Philips-Brand-Equity-Board.pptx

2019/12/19,#,Klicken Sie,um Text hinzuzufgen,Sub-Point 1,Sub-Point 2,Sub-Point 3,Klicken Sie,um das Titelformat,&,1,Why Relationship Marketing,A consumer perspective,CRM as sustainable competitive advantage,Media effect and media efficiency,2,CRM:A consumer perspective,The consumer(in Europe)is changing:,Feel,unconfident,about their future*,Need a feel of trust to buy*,Trust,from a brand will grow when the brand is more,open,and,on level,with the consumer*,If customers trust you,it will be easier to sell and they will come back for more.,*=source:The Henley Centre,3,CRM:Competitive advantage,Where products become more and more similar,communication becomes the differentiating factor,In every category,very few households make or break a brand(the high spending minority),The most successful brands are those with the most loyal heavy users(Garth Hallberg),CRM aims to build better bonds with this segment,The advertiser who finds a direct way to the hearts and minds of these people wins,4,fromcounting the people you reachtoreaching the people who count,CRM:Competitive advantage,5,CRM:Media perspective,The number of brands is still increasing in almost every market(e.g.Korean brands),Mass communication gets less efficient due to media-fragmentation,Mass communication gets less effective due to increasing mass media and outdoor information-pressure;outspending the competition is not the solution,Consumers zap in TV and print more than ever,6,CRM:Media efficiencyFelix TV commercial,Split run test on users database:50%no mailing(control),50%received a mailing that announced a new TV commercial.,Announcement mailing was sent 1 week before broadcasting.,7,Results Felix:(after broadcasting 15 spots),EFFECT:,just TV,DM+TV,Reach26%,56%,Spont.awareness44%,77%,8,frommass mediatointegrated media,CRM:Media Perspective,9,What is CRM about?,Reaching the people who count,Profiting from multimedia synergies,Growing the right relationships,More bang for the buck,Requires building your own media,10,Growing the,right,relationships,A dialogue-a concrete result of a relationship-will only be fruitful if the timing and the message is right and relevant.,We call this commitment-and the underlying process-to build profitable relationships:Customer Ownership.,Because,in the end it is about creating a sense of ownership in the customers mind:,My shop,My BMW,My Philips.,11,First principle of aPhilips CRM program:,DFM(Differential Marketing).,Focus on the best(potential)customers.,Growing the,right,relationships,12,All consumers are not created equal:focus on best customers,In the relationship,were able to determine the actual and/or the potential,value of the customer,This value is the determining variable for investment,Every,brand,product and category has low and high profit consumers,“Fish where the big fish are”,13,High,Medium,Low,No-Volume,Sales&Profit,Total Market,The Pareto principle,14,Differential Marketing:credit card spending,%adults,Transactions,Spend per year,$5,0901,080,$100,0,95%,5%,1%,0%,11%,3%,1,85%,15,Differential Marketing:Audio,(U.S.market,source Mediamark),%adults,Spend last 12 months,Total sales,40.3%,31.1%,28.6%,0,$1.900,$800,$150,0%,0.6%,1.1%,6.4,91.9%,H,M,L,Non,16,Second principle of aPhilips CRM program:,The sales cycle.,Focus on the low hanging fruit,Growing the,right,relationships,17,Sales cycle,Prospect,Buyer,After market,Market,Loyal,Customer,Investment,Profit,18,The three opportunities in the sales cycle,Time,Value,B.Sales gap:,Selling to existing customers is up to 7 times less expensive.,C.Retention gap:,A 5%improvement inthe defection rate boostsprofits by a multiple of,up to 10.,A.Acquisition gap:,Winning new customers costs money.,Customer equity,19,Following the low hanging fruit,best customers,ROI,other customersin the database,outside list,Targetedmass media,high,low,retail partner lists,20,Third principle of aPhilips CRM program:,Represent the private face ofthe Philips brand.,Growing the,right,relationships,21,Growing