Database Marketing & CRM: Challenges and Opportunities
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Transcript of Database Marketing & CRM: Challenges and Opportunities
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Database marketing and CRM:Challenge and opportunity
Dave FranklandPrincipal AnalystForrester Research
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2Entire contents © 2009 Forrester Research, Inc. All rights reserved.
The world has changed
• Limited consumer tolerance for marketing
• Technologically and socially empowered consumers
• Increased demand for marketing accountability
• Consumers generate more data than ever before
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3Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But most firms can’t get out of their own way
• They are
– Organizationally constrained
– Technologically constrained
– Socially constrained
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4Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Brand management’s roots are hub & spoke
Source: October 9, 2009, “Adaptive Brand Marketing” Forrester report
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5Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Chaos reigns in marketing organizations
Source: October 9, 2009, “Adaptive Brand Marketing” Forrester report
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6Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Brand management will shift focus
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7Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Three key areas we must innovate
• People
• Process
• Technologies
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8Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Process: Customer intelligence raises the role of analytics
Source: October 9, 2009, “Adaptive Brand Marketing” Forrester report
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9Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Enter Customer Intelligence
The management and analysis of customer data from all sources, used to drive marketing
performance and business strategy.
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10Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
CI comprises multiple functions
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11Entire contents © 2009 Forrester Research, Inc. All rights reserved.
CI drives a broad range of activity
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12Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But firms’ CI quotient varies widely
• CI is a valued asset at these firms• More likely to have a C-level evangelist or champion for CI• CI drives multiple functions including corporate strategy• More likely to measure the value of CI
Strategic Intelligence
Marketing Intelligence
• CI drives multiple functions including customer strategy and marketing planning
• CI is often a factor in customer interactions• Somewhat likely to leverage CI across the company• A minority measures the value of CI
Functional Intelligence
• Less likely to have the technology, staff, or budgetary support needed for CI
• Unlikely to measure the value of CI• Somewhat likely to use CI to drive marketing
planning and customer strategy• Unlikely to use CI to drive corporate strategy,
marketing optimization, or for competitive intelligence
54% 34% 12%
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13Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Thank you
Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Dave Frankland+1 617.613.6118
Linkedin: davefrankland
@dfrankland
Blog: http://blogs.forrester.com/customer_intelligence/
CI site: www.forrester.com/rb/ci