Marketing Channel Strategy
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and cross-utilization of each channel or touchpoint, as well as traffic flows across these channels (e.g., percent- age who start on social media and then visit a store). With these analyses, they also can determine the breadth and depth of the company’s omni-channel presence. The next component, engagement , 64 refers to both store-driven and customer-led forms. First, store-driven engagement pertains to recommendations made by agents, created on the basis of purchase and behavioral algorithms. For example, in-store salespeople in an omni-channel context should be able to offer personalized recom- mendations to customers that reflect their prior purchase habits and preferences, so sellers must measure the extent to which salespeople have easy access to these data. Second, marketers need to harness data that reflect customer-led engagement, includ- ing customers’ activity on social media, word-of-mouth recommendations, product or store reviews, and time spent on the firm’s website or app. This latter metric remains challenging; most firms trying to assess this type of engagement struggle with missing and incomplete information that is still difficult to capture entirely. Finally, assessing performance demands quantifying the conversion rates (percent of visitors who buy), both within (e.g., visit a website and buy from a website) and across (e.g., visit a website but buy from a store) channels. In paral- lel, firms should measure customer patronage of the store, according to customer lifetime value and RFM analysis (how Recently the customer purchased, the Frequency of purchasing, and the Monetary amount of purchases). FIGURE 11.2 Measuring Omni-Channel Performance Store Web Phone Mobile App Social Social Media Phone Word of Mouth Time Spent Touchpoints Customer-Led Engagement Store-Driven Engagement Success Cross-Channel Conversion Same Channel Conversion Lifetime Value RFM Recommendation Agents Targeted Promotions OMNI-CHANNEL STRATEGY 359 As a reflection of the four pillars of an omni-channel strategy, we close with an example of Home Depot’s impressive omni-channel initiatives. EXAMPLE: HOME DEPOT (USA/GLOBAL) Home Depot has embarked on an ambitious omni-channel strategy, investing upward of $5 billion in its initiatives. 65 , 66 Notably, it plans to leverage the 1.7 trillion data points it has col- lected, then integrate them with weather and consumer location data, to gain the capacity to target consumers by highlighting products that they are likely to find relevant and that are in proximity to where the consumer is located at each moment. 67 By installing lockers outside stores, it hopes to improve its ability to cater to click-and-collect customers. With new showroom locations and fulfillment centers, Home Depot also plans to reconfigure its delivery services. Using data that indicate 45 percent of online orders get picked up in store, and 85 percent of online order returns get processed inside stores, 68 Home Depot also has designed the interaction to require customers to check in with a store associate, so that it can provide more guidance and potentially increase their satisfaction—but also gain an opportunity to engage in some cross-selling. For products rarely bought online, such as lawn mowers, Home Depot has located them right outside the store entrance, so even online shoppers can observe and investigate them when they come to collect their online purchases. 69 Take-Aways • An omni-channel strategy involves the successful delivery of a seam- less experience across channels, including the ability to synchronize the strengths of each channel to support all other channels that in turn share their strengths. • A successful omni-channel strategy also demands a deep understanding of the consumer journey—the path consumers take from information search to purchase. • Imagining an omni-channel strategy as a canopy, marketers should work to establish four strong pillars to hold it up: harnessing customer knowl- edge, leveraging technology, managing channel relationships, and assessing channel performance. • Consumer insights, including the recognition that not all consumers are the same and that different consumers value different things, must be inte- grated with a deep understanding and mastery of retail operations, along with advanced applications of novel technology. OMNI-CHANNEL STRATEGY 360 • An omni-channel strategy necessitates realigning the incentives of individ- ual channels to make the channels work for the good of the whole. • Companies need metrics that acknowledge the holistic and cross-channel nature of the omni-channel experience. N O T E S 1 Hosseini, Sabiolla, Marieluise Merz, Maximilian Roglinger, and Annette Wenninger (2018), “Mindfully going omni-channel: An economic decision model for evaluating omni-channel strategies,” Decision tải về 5.39 Mb. Chia sẻ với bạn bè của bạn:
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