Three Reasons Why Email Marketing Really Works

Benefits of Email Marketing

In a world where social media, blogging, and SEO take precedence, email seems like it would be on its way out the door. However, with the business world obsessed with acquiring consumer data, email marketing is not only useful but essential to companies.

Email marketing is one of the most effective and reliable channels for marketers to interact with customers. Here are three reasons why email marketing really works.

1.Easy Way to Reach Mobile Customers

Email marketing is an easy way to reach consumers on mobile without investing in new technology or software. Email channels already exist and are a traditional medium of connection, making it simple to reach consumers. According to a report by Pew Research Center, 52% of cellphone users in the U.S. access their emails via mobile phones. With many consumers constantly on the go, email marketing offers companies a way to send a greater volume of content to consumers in a quick and efficient manner.

Email is also accessible on devices other than mobile phones. According to a study done by Forrester Research, consumers opened 42% of retailers’ emails on smartphones and 17% on tablets. Essentially, nearly 60% of email marketing messages also double as mobile marketing messages. This versatility puts email at an advantage in comparison to text messages and SMS messaging. Consumers are more inclined to open email messages because emails are more accessible. Texting, on the other hand, is only available on mobile devices. Email is also free for the consumer and company while texting risks the chance of an incurred charge on the customer’s end. This diminishes the satisfaction of customer experience and can drive customers away. Also, email marketing is an easier access point for consumers and conveys more content that is useful to consumers.

2. Email is a Transactional Medium

Consumers see emails as a way to get offers, coupons, promotions, and in-stores sales. Email marketing deals drive in-store sales, making product emails key to getting consumers to engage with a product. A study performed by Nielsen found that 27% of online shoppers subscribe to emails in order to save money. 64% of consumers have printed out coupons found on email marketing campaigns.

Since customers expect to see offers and promotions in product emails, they are more likely to be in a buying state of mind. In turn, this can turn into increased revenue opportunity for companies. E-coupons are becoming a huge business with the growth of online sales, and email marketing is at the heart of it. Email marketing reaches out to online bargain hunters and provides consumers with a way to save online and in store. The transactional framework that email marketing provides also allows companies to personalize more toward consumers, engaging them more and further increasing sales opportunities.  

3. Tells You What Works

Email marketing allows companies to see what works and what doesn’t. The data obtained from email marketing provides metrics to see how emails are performing and what companies can do to improve email strategies. These insights allow companies to market their products smarter and better. Learning what works because of email marketing also gives companies a better understanding of the needs, interests, and desires of the consumer base. Companies can see the clickthrough rate of an email, which can then provide data as to how shoppers interact with the online shopping platform. Companies use the information provided by email marketing to not only cater to what consumers are looking for, but to better improve the interaction between consumer and company. By using email marketing, companies can track customer activity and better serve their interests.

Some say email marketing is dead. However, email marketing works. It keeps customers engaged and opens channels of communication between the company and its customers. With email marketing, companies can be in the right place at the right time.

Engaging High-Value Customers for High-Value Results

Many companies are shifting their focus to engage customers with higher value and profitability. The goal of engaging high-value customers (HVCs) is to nurture them into becoming loyal power shoppers. Increasing loyalty to a brand this way ensures retention and lifetime value of customers.

HVCs drive a significant portion of a company’s revenues. These customers are not only intensely loyal to a brand, but help promote the brand and its influence as well. Engaging and satisfying these high-value customers will put a company on a path toward greater success.

What Is a High-Value Customer?

Confusing high volume and high-value customers can be easy. However, high volume customers and high-value customers are two different target markets.

High volume customers are those who interact with a brand frequently. Although they may engage with the brand often, it doesn’t necessarily mean that these customers are the most valuable. Often with high volume customers, a brand will see a surge in activity for short periods of time. However, once the excitement fades, so does customer engagement.

High-value customers are those who buy for a reason. These customers look at products, services, and brands as a way to meet a need and satisfy a drive such as status, health or lifestyle. HVCs are customers who are loyal to a brand or company, even in times of financial duress. They will return to a brand and product even when a cheaper alternative is available. For HVCs, the cost is not a priority, and are more focused on having their unique needs addressed. HVCs are also brand promoters and influencers. These are the customers who will share the brand within their social networks.

Focusing specifically on high VALUE customers reflects an understanding of the power that these consumers have. Identifying who the high value customers are and tailoring marketing schemes to satiate these consumers, keeps them happy and ensures the brands’ profit margins.

