Realizing Kodaks Relationship Marketing Vision: QUICKSCAN ResultsDecember 16, 1998Todays AgendanIntroduction & CredentialsnThe Strategic Role of Relationship MarketingnOgilvyOnes Approach: Customer OwnershipnRelationship Marketing Development CurveBest Practices: Core Competencies and RequirementsnKey Observations from QuickScan ResultsnNext Steps & OptionsCredentials: OgilvyOne StrengthsnFresh approach to Customer MarketingnDeep understanding of your BrandnSeamless integrationnUnrivaled Creative reputationnWorlds strongest, most experienced direct marketing networkWorlds Strongest and Most Experienced Direct NetworkLos AngelesLos AngelesNew YorkNew YorkTorontoTorontoDallasDallasChicagoChicagoMiamiMiamiMontralMontralStaff: 425Staff: 425DetroitDetroitnWorldwide: 1,521 employees, 89 offices, 43 countries, $1.2 Billion in billings*nNorth America: 425 staff, 7 offices, $486 Million in billings*nNew York (HQ): 300+ staff, $342 Million in billings* 1998 estimated billingsSeamless IntegrationInformationInformationMgmt.Mgmt.MediaMediaOgilvyOne OgilvyOne InteractiveInteractiveOgilvyOneOgilvyOneHispanaHispanaDirectoryDirectoryAdvertisingAdvertisingStrategicStrategicServicesServicesProductionProductionAccountAccountMgmt.Mgmt.CreativeCreativeDirectDirectDesignDesignClientnWithinBrand TeamsnBetweenDisciplinesnAmongOfficesCustomer Ownership ClientsnGTEnFordnPetersonsnFive BrothersnAmerican ExpressnIBMnADPnRydernPacific BellThe Strategic Role of Relationship MarketingDatabase Marketing: The Nexus of Strategic DevelopmentThe Power of InformationFocus on CustomerThe Marketing DatabaseRelationship Management 1:1 MarketingNot All Customers are Created EqualOr Generate the Same Amount of ValueDoes the 80/20 Rule apply to Kodaks business?Where is your marketing investment being spent?GenerateGenerateGenerateGenerate20% ofCustomers80% ofCustomers80% of Revenue20% ofRevenueProfit Matrix Analysis: An Example% of CustomersProfit Per Customer% of Revenue $2,345$2,345$420$420$150$15015%15%40%40%25%25%1%1%11%11%54%54%Super High ValueHigh ValueMedium ValueLow value34%34%$10$1020%20%Despite the diversity of direct marketing applications they all have a common pre-requisite.The Role of Direct Marketing/Relationship ManagementnDevelop a cost effective dialogue with individuals rather than mass groupsnDeliver advertising messages, propositions and brand values at a personal levelnEmploy tools to call consumers to actionnChange or modify attitudes and behaviornBe test driven - no huge acts of faithnBe uniquely accountable, ie. Be evaluated by response, sales and positive attitudinal shiftDifferential Marketing StrategySwitchMonitorRetainUpgradeLoyaltyValueLowHighHighMarketing Tasksn nIdentify individualsIdentify individualsn nUnderstand their Understand their behavior and behavior and current/potential valuecurrent/potential valuen nBuild relationshipsBuild relationshipsn nEngineer demandEngineer demandn nRefine the relationship Refine the relationship marketing process marketing process based on past resultsbased on past resultsRole of a Databasen nCollection & Collection & managementmanagementn nAnalysisAnalysisn nUtilization - Selections Utilization - Selections from database to target from database to target qualified and quantified qualified and quantified opportunitiesopportunitiesn nEvaluation of resultsEvaluation of resultsDatabaseRelationshipMarketingThe Role of a Database in the Relationship Marketing ProcessThe database is the principle means by which these processes are managed and integrated to form the “engine” of successful relationship managementThis is not “one off” selling. It is a long-term commitment to developing profitable relationships & sustained sales over time.Summary: The Strategic Role of Relationship MarketingnDevelop a clear actionable understanding of your customers behavior, motivation and valuenHarness this understanding to develop a dialogue with customers which is:RelevantTimelyFocused on quantified and qualified opportunitiesnTest alternative communication strategies, evaluate results, achieve continuous improvement and