Gib Bassett

Mobility and CPG Consumer Marketing Strategy

Posted on: October 30th, 2014 by Justin Honaman No Comments

 

Blog

OCTOBER 2014 :: Justin Honaman, Gib Bassett, Monica Mullen

The Mobility Channel
Overall, Consumer Goods marketers acknowledge mobility as an evolving channel for consumer engagement, but today's activities are only skimming the surface of mobility's full potential. Many Consumer Goods organizations aren't prepared.

Mobile capabilities include a variety of techniques, from text messaging to dedicated mobile applications and mobile-optimized web sites. These techniques require meaningful integration with the systems that maintain retail and consumer interaction data. Within marketing, mobile continues to be viewed as a promotional channel. So, what are the upside opportunities for mobility in Consumer Goods?

The Mobility of Things
For marketers, the data collected by enabled mobile devices represent a big-data-set of behavioral insight that can be used to provide personalized service, relevant targeted communications, and consumer-driven product innovation.

As a data collection point, a mobile device becomes the gateway between the consumer and a growing network of Internet-enabled things: appliances, home devices (e.g. Nest), automobiles, personal health (e.g. FitBit) and, of course, consumer products and alternative buying channels.

But to gain and retain consumer attention on the “small screen,” a new approach is needed for consumer engagement. Brand and retail marketers have an opportunity to create value-added interactions through a mobile device.

Interactive Packaging
With rich media, static product packaging can transform into a virtual assistant to aid a shopper making a brand buying decision.

Now common in retail outlets, Wi-Fi connections can connect shoppers to interactive experiences. Packaging that feature a mobile web link enabled via a trackable Quick Response (QR) code or text message short code connects the consumer to a promotion, product information, coupon or other content or media designed to entertain, educate or inform the shopper, resulting in complementary product category sales.

While a link remains constant on packaging, the content it connects to can dynamically change to support promotional needs, seasonality or unique trade agreements with particular retailers without changing the static packaging.

By connecting to CPG loyalty programs where consumers give permission to allow direct 1-to-1 communications, content aligned to specific interests could be delivered to their mobile devices.

Content Marketing
Progressive Consumer Goods marketers employ direct digital consumer connections to fuel content marketing efforts focused on how a product adds value to the consumer’s life, and less on product attributes.

Built upon a unique and valuable perspective into consumer behavior, brand-driven storytelling is necessary as product differentiation matters less than price in most consumers' minds.

Conversely, retailers tend to maximize total market basket value and next best offer campaigns using product mix and price. CPG marketers can exploit this gap by making a move to capture and integrate consumer data obtained in their digital marketing efforts.

Informed shopper marketing and category growth strategies that are based on greater knowledge of consumers’ lifestyles and households will also impact promotional, planogram, product placement and bundling plans.

Category growth, higher margin promotion, and more satisfied customers (or consumers?) are a few of the potential retail outcomes that can be realized when Consumer Goods shopper marketing teams collaborate with retail brand experience teams. Manufacturers bring rich consumer lifestyle and household insights gained via mobile interactions to be leveraged in line with the transactional insights possessed by the retailer.

In-Store Location-Based Offers
Digital coupons make up a small but growing percentage of overall couponing activity. And yet, like their paper counterparts, digital coupons often give away more value than they create in the pursuit of increased sales volume.

Poised to disrupt push marketing efforts, including couponing, are location-based and contextually aware pull offers. These are triggered by the presence of mobile device-carrying consumers in specific areas of a store.

Apple's iBeacon facilitates this interaction as an indoor positioning system utilizing a new class of low-powered, low-cost transmitters that can notify nearby iOS and Android devices of their presence.

What's critical is ensuring interactions are relevant or contextual so the consumer doesn't construe the service as invasive or irrelevant, resulting in it being disabled (or an opt-out). The success of this micro-targeting technology will be directly linked to the ability to leverage consumer data to drive real-time decisions at the mobile point of interaction.

Disrupting ZMOT
Similarly, even before iBeacon was introduced, less precise location-based offers and rewards have been employed to affect the shopper’s “Zero Moment of Truth” (ZMOT) (reference: Google).