  1. Evolve With Customers

Customer habits change and evolve. In turn, the way consumers interact with brands has evolved as well. Instead of fighting this evolution, brands should adapt and keep up with their customers. Part of this evolution includes the introduction of new goods and services and outlets, like online shopping. This development means customers are interested in a wide variety of items at all times. A shift towards items outside a consumer’s regular purchase pattern can indicate consumers are turning into HVCs. Dramatic changes in how customers buy items and spend money can also indicate greater trust and loyalty with a brand. Once the customer has extended the olive branch toward a brand, it is very likely they will shift into the high-value customer category.

  1. Pay Attention

The data provided by a customer’s recent activity can predict if a customer is high value or becoming high value. Data points such as high clickthrough rate, frequent site visits, and large purchases can indicate a customer as a high-value customer. One way to monitor customer involvement and identify high-value customers is through a  triggered marketing campaign. Triggered marketing includes a continuous stream of messages sent to customers based on their shopping activity, browsing history, purchases, etc. Triggered marketing indicates to customers that a brand knows its customers.

  1. Loyalty Rewards

Loyalty programs are teeming with information about members. Everything from brand preferences and item category to price sensitivity can be found in loyalty member data. Harnessing loyalty data helps brands personalize more towards HVCs. Knowing where, when, why, and how customers engage with a brand, can empower companies to create personalized experiences across multiple channels.

Loyalty programs also remove the barrier between customers and their next purchase. These loyalty programs make customers feel like “power users.” Their actions directly correlate to the experience found with a brand and company.

High-value customers make up the untapped bread and butter for many businesses. Understanding the behavior patterns of high-value customers enables brands to engage and target this niche group of customers. Providing high-value customers with the attention they desire keeps them engaged with the brand and propels companies to further success.

 

Kohl’s is Winning With Omnichannel Strategies  

combining digital and in-store

As the retail industry is changing, many brick-and-mortar retailers are employing omnichannel marketing strategies to fend off digital giants like Amazon. When it comes to successful omnichannel, a complementary relationship between brick-and-mortar and digital assures companies greater success.

In this third and final retail installment, let’s take a look at how Kohl’s is using omnichannel strategies to create a customer-centric approach.

MOBILE APP

According to STORES Media Editor Susan Reda, “retail’s balance of power resides firmly in the hands of the consumer.” With e-commerce gaining more momentum, many consumers have shifted toward online shopping. The Kohl’s Mobile app is playing a key role in helping the retailer keep up with tech-savvy consumers. Kohl’s effectively leverages the mobile app as an in-store partner and offers a customized shopping experience.

App users who walk into a Kohl’s store have the option of using a feature of the app that tailors to that specific store. The ‘Store Mode’ function personalizes to each customer’s store location and allows shoppers to search for store inventory and see in-store promotions while shopping. Customers can also check the price of store items and see other related goods. The Store Mode function gives Kohl’s a synthesized digital and in-store landscape.

Kohl’s also offers enhanced payment capabilities through the mobile app. Customers can pay with Apple Pay, a one-tap checkout option, in the brick-and-mortar stores and mobile app. Shoppers also have the choice of adding a Kohl’s credit card as a form of payment within Apple Pay. Consumers further have the option of scanning and saving gift cards to the Kohl’s mobile wallet.

Thus, paying for items in the brick-and-mortar stores blends seamlessly with mobile payment features, and customers are provided with a convenient shopping experience. Kohl’s gives shoppers more online and offline purchasing choices, thereby increasing the traffic to stores. The Kohl’s mobile app is a powerful tool which encourages online browsing and in-store sales. The app infuses digital into the in-store experience, creating a smooth customer experience.

STORES AS WAREHOUSES

Kohl’s continues to leverage its physical stores with the implementation of click-and-collect. Shoppers can make purchases online or through the mobile app, and pick them up at a convenient Kohl’s location. The company utilizes the brick-and-click concept, to make the brick-and-mortar stores act like warehouses for online orders. In turn, Click and Collect makes customer shopping more convenient. Click and Collect provides flexibility and ‘real time’ fulfillment for consumers. With consumers coming in store to pick up items, foot traffic to brick-and-mortar facilities is increasing.

