If Carlsberg Did Cases…

Waiting for your cases at the end of a long flight is a sad end to any holiday, so we decided to bring a bit of joy to London City Airport passengers one grey afternoon, watch and see what happens…

Because If Carlsberg did cases, they’d probably be the best cases in the world.

Passengers waiting to collect their bags were surprised by the arrival of crates of Carlsberg on the carousel, carrying the invitation ‘Take Me, I’m Yours’. The brewer secretly filmed the giveaway and posted it on social media to mark the return of the Carlsberg advertising strapline, ‘If Carlsberg did…’.

Passengers also shared the stunt on social media, claimed Carlsberg, which said Instagram user Garfla posted an image and the caption ‘If Carlsberg did Air Travel’, while @sarahthemachine tweeted ‘London City Airport: home of a mythical baggage claim giving people free cases of Carlsberg! Many happy travellers!’

“Waiting for your luggage when you get home from holiday is that defining moment when you know that your holiday is over, so that’s why we decided to cheer up returning holidaymakers with a crate of ice-cold Carlsberg,” said senior brand manager Dharmesh Rana.

The activity follows a series of ‘If Carlsberg Did’ stunts including a beer dispensing poster and drone delivery service.

Society of Grownups offers financial advice to those who need it most

When you’re under 40, buying a life insurance policy may seem about as practical as buying a Humvee.

That makes insurance a tough sell for a company like MassMutual, who partnered with IDEO over a two-year engagement to design a service that might impart the wisdom of thinking long-term to those who don’t.

Our research uncovered that you either have a smart-money mindset or you don’t. When it comes to being an adult about financial issues—chipping away debt, saving to buy a house—age doesn’t matter.

The work felt like a partnership rather than an engagement and the quality of design approach sits somewhere between art and magic.

— Gareth Ross, Vice President, Analytics and Research, MassMutual

So, instead of making a case for something people don’t want, MassMutual set out to make a difference. Together we created a sort of master’s program for adulthood, where the curriculum covers everything from investing in a 401K to having that hard talk about a budget to how to pick good, cheap wine. We called it Society of Grownups.

IDEO helped build the new venture from the ground up—designing a brand identity, a digital platform with some of the most sophisticated financial planning tools in the industry, and a hip brick-and-mortar locale. We thought everything through, right down to custom tables and pencils. And in the end, everything added up to a common vision. The new Society of Grownups staff is building on that vision, innovating every day.


Socialyse is de internationale social media afdeling van de Havas Media groep. Als volledig onafhankelijke pure-player bestaat Socialyse Belgium uit meer dan 12 social media specialisten. Dit departement ontwikkelt en implementeert globale marketingstrategieën op social media voor merken. Socialyse is vertegenwoordigd in meer dan 50 landen en staat voor expertise en doeltreffendheid op het gebied van social strategy. Een dynamisch en gepassioneerd team begeleidt merken bij het opstellen en structuur brengen in een social advertising ecosystem dat hen in staat stelt om nieuwe, groeiende markten aan te boren en om aan reputatiemanagement te doen.

Socialyse heeft een compleet sociaal aanbod dat uniek is op de markt en dat een breed spectrum van competenties omvat, gaande van strategische conceptualisering tot de analyse van social media campagnes (social strategy, social content creation, media, community management, social data & analytics).

Beschrijving van de functie

Als deel van het social media departement zal je bezig zijn met alle aspecten van het gebruik van social media voor merken en deze aspecten ook moeten samenbrengen. Je krijgt verschillende sociale en digitale projecten voorgeschoteld om uit te werken. In het begin word je hierin begeleid maar het is de bedoeling dat je dit op langere termijn autonoom kan doen. Deze projecten variëren naargelang de sector (auto, FMCG, bank & verzekering …)

Je takenpakket houdt in:

– Opstellen van content strategieën op korte, middellange of lange termijn voor merken in verschillende sectoren

– Curatie & productie van content, aangevuld met redactie en publicatie

– Social media conversation, conversation measurement & social monitoring

– Opstellen van reportings met analyse van de resultaten en benchmarks

Jouw profiel:

Je hebt voeling met webredactie en schrijft foutloos

Je bent iemand die leergierig en creatief is en je kan zelfstandig werken

De digitale wereld, sociale media en technologische nieuwigheden interesseren je

Je hebt een opleiding communicatie, journalistiek of gelijkwaardig genoten*

Nederlands is je moedertaal en je spreekt een aardig mondje Frans en Engels

Je kan werken met Office en Photoshop, kennis van Adobe Creative en videobewerking is een plus

Een eerste ervaring in de sector is een pluspunt

Het aanbod

– je krijgt een voltijds contract van onbepaalde duur

– je komt terecht in een jong team en een dynamische werkomgeving van een bedrijf dat voortdurend evolueert

– een job in een bruisende onderneming in hartje Brussel, gelegen in een levendige en aangename buurt

Zin om ons team te vervolledigen?

Stuur dan je CV met motivatiebrief naar Françoise via francoise.raes@socialyse.net


New York – 27 July 2015 — Despite the escalating Greek debt crisis, Consumer Confidence in the Belgium jumped four index points in the second quarter to 83, marking the country’s highest confidence level in almost three years, according to Nielsen’s Consumer Confidence Index Report released today. Global Consumer Confidence stayed relatively consistent for more than a year, declining one index point in the second quarter to a score of 96. The Nielsen Consumer Confidence Index measures perceptions of local job prospects, personal finances and immediate spending intentions among more than 30,000 respondents with Internet access in 60 countries. The global survey was fielded May 11-29, 2015 during a time when news of the Greek debt crisis was developing.

“Contrasts within and across markets continue to be a dominant feature of the global economy,” said Louise Keely, senior vice president, Nielsen, and president, The Demand Institute. “Consumer confidence in Eurozone markets has been relatively stable, with the notable exception of Greece.  While quantitative easing is largely viewed as doing as intended, Europe is now moving through the Greek debt crisis. A relatively strong starting point for confidence will support consumer spending as the crisis unfolds.”


Despite the recent Eurozone economic uncertainty, consumer confidence grew throughout the European region in the second quarter, as 21 of 32 markets (65%) were more optimistic than at the start of the year. Confidence in Germany, the region’s largest economy, declined three index points to 97—the first decline in a year. In the U.K., confidence increased two points to 99—the sixth consecutive quarter of increases. Regionally, confidence increased most in the Ukraine (48), rising seven index points from the first quarter, but still leaving the country far below 100, the equilibrium point of pessimism/optimism.


Confidence in Greece, however, declined by 12 index points to a score of 53—the largest quarterly decrease of the 60 countries in the survey. Confidence also declined by four points in both Ireland (88) and Italy (53).


Consumer confidence declined in six of seven Latin American markets measured in the second quarter, with Brazil (81) reporting the steepest drop of seven index points from the first quarter. The decline represents the third consecutive quarter of declines for the region’s largest economy, and the score is the lowest Nielsen has ever recorded (the Nielsen Consumer Confidence Index was established in 2005).

In Brazil, sentiment for the three economic indicators hit new lows, as future job prospects declined four percentage points to 23%, personal finances sentiment decreased four percentage points to 56%, and immediate spending intentions declined nine percentage points to 32%. Nearly all Brazilian respondents believe they are in recession, as the sentiment increased five percentage points to 90% from the first quarter.

Peru’s index (95) declined four points, followed by declines of three points each in Chile (84) and Venezuela (62). Consumer confidence in Mexico (84) and Colombia (93) declined two and one point, respectively, from the first quarter. Argentina was the only country measured in the region with a confidence boost, rising six points to 81 in the second quarter.


U.S. consumer confidence decreased six index points in the second quarter to a score of 101, but remained at an above-the-baseline optimistic level. “Confidence in the U.S. remains at elevated levels,” said James Russo, senior vice president, Nielsen Global Consumer Insights. “However, it’s an uneven recovery, as more than half of Americans still feel the effects of the recession and nearly 40% are still living paycheck to paycheck.”

Consumer confidence in Canada, however, increased two points to 98, after declining six points in the first quarter. Immediate spending intentions increased four percentage points in the second quarter to 41%, reversing the decline from the first quarter.