Technologies such as iBeacon have the potential to disrupt ZMOT by making the store environment as interactive and engaging as any out-of-store online activity. They provide manufacturers and retailers with an ability to make the most of the opportunity to engage with shoppers through a third party such as Shopkick or branded mobile application.

Blended consumer information and insights that power relevant, contextual mobile communications can ensure interactions are valuable, and therefore received positively by shoppers.

Consumer Goods shopper marketing teams are positioned to lead the way. If direct consumer digital marketing interactions are captured and integrated, the resulting insights that fuel meaningful, intelligent, data-driven interactions can ensure manufacturers’ mobility efforts are maximized to their full potential.

 

You might have seen the recent announcements about Teradata QueryGrid and wondered, “cool name but what does it do…and how does it help solve problems for me in CPG (or Retail)?!” Great question…and we've got an answer!

QueryGrid is a data-access layer that can orchestrate multiple modes of analysis across multiple databases plus Hadoop. It's a defined “next step” for Teradata in expanding solution offerings in the data exploitation space. Currently, Teradata goes to market across industries with a strategy called Unified Data Architecture (UDA). The UDA incorporates standard Teradata data warehouse, Aster for data discovery, and Hadoop for storage and staging of data not well suited for or ready to be loaded into a typical relational database management system. QueryGrid adds a single execution layer that orchestrates analyses across Teradata, Aster, Oracle, Hadoop, and, in the future, other databases and platforms.

"Users don't care if information is sitting inside of a data warehouse or Hadoop, and enterprises don't want a lot of data movement or data duplication," said Chris Twogood, Teradata's vice president of product and services marketing. "The QueryGrid gives them a transparent way to optimize the power of different technologies within a logical data warehouse."

Offering two-way, connectivity among data sources, the QueryGrid can execute sophisticated, multi-part analyses. For example, in CPG and Retail from a Consumer Insights perspective, after finding a segment of high-value consumers in Teradata, for example, you could push that subset into Hadoop to explore their sentiments as revealed in Twitter and Facebook social comments. Spotting customers likely to churn -- based on negative sentiments -- you could bring that subset into Aster, where graph analysis could be used to spot the most influential customers. The Result: a list of high-value, well-connected consumers that should be included in an anti-churn campaign.

 

 

 

 

 

Another example from a CPG perspective includes a new product launch scenario. Most CPG companies forecast sales of new products based on historical performance of like product launches. Forecasts can only be adjusted many weeks after launch, based solely on summarized sales data from syndicated sources. This reactive approach results in very low product success rates, largely due to the latency between launching the product and adjusting promotional efforts in response to actual product performance. However, with QueryGrid, product brand and operations managers are able to apply iterative analytics to product performance data, monitoring and adjusting promotional activity immediately after launch. For example, a CPG company can analyze five years’ worth of detailed point-of-sale and trade promotion data from all retail consumers across all locations for the company’s various brands, as well as web site logs from brand web sites under management by third party agencies. It can even include competitive data from third-party syndicators and social media data from the company’s existing brands. Through close analysis of these rich datasets, brand managers can identify individual target customers who can be encouraged through email, social, and mobile channels to try and possibly recommend a product. Brand managers are also able to optimize price, promotion, and in-store marketing based on shopper segmentation. Finally, they are able to impact on-shelf availability through monitoring of inventory and shipment data.

Where competitive tools are SQL-centric, Teradata's differentiator is broader access to a variety of analysis engines. This will be particularly important (and is a strong differentiator) in comparing / contrasting strategies and capabilities of technology providers in the CPG and Retail space.

 

 

 

 

 

 

TD:  Justin Honaman, Partner, Consumer Goods / Retail National Practice Leader;
Gib Bassett, Marketing Program Director, Consumer Goods
Web:  www.teradata.com/consumergoods
Twitter:  
@jhonaman / @gibbassett / @teradataCPG / #Teradata

 

8 Retail Omni-Channel Best Practices

Posted on: April 30th, 2014 by Justin Honaman No Comments

 

Shoppers today do not see the many channels that retailers have as distinct and different, rather they view them as quite the opposite and expect that retailers recognize shoppers across all channels with which they interact. To satisfy the ever-increasing demands of the shopper, modern retailers need to understand their shoppers (and consumers) through insights and analytics to ensure their offering has customer relevance and a seamless experience across retail sales channels.

