Mobile Strategy- what Mobile Strategy?

In a recent study published CIO’s have ranked Mobility as a priority No 2 in 2017. I find it slightly disturbing only 54% of companies have a mobile strategy in place yet only 34 % have any in-house mobile development skills. in a connected world I would have expected the figures to be higher and of more importance to organisations today. Especially as the consumer usage is on the up see below;

70% of businesses in Europe have failed to meet their CRM objectives. http://wp.me/p3aCAV-4K

70% of businesses have failed in Europe to meet their CRMs objectives according to D&B research.

Some of the key factors are;

  • Failure to plan for change -transformational barriers and issues
  • No clear defined objectives – not underpinned with rigour or metrics
  • Failure to align with the business – lack of user buy in
  • Poor Data and Information – lack of accurate, current  data
  • Over customisation – need for simplification of message and program structure

Take a look at some of the key factors behind the failings and the pointers to avoid being part of this statistic.

Comments welcome as usual please.

Marketers are on the Beach Head – Digital is in The Main Street

The Beach Head: Enterprise Marketing Strategy. Traditionally Enterprise Marketing Strategy used to be based on Market Identification, Positioning & gaining Market Share. Customers were identified by Type, Segment and Clusters, Transactional Behaviour and Channels of distribution,

The Market Tactics deployed were based on the the ability to successfully traverse The Chasm to the Main Street. Where the ‘choice pickings’ were perceived to be.

Whilst still a valid approach today for most Organisations and Enterprises it is a sound structured relatively easy approach to gain Market Entry & Share.

 

tornado-bowling
Inside the Tornado (courtesy of Geoffrey Moore)

Now bring in the Change Element driving business agenda’s today.

A new challenger is in The Main Street. Disruption and Digital Re-Invention.

New Disruptive companies are business models like Uber (doesn’t own a Taxi) , Airbnb (doesn’t own any hotel real estate) and Amazon ( doesn’t even own any inventory) Disruption is changing the Customer purchase propensity and his relationship with the brand and the Enterprise – the business model is changing and Digital Re-Invention.  Coupled with Cognitive and the IOT the Enterprise is able to devise Digital strategies that change the way Customers Interact, Communicate by channel & media of choice, Empathises with the Brand and becomes a true Customer Advocate.

Digital Transformation and Digitalisation coupled with a collaborative Ecosystem is the new DNA which Enterprises are embracing. In a recent study with a Bank it was reported on average that every $1 spent on Digital initiatives returned a $10 ROI.

It is understandable with this kind of ROI and the need to differentiate that Enterprises are prepared to be Disruptive and embrace Digital Strategies and Tactics to change the business to achieve commercial success.

As Robin Williams once said: Seize the day

Airline Cargo eBay – Fact or Fiction

Distressed Merchandise – Airline Belly Hold

The Airline Cargo Manager today has the responsibility to maximise the Aircraft belly hold and ensure maximum ULD Load and Profitability of Cargo per flight.

Without sophisticated Knowledge Management and Business Intelligence Systems how does he ensure his Cargo shipments are Optimised and Profitable. Despite all the experience and knowledge of the Cargo Manager there is always inventory left on the table and unsold capacity.

Thinking aloud, what if there was a Web Site similar to eBay that is purely focused on Airline Cargo?

  • Distressed Merchandise i.e. unsold Air Freight space could be sold by carrier to the highest bidder i.e. Shippers and Freight Forwarders community.
  • The benefits for the individual Shippers & Freight Air Freight, the Community Web Site would offer  at a discounted last minute at auction rates.
  • The benefits for the Airlines participating in the scheme they would be to maximise belly hold and increase profitability every time .

Fact or Fiction?

What price Airline Intelligence – Airlines can achieve an ROI of over 1,000% with $500 million in cost savings and revenue generation over typically over a five – six year period.

Airline Business Intelligence Trends

Business Intelligence and data analytics are becoming a buzzword in the Airline Industry board with the emphasis on Business Intelligence.

For us to understand the importance of this trend we need to be aware of the key trends driving the industry.

  • 56% of airlines will make R&D investments in passenger services via social media
  • 52% of airline companies will consider business intelligence as their major investment programmme in the next three years
  • 57% of airlines believe social media provides the greatest value as a marketing channel
  • 78% of airlines personalise service offers to their passengers though direct channels

But then we all understand this trending it is in every trade journal we read and every IT vendor collateral portfolio.