the,right,relationships,Create a communication platform,the Philips way to speak with its best customers,Understand who we are talking to and how close they are to Philips,22,There are 3 routes,in principle,to bond with your customers:You can create financial,social,structural bonds-or a combination of these.,Prisoners,Happy marriages,Distant lovers,Strangers,Emotional Loyalty,Behavioural,Loyalty,High,High,Low,Growing the,right,relationships,23,Growing the,right,relationships,Fourth principle of aPhilips CRM program:,Bridges that work,Internet,Databases,Call Centres,Mail,Retail,24,Brand,Customer,Company,Growing the,right,relationships,We dont know yetwhich bridges existand how wellthey function.We build,repair,maintain as we go along.,25,Value added by growing the,right,relationships,Identifying the most profitable customers;,Getting a higher share of their business;,Reducing both the expense of communicating to the wrong people and defections from your brand;,And turning loyal customers into brand advocates.,26,(Why)CRM for Philips,4 principles,best customers,low hanging fruit,private face,functioning bridges,Focus during the first 16 months,Will analyse,develop and fix,Remember:Its a journey,27,II.How to get started,The next 16 months,28,How to get started,1.Testmatrix,2.Evaluation,3.Cost&Timing,4.Year 2000 event,29,Objectives,Improve marketing efficiency,Increase effectiveness of communications,Improve loyalty degree(retention),Learn what works and where,30,Strategy,Testing campaigns in 6 countries,Evaluation and refining CRM approach,Exportation approach to other markets,learning while earning.,31,Test matrix,Business Units,International:TV(Renewal),Audio(CDR),VideqVCR),Local:Audio(MP3),Videq(DVD),32,Test matrix,Moments of truth&target groups,TVRenewal of existing TV to widescreen,Moving households,Secondary house owners,Marriage/divorce,Intention to buy TV,Children in household,Philips TV owners(approximately 6 years old),33,Test matrix,Moments of truth&target groups,AudioCross sell CDR,Students/young professionals,Secondary house owners,New car buyers,Philips car CD owners,Philips CD owners,34,Test matrix,Local campaigns,MP3UK&USA,Music&PC enthusiasts,Philips owners,DVDFrance&USA,Philips owners,35,After first half year,Analysis of Q1 and Q2 results,Refine and redefine programmes and objectives,36,Campaign evaluation:basics,1.0-measurement,2.Set goals for the campaign,3.Including tests-per campaign,-per country,Per campaign:90%campaign,10%control,4.Evaluation Q1 and Q2,5.1-measurement&evaluation of the(series of)campaign(s),6.Export of campaigns to other Philips markets,a continuing process.,37,III.Why OgilvyOne worldwide,38,How to measure experience working across borders:,Four Good Indicators,Network of offices across the regions,How the network“nets”,Our clients the company we keep,Our expertise in handling international accounts,We are where our Clients need us to be.,Worlds strongest,most experienced direct network,Singapore,Lisbon,Milan,Dublin,Paris,Zrich,Caracas,Sydney,Hobart,Chicago,Los Angeles,Mexico City,Guayaquil,Santiago,Buenos Aires,Montevideo,Rio de Janeiro,So Paulo,Miami,New York,Toronto,Buffalo,Cape Town,Johannesburg,Madrid,Barcelona,Athens,Istanbul,Kuala Lumpur,London,Copenhagen,Oslo,Stockholm,Helsinki,Amsterdam,Vienna,Frankfurt,Brussels,Rodgau,Bangalore,Bangkok,Hong Kong,Jakarta,Taipei,Tokyo,Manila,Auckland,Wellington,Budapest,Bombay,New Delhi,Seoul,Beijing,Prague,Warsaw,Montral,40,Market leadership,In 14 of the 30 largest markets we are ranked the#1 agency.,Our nearest competitor is ranked#1 in two markets.,Market-by-Market Leadership,Belgium1,France1,Germany2,Ireland1,Italy1,Netherlands1,Portugal1,Scandinavia2,S.Africa1,Spain1,Switzerland2,United Kingdom2,Argentina1,Brazil1,Canada1,Chile1,Mexico1,Uruguay1,United States5,Europe/Africa,Americas,Australia4,Hong Kong1,India1,Malaysia1,New Zealand1,Singapore1,South Korea1,Taiwan1,Thailand1,Japan8,Asia/Pacific,42,Consulting,Through our consulting services,we