The vision in an omni-channel strategy is to engage shoppers in an intelligent, relevant, timely, and seamless way across all channels. It is delivering the right product, to the right place, at the right time, to meet the demands of the shopper. It is also in providing a real-time response to consumer demand or preference changes based on behavior analysis. Finally, it is in providing information and guidance to assist the shopper in making the best shopping decision possible. Here are several omni-channel best practices to consider:

Online-to-Store…Store-to-Online

  • Fuel Store Traffic:  Understand the value of leveraging omni-channel platforms – especially the web – to drive traffic to the still most profitable retail channel (stores)
  • Web-to-Store: Leverage the data and cross-channel insights to understand the value of the website to drive store traffic, incorporate web insights to help merchandise in-store, convert web browsing to store sales, and leverage untapped web cross-sell and up-sell opportunities to help drive store traffic
  • Clicks-to-Picks:  Encourage / provide incentives to pay online, pick-up in store; start product return process online and drop item off at store
  • Pay With Cash:  Reserve products online and pay with cash at the nearest store
  • Endless Aisle Program:  Order, ship, and deliver out-of-stock products (buy in store, ship from another store / warehouse)

Store Personalization

  • Customized Merchandise Assortment:  Store-level assortment customization to better reflect shopper profile/attributes, while still ensuring a unified, overarching branded message from corporate HQ
  • Store Differentiation:  Placing merchandise in stores based on shopper demographics and preferences; “Custom-fit” stores and merchandise to better reflect shopper attributes
  • Demographics, Segmentation, and Customer Behavior Drive Merchandising: Collaborate with suppliers to drive a clear and timely direction on merchandising to help personalize the store experience for local customers
  • Demand Driven Replenishment: Automated inventory and replenishment driven by historical demand and based on seasonal and casual impacts tailored to specific locations and location groups

Data-Driven Marketing

  • Create Clear, Consistent and Compelling Content:  Because it can take more than five impressions for an individual to recognize a brand or specific marketing message, follow the three “C’s” for marketing messages. Communications must be clear (not confusing in words / phrases), compelling (interesting and/or topical to the receiver), and consistent (regardless of channel – web, in-store, mobile, the messaging, offers, and content are consistent).
  • “Channel” Your Messaging:  Some shoppers are on Facebook. Some shoppers are on Twitter. Some shoppers shop online and avoid the brick n mortar store. Some only shop the physical store. Some shoppers only shop your outlet store. Some shoppers buy your products through a third-party retailer or online outlet. Effective integrated marketing campaigns span retail touchpoints and deliver a customized, yet brand consistent, message and offer to shoppers.
  • Drive Campaign Decisions Based on Analytics:  Integrated analytics are changing the way brand marketers think about integrated marketing. As is typical in Retail, organizational silos limit coordination of retail-based integrated marketing campaigns. These walls must come down across silos in order to enable enable omni-channel communication and interaction.

Retail Mobile Engagement

  • Online and Store Linkage: iPad/iPod deployment for employee knowledge, enhanced customer service, and employee productivity
  • Shopping Convenience:  Mobile apps and shopping walls blending the physical and virtual spaces allowing shopping anytime, anywhere
  • Quick Assess to Information:  QR Codes for convenient shopping and expert information, smart phones to leverage in-store signage
  • Social:  Enable social shopping, promotions, and word-of-mouth marketing
  • Localized Offers:  Location-based services = personalized offers
  • Customer Loyalty:  Strong leverage of mobile to drive loyalty programs

Dynamic Customer Segmentation

  • Historical Customer Purchase Behavior: Tailor specific, highly relevant offers designed to stretch/grow basket and drive customer engagement
  • Dynamic Segment Value-Propositions:  A valid customer segmentation for a customer-centric strategy, at minimum, should satisfy four requirements: Should offer a distinctive and compelling solution that is not readily available elsewhere and is superior in meeting the segment’s functional, financial, emotional, and/or self-expressive needs; should drive purchase and/or usage behavior for the segment in one or more of the following ways:  trial, loyalty, preference, wallet share, cross-sell, and/or price premium; should lend itself to continuous learning and improvement through an ongoing program of test-and-learn experiments; should be sustainable and defensible in the face of responses from competitors