The retailer is also using inventory at its brick-and-mortar stores to fulfill online shopping demands. Using local inventory, Kohl’s moves goods that are not selling in stores. Consequently, this speeds up fulfillment since the stores are closer to customers’ homes.
Kohl’s is creatively using its brick-and-mortar stores to make online and offline more connected. As consumers shop online, the retailer uses brick-and-mortar stores as makeshift warehouses, and in turn, makes the shopper’s experience easier and more convenient.

Kohl’s adapted the mobile and brick-and-mortar stores to become highly leveraged and synchronized units. The retailer has used the mobile app and brick-and-mortar adaptations to boost sales and create an inclusive customer experience. Previously, we looked at the successful omnichannel strategies implemented by Nordstrom and Neiman Marcus. We have finally rounded off our omnichannel trilogy by taking a look at Kohl’s and how this retailer has implemented omnichannel successfully. While these three retailers are ahead of the curve with omnichannel marketing, it will be exciting to see where other retailers take omnichannel.

 

Neiman Marcus: Omnichannel Strategies to Bridge the Gap

Integrating Brick-&-Mortar and Digital  

Technological advancements are redefining the way customers interact with retailers.

Customers now expect much more from brands they love, and omnichannel strategies are driving development within marketing departments to meet these expectations. A plethora of companies and retailers have introduced a seamless shopping experience across mediums by implementing omnichannel marketing strategies. From brick-and-mortar to website to mobile app, shopping has become a fully integrated experience, thanks to omnichannel.

Last week we dove into the Nordstrom’s world and reviewed the different ways the retailers use omnichannel to enhance the customer experience. Today, we are continuing this and looking at how luxury retailer Neiman Marcus is integrating brick-and-mortar with digital to create a heightened customer experience.

Mobile App

Despite having only 42 brick-and-mortar stores, compared to most luxury retailers with anywhere from 60 to 100 stores, Neiman Marcus is still the biggest luxury retailer in the world.The 42 brick-and-mortar stores play host to a large number of fashionable and high-end items. According to CEO Karen Katz, however, the luxury retailer has a “robust selection of products online that [they] don’t have room for in [the] brick-and-mortar store.” Consequently, Neiman Marcus’ efforts to bridge the gap between the products available virtually and physically, have given way to a successful mobile app. The mobile app serves as a larger commerce platform, as well as, a conduit for customer engagement with Neiman Marcus by making shopping easy and convenient for customers.

Customers have a way to shop on-the-go and find more products that cannot be found in Neiman Marcus stores. In-store associates are equipped with tablets featuring the app and help customers quickly find products online and offline. Sales associates are also encouraged to direct customers to browse through the online and mobile stores. Customers can access these same sales associates via text, email, phone call, or FaceTime while on the app. Neiman Marcus also has a solution for finding any item, from anywhere, within minutes. The mobile app has introduced a new feature called “Snap. Find. Shop.”. The feature allows shoppers to take photos of clothing and accessories they see at any store, and the app will find the exact or similar product on the Neiman Marcus mobile store. The mobile app provides customers with a smooth blend of online and brick-and-mortar services, heightening the customer experience.

Virtual Dressing Room

Another way Neiman Marcus digitally transformed the in-store experience is by adding digital dressing rooms. The retailer deployed the “Memory Mirror,” a device which enables shoppers to digitally compare outfits and items of clothing while in the physical store. Acting as a large video screen and camera, the Memory Mirror allows customers to see outfits from 360 degrees. The mirror is password-protected and connected to shoppers’ Neiman Marcus account. Customers log into the mirror and can browse outfits they previously tried on and captured in 360-degree, eight-second videos. These “try-on videos” can be saved to the customer’s mobile device, emailed, and shared on social media. Shoppers can also compare clothing options side-by-side, as the mirror remembers what the customer has already tried on. This initiative enables customers to experience flawless digital integration and increased interaction with Neiman Marcus. The Memory Mirror is a complementary blend of brick-and-mortar and digital shopping.

Neiman Marcus relies equally on mobile and brick-and-mortar stores. The seamless incorporation of online and offline has kept customers highly engaged with the retailer. The customer-centric philosophy has propelled Neiman Marcus into implementing innovative and different omnichannel strategies. Neiman Marcus has truly made the digital shopping experience and physical shopping experience seamless. 

Tune in next week as we take a look at the third and final retailer in our omnichannel trilogy – Kohl’s.