Reversing the performance at the start of the year, consumer confidence in the Asia-Pacific region improved in only four countries in the second quarter, while it declined in nine others. The Philippines showed the biggest quarterly confidence increase of seven index points, rising to a score of 122—the country’s highest level on record. Confidence also increased one point each in India (131), China (107) and Japan (83) from the first quarter.

“In China, consumers’ desire to spend is growing, especially in the lower-tier cities and in the rural parts of the country,” said Yan Xuan, president, Nielsen Greater China. “Higher income levels and growing e-commerce penetration in these areas represent important steps for increasing domestic consumption. The East China region is leading the country’s economic transformation with the highest confidence and spending intention levels and where online, offline, traditional and specialty channels are converging and driving upgraded product choices.”


Consumer confidence decreased in three of five countries measured in the Middle East/Africa region and held steady in two in the second quarter. At 108, the United Arab Emirates (UAE) had the highest index in the region, but it decreased seven points from the first quarter—the biggest quarterly decline in six years. Confidence declined five points in Egypt to 85 and two points in Saudi Arabia to 105. Confidence levels in Pakistan (102) and South Africa (87) were unchanged from the first quarter.

Recessionary sentiment increased in four of five Middle East/Africa markets: Egypt and South Africa each increased three percentage points to 82% and 73%, respectively, and Saudi Arabia and the United Arab Emirates increased two percentage point to 45% and 41%, respectively.


Consumer confidence increased eight index points in Kenya (112) and three points in Nigeria (132) in the second quarter. Conversely, confidence decreased five points in Ghana (94), the second consecutive quarter of declines. The outlook for jobs increased significantly in Nigeria and Kenya, rising 11 and eight percentage points, respectively, from the first quarter. Eighty-five percent of Nigerian respondents and 67% of Kenya respondents believe the state of their personal finances are good/excellent, up two and three percentage points, respectively. Conversely, sentiment for all three indicators declined in Ghana. 


The Nielsen Global Survey of Consumer Confidence and Spending Intentions was conducted May11-29, 2015 and polled more than 30,000 online consumers in 60 countries throughout Asia-Pacific, Europe, Latin America, the Middle East/Africa and North America. The sample has quotas based on age and sex for each country based on its Internet users and is weighted to be representative of Internet consumers. It has a margin of error of ±0.6%. This Nielsen survey is based only on the behavior of respondents with online access. Internet penetration rates vary by country. Nielsen uses a minimum reporting standard of 60% Internet penetration or an online population of 10 million for survey inclusion. The China Consumer Confidence Index is compiled from a separate mixed methodology survey among 3,500 respondents in China. The sub-Saharan African countries in this study are compiled from a separate mobile methodology survey among 1,600 respondents in Ghana, Kenya and Nigeria. The Nielsen Global Survey, which includes the Global Consumer Confidence Index, was established in 2005.

Tender, le Tinder des gourmands (Source: O – L’Obs)

L’appli de rencontre Tinder et son célèbre geste du “swipe” (faire glisser à droite ou à gauche pour sélectionner ou éliminer) n’en finit pas d’inspirer des déclinaisons. Dernière en date : Tender, qui en lieu et place de barbus ténébreux et de blondes accortes propose des photos… de magret de canard nappé de sauce teriyaki ou degyozas dorés. Tout aussi appétissant pour les amateurs de foodporn, qui se régalent de clichés de plats alléchants sur Instagram ou ailleurs.

Comme sur Tinder, d’un simple mouvement de l’index, l’utilisateur signifie son intérêt ou son absence d’intérêt pour la photo. Dans le premier cas, il peut alors accéder à la recette du plat qui l’a fait saliver, voire à la fiche de l’auteur qui l’a publiée. Histoire de prendre contact via Twitter ou Facebook s’il s’agit d’un barbu ténébreux ou d’une blonde accorte.