Online Activity Fuels Personalized Engagement

  • Digital Marketing Optimization: Enhance the customer experience, drive traffic and incremental sales by understanding common browsing patterns and identifying how web behavior impacts both store and web sales
  • Insights:  Drive additional store and web sales by leveraging advanced click-stream analysis and data insights.
  • Cross-Channel Behavioral Analysis:  Combine customer click-stream data with other multi-channel customer behavior-based data sources (in-store POS, kiosks, contact center, etc.).
  • Clickstream Pattern Analysis:  Identify common click-stream patterns and how they are correlated to web and store sales (insights into customer purchase intent) that are not available elsewhere.
  • 360 Degree Customer View:  Create a multi-channel behavioral view to drive segmentation and targeting strategies as well as marketing spend.
  • Purchase Path Identification: Associations between purchase paths.

Big Data Drives Loyalty Programs

  • Highly Customer-Relevant Loyalty Programs: Leverage the data to better understand the lifestyle relevance of the member. Leverage big data analytics to break out of the generic loyalty rut.
  • Understand the WHO:  Personalize content and drive consumers to take a second look…know and understand customer buying behavior inside your eco-system AND outside your eco-system (what your customers are doing elsewhere online, what their friends are buying)…know what behavior, lifestyle-relevant segments they fall into.
  • Customer-Centered Loyalty:  Know how your customers want to be rewarded – Some want discounts, others want product previews, others want to feel important.
  • Promote/Enhance Brand:  Personalized, customer relevant loyalty can go above-and-beyond just responsiveness (and enable brand with a heart, a soul and a pulse).

Social CRM Optimization

  • Social CRM: Actively leveraging social networks to drive sales by presenting one-to-one customer deals and value-propositions and incentivizing viral marketing. Leverage the impact of influential consumers on brand sentiment and sales.
  • Understand the WHO:  Holistically understand who customers are, what they value, how they behave, their purchase patterns and brand affinities.
  • Track and Monitor:  Track and monitor all (or by select, highly targeted customer segments) social media user experiences.
  • Sales Driving Insight and BI:  Incorporate daily/weekly multi-channel consumer insights into promotions, pricing, store operations, supply-chain plans.
  • Merchandise Marketing in Real-Time:  Establish baseline customer metrics and drive highly targeted engagement process to new levels.

Data-Driven Merchandising

  • Create Customer Affinity Segments:  Use sales data to understand and leverage customer segment brand and merchandise preferences and affinities.
  • Highly Customer-Targeted Merchandise Promotions:  Establish baseline customer metrics and drive highly targeted, highly customer-relevant impulse merchandising campaigns and promotions.
  • Sales Driving Insight and BI:  Incorporate daily and weekly multi-channel consumer insights into impulse and treasure hunt merchandising promotions, pricing, and supply-chain planning.
  • Targeted and Direct Affinity Merchandising to Enhance Margin Mix:  To balance low-margin traffic drivers and mark-down promotions

Since shoppers do not distinguish between channels, retailers will have to support seamless integration among and between each of them. The industry is evolving quickly in its shopper and consumer data analytics capabilities. The ongoing challenge for retailers will be how to best analyze all this rich data and derive from it valuable insights about what consumers want and need.

 

TD: Justin Honaman
Title:
Managing Partner, Consumer Goods / Retail North America Analytics Practice Leader
Company: 
Teradata
Web:
www.teradata.com/consumergoods
Twitter:
 @jhonaman @teradataCPG #teradata

P&G Among Those Embracing Digital Transformation

Posted on: April 8th, 2014 by Gib Bassett No Comments

 

Altimeter Group today released a report titled “Digital Transformation - Why and How Companies are Investing in New Business Models to Lead Digital Customer Experiences.”  Teradata customer Procter & Gamble is among the businesses profiled as rising to the challenge of meeting customer expectations in an ever-complex digital world.  Other top flight companies mentioned in the report include Ford, General Motors, Hard Rock Hotels and Restaurants, Intuit, LEGO, Motorola Solutions, Nestle, Sephora and Starbucks.