How Omnichannel Retailers Are Changing the Marketing Game

Starbucks, Sephora, and Disney’s Omnichannel Approach

 

The good old days of customers coming from one channel are over.  With the rapid rise of social and mobile channels as valuable marketing platforms, omnichannel business strategy has become necessary approach for a successful brand.  While it is easy to understand “Why?” the “How?” is less clear.

Before we can discuss what techniques are being used to optimize omnichannel marketing, we need to take a look at what omnichannel marketing really means. Omnichannel is an approach to sales that utilizes multiple channels and outlets of shopping. The primary goal is to create a seamless customer shopping experience, whether the individual is shopping on a mobile device, desktop, or in a physical store. 

Now that we have established a what omnichannel is, let’s take a look at how three companies use it to their advantage.

Starbucks

Starbucks is an omnichannel expert

The Starbucks Rewards program is a perfect example of omnichannel marketing in practice. Starbucks is one of the biggest coffee retailers in the world. Their market reach is incredible, and they have harnessed the power of omnichannel to leverage that huge customer base. The Starbucks Rewards system uses an omnichannel approach to make the coffee buying experience more convenient for customers.  Customers can use the rewards card to make purchases without taking out their wallets and to also reload the rewards balance online, in-store, by telephone, or by mobile app. All changes to rewards accounts immediately update across all channels.  Thanks to the omnichannel approach, Starbucks customers can satisfy their caffeine cravings at any time, on any channel.

 

Online bags can become actual bags when purchasing in-store

Sephora

The makeup retailer has also changed the way consumers interact with products. Sephora utilizes the omnichannel shopping process to create an enjoyable experience for customers. Sephora has implemented the “My Beauty Bag” program to allow customers to manage their beauty products and see purchase history. The “My Beauty Bag” program makes it easy and accessible for Sephora customers to add items to their shopping carts, peruse their browsing history, make savings on purchases, and re-order items. Sephora’s rewards program also allows members to use their Beauty Bags on their mobile device, computer, and send digital gifts.

While making in-store purchases, customers can use the Sephora app to complement the brick and mortar shopping experience. Sephora is also changing the in-store experience as well, by introducing the Beauty Tip Workshop. Customers now have the opportunity to access their Beauty Bags, see recommended items and looks, and make purchases based on the items shown in the store. Sephora is expertly using omnichannel to revolutionize the cosmetic shopping experience.

Disney

Disney brings omnichannel to the world on tourism and retail. The magic of Disney is brought to multiple channels thanks to their approach. Disney’s process pays attention to even the smallest of details to make a flawless and consistent shopping environment across channels. When booking a trip through Disney’s website or app, customers have access to the My Disney Experience tool to help plan the logistics of the trip. From dining options, to park attractions, to securing passes, the My Disney tool helps customers plan for the entire trip. Once customers get to the amusement park, the Disney mobile app can locate the attractions and performances across the park and gives an estimated waiting time for each attraction and show.

Disney takes the magic even further with the implementation of the Magic Band program. These wristbands not only act as theme park entrance passes, but also act as hotel room keys, Fast Pass check in, food ordering tools, and photo storage devices. These wristbands also include personalized surprises for each band holder. Disney uses omnichannel to make traveling a connected, all-in-one experience.

 

Omnichannel initiatives like these enable brands to create the ideal customer experience across all channels. Starbucks, Sephora, and Disney approaches are great examples of brand’s solving for the ever-evolving needs of the digital age.

The Road to Omni Channel Department Store: JCPenney vs Nordstrom

The next Round of The Road to Omni Channel Tournament ended with two “old-school” retail brands, Nordstrom and JCPenney. One brand, arguably the best customer service in the industry, and the other, a story of perseverance and come back. At the end of a tough game, Nordstrom’s unwavering strategy was upset, 71-68, by scrappy JCPenney’s frenetic pace of play and a half court heave.

The Play-By-Play

There aren’t too many business sectors experiencing the kind of pressure big box department stores face today. Foot traffic continues to decrease and in-store sales are stagnant. Meanwhile, online sales are increasing more than 30% over the next couple of years so companies like JCPenney and Nordstrom have no choice but to make omni channel a top priority. Each has done it differently, but both have made amazing strides, recruited deep teams and get solid play from every channel.

Nordstrom’s game was about everyone buying into a philosophical approach from the tip. Their relentless focus on customer service resulted in an unbreakable zone defense which covered the competition like a blanket. JCPenney never had an uncontested shot whether it was in the store, on desktop, mobile web, their app, social channels or from the customer service line.