Tender est téléchargeable gratuitement sur l’AppStore et Google Play

Belgium Festival : Infographic (Werchter, Tomorrowland and much more)



Source: http://www.thehouseofmarketing.be/

If you do want the key highlights:

  • The majority of marketers hardly sponsors festivals.
  • Festival sponsoring is considered as a powerful communication tool (73%), but marketers debate about whether or not festival sponsoring generates competitive advantage (50%).
  • 80% find it difficult to measure the Return On Investment of festival sponsoring.
  • The typical festival visitor is a male hipster between 18 and 24 years old who is a budget conscious and ethically responsible music and beer lover and visits on average 2 times per year a festival.  
  • Free gadgets and festival services like battery chargers have the most impact (78%).
  • Nice to know: Marketers prefer Rock Werchter over Tomorrowland!

Brand and Celebrities prend ses marques sur le vélo (Source: CB News)

Brand and Celebrities prend ses marques sur le véloBrand and Celebrities dresse le Panorama de la relation entre les cyclistes et les marques au moment où, après trois semaines éprouvantes, le Tour de France touche à sa fin.

L’agence remonte à la genèse. Très tôt, le monde du vélo s’est associé aux marques. Le Tour de France doit d’ailleurs sa création à une marque médiatique, le journal L’Auto qui comptait profiter de l’engouement autour de l’événement pour engranger des revenus publicitaires et couler son concurrent Le Vélo, qui organisait la fameuse course Paris-Brest-Paris. Le cyclisme est le précurseur de la relation marque/sport, marque/sportif. Il est le premier sport où le sponsoring prend cette ampleur. Il n’y a qu’à voir les maillots des coureurs dans les années 1950 où s’affiche déjà, en gros, le nom des marques, quand ceux des équipes de football ou de rugby sont encore vierges. Très vite les organisateurs perçoivent la nécessité qu’il y a à trouver de nouvelles sources de revenus. Pour répondre à cette problématique, ils appellent dès 1930 les grandes enseignes du pays à participer à une caravane publicitaire : c’est la naissance de la caravane du Tour. Les sponsors extra-sportifs font leur apparition définitive en 1962. Les marques qui s’affichent sur les maillots représentent à la perfection la société des Trente Glorieuses : — secteur alimentaire (Leroux, Ghigi) — électroménager (Grundig, Grammont, Fagor) — automobile (Peugeot, Ford, Michelin, BP) — boissons alcoolisées (Saint Raphaël, Margnat, Pelforth). La publicité étant à l’époque interdite à la télévision, les courses cyclistes sont l’occasion rêvée pour les marques de s’offrir une présence à l’écran.

Les cyclistes superstars

L’âge d’or des icônes du cyclisme français et de leurs partenariats s’étend de la fin des années 50 à la fin des années 1980. Les noms, encore aujourd’hui, résonnent au panthéon du sport : Jacques Anquetil, Raymond Poulidor, Bernard Hinault, Bernard Thévenet, Laurent Fignon. Ils étaient les sportifs les plus populaires de l’époque, bien au-dessus des footballeurs et rugbymen.

Qu’en est-il aujourd’hui ?

Brand and Celebrities livre son classement des cyclistes grâce au Celebrity Score, indice sur 100 qui mesure de manière objective et en temps réel la notoriété des personnalités. La société a choisi de garder dans ce classement les cyclistes qui jouissent d’une notoriété très importante auprès du grand public (Thomas Voeckler, Sylvain Chavanel), ceux qui ont réussi des exploits dans les principaux Tours précédents (Pierre Rolland, Jean-Christophe Péraud, Thibaut Pinot, Romain Bardet, Warren Barguil, Tony Gallopin), les espoirs du sprint français (Nacer Bouhanni, Arnaud Démare, Bryan Coquard) et les grands espoirs (Julian Alaphilippe). À qui elle ajoute les commentateurs vedettes issus du monde du vélo.