What is different though is the age old question of what do I do with all this data and how do I turn data into intelligence to enhance my business and in what BU areas will benefit most.

Here are a selected number of Business areas where BI and real-time analytics play a vital role within airlines;

Airline Cabin

  • Ancillary sales
  • Duty Free /On Board

Management of the seat factor and cabin shift

  • Overbooking capacity to ensure maximum seat factors with minimal off-loads and downgrades
  • Revenue mix/ Cabin mix via market segmentation 
  • Seat access and group acceptance
  • Pricing optimization
  • Partner code share/interline
  • Managing traffic flows (O&D) ƒ

Loyalty management

  • Identify the different clusters of customers/travellers by type /propensity
  • Target clusters with real time relevant messaging
  • Targeted promotions to ensure repeat revenue and reduced churn
  • Maximise Partner & Third Parties

Cargo management 
ƒ

  • Cargo capacity / demand planning ƒ
  • Cargo rate optimization
ƒ
  • Cargo load optimization
pallet management

Passenger business

  • Disruptive elements/Missed connections
ƒ
  • Lost or Misplaced baggage
ƒ
  • Premium Travellers upsell additional sell vacations/ancillary
  • Corporate Channel/customers
ƒ
  • Up sell, cross sell during the booking process ƒ
  • Self Service
  • Ancillary sales
  • Distribution Cost to Serve/Channel of Service

Flight operations

  • IROPS Aircraft re-routing
ƒ
  • Gate management
ƒ
  • Baggage management
ƒ
  • MRO Parts management
ƒ
  • Flight Planning/Forecasting
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  • Flight catering management ƒ
  • Ground handling services
ƒ
  • Rostering/Crewing Manpower planning
ƒ
  • Staffing levels /self certifcation

Others

  • Digital Channels
  • Corpoarte Sales
  • Web Channel LTB Ratio’s and Stickyness
  • Brand buzz analysis
ƒ
  • Sentiment analysis

Customer Lifetime Value is still a valuable metric (LTV)

Customer Engagement is about understanding who your customers really are and the value they bring to the organisation.

Net Promoter Score or traditional LTV models using predictive analysis are one of the ways to look at LTV.

As a practitioner I still prefer the traditional LTV model for customer acquisition to estimate retention (“LTV”) of a customer.

Roughly defined, LTV is the projected revenue that a customer will generate during their lifetime to determine true value and worth.

Below is an interesting example in an Infographic.

How To Calculate Customer Lifetime Value

Managing Customer Experience is about knowing who your customers are and the value they represent to you.

Retail purchases via mobile phones will increase to $689 Billion by 2016. http://wp.me/p3aCAV-2o

Mobile is a great influencing factor in retailing trends and a key preference for consumers.

Mobile helps provide real data targeting opportunities 33% of smartphone owners have shared their location details with favoured Retailers to make themselves available to promotional messages and personalised communications.
Loyalty coupons are in growth mode with 18% of consumers having redeemed a mobile coupon within their chosen Retail outlet.

Watch this space.

What do you think-your comments welcome as always.

Customer-Centricity – is the mobile wallet the way of Loyalty in the future? http://wp.me/s3aCAV-2

What does it mean to be “customer-centric” as an Airline or Business? Assuming that you start with a quality product and service, being customer-centric means understanding the customer’s point of view and respecting the customer’s interest. You fix problems, handle complaints, and remember individual customer preferences. Customer Loyalty programmes assist in this objective.

But customer centricity isn’t merely a matter of adding up these different components of quality, service, insight and responsiveness. You can introduce all these ideas into your business model, but if you don’t grapple with your company’s most basic strategic objective, then sooner or later your efforts will fail.

In the past I’ve found it helpful to explain the contrast between customer centricity and product centricity by understanding three criteria that actually help organisations to differentiate themselves from the competition. If you think about it, for a business to be competitively successful, it must meet three criteria:

  1. It must be able to satisfy a customer’s need
  2. It must identify a customer who wants that need satisfied
  3. Organisations must communicate in the media of preference and choice.

In this world of immediacy that we live in is the mobile wallet the way to go for customer loyalty in the future?  What are your views

Marketing Cars- through Social Media

Mobility as a Marketing Tactic – car sales

With the advent of the Social Media channels available today – the Automotive Industry have taken the advantage to utilise these channels to their best advantage ; below are examples of the kinds of success they have realised.