Just when you thought there couldn’t be a deeper bench, JCPenney showed up with matchups for each channel, but also included a strong SMS player. That said, the difference in style was palatable. JCPenney played a full-court defense that poked at you like a jackhammer to concrete. There was a dizzying number of deals, discounts, clubs, groups, communities, opt-ins, points and promotions on every square inch of the court.

The offenses were opposites, as well. Nordstrom ran a smooth motion offense that was like watching a jazz ensemble in perfect sync. Crisp passes from desktop web into a login experience, to the mobile web, to the app, to push messaging and a perfect feed for a slam dunk from email was commonplace. The abandoned cart emails, location-based recommendations, and previous product views were all points of personalization and they occurred in nearly every channel. As a result, they posting the highest shooting percentage of any team in the tournament.

JCPenney played every offensive set like it was the end of the game tossing up three pointers from everywhere on the court. You could hear Desktop Web screaming every second of the game, “5 off 25! Buy one get one! Free, free, free!” Their shooting percentage wasn’t great, but the points stacked up as scoring runs that would rattle any team…except Nordstrom.

The summary of the game is best described as “streaks vs steady” with one streak too many. At the end of the game, JCPenney came back from a ten-point deficit with :46 left and their SMS player put the last nail in the coffin with a text from just beyond half court giving them a three-point win.

Key Stats – The Hammer vs The Diamond

When you compare these two teams the styles couldn’t be more different, but the stats were almost mirror images…

  • Cross Channel Experiences – Both teams drove to store via directions, allowed you to add events to calendars, barcode scanning in app, and localized content. Nordstrom did edge out JCPenney by highlighting and connecting you to their many events they offer in store across the country.
  • Operations – Every shot from the charity stripe went in for both teams, because they followed each purchase, opt-in and question with appropriate messaging. Nordstrom got extra points for their copy tone. Instead of standard requests for location or opt-in, they repeatedly presented benefits to giving them access and used cheeky copy throughout. They also won in store, because of the autonomy they give their staff and their very cool pop-up stores.
  • Recognition – Both companies will serve you well if you log-in, but it appears they’re both targeting anonymously, as well, at times.
  • Consumer Journey – Both teams were lacking a little in this area, but JCPenney dominated Nordstrom by integrating their Wedding and Baby registries online and in the app.
  • Recommendations – These were served up in a fairly typical fashion using widgets to introduce what others like you looked at or bought. Both parties could elevate recommendations to better match their brand essence: Nordstrom, by auto-emailing recommendations via local sales associates like they currently send manually; JCPenney, by personalizing their offers and discounts. Prior to the Ron Johnson era JCPenney shoppers used to love gaming the system with the mass of coupons floating around so why not embrace that gamification?         

Conclusion

It’s clear JCPenney’s had challenges withstanding a rotating door of leadership at the institution and coaching ranks, but they appear to have rallied around omni channel. They’ve returned to their roots as an “in your face” couponer and elevated their game in store, but they still have to deal with the squeeze from competitors at both the top and the bottom. The jury is out, but they live to play another game.

Nordstrom is the classic Duke Blue Devil doppelganger. They play their game first, you know they’re always going to be in the mix and they’re extremely well coached. The players are given great autonomy so they have success from the floor of the store to the online customer service. It didn’t work out this time, but count on seeing them next year.

 

The Road to Omnichannel: Consumer Electronics Conference

Two wildly different styles showed up for the Consumer Electronics division of the Road to Omni Channel Tournament – the massive line-up from juggernaut, Best Buy, and the most effective “small ball” team in the tournament, GameStop. The classic match-up of a methodical half-court team full of tree-toppers vs. a high octane, run-and-gun team resulted in a 76-75 win for Best Buy and an incredibly interesting game for the fans.

The Play-By-Play

This was one of the more anticipated games because both parties cater to a tech oriented audience, they both have full-funnel data and rabid followers in their loyalty programs. At the start of the game you could feel both parties flexing their muscles in the form of the in-store experience. Best Buy has been recruiting the best store experience for as long as most can remember. As an example, when the rest of the industry was worried about showrooming, Best Buy was embracing it by prompting shoppers to scan QR Codes in store on all product descriptions. They were an early member of the Shopkick loyalty program and have an industry defining loyalty program to support those 1,000+ massive stores.