Data is a crucial element of successfully navigating the journey described in the report:

  • Businesses are now faced with connecting all existing data to understand behavior, map customer journeys, and redefine them to create not only delightful experiences but also seamless and native to the screen and the context of the engagement.  This sparks the need for digital transformation that uses technology to connect with consumers and equally amends or introduces new processes and systems to successfully compete.
  • Among the problems facing digital transformation, data represents the key to unlocking new customer behaviors and preferences.  But, existing infrastructures and processes lack a support model to gather and distribute actionable insights to key stakeholders.
  • Companies that invest in a digital-first approach are looking at more than digital.  In most cases, these companies are exploring technologies as a platform and how each network or platform functions at a native level.
  • We heard that customer data exists in multiple locations and is usually tied to specific touchpoints in the customer journey.  Prior to transformation, those managing each touchpoint would essentially manage their respective data sets to optimize customer experiences in that particular moment.  Strategists must now pull in data from new touchpoints and devices and convert them into actionable insights to always stay ahead of the digital customer.

Following are excerpts from the report which refer to P&G’s award winning Teradata-powered “1, Consumer Place” global direct to consumer digital marketing platform:

  • Tony Hudnell is an Associate Director at Procter & Gamble (P&G) who oversees all global technical development related to consumer relationship management.  Hudnell is leading an effort to create a globally scaled CRM platform to enable P&G’s brands to engage with consumers through meaningful digital experiences.  Hudnell recognizes that fostering relevant, value driven 1:1 consumer relationships represents a significant competitive advantage for P&G.  Hudnell notes, however, that achieving enterprise wide alignment represents a significant challenge for a company with dozens of leadership brands that vary in their understanding of digital transformation and what it takes to achieve success.  He states, “We need to work with each brand to help them understand how to utilize our new platform to drive digital transformation and build new, meaningful consumer experiences.  What we don’t want to do is spend time and money relearning things across brands.”
  • With the integration of marketing, CRM, and other disparate systems, companies can get both a holistic view and also provide an integrated experience regardless of where engagement takes place in the customer journey or lifecycle.  P&G sees the need to build “1, Consumer Place,” a global platform focused on managing consumer data and integrating all of the different systems that gather consumer data.
  • “We wanted to create a scaled platform to talk to consumers directly and keep track of consumers in a consistent way across brands, across the company,” Hudnell highlighted.  “We designed a central hub for all individual consumer relationships with P&G across brands.  This allows us to understand what brands consumers are engaging with, how they’re engaging, and also look across brands to improve our consumer understanding through common metrics and analytics.”
  • P&G’s vision required a new approach to CRM.  “We tore down what a CRM is and built it back up in a scaled model and have had good success in Asia, the Americas, and now we’re expanding into Europe.”
  • In a discussion with P&G’s Associate Director of Consumer Relationship Management, Tony Hudnell, digital transformation begins by changing how customers begin their journey.  “The Zero Moment of Truth is where digital comes in,” Hudnell explained.
  • But, the ZMOT is certainly not where digital transformation ends.  In fact, P&G, among other businesses we interviewed, believes that digital is the way business will be done.  Instead of “digital-first,” P&G is currently embracing a culture of “Digital Back.”  Speaking at Dmexco, P&G’s Global Brand Building Officer, Marc Pritchard, stated that “digital marketing” as a focus on channels and technologies is “dead.”  While controversial, his vision reflects a grander perspective of the evolving customer ecosystem.  He believes that companies can’t embrace a strategy toward digital transformation based on the tools and trends.  “Try to resist thinking about digital in terms of the tools, the platforms, the QR codes, and all of the technology coming next.  Instead, start in the digital world and build your way back to the rest of the marketing mix.  It’s an approach that is building our brand equities, our sales, and our profits.”

Download the Altimeter report here, and also check out information about the Teradata solution behind P&G’s 1, Consumer Place, Integrated Consumer Insights.

Gib Bassett on Twitter

 

At Frost & Sullivan’s upcoming Manufacturing Leadership Awards the theme will be “The Next Industrial Revolution.”  Yet one company to be recognized during the event shows how the future success of consumer products manufacturing will be anything but “industrial” – it will be about the consumer.