Les cyclistes dans la publicité

L’époque des cyclistes superstars est aujourd’hui révolue. Si les associations marque/team existent toujours et bénéficient d’une forte visibilité grâce à France Télévisions et ASO, les associations marque/champion ont quasi-disparu. Les scandales liés au dopage qui éclatent chaque année ont ébranlé le monde du vélo et égratigné l’image des cyclistes qui sont moins porteurs de valeurs que leurs illustres prédécesseurs. Du moins, ils véhiculent des valeurs auxquelles les marques ne veulent pas s’associer (mensonge, tricherie, manque d’authenticité, etc.). Hors sponsoring, peu de marques choisissent des cyclistes comme égéries. Il existe cependant quelques exceptions. À 36 ans, Thomas Voeckler, N°1 du classement par Celebrity Score, est le chouchou du grand public. Dans les publicités des vérandas Akena, sponsor du team Europcar, son nom est toujours mis en avant. Le Coq Sportif a misé sur Kevin Réza, membre de l’équipe FDJ. Son jeune âge et sa décontraction en font une égérie idéale pour l’univers vintage et branché du Coq Sportif. La marque utilise l’image du cycliste pour créer du contenu. Du côté des filles, Pauline Ferrand-Prévot, 23 ans, n’a pas fini de faire parler d’elle.

La championne du monde de cyclisme sur route est devenue l’égérie du Champagne Charles Heston. Côté des sportifs retraités, en 2013, l’horloger Festina, chronométreur officiel du Tour de France, a choisi Richard Virenque, aujourd’hui commentateur télé et radio, comme égérie de la gamme de montres « Chronobike ». Aujourd’hui reconverti consultant et homme d’affaires, il a lancé sa gamme de compléments alimentaires V7 Energy et sort une cuvée de vin blanc haut de gamme. Des marques plus petites misent aussi sur des cyclistes retraités. Ainsi, la marque de douches sécurisées Easyshower a misé sur Bernard Hinaut pour créer du contenu vidéo. On peut ajouter Raymond Poulidor, toujours partenaire du LCL, qu’il accompagne sur les routes du Tour.

Comment les marques légitiment le fait de s’associer à des cyclistes ?

Les cyclistes véhiculent des valeurs consensuelles et intergénérationnelles, notamment : goût de l’effort, esprit d’équipe, précision, convivialité, technologie ou encore dépassement de soi. On retrouve donc les partenaires nutrition à la 2e place des principaux sponsors. La visibilité offerte, essentiellement télé et presse, est telle que les marques sont encore prêtes à payer des fortunes pour des partenariats avec des équipes cyclistes. En revanche, faute de champion charismatique et en raison des problèmes du dopage, les associations champion/marque sont moins présentes.



Big Brand Theory: KLM Uses Social to Meet Customers Where They Interact | Social Media Today

Big Brand Theory: KLM Uses Social to Meet Customers Where They Interact | Social Media Today.

KLM Royal Dutch Airlines is the poster child for social media customer service. The story of their social media “awakening” is well-known – in 2010, amidst the mass-confusion caused by the grounding of thousands of flights around the world due to the Eyafjallajokull Volcano eruption in Iceland, KLM needed a way to better communicate with it’s customers. So they turned to social media. Since then, KLM’s social team has grown from a makeshift assortment of customer service agents to a 150-strong social team, offering 24/7 service in 14 languages on FacebookTwitter and Vkontakte and answering 60,000+ social-originated queries per week. The move has been a major success for the airline – last year, at Econsultancy’s Festival of Marketing, KLM’s social media manager Karlijn Vogel-Meijer said that they’re now generating €25m ($US27.3m) in sales, per year, that they can directly attribute to their social mediaefforts. That’s no small feat – so how do they do it? I got a chance to speak with Vogel-Meijer to find out just how KLM goes about their social media process.

Trial and Error

KLM is a ninety-five year-old company that flies to sixty-seven nations around the world, a huge breadth of customers to cater for, and a significant legacy to carry. Given this, and the airline’s focus on social customer service, I asked Vogel-Meijer how the company approaches social media and whether they have a core mission or vision they aspire to in their social interactions.

“Our strategy is very simple and based upon three pillars: service, brand & reputation and commerce,” Vogel-Meijer said. “We believe service is the basis of everything we do on social and the reason why people follow us. You can ask us anything, 24/7, and we’ll reply within one hour.” This sounds like a lofty goal, but it’s true, various surveys and reports have praised KLM’s social media responsiveness – last year,Social Bakers rated KLM as the number one “Socially Devoted” brand globally, with data showing that they responded to 98.5% of the 80,000 questions posed to them on Facebook, while doing so 3 hours faster than the airline industry average. KLM is so dedicated to the task of quick response that they display their average response time – updated every 5 minutes – on their Twitter profile background. Clearly, social media response time is something the airline take very, very seriously.

