60% of respondents. This further limits the possibilities of cross-referencing data between digital, transactional data, or data from social networks. In addition, 20% of advertisers make misuse of their ERP and use it to centralize data.

Using a CRM to centralize data highlights a lack of maturity among marketers and poses a risk to data management, especially when it is multi-source. Indeed, this family of tools does not include all the features necessary for the centralization, unification and therefore quality of data.

Data exploitation is not optimal
Customer loyalty: a real challenge?
Customer loyalty: a real challenge?

Customer loyalty is a challenge but few marketing actions are implemented
Only 29% of the companies surveyed have set up a loyalty program. And among these 29%, just over a third have set up a relational loyalty program and 61% want to set one up. Overall, only 10% of respondents have set up a relational loyalty program, which leaves a lot of room for maneuver for organizations, particularly in terms of personalizing their communications.

Customer knowledge is one of the essential ingredients for a successful loyalty program. Without it, it is impossible to properly personalize customer communications, rewards offered or reminders intended to make them return to the point of sale.

A transactional loyalty program rewards the customer through financial compensation (for example, through discounts or vouchers). A relational loyalty program uses qualitative loyalty mechanisms to create brand attachment (selective invitations or sharing on social networks). The distinction between these two concepts is not clear for 45% of respondents. In the same vein, the concept of relational marketing (vs. loyalty program) is not yet integrated.

Marketing still very centralized

The central-local debate is open!
Local marketing implies greater autonomy given to points of sale, for which not all companies are ready. However, it is an interesting lever for differentiation from web players who are necessarily more universalist. This local autonomy requires clearly defining the roles and rules between central and local organizations, which can be a hindrance for some companies.

Marketing still very centralized
The maturity of marketers determines their choice of solution
The maturity of marketers determines their choice of solution

Integrated solutions are not preferred by marketers. The majority of them prefer the multiplication of tools. The All in One approach corresponds to simple, well-defined and not very scalable functional needs. Advertisers prefer to use a set of solutions to cover their needs because these can be complex , likely to evolve or because the company has a vague vision of these needs at a given time.