5 Tips for Effective Multichannel Campaigns

Your audience is in more than one place—you need to be too. Multichannel marketing means reaching your audience across more than one channel. A good multichannel campaign could be the key to your marketing success. Customers these days rarely communicate with any brand through one channel alone. These tips will help you craft your multichannel marketing campaign to not only include the latest digital channels, but also direct mail.

Your audience is in more than one place—you need to be too. multichannel marketing means reaching your audience across more than one channel. A good multichannel campaign could be the key to your marketing success. Customers these days rarely communicate with any brand through one channel alone. These tips will help you craft your multichannel marketing campaign to not only include the latest digital channels, but also direct mail.

5 Tips for effective multichannel campaigns:

  1. Start with your goal: Some common goals are to promote a product or service, increase sales, generate inquires or leads, brand awareness, build relationships, etc. Have your goal or goals clearly in mind so you can plan every stage of your campaign to best meet them. Laser focus on your goals will give you better results.
  2. Who is your audience: Before you start building your campaign, know who you’re talking to. Use sources such as previous campaigns, customer feedback, demographic information, and website or social media metrics to build a clear image of your audience. Make use of customer profiles to focus on your ideal customer, their wants and needs, and the kind of message that appeals to them. The more targeted the message the better your response will be.
  3. Choose channels carefully: A multichannel campaign doesn’t mean using every possible channel. Rather, figure out which combination of channels is likely to resonate best with your target audience. Use what you know about their past interactions with you, to help you make that decision. Pick the channels that will give you the most bang for your buck. Remember that the newest channels that have a lot of buzz, may not be the best channels to reach your audience.
  4. Consistent messaging: A good multichannel campaign gives your audience a consistent experience across channels. The value you offer them and your brand voice should remain consistent across channels. After all, your customers don’t think in terms of channels, they think in terms of what your message means to them. Make their transition between channels (such as scanning a QR code to go from direct mail to online, or clicking your email link) seamless.
  5. Vary delivery: Consistency is important in a multichannel marketing campaign, but that doesn’t mean saying the message the exact same way in each medium. Each channel has its own best method of communication. The essence of your message will be the same, but the way you convey it in a 140 character tweet will differ greatly from how you say it on your direct mail piece.

Planning a multichannel campaign takes time and effort. By breaking the process down into clear steps and always keeping your goals and your audience in mind, you can plan a campaign that will put your message in front of the right people, at the right time and in the right way. One reason that direct mail is so effective in a multichannel campaign, is that it facilitates the cross over from print to online. Direct mail can drive online engagement and still have all of the tangible benefits. The fact that it can be highly targeted, kept for long periods of time, used over and over, and then easily shared with others is a real bonus. Get started on your multichannel marketing campaign today.

Marketing Success Is (Almost) All About the Data: Optimizing Customer Loyalty Behavior Initiatives

Much of what I’ve learned over the years about sales, marketing and customer service has to do with the critical importance of customer data, and how those data are converted to actionable insights. It’s how companies generate the right customer data, manage and share data the right way, and use it at the right time. It’s also how they use data to the best effect, to optimize loyalty and profitability, that makes them successful, or not, on an individual customer basis. Culture, leadership, and systems will facilitate effective information gathering, storage and application; and, CRM, CEM, ERP, or other acronyms notwithstanding, it’s impossible to be successful without having as much relevant anecdotal and dimensional content about customers as possible.

Much of what I’ve learned over the years about sales, marketing and customer service has to do with the critical importance of customer data, and how those data are converted to actionable insights. It’s how companies generate the right customer data, manage and share data the right way, and use it at the right time. It’s also how they use data to the best effect, to optimize loyalty and profitability, that makes them successful, or not, on an individual customer basis. Culture, leadership, and systems will facilitate effective information gathering, storage and application; and, CRM, CEM, ERP, or other acronyms notwithstanding, it’s impossible to be successful without having as much relevant anecdotal and dimensional content about customers as possible.