It was recently announced that Teradata customer Procter & Gamble will be named a winner in the Customer Value Leadership category for shaping the future of global manufacturing.

Last year Teradata shared news of P&G deploying Teradata Customer Interaction Manager as a managed service to power the company’s global direct-to-consumer digital marketing efforts.  It is this solution (named “1, Consumer Place”) for which P&G will be recognized at the Frost & Sullivan event.

A truly global initiative, the project’s name reflects the use also of a Teradata database to house consumer insights generated by P&G brand agencies to use in segmentation, targeting and delivery of timely and relevant brand content.  The integrated solution allows brands to consistently measure and fine-tune digital efforts in pursuit of consumer dialogs that engenders greater brand affinity and ultimately supports retail sales.

P&G’s innovative use of multi-channel campaign management was already recognized at the Teradata Marketing Summit earlier this month.  Earning the “Excellence in Campaign Management” award demonstrated P&G’s application of data driven marketing techniques to the challenge of connecting with consumers throughout a complex purchase path.

Read more about the solution here.

Gib Bassett on Twitter

 

Are CPG Brands Ready for e-Commerce?

Posted on: March 13th, 2014 by Gib Bassett No Comments

 

Among Consumer Packaged Goods (CPG) industry professionals, there are few topics as perplexing as direct to consumer sales.  Even so, many are dipping their toes into e-commerce waters as the industry continues to face slow growth, more competition, and pricing pressure.

Urgency is leading many to hastily consider direct sales channels – despite how it might affect retail partners.  Clouding the picture are new entrants offering a fast-path to e-commerce like Amazon.  Growth-starved brands have little choice but to “follow the money” in the new omni-channel landscape.

Just like digital marketing’s role alongside brand and shopper marketing, failing to embrace direct sales as a core business strategy creates silos that leave CPG makers challenged to optimize sales performance.  Thus, it’s nearly impossible to observe timely patterns among product movement, assortments, and pricing:

  • Is lift incremental or are we cannibalizing retail sales?
  • Is direct and retail pricing rationalized?
  • Should assortments differ, overlap or be the same?
  • Is it better to partner with a pure online retailer like Amazon, or the online division of a brick/mortar retailer?
  • Should this be about volume, high margin products or both?
  • How does this dovetail with direct to consumer digital marketing?

The “business-to-business-to-consumer” sales model employed by CPG manufacturers and the attendant technology, data and analytics capabilities are ill-prepared to support this expansion to a time-worn way of doing business. 

Unintended Consequences

The world is moving so fast, anything short of a well thought-out strategy will result in poor or confusing results -- or worse.  There’s a land grab underway for commerce that doesn’t require a brick and mortar store trip.  This appears to be Amazon’s plan.

Amazon has the potential to disrupt the retail industry while keeping CPG makers fenced into a distant consumer relationship many brands are trying to overcome with digital marketing.  CPG executives need answers fast, if not a framework for how direct sales fits within their existing model.

Research from Deloitte presented in a webinar recently sheds light on these critical questions.

  • CPG e-commerce is growing, but represents a small percentage of sales.  Amazon’s moves suggest uptake will accelerate, making it a mistake to assume a steady state, small opportunity.  Deloitte's research validates this, with surveyed consumers expecting to make a larger share of purchases online in the future.
  • The “indifferent consumer”: Deloitte identifies a segment of shoppers – nearly half – labeled “indifferent,” in that they neither like nor dislike shopping in a brick and mortar store.  You can imagine currying favor with this segment with the convenience of online channels paired with timely and low-cost delivery.
  • There is overlap between direct and retail channels, but an incremental opportunity does exist – the key is to figure out where, while maintaining mutually beneficial relationships with long-time retail partners.

Interestingly, Deloitte’s recommendations introduce targeting and personalization issues similar to what’s happening in the digital marketing space.

  • Target indifferent consumers with convenience items and capture impulse purchases.
  • Establish new or niche brands while accelerating sales volume for established brands.
  • Attack the new product introduction challenge through targeted trial via social media.