Big Brand Theory: KLM Uses Social to Meet Customers Where They Interact | Social Media Today“If people don’t have anything to ask us, we still want to be present in their timelines,” Vogel-Meijer continued. “People only follow a limited number of brands, so our content needs to be relevant and worth sharing.”

“We believe that social is a new world, and it’s changing on a daily basis. That implies that you should not be afraid to make mistakes – it’s all about trial and error. If you’re afraid to make mistakes, don’t go on social.”

Honestly, this is some of the best advice I’ve heard on social – no one has all the answers, platforms and audience behaviors are evolving each day. While general guidelines and advice are always helpful, the only true rule of social media is that your audience rules, and the only way to understand what will resonate is to work with them and experiment with what’s possible – it’s inspiring to hear this type of advice from such a huge, successful company.

Primary Platforms

KLM has a strong presence on all the major social platforms, including over 1.84 million followers onTwitter and 9.3 million on Facebook. I asked Vogel-Meijer which, if any, they would consider their primary platforms in social.


“We want to be where our customers are, so in that sense, Facebook, Twitter and Linkedin are top of mind,” Vogel-Meijer said. “But that doesn’t cover the whole world. In China we’re active on WeChat and Sina Weibo, in Korea on Kakao Talk and in Russia on VKontakte.” KLM’s commitment to social is also always evolving – in February this year KLM started testing the use of WhatsApp with members of its “Flying Blue” frequent-flier program. KLM has also taken the advanced step of allowing customers to book flights via tweet or Facebook post.

“We believe in giving our customers access to all KLM services on the platforms where they are present – because why should we redirect you to the KLM website if we can offer you the opportunity to book a flight via a tweet or a post?” Vogel-Meijer said. “Twitter’s testing a buy now button in the US, that would definitely be something we’re interested in. We also have two twitterbots @KLMfares and @KLMflights – with @KLMfares, you’re able to get the best fares to a certain destination and period via one tweet. Via @KLMflights you can see, in one instant, if your flight is on time by sending us a single tweet. And we’re working on some other options to make it as easy as possible for our customers.”

KLM also has a growing Instagram presence, in-line with consumer trends – Instagram is the fastest growing social media platform in the world right now.

“Yes, Instagram has our full focus, especially since they opened up the platform for advertising,” Vogel-Meijer said. “The Facebook/Instagram combination is extremely interesting. Instagram’s about inspiration and storytelling, you shouldn’t use it as Facebook. But if we use the strengths of Instagram in combination with Facebook we can tell an inspiring story to our fans and customers via multiple platforms, which is great.”


On Analytics 

Given their social focus, and the linking of their social interactions to direct ROI, I asked Vogel-Meijer what analytics and numbers KLM focuses on in social, how they measure performance.

“We measure everything and compare data constantly,” Vogel-Meijer said. “We focus on response time and the number of cases, in relation to service; on reach and engagement, when it’s about brand; and we measure commerce via last click, 28 days cookie time, via our internal measurement tool. But we also look at Facebook post view conversions.”

Using last click attribution is how KLM has ascertained that €25m figure attached to their social presence, but the general measures of response times, reach and engagement also play an active part in their strategic planning.

Social Differentiation

Looking at all the various measures and social systems in place at KLM, it’s clear that the company has made social a core part of their overall strategy. Indeed, social interaction is now engrained into their company, integral to their operations and day-to-day procedures. Given this, I finished up our conversation by asking Vogel-Meijer about what she sees as the true value of social media.

“The true value of social media is two-way, honest communication between a customer and a brand,” Vogel-Meijer said. “That’s what differentiates it from other channels in display, SEO and mail.”

While on the surface Vogel-Meijer’s answer seems straight-forward, the two terms that stand out are “two-way” and “honest”, and you’d be hard pressed to find another brand as committed to these two elements as KLM. These two, fundamental principles are at the core of their success in social media – and really, should be at the core of any brand’s social media process.