Bill Gates, often a prophet, said in “Business @ The Speed of Thought” (1999):

The best way to put distance between you and the crowd is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose.

He might have added, had he really understood how to create and optimize customer loyalty, that what information, particularly customer-specific information, a company collects, and how they manage, share and apply it to the customer will determine how successful they can become.

One of my key sources for the uses of information gathered by customer clubs and, particularly, loyalty programs, for example, is friend and colleague, Brian Woolf (www.brianwoolf.com). Brian is president of the Retail Strategy Center, Inc., and a fountain of knowledge about how companies apply, and don’t apply, data generated through these programs.

In a Peppers & Rogers newsletter, for example, Don Peppers quoted Brian in his article, “The Secrets of Successful Loyalty Programs”:

Loyalty program success has less to do with the value of points or discounts to a customer, and much more to do with a company’s use of data mining to improve the customer experience. Top management hasn’t figured out what to do with all the information gleaned. You have all this information sitting in a database somewhere and no one taking advantage of it.

You need to mine the information to create not only relationships but also an optimum (purchasing) experience. The best loyalty programs use the customer data to improve not only promotions, but also store layout, pricing, cleanliness, check-out speed, etc.

Firms that do this are able to double their profits. When these elements are not addressed, all you’re doing is teaching the customer to seek out the lowest price.”

Tesco, one of the world’s largest retail chains, is using its customer information for a number of marketing and process initiatives. In his book “Loyalty Marketing: The Second Act,” Brian described how Tesco leveraged customer data drawn from its loyalty program to move into offering banking and financial services:

With information derived from its loyalty card and enriched by appended external demographic data, they can readily develop profiles of customers who would most likely be interested in basic banking services, as well as an array of related options, ranging from car loans and pension savings programs, to insurance for all types of needs—car, home, travel and even pets. It costs Tesco significantly less than half of what it costs a bank to acquire a financial services customer. Without a doubt, having detailed customer information gives them a competitive edge.

A few years ago, Tesco parlayed its offline customer data to also become the world’s largest online grocery and sundries home delivery service. Additionally, Tesco uses its customer data to target and segment communications to the millions of its loyalty program members by almost infinite demographic, purchase and lifestyle profiles. In his book, Brian notes that Tesco can create up to 150,000 variations of its promotion and reward statement mailings each quarter. These variations, as he says, ” … are both apparent and subtle, ranging from the product offer (i.e., which customers receive which offers at what price) to the content of the letter and the way it is personalized.”

Tesco is absolutely a company that knows how to leverage customer information. Its customer database contains not just demographic and lifestyle data, food spending in stores and on home delivery, but also specifics about its customers’ interest in, and use of, a diverse range of non-food products and services. As Bill Gates’ statement suggests, incisive and leveraged customer data has enabled Tesco to put distance between itself and its competitors, in both traditional and non-traditional retail markets.

An understanding of the real value and impact of customer information, and a disciplined plan for sharing and using the data to make a company more customer-centric, is needed more than ever. A good analogy, or model, for CEM and loyalty program effectiveness or ineffectiveness in building desired customer behavior, may be what can be termed the “car-fuel relationship.” A car, no matter how attractive, powerful and technically sophisticated, can’t go anywhere without fuel.

Not only that, to reach a desired destination, the car must have the right fuel for its engine, and in the right quantity. For customers, the car is CRM and its key data-related systems components (data gathering, integration, warehousing, mining and application).

The destination is optimized customer lifetime value and profitability. The fuel is the proper octane and amount of customer data.

Leading-edge companies are focusing on customer lifetime value as a destination. They are collecting the right data and using the right skills, processes, tools and customer information management technologies to make sure that key customer insights are available wherever they are needed, in all parts of the enterprise. Jeremy Braune, formerly head of customer experience at a leading U.K. consulting organization, has been quoted as saying: ” … organizations need to adopt a more structured and rigorous approach to development, based on a real understanding of what their customers actually want from them. The bottom line must always be to start with the basics of what is most important to the customer and build from there.”

I completely agree. It’s (almost) all about the data.