define the customer relationship and devise programs to increase customer loyalty,Our decidedly“customer-centric”approach utilises the most advanced technologies to research our clients most valuable customers:their buying dynamics,profitability,and where and how to get more like them.,43,Communications,We develop creative communications that move consumers into deeper,more valuable relationships with a brand-translating strategic thinking into big ideas,Weve always provided higher-quality creative work.It is our most visible product and,in many ways,the summation of all our marketing thinking,Weve won almost 5 times as many awards(the kind based on results)as our closest competitor,44,Connections,Using a series of interrelated disciplines across all media,including data services and contact centre-services,we build bridges that connect our clients brands with their customers-constantly seeking new and innovative ways to give customers reasons to buy,to buy more,and to stay loyal to a brand.,We currently operate 11 Contact/call centres worldwide and we are the largest call centre network in the Asia Pacific region,45,Interactive,Today OgilvyInteractive is the largest integrated interactive agency in the world,with 22 offices servicing more than 40 countries and the largest media buyer on the web.,With the full leverage of a global communications agency,we produce one-to-one marketing solutions online that build brands,as well as customer equitywith cutting-edge interactive technologies.,46,Interactive,Ranked#1 New Media Agency by Advertising Age in 1999,Named one of the Best Top Ten Interactive Agencies by Adweek,Named one of the Top Five Leading Agencies by The Red Herring(1998&1999),Winner of the 1999 Grand Clio,Winner of three 1999 Cyberlions at Cannes including the Cyberlion Grand Prix,47,How the Network“Nets”,Worlds Strongest,Most Experienced Network,International thinkers,attracted to the OgilvyOne network by our global reach,Trained to“think globally,act locally”,International transfers and exchanges,Adopt-A-Country programs,Worldwide training and Creative Directors meetings,United in a common discipline:Customer Ownership,Connected instantaneously by technology,48,Common processes:knowledge sharing,Common and consistent brand image delivered by:,Brand teams made of specialists who arent forced to specialize.,Knowledge flows from individuals to brand teamsvia most up to date IT,Lotus Notes:IBM/American Express/Unilever Solution Centers,On-line Creative libraries,Truffles,How we handle international accounts:three approaches,Central Coordination,Central Development,Central Execution,Local Implementation,Central Coordination,Central Development,Local Execution,Local Implementation,I,II,Central Coordination,Local Development,Local Execution,Local Implementation,III,How we handle international accounts:three approaches,Central Coordination,Central Development,Central Execution,Local Implementation,I,Advertising and Direct Marketing concepts,artwork,photography and even some printing handled by New York local deployment,with modifications on an exception basis only if truly necessary(e.g.Korea),IBM Software Servers,How we handle international accounts:three approaches,Central Coordination,Local Development,Local Execution,Local Implementation,The headquarters central coordination team monitors direct marketing activity worldwide to identify best practices in all acquisition,retention and loyalty work.Information is packaged and shared with local markets to help local teams optimize performance,American Express Best Practices,III,52,International clients&CRM,IBM,Ford,Unilever,American Express,Jaguar,Wings alliance,Seagram,NestlCRM,Tactical DM,53,Nestl&OgilvyOne,Latest tools and processes developed for Nestl,54,Lets make things better,“,The markets treat Customer Relationship Marketing as an investment.They do not realise that it is a matter of survival,that it is no longer possible to build brands with untargeted media”,Philippe Vron(Nestl GM),