The findings include suggestions for working with retail partners to implement direct sales alongside both retail brick/mortar and online operations.

  • Convince online retailers to stock many items, while saving physical shelf space for popular SKUs.  Resolve to decide which variants should be sold online only.
  • Plan assortment on physical shelves around SKUs with the highest productivity, with a rotating inventory of new or niche products.
  • Pursue direct sales of profitable, low volume SKUs such as “niche flavors and fragrances unable to gain shelf space in traditional brick and mortar outlets.”

Integration Challenges Ahead

Knowing your consumers better than today is the first step on this journey; Deloitte prescribes focusing technology investments to “improve consumer behavior insights, enhance the consumer experience and engage the consumer.”

Obtaining and integrating the digital marketing data generated every day by brand agencies across email, mobile and social media offers a head start.  Moving just as quickly to understand holistic sales performance places sales, marketing and distribution integration at the top of the list for succeeding as a new-age, omni-channel manufacturer.

This post was the subject of a Retailwire Braintrust discussion today.  Check out the comments here.

Gib Bassett on Twitter

Integrated Marketing Management Begins and Ends with Data

Posted on: March 12th, 2014 by Gib Bassett No Comments

 

Yesterday here at the Teradata Summit, Keith Henry, Vice President of Global Industry Marketing for Manufacturing, presented “Selling Through Retail in the Age of the Digital Consumer.”  In his talk, Keith described the opportunity to optimize spend across retail and consumer marketing channels by reigning in the myriad data sources scattered within and outside the typical Consumer Goods organization.  It’s a condition not uncommon in many industries, but remains a challenge due to the complexity and overwhelming nature of such an initiative.  Keith explained how Teradata simplifies the process through an incremental approach whose value exceeds the effort at each step of the process.

Abstract:

In the past, building an engagement strategy with the end consumer has been extremely difficult for CPG companies.  Now with the explosion of digital channels, the ability for brands like P&G, and others creating a direct to consumer dialog, has opened new doors on how to market their brands.  But with every new door opening there are challenges and new opportunities for brands to overcome.  For decades, brand marketers have been accustomed to using shopper marketing techniques, trade funds, and mass media advertising to build brands, induce trial, and ultimately boost sales, yet the lack of direct connectivity between these actions and the ultimate consumer leaves marketers with a lot of uncertainty as to investment effectiveness.  Add to this the rise of the Connected Consumer and the ability to touch and affect consumers through new digital channels and complexity increases further.  Is digital marketing simply an incremental expense to existing brand levers?  What is the proper mix of media, in store, and digital to drive optimal response?  This session will highlight the latest trends CPG brands and other B2B companies are using to communicate and build stronger relationships with today’s digital consumer while trying to understand how these activities fit in the broader marketing investment mix.

Download the presentation here.

Gib Bassett on Twitter

Unlocking SAP Data…With Teradata Analytics

Posted on: February 18th, 2014 by Justin Honaman No Comments

 

“You are now free to move about your data!”

Most consumer goods and retail organizations run SAP® for operational functions.  At the same time, they struggle to derive insights and manage the business most effectively on SAP data alone.  SAP’s data and analytic capabilities simply cannot account for the wider variety of data required to achieve the true supply and demand data synchronization characteristic of best-in-class companies.

SAP® is comprised of thousands of tables, complicated relationships and many levels of abstraction.  Also, extracting and integrating data from SAP® ERP/ECC for business analytics purposes has been notoriously difficult.  Making sense of the data and understanding its semantics is nearly impossible by examining only the physical database instances.

Teradata has solved this problem.  Teradata Analytics for SAP® solution is a flexible data platform that provides an alternative method of performing business intelligence (BI) and business analytics functions.  This solution simplifies the BI process by decoding and integrating SAP® data silos into the Teradata cloud or physical integrated data store for easy access and analysis.

