Why customer outreach & marketing needs to be personalized
Written by Ian Simpson
Customization in marketing is not a new or particularly ground breaking concept, however, it is becoming increasingly important with the rise of social media. Most businesses have adopted the use of personalization as an engagement technique with consumers, personalized mail, log in details and thank you emails being some. The next stage is to incorporate personalization into a customer retention strategy; this is where me-tail comes into practice. Me-tail is personalization, it is the ability to track purchase behavior, measure consumer reactions, store that data and tailor each individual’s sales cycle.
Customers value brand above all else, and the bigger the brand the more the likelihood of detachment from their customers; this has to be realigned. Consumers want to be indulged during their shopping experience and for the information to be spoon-fed to them. This may sound simple, but the information cannot be universal to all, it has to be specific. Customers wont appreciate generic material; they will feel devalued and abandon the sales cycle. Me-tail is beginning to revolutionize the way we shop, whether it’s online or through direct mail such as catalogs.
According to an article by Adobe, 52 percent of digital marketers agree that “the ability to personalize content is fundamental”. So, why are companies so slow to introduce this into their marketing campaigns? Here at C4B we advocated catalog personalization twenty years ago and have consistently noticed an increase in product demand and brand recognition for companies who adopt it.
As many respected marketing sites have declared me-tail as a top marketing trend for 2014, each and every brand will be attempting to adopt it in their marketing strategy. But to guarantee effectiveness, brands must ensure that their personalization is precise, relevant and well judged; customers will feel uncomfortable at the thought of being tracked or monitored on the internet and equally they don’t want irrelevant suggestions.
Probably the most pivotal use of me-tail was in 1995 when UK grocery giant Tesco introduced their Clubcard. With the introduction of the Clubcard Tesco were able to keep track of every purchase that the user was making. Two subtle strategies that Tesco introduced was up-selling and cross-selling, examples being; (Up-Selling) If a consumer frequently purchased budget brand butter, Tesco would send vouchers for higher priced branded butter such as an approach to introduce a superior product. (Cross-Selling) If a customer used their Clubcard to buy petrol, Tesco would place car insurance adverts and offers into their voucher book in an attempt to cross-sell their product.
Practices such as targeting, segmentation and analytics have always been fundamental components of marketing strategy. Me-tail has also been a part of how a catalog functions, especially in a B2B environment there has to be a high level of relevance and engagement or the catalog will be thrown away. But it is worth noting that one large retailer saw a 25 percent uplift in sales simply by personalizing the catalog cover – that’s huge!
Digital marketing has allowed an increased number of brands to connect with consumers via social media sites. This approach accompanied with website tracking software gives brands greater insight into consumers’ personal lives, including their browsing activity, ultimately increasing the opportunity to communicate with valid and relevant messages.
About the author
Ian Simpson is Managing Director of Catalogues4Business who specialize in producing highly effective, marketing-driven catalogues.C4B’s catalog design offers brands the maximum effect to sell their products. For more information visit http://www.catalogues4business.co.uk
Giving efficiency the full throttle at NASCAR
The NASCAR organization has long been synonymous with speed, agility and innovation. And so by extension, partnerships at NASCAR hold a similar reputation. One such partner for the organization has been CDW – a leading multi-brand provider of information technology solutions to businesses, government, education and healthcare customers in the United States, the United Kingdom and Canada. CDW provides a broad array of products and services ranging from hardware and software to integrated IT solutions such as security cloud hybrid infrastructure and digital experience. Customer need is the driving force at CDW, and the company helps clients by delivering integrated services solutions that maximize their technology investment. So how does CDW help their customers achieve their business goals? Troy Okerberg, Field Sales Manager - North Florida at CDW adds “We strive to provide our customers with full stack expertise, helping them design, orchestrate and manage technologies that drive their business outcomes.”
NASCAR acquired International Speedway Corporation (ISC) in 2019, merging its operations into one, new company moving forward. The merger represents an important step forward for NASCAR as the sport creates a unified vision to embrace its long history of exciting, family-oriented racing experiences while developing strategic growth initiatives that will drive the passion of core fans and attract the next generation of race fans. CDW has been instrumental in bringing the two technology environments together to enable collaboration and efficiency as one organization. Starting with a comprehensive analysis of all of NASCAR’s vendors, CDW created a uniform data platform for the data center environment across the NASCAR-ISC organization. The IT partner has also successfully merged the two native infrastructure systems together, while analyzing, consulting and providing an opportunity to merge Microsoft software licenses as well.
2020 turned into a tactical year for both organizations with the onset of the pandemic and CDW has had to react quickly to the changing scenario. Most of the initial change included building efficiencies around logistics, like equipment needing to be delivered into the hands of end users who switched to a virtual working environment almost overnight. CDW’s distribution team worked tirelessly to ensure that all customers could still access the products that they were purchasing and needed for their organizations throughout the COVID timeframe. Okerberg adds that today, CDW continues to optimize their offering by hyper-localizing resources as well as providing need-based support based on the size and complexity of their accounts. Although CDW still operates remotely, the company commits to adapting to the changing needs of their clients, NASCAR in particular. Apart from the challenges that COVID-19 brought to the organization, another task that CDW had been handed was to identify gaps and duplicates in vendor agreements that the two former single-entity organizations had in place and align them based on services offered. CDW further helps identify and provide the best solution from a consolidation standpoint of both hardware and software clients so that the new merged organization is equipped with the best of what the industry has to offer.