The Need for Optimized Multi- Channel Communications Kaspar Roos Director of InfoTrends ’ Customer Engagement Technology Advisory Service June, 2015 1
Agenda 1. The Need for Multi-Channel Communications 2. People, Process & Technology: Implementation Considerations 3. Conclusions & Recommendations 2
The Need for Multi-Channel Communications
Current Practice?!
Transition from Static, Offset to Digital Print Ability to reduce cost while adding personalized messaging Past Future Preprinted offset Digital “white paper in” solutions
Transactional Print Volumes in Decline W.E. Transaction Pages (Billion of A4 equivalents) Print Volume Development - 4.9% CAGR ‘13 - ’18 Source: On Demand Printing Application Forecast 2013-2018, InfoTrends, 2014
Colour Migration in Full Swing W.E. Transaction Pages (Billion of A4 equivalents) Colour Growth 8.6% CAGR ‘13 - ’18 B&W in Decline - 13.7% CAGR ’13 - ’18 Source: On Demand Printing Application Forecast 2013-2018, InfoTrends, 2014
Print Being Displaced by Electronic Communications What % of your bill and statement volume falls into each of the following channels? 100% Electronic only 27.4% Both 37.0% 80% Print only 60% 33.2% 31.1% 40% 20% 39.4% 31.9% 0% Today Two Years N = 400 Western European Enterprises Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Trend Consistent Across Countries Electronic only What % of your bill and statement volume falls into each of the following channels? Both Print only ’15 ‘17 ’15 ‘17 ’15 ‘17 ’15 ‘17 ’15 ‘17 100% 22% 23% 30% 30% 30% 32% 34% 80% 38% 40% 43% 31% 30% 60% 30% 34% 29% 37% 35% 34% 30% 40% 33% 48% 47% 20% 40% 37% 37% 33% 33% 30% 28% 24% 0% Germany France Great Britain Italy Netherlands Germany Great Britain France Italy Netherlands N = 80 Enterprises per country Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Trend Also Consistent Across Vertical Industries Electronic only What % of your bill and statement volume falls into each of the following channels? Both Print only ’15 ‘17 ’15 ‘17 ’15 ‘17 ’15 ‘17 ’15 ‘17 100% 21% 26% 27% 30% 30% 33% 34% 34% 36% 80% 37% 26% 60% 35% 33% 33% 35% 30% 30% 35% 33% 31% 40% 53% 20% 39% 39% 38% 37% 36% 35% 32% 31% 31% 0% Financial Government Healthcare Insurance Utilities & Telco Financial Government Healthcare Insurance Util. & Telco Axis Title N= 99 96 71 51 83 Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Rise in Online Channels Makes Communications Difficult to Control Researchers have identified over 40 different channels and counting!
Customer Communications Maturity Model Business Impact Authentic, purposeful and engaging Customer communications that optimize the Engagement Strategy lifetime value of the customer Requires CCM Centralized Center of Excellence Communications Hub Relevant, consistent and appropriate content Multi-Channel delivered via the customers’ Leaders Synchronicity preferred channels Single to Multi Channel Majority of businesses Offset to Digital Print Implementation Complexity Source: Overcoming Implementation Challenges in of CCM Solutions in Enterprises, InfoTrends 2013
People, Process & Technology: Implementation Considerations
Implementing Multi-Channel Communications CCM / CET Implementations all about People, Process & Technology PEOPLE • CCM Centre of Excellence • Bus. Enablement TECHNOLOGY PROCESS • Data Analytics • Data Siloes • Self-service • Content Mgmt • Multi-Channel; Mobile, • Centralization of Social Communications
People: Control & Governance Key Best Practices • Enable Business Users to update, change and modify templates themselves 8.8% – Reduces strain on IT – Gives LOB / Marketers more agility and control – Use web / thin interfaces to • Create CCM Centre of Excellence of European respondents – Cross-functional team consisting of marketing, IT, legal, is planning to start a CCM customer insight, business users Centre of Excellence in – Experts in CCM; hence, CCM Centre of Excellence ‘15 - ’16 – Advisory role on new communication development / CCM implementation – Ensure consistency in style, content, messaging Source: Overcoming Implementation Challenges in of CCM Solutions in Enterprises, InfoTrends 2013