GameStop, on the other hand, served the fickle and passionate gamer audience with more than 6,600 small format stores and, most recently, has employed a pace of play that makes most of their competitor’s heads spin. Their staff is very knowledgeable and consumer friendly, but so are the Best Buy “Blue Shirts.” Their PowerUp loyalty program was fast growing and deemed highly successful, but so was Best Buy’s. However, throughout the game you could feel GameStop’s recent investment in the GameStop Technology Institute wearing on the larger, slower Best Buy team. The partnership between the retailer, IBM, the Center for Retailing Studies at Texas A&M University’s Mays Business School, and several tech startups, allowed GameStop to rapidly deploy and test applications. In the first half of the game, many thought those innovations would be Best Buy’s undoing. Then there was the second half.

Though GameStop got off to a fast start and ran up the score on Best Buy, the GameStop team repeatedly struggled in a few areas which left the door open for a Best Buy comeback. The old adage, “You don’t usually win if you don’t make free throws,” was proven as GameStop continuously missed opportunities to deliver important, but basic operational communications. Welcome messages, purchase follow ups, and abandon cart emails were just a few examples of GameStop’s shortcomings in customer support and “next step” communications.

As the game progressed, Best Buy started to impose their will and showed their years of experience by recognizing their customers and making highly relevant content available. It showed up in product recommendations, opt’in communications, their customer service/preference portal and several other areas. The most impressive part was when Best Buy showed personalization was more than a “first name” at the beginning of a mass email. Best Buy recognized the consumer’s individual preferences whether it came from, or was served back, in their websites, through social media, or in their mobile apps. That level of personalization proved to be a major blow to GameStop which was surprising considering their publication, Game Informer, produces exceptional content their customers enjoy.

The Stand Out Performance 

At the end of the game, when Best Buy needed it most, they got exceptional play from their Preference Center and their mobile app. The Preference Center dashboard for a consumer’s account was very user-friendly with built in recommendations, wish lists, and rewards program details. The Preference Center grabbed all the rebounds in the form of returning customers. Meanwhile, their app drove the offense providing prospects and customers with many helpful shopping tips along the journey, location relevant content like targeted weekly advertisements, and driving to other channels like in-store support schedules. It was a one-two punch GameStop couldn’t manage.

Conclusion

When it was all said and done, the size, depth and history amassed by the Best Buy franchise was just too much for GameStop’s smaller team, but you have to give credit to the underdog, as well. You can see how GameStop’s investments in their portfolio of brands (i.e., Spring Mobile, Simply Mac, Kongregate, Game Informer, etc.) could look like a never-ending flurry of talent coming at the competition in future tournaments. Similar to a West (“Press”) Virginia with it’s “next man up” mentality, if GameStop can get the channels to work together across these diverse businesses they would be unstoppable.

Meanwhile, Best Buy, makes you think of a program like UCLA. They continue to do well in their category of the Consumer Electronics space, but they want to get the recognition they used to receive. While many say their store format will be their undoing, you have to recognize their efforts as a successful Omni Channel Marketer will go a long way towards elongating their success.

Tune in here for Game Four: //nectarom.com/department-store-conference/ 

The Road to Omni Channel: AT&T vs Verizon

Telecom giants, AT&T and Verizon, squared off in Game 2 of the 2016 NectarOM Road to Omni Channel Tournament and proved safe, steady defense wins games – especially when you’re playing your mirror image. It seems like an oxymoron to say a triple overtime game wasn’t exciting, but that was the case until AT&T ran a surprise play in the last seconds to win 73-71.

The Play-By-Play

Some would say this game was as boring as watching paint dry, but if you’re a fan of fundamentals and you don’t like the flashy style that seems to be taking over marketing then you probably loved it. These institution’s omnichannel marketing is steeped in legacy and you have to respect the way they’ve committed to playing their own style.

Right from the tip you could see both teams were going to let the game come to them since neither showed any offense focused on helping a new prospect through the buying process. The most personalization either team showed was regional promotional pricing. Verizon did get slightly better production from their desktop web and mobile web channels, but the difference from AT&T’s was marginal at best.

It was more like watching twins in a choreographed dance or a chess match than an omni channel shoot out. No one lead by more than three the entire game and the back-and-forth scoring made you think they traded playbooks and coaching strategies.

These companies are arguably the most digital brands in the world, but surprisingly, the most personalization and omni channel success showed up in their brick and mortar experience. In both cases, the store has evolved and their experimentation with use-based positioning was helpful for decision-making. Their staff were equally educated on the products, plans and promotions, but the clienteling apps at their fingertips filled in any gaps that may have existed. While it was a decent experience, neither party offered anything “breakthrough” like Apple did many years ago.