For consumer goods organizations, the Teradata Analytics for SAP® solution is an important enabler for advancing the utilization of analytics within the enterprise.  Several key consumer goods business challenges are addressed with the Teradata solution:

  • Limited Access to Integrated Data
    • Unable to integrate data from multiple SAP® systems
      • This is a typical problem across the industry as many consumer goods organizations have grown through acquisition and maintain individual versions of ERP systems as the acquired companies operate independently
    • Difficult to achieve cross-functional analysis
      • The SAP® ERP and BW environments consistently demonstrate an inability, or inflexibility, in integrating multiple types of data.  Teradata Analytics for SAP® solution addresses this issue so that business users may derive insights quickly based on analytics that span data types
    • Gain an enterprise view facilitating better decision-making
      • Cross-customer, cross-brand/product/package views are difficult to assemble in SAP® where data may exist in multiple SAP silos.
  • Poor BI Performance / Report Latency
    • Complex and lengthy IT process to change report queries
      • Self-service, cloud-based reporting and analysis is the name of the game with Teradata Analytics for SAP® solution and the analysis may be conducted in Tableau, Spotfire, Microstrategy, or any other tool of choice
    • Inability to process large volumes of detail data
      • The Teradata solution is flexible and allows for data sets large and small; and of varying levels of complexity
  • Inflexibility
    • Inability to extend or change system to match business requirements / business process
      • Making changes to SAP® is costly as evidenced by numerous “SAP® Project Infinities” that consume CAPEX and OPEX dollars across consumer goods and retail organizations.  The Teradata solution is inherently flexible and enables low-cost-of-ownership BI.
    • Business users unable to create own custom reports
      • Teradata Analytics for SAP® solution provides self-service reporting and analysis capabilities

Breaking down data silos “is” the big idea in the consumer goods space and one that has been a priority as retail, consumer and shopper data sources have expanded in volume, variety and complexity.  For retail, the challenge is a bit different as it lies in leveraging insights from SAP® data with other types of in-store and online shopper data.  For both consumer goods companies and retailers, today’s dynamic consumer environment requires a real-time, demand-driven strategy to adapt to the changing marketplace.

Unlike other SAP® solutions that simply forklift data marts into SAP® Business Warehouse (BW) as independent data cubes with no integration, companies now have a single, fully integrated view of their business based on the data in their SAP BW and all of their other data.  With this capability, organizations can perform detailed, real-time what-if analysis, scenario modeling and forecast comparisons to drive the business forward.

Teradata Analytics for SAP® solution was created to simplify the process of accessing accurate business intelligence from SAP® systems, making analytics easier, quicker, more cost effective and efficient.

The bottom line:  To run the business, operational performance insights must span silos and support the needs of a demand-driven enterprise.  The operational side of the business may run on SAP® but business performance relies on insights that span data sets beyond SAP®.  The Teradata solution enables a single analytic view so that decision-makers can make decisions utilizing the right data, at the right time, to make the best decision possible.

Name:  Justin Honaman
Title:  
Partner, Consumer Goods / Retail National Practice Leader
Company:  
Teradata Corporation
Web:
 www.teradata.com/consumergoods
Twitter:  
@jhonaman / @TeradataCPG

Brand Management Re-Imagined for a Digital World

Posted on: February 17th, 2014 by Gib Bassett No Comments

 

It’s pretty astonishing how few companies control most of the market for consumer packaged goods (CPG). As pointed out here, “A ginormous number of brands are controlled by just 10 multinationals.”

Considering the hundreds of brand websites, social media accounts, email lists, mobile applications and digital campaigns associated with these companies, you would expect them to possess immense insight about the interactions with their consumers.

Continue reading on MediaPost.

Gib Bassett on Twitter

A Data-Driven Perspective on CPG Mobile Marketing

Posted on: February 12th, 2014 by Gib Bassett No Comments

 

This holiday season saw retailers accelerate the instrumentation of bricks-and-mortar stores to create interactive shopping experiences, which is a lot like their online counterparts.

In 2014 it will become table-stakes for competitive retail, given consumer adoption of mobile devices which place coupons, reviews, comparison prices, social connections and commerce at a shopper’s fingertips.

The mobilized shopper has retailers adding the technology and data-driven processes needed to ensure reliable and rich digital experiences within the confines of the store environment.

While a lot has been written about retailers’ efforts to adapt to the omnichannel shopper, not much has been said about how suppliers can participate, add value and ultimately leverage this activity themselves.

Continue reading on Mobile Marketer.

Gib Bassett on Twitter