KLM started in social by simply jumping in – people needed answers, here was a medium that would enable them to provide that, quickly and at scale. The necessity of the situation awakened them to the opportunities of the medium, to the possibilities for customer service improvement and advancement of their communications process.


Since then, they’ve built their customer service more and more around this – because that’s what their customers want, that’s where their customers interact. It took that initial courage, that bravado in the first instance, to put themselves out there, something many brands remain hesitant to fully embrace. But KLM shows that, for those that do, the benefits of social can be huge. A truly inspiring social brand.

Who should own the customer journey? | (Econsultancy: Understanding the Customer Journey: More Than Just Online)

Who should own the customer journey? | Econsultancy.

Published 4 May, 2015 by David Moth @ Econsultancy

David Moth is Social Media Manager at Econsultancy. You can follow him on Twitter or connect via Google+ and LinkedIn

All marketers know that managing and optimising the customer journey is important, but who is in charge of it at your organisation?

Does anyone own the customer journey? And if not, who should take responsibility?

Success is very much dependent on getting this right by defining clear governance, roles and responsibilities, and ensuring there is a high degree of collaboration internally.

This is one of the themes investigated in our new report, Understanding the Customer Journey: More Than Just Online, published in association with ResponseTap.

The research shows that companies are five times more likely to identify marketers as being in the driving seat than any other teams, such as customer insight, sales or customer support.

Agencies are even more likely to point to marketers, with nearly three in five (58%) saying that customer journey ownership falls under their remit.

Which single department is primarily responsible for owning the customer journey within your / your clients’ organisation(s)?

It’s a group effort

Though marketers generally take responsibility for the customer journey, it’s obviously not a solo effort.

When it comes to contributing to an organisation’s understanding of the customer journey, behind marketing (70%) there’s a fairly even split between the other teams, with customer service support (43%), sales (42%) and analytics (39%) being among the biggest contributors.

Perhaps unsurprisingly, for B2B respondents, sales is the second most likely department to contribute to this.

Which business departments within your / your clients’ organisation(s) contribute to your understanding of the customer journey?

More often than not, organisations are fraught with a myopic culture: it’s all about optimising individual touchpoints and not the end-to-end experience.

Having this rather narrow focus sometimes distorts reality to the point that companies think they are delivering an outstanding experience when customers actually see it as mediocre at best.

Only by getting cross-functional teams together to identify pain points and come up with solutions as a group can organisations drive change.

Multichannel journey

The research shows that digital marketing and ecommerce teams are twice as likely to drive initiatives aimed at understanding the customer journey as their traditional or offline counterparts.

In an ideal world this would be more of a collaborative effort, but that’s clearly not the case as less than a third (31%) of responding organisations indicated that there’s an even mixture between the two.

Delving deeper into the data revealed that digital-focused respondents (either exclusively or mainly) are significantly more likely to say that digital teams are chiefly responsible for optimising customer journeys – 66% and 49% respectively compared to only 12% of those who are not focused on digital.

Which part of your business (or your clients’ businesses) is chiefly responsible for driving initiatives aimed at understanding the customer journey?

Common barriers

According to a McKinsey report, the number of digital touchpoints on the path to purchase is increasing by a fifth annually.

It stands to reason, therefore, that just over a third of company respondents (35%) cited the complexity of CX/number of touchpoints as a key barrier to understanding the customer journey.

Silos are also a common problem, both in terms of disparate data sets (32%) and the organisational structure (28%).

What are the greatest barriers preventing your organisation (or your clients) from gaining a better understanding of the customer journey?


Keeping the customer experience simple in the digital age: Keeping adaptable and agile ! (Source: CMO Australia)

Keeping the customer experience simple in the digital age – CMO Australia.

As big data, cloud-based platforms and wearables infiltrate the ecommerce space, the pressure is on retailers to focus on what really makes the customer experience simple, seamless and relevant.

Speaking at the Online Retailer and Ecommerce Expo in Sydney, three experts discussed the challenges facing the retail industry in a digital age, as well as what really drives a cohesive end-to-end customer journey.

“While brands are having a customer journey, at Salesforce we’re trying to integrate the same journeys as well,” Salesforce head of product marketing, Derek Laney, said. “It’s the intersection between these things that is really getting interesting with technologies.”