In the end, it appeared as though the game would have to end in a tie, but AT&T saved a player for overtime that Verizon didn’t have an answer for at all. Email put AT&T on it’s back and scored 18 unanswered points over the course of the three overtimes. With ten seconds left in the third overtime, AT&T scripted an “abandoned cart” play. Recognizing what people had placed in their online shopping carts and then following up with an email to remind them was the only example of responding to a prospect’s shopping journey needs. It was a fairly pedestrian play, but it was executed flawlessly and the resulting layup proved to be the game deciding shot.

 

AT&T Email Cart

Key Stats – A Tale of Two Games

When we look at how AT&T and Verizon did at applying omni channel marketing you had to ask the question, was it for prospects or customers? If it was the latter, both companies had an endless number of sites, apps, billing tools, support methods, etc. That said, the omni channel efforts didn’t really inspire as much as they facilitated account management or payments. This was illustrated clearly in the player statistics…

  • Cross Channel Experiences – Verizon was 3:1 better at starting an experience in one channel and moving them to another, but they also had more turnovers than AT&T with poorly managed transitions.
  • Operations – This is the foundation for all things omni channel for these two organizations – they start and end with their customers. In both cases they have the blessing and curse of being large and having extensive resources. As an example, both have evolved to create a very well done central account management apps (myAT&T, myVerizon). Simple to use, they cover a great deal of relationship scope and give you access to most account management needs. However, both organizations have at least 25 other apps in the app store. That’s not necessarily a bad thing if it’s a part of their mobile strategy, but most of the apps provide functionality represented in the central app (or seem like it should) and the Customer Service Representatives don’t support them or even know they exist in some cases.
  • Recognition – Relevant if you’re a customer, otherwise both companies invested minimally in it.
  • Consumer Journey – The journey for both companies was bifurcated between being a customer or not. For existing customers, they both had intermittent solutions for contract renewals, upgrades, etc.
  • Recommendations – In all channels this seemed to be based more on product promotion than on prospect or customer needs. In the stores the staff did a good job of understanding the buyers needs, but in digital channels it was ignored or it was an afterthought.  

Conclusion

These companies are reminiscent of great legacy teams in the big dance, like Michigan, Indiana, Syracuse, etc., that are known for their distinctive style and the fact that they will always have great recruits with untold potential. The question is whether they can play as a unit. A five-star recruit focused more on making it to the pros than playing in a system can be detrimental to programs like these.

It’s clear no one would look forward to playing AT&T in the next round. It’s also clear that AT&T’s omni channel efforts serving prospects leave a big opening for that team to exploit.

Tune in here for Game Three: //nectarom.com/consumer-electronics-conference/

SELECTION MONDAY – Let the “Madness” Begin

By Bryon Morrison, Commissioner of The 2016 NectarOM Road to Omni Channel

Every year March always brings a little “madness” into the office. This year is no exception. Marketers across the nation are setting their brackets, but not necessarily for the “teams” you’d expect. This year at the the NectarOM Headquarters the NectarOM selection committee was hard at work finalizing the 2016 Road to Omni Channel Tournament bracket.

Over the last month, each member of the NectarOM selection committee evaluated a vast amount of data and industry information for each industry category or “conference” during the selection process. A review and discussion of the brands performance based on product sector, fiscal performance, e-commerce endeavors, innovation, and their use of digital – determined selections, seeding, and bracketing.

Selection Methodology
After examining a wide field of competitors the NectarOM selection committee determined the 2016 Road to Omni Channel Tournament bracket would be divided into 4 conferences: Consumer Electronics, Shopper Marketing, Telecom and Department Store Retail.

Qualification and seeding for the tournament was based on the following criteria:

  • Digital and Brick and Mortar Retailer
  • Fortune 500 Company
  • The team communicates with customers in at least three channels
  • They have established domain authority
  • They have been recognized as innovators in other studies
  • They have been recognized in other third party evaluations as leaders in their respective categories

The Teams
After a grueling deliberation the NectarOM selection committee has finalized its brand bracket and is proud to announce the companies included in the 2016 Road to Omni Channel Tournament.

