BUFFALO 311 CRM-CM Overview CITY OF BUFFALO Division of Citizen Services.
Data-Driven Marketing and CM/CRM
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Transcript of Data-Driven Marketing and CM/CRM
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Daniel L. Williams | Audience Development Manager
New York Times Regional Media Group
International Newsmedia Marketing Association
Summit on Audience Development
November 18th, 2008
1C-Change: Strategic Transformation in Circulation
Data-Driven Marketing and CM/CRM
Leveraging customer insights to
drive loyalty, sales effectiveness,
and cost savings.
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Three Year Strategic Initiative (2006-2008)
• Develop centralized marketing database
• Strengthen marketing intelligence and customer insight
• Innovate through synergistic partnerships
• Gain process efficiencies through standardization.
• Consolidate consumer marketing functions.
• Drive & sustain top-level performance.
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NYTRMG Audience Development and CM/CRM
• Responsible for building strategies and tactics to:
– Grow core and niche product circulation, readership, & revenues.
– Increase digital presence, site traffic, registration, and engagement.
– Identify and reach niche audiences through alternate print/digital products.
– Strengthen competitive position through branding and promotional initiatives.
• Develop and execute “best in class” marketing programs through centralization, coordination with markets, and/or outsourcing business functions to strategic partners.
• Instill long-term loyalty to NYTRMG products through retention-based selling while upholding the highest standards of customer care.
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Strategic Transformational Change:
Triad Management Principle: Circulation
While home delivery and single copy sales remain a local management responsibility, subscriber acquisition, retention and overall strategic planning is either centralized or outsourced. Costs are reduced,
but more importantly, the organization gains momentum for moving toward total audience management. Clerical and administrative tasks that are now automated provide resource to hire new talent required going forward.
Shared Resources
StrategicPartnership
s
LocalManagemen
t
Open Technology
Home Delivery, Single Copy SalesDistribution & Fulfillment
Call Center, E-Mail,Direct Mail, Telemarketing, Technology, Data Management
Strategic Planning, Analytics, Campaign Management,Brand Management, CRM Strategy
4C-Change: Strategic Transformation in Circulation
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ADDRESS MASTER LEVELAd Hoc
SUBSCRIBER/OCCUPANT LEVELDaily
DEMOGRAPHYAd Hoc
VOTER REGISTRATIONAd Hoc
TRANSACTION LEVELDaily
CDSAd Hoc
BILLING/RENEWAL LEVELDaily
DNC/DNM SUPPRESSIONSWeekly
NEW MOVER/NEW HOMEOWNERBi-weekly
CAMPAIGNDaily
PRIZM NEAd Hoc
3rd Party Lists/Compiled Data
ABC DRAWWeekly
BUDGETAnnually
Supports daily, weekly and monthly reporting and
planning using Reporting Tool
NYTRMG Centralized Data Warehouse - MaaX:Supports Circulation, Advertising and Strategic Initiatives
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Event Driven Customer Relationship Management
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Customer Relationship Management as Campaign Curriculum
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Automation and File Transfer through FTP
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CRMCall Center
SalesCall Center
InboundCall Center
MaaX Centralized Database
Campaign Analyst
Marketing Programs and Systems Integration
Alabama/
Louisiana
California
Carolinas
Florida
Sarasota
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Targeted Growth Model• Multi-channel, integrated subscriber
acquisition program targeting priority segments.
• Aggressive pricing with longer term offers and emphasis on automatic renewal.
• Customer insights drive segmentation strategy. Repeat message and offer exposure drives response.
• +3% increase in household penetration through first 6 months.
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CRM - Renewal Continuum
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Subscriber Loyalty Continues to IncreaseShift from Churn to Retention-Based Sales Strategy & Increase in Automatic Renewal
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Results: Significant Improvement in Sales Channel ROICost per Unit by Channel (2006-2008 YTD)
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Three Year Impact
• Consolidated all consumer marketing functions, including:
– Inbound/Outbound Sales and CRM call centers.
– Direct Marketing.
– Event and Kiosk Marketing.
– Budget Management and Resource Allocation.
• Shift from churn-based sales to retention-based CRM strategy.
• Total Annualized Source Savings >$1,000,000 over 3 years.
• Reduced Discount Expense (35%) over 3 years.
• Reduced Cost per Annual Unit (29%) over 3 years.
• Increased Revenue per Subscriber +8.4% over 3 years.
• Organization Restructured.
– Reduced 31 FTEs.
• Current staff of 7 FTEs supporting sixteen market group.
• Increased % of subscribers as “Core” (>2 years) from 69% to 73%.
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Key Characteristics of the NYTRMG CM/CRM Program
• Investment in centralized marketing database
• Business systems standardization
• Daily database builds
• Web-based solutions
• Robust reporting and analytics
• Multi-channel integration/Multi-medium deployment
• Test and Learn methodology
• Ongoing refinement
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Thank You
Daniel L. WilliamsAudience Development ManagerNew York Times Regional Media
Group(p) 863.802.7251