CCM Ownership: Currently at LOB, evolving into C-suite COORDINATION Central (Corporate) Print Operations (In-plants) Chief Customer Officer • • • CCM Project Bureau • CCM Governance Group • CCM Centre of Excellence • Chief Marketing Officer DECISION POWER Advisory Executive CCM Communications Lead Product manager at LOB • • • Subject Matter Expert • Head of Department • Project Manager • VP / Sr. VP of LOB (Budget Responsibility) Decentral (Business Unit)
Process: Review Your Content Strategy Typical Approach • Template Redesign – Port legacy applications over to modern looking multi-channel templates – Update existing templates, e.g. because of legislative changes – Enable business users to manage templates / communications themselves • Channel preference management – Identify and store customer preferences – Honouring preferences • Composition or Post-Composition – Execute on multi-channel distribution – Composition typically preferred; Post- Comp often seen as “quick - fix”
Time to Change Templates Desire for business users to own communications Months 11 months/average for 14.1 Less than 8% of businesses allow 15 companies that have own IT business users to make template (vs. outsourced) changes without IT involvement 12 9 6.3 6 3.0 3 0 Small Template Change Major Template Change CCM system implementation N = 400 Enterprises in Western Europe Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Customer Preference Management Most do – but challenges remain Corporate System in Place? Manage Preferences? Don't know, Don't 12% Single "master" Yes, 49% know, system, 36% 20% Implemented at LOB, 10% Built on top of multiple systems, 41% No, 32% 19% of communication preferences cannot be honoured because of IT challenges Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Centralization of communications Typically two options available: • Downstream • Upstream – At the production level – At the Line of Business level – Typically Composition System, Output Management – Typically CRM, ERP or Financial Systems system, or Archive – Business / Marketing-driven – Compliance or cost-driven • Benefits: • Benefits: – Close to customers – Logical place to consolidate high-volume print streams – Leverage customer profile data – Reduce cost through postal optimization and e-delivery – Easy to embed digital, interactive, marketing – Relatively easy to track communications communications – Relatively easy to implement and change • Disadvantages: • Disadvantages: – Risk of redundancies – Difficult to include business or interactive communications – Difficult to include mobile or marketing messages – Systems are usually cobbled together – Channel Preference Management might be an issue – Hard to include structured communications
Importance of Print Optimization Q: Have you or your service provider implemented the following capabilities in your print production process? Postal and print optimization 35% Tracking/reporting for legal compliance 31% Tracking and tracing individual documents 28% throughout production Commingling 26% Batching 21% Concatenation 17% Multiple Responses Permitted 0% 10% 20% 30% 40% N = 739 Respondents who are influencers, decision makers, or budget holders in transactional or interactive/customer correspondence communications Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Adding Mobile Provides Flexibility at Lower Cost Q: Do you use composition platforms for the creation, • Developing Mobile Apps in Composition management, and deployment of mobile apps? Platform offers many benefits – Flexibility (60%) – Lower cost (50%) Yes, 30% Don't know, 22% – Quicker to develop / deploy (41%) • Embedding mobile as a channel in the structured communications process makes a lot of sense – Expect mobile to become as important as e-Mail attachment delivery No, not planning, No, but 21% planning, 27% N = 800 Respondents Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Importance of Delivery Channels 1 = not at all, 2 = minimally, 3 = moderately, 4 = extremely e-Mail attachment 2015 2017 Mobile native app Mobile-optimised web portal Desktop web portal Mail 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 N = 800 Respondents Source: Customer Engagement State of the Market Study, InfoTrends, 2015
Conclusions & Recommendations
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