The Road to Omnichannel Brand Bracket

Department Store Conference
Nordstrom
JCPenney

Telecom Conference
AT&T
Verizon

Consumer Electronics Conference
Best Buy
GameStop

Shopper Marketing Conference
PepsiCo
Dr Pepper Snapple Group

Game Scoring
Over the course of the next two weeks these eight institutions will go head-to-head in the hopes of being named The 2016 Road to Omni Channel Champion. To have a better understanding of what these companies are doing in Omni Channel Marketing, each brand will undergo the NectarOM Customer Journey Audit. This audit evaluates eleven communication channels, 6 degrees of personalization, and each brand’s adaptability to customer knowledge. Covering more than 150 review points, this audit provides valuable insight into customer lifecycle, consistency, marketing gaps and opportunities through the view of the consumer and results in a final score illustrating their prowess in Omni Channel Marketing.

Tournament Schedule
The Road to Omni Channel Tournament will start Tuesday, March 15, with a highly anticipated match up of Consumer Package Goods titans, PepsiCo and Dr. Pepper Snapple Group, from the Shopper Marketing conference.

Tune in here for Game One: //nectarom.com/shopper-marketing-conference/

Tell us in the comments below which brand you think has what it takes to win it all.

The NectarOM Road to Omni Channel

By Bryon Morrison, Commissioner of The 2016 NectarOM Road to Omni Channel Tournament  

Every year March introduces a special kind of “madness” for basketball fans, but this year ushers in a new kind of competition for advanced marketers. 2016 is the inaugural year of The NectarOM Road to Omni Channel Tournament where some of America’s most recognized traditional brick and mortar marketers will be competing against each other to show their prowess in Omni Channel Marketing and how they are evolving in a digital world.
This tournament will have many similarities with that other tournament. A wide field of brands from more than 30 industry categories, also known as their “conferences” (i.e., Specialty Retail, Telco, Electronics Retailers, CPG, etc.) will be evaluated. The eight most qualified companies will compete in their respective industry categories, as well as in cross-category match ups. Each team’s professional audit score for how they respond to prospects and customers online, in mobile and in outbound messaging channels will dictate their “score” and ability to move up in the brackets.

The Need For Omnichannel
A company’s ability to serve their customers in all possible channels has become table stakes thanks to “digital brands” like Amazon, Netflix, Apple and Google. Those companies created in the last 15-20 years were built on the assumption that customers and data are of paramount value. They already know they can make a greater business impact by offering a seamless, holistic experience across all channels. Anyone that’s bought something on Amazon will attest to the superior experience associated with their understanding of your needs and preemptively introducing solutions that just seem to fit every situation.
So what about the predecessors to those digital brands – those large companies that are the foundation of American commerce? Those industry icons have spent years investing in brick and mortar locations or spent endless time and resources driving consumers to a physical location. Most of these companies deal with batched data or backward looking analytics for insights so their foundation is infinitely different than their more digital contemporaries. As a result, the pace of change has been much more difficult for them to manage. Case in point, the internet and ecommerce required a game of catch up and before they perfected things their reality shifted again with the introduction of mobile and social.

The New Reality
The evolution of brick and mortar oriented companies is a requirement and they know it. While store sales dominate those of e-commerce that is changing. As an example, ecommerce outpaced physical store sales 5-to-1 last year. In addition, the companies struggling with surrounding a prospect or customer and serving them in their preferred channel are watching $41 billion in sales move to a competitor due to poor customer service. And sales don’t necessarily get them back in the door since 64% of consumers choose their favorite brands based on experience over price.
The future for companies that cannot embrace this change is bleak. Smart companies are committing resources to make their customer experience seamless online and off. Unfortunately, the reality is more companies are talking omnichannel rather than providing it. Digital competitors, unencumbered by expensive physical infrastructures, are prone to rapidly test and execute against omnichannel strategies while traditional marketers often use it as a soundbite for stockholder meetings.

The Competition and the Brackets
The NectarOM Road to Omnichannel Tournament will show which companies are truly investing in and delivering a superior experience across all channels for existing and potential customers. We will see who has put together the best channels (i.e., “players”) and who is achieving a high level of execution in each channel (i.e., “player stats”).
The competitors included in the tournament this year will be introduced on Selection Monday, March 14. To follow the team selection process, the games updates and stats you can…

  • Click here and watch for updates on our blog
  • Follow the tournament on Twitter with #TR2O and #MarchMadness
  • Sign up for email alerts by signing up here

See which brands made the cut:  //nectarom.com/selection-monday-let-madness-begin/