From a technology perspective, Melbourne IT Group chief sales officer, Cath Hogson-Croker, predicted migrating data and keeping that data flow for its customers would be one of the biggest challenges going forward. One of the biggest challenges, she said, is ensuring the customer experience is end-to-end.

“Integrating the data and customer view is one of our biggest challenges as a business,” she said. “We also see that with many of our customers who are moving in the online space, and are working in social in particular.”

Australia Post head of ecommerce business, Marc Gauci, claimed partnership is what really counts when it comes to keeping business seamless in the digital age.

“The key thing we’re finding is that merchants and retailers want to partner with us, as opposed to just buying our service,” he said. “This also highlights how selecting the right freight company from the side of the inventory value chain and the e-commerce chain is absolutely important. Having the knowledge of every stage is critical to gaining and keeping that customer.”

Creating a cohesive and seamless experience

In a recent study Salesforce study, The State of Marketing 2015, marketers were asked about how they created the customer journey and ways technology make the process easier.

“Respondents put the mobile application first and said that’s the one thing that is helping them create this cohesion across the physical and digital space,” Laney said. “The second thing was CRM, and the third was analytics. Investment in those three key areas is where we’re seeing our customers bridge that gap to create a cohesive customer journey.”

For Hogson-Croker, one of the elements getting the way of seamless and cohesive customer journeys is having too much choice.

“It’s becoming increasingly difficult to make the right choice,” she said. “So keeping it simple, and being very defined and focused from a customer perspective is the most important thing. It’s something that gets lost when you’re trying to do so much. You get caught in the day-to-day and then you lose focus on what you’re trying to achieve and how to keep focus in driving those relationships across those mediums.

“Just look at social and all the ways you can interact via all the different streams and channels,” she added. “You could easily spread yourself way too thin and be less successful.”

Gauci said having the right technology offering is about ensuring you provide a brilliant user experience that integrates seamlessly.

“It’s important you build your technology offerings and not de-compromise your user experience,” he said. “Just to keep their customer engaged throughout the whole journey.”

Keeping adaptable and agile

With the digital age being so curiosity driven, panellists agreed customers are no longer afraid to explore and test new thing.

“There are great new capabilities where you can use data to inform buying decisions across platforms,” Laney said. “You can take CRM data and test a whole bunch of acquisition campaigns – it is something you can do that’s cloud-based at an incremental cost, it’s not a massive six-month investment. And if it doesn’t work, you can move and try something else.”

Hogson-Croker said testing and failing is all part of keeping agile and innovative as a business moving forward.

“It all sounds like a scary concept but at the same time we’re in such a fabulous industry that is so innovative, and moving at such a rapid pace, that it’s OK to go test and then go change,” she said.

Integrating wearables into the customer journey

Thanks largely to the launch of Apple Watch, wearables are gaining more consumer traction and opening yet another channel for interaction with consumers. The challenge for retailers is how to integrate new technology with the customer experience without getting too caught up in the hype.

Gauci predicted the proliferation of big data and how to use it will be one of the biggest challenges when it comes to wearables.

“Wearables don’t just open up commerce opportunities but also the data we’re going to see,” he said. “The challenge is whether that can be harnessed to something quite useful from these technologies to then feed that back into the store.”

Salesforce is already partnering with vendors in the Internet of Things space and is looking to support those trying to build products. This could be partnering with the Apple Watch, or trying new retail enablement trying to do location identity in-store, Laney said.

“Identity and location are key promises for retail in terms of what you can do with the space,” he said. “At the moment, it is about getting hold of a platform that enables you to test. Then it’s looking at some of the players owning the identity piece – whether they be Facebook or Apple. “From there, it’s thinking of the next generation of loyalty programs and how you get the opt in, but also how you get something on the phone or app that is enabling you to have that conversation.”

Hogson-Croker warned brands not to forget to get the basics of the technology right.

“Some of us are still struggling as online businesses to get our mobile, relationships and one-to-one customer view right,” she said. “You can quickly get caught up in the shimmer of something interesting and fabulous, but if you don’t have the basics right as a technology driven business, then you’re going to be in trouble.”