measure the return on your investment over timenThereby, build profitable relationships with your customersKodaks Future Vision for Relationship MarketingnCreate knowledge of all professional photographers and labs regarding their current value, potential value, loyalty, and promotional responsiveness.nAccess the data quickly for marketing purposes.nInvest more time and resources in high value customers.nEstablish best practice for industry relationship marketing. nAddress each customer in the medium which is most effective with them, be it direct sales, direct mail, teleservices, internet, etc.Kodaks Future Vision for Relationship MarketingnCreate a learning environment that tracks marketing activity and allows for continual improvement testing.nUltimately, we wish to help develop a marketing landscape monitor that every member of the brand team and Kodak can utilize to make informed decisionsCustomer OwnershipOgilvyOnes Approach -Customer OwnershipCustomerCustomerOwnershipOwnershipCustomer has morevalue to KodakKodak has morevalueto CustomerMission : Growing our clients customer equity in volume, value, and goodwillOgilvyOnes Approach -Customer OwnershipnOgilvyOne has established a disciplined approach for assisting organizations in understanding the economics of existing consumer relationships within the context of their category spend. nThis approach, that we call Customer Ownership, begins with a QuickScan, which is a combination of internal interviews and data analysis. The QuickScan phase is a period of discovery that enables research-driven strategy development.OwnershipOwnershipPlanningPlanningCommunicationsCommunicationsModelModelDeliveryDeliveryLearningLearningReadinessReadinessState State Gap Gap ClosingClosingStrategyStrategyVehicleVehicleCreationCreationMarketingMarketingInfrastructureInfrastructureCustomer Customer Value Value CreationCreationOgilvyOnes Approach:Customer OwnershipQuickScanQuickScanCustomer Ownership - Fill the GapsProspectProspectMarketMarketCustomerCustomerCross-SellCross-SellRetentionGapSalesGapAcquisitionGapSuspectSuspectBest Practices BenchmarksMarketing Development CurveSales &Sales &ResponseResponseCustomerCustomerProfitabilityProfitabilityValueValueOptimizationOptimizationStage 1Stage 1Product FocusedProduct FocusedStage 2Stage 2Customer FocusedCustomer FocusedStage 3Stage 3Relationship FocusedRelationship FocusedWhere is Kodak Professional on this curve?WalmartAmerican ExpressFederal ExpressBMG Music ClubLL BeanJ.CrewProctor & GambleColgateMarketingMarketingAnalyticsAnalyticsDatabaseDatabaseOrganizationOrganizationToolsetToolsetProductProductMMA AOOT TD DCustomerCustomerMMA AOOT TD DRelationshipRelationshipMMA AOOT TD DConsolidated view Consolidated view of transactionsof transactionsCustomer view, Customer view, contact & responsecontact & responsehistoryhistoryEntire relationshipEntire relationshipacross all points ofacross all points ofcontactcontactStage 1Stage 1Product FocusedProduct FocusedStage 2Stage 2Customer FocusedCustomer FocusedStage 3Stage 3Relationship FocusedRelationship FocusedDatabaseDatabaseQuery and reporting Query and reporting tooltoolData mining and Data mining and campaign mgmtcampaign mgmtIntegration & auto-Integration & auto-mation for high data mation for high data volumes & complex volumes & complex analysesanalysesToolsetToolsetReportingReportingIdentification, Identification, Segmentation, Segmentation, Prediction & Prediction & CampaignCampaignValue OptimizationValue OptimizationAnalyticsAnalyticsProducts and Products and EventsEventsCustomer LifestageCustomer LifestageBehavior DrivenBehavior DrivenMarketingMarketingSmall group of Small group of champions with champions with unilateral skillunilateral skillCross-department Cross-department synergy with DBM synergy with DBM understandingunderstandingCustomer-centric Customer-centric Business ModelBusiness ModelOrganizationOrganizationCore CompetenciesBest Practices Benchmarks: 8 Key Findings1.Relationship Marketing = Relationship Management2. A uniform view of ingredients for success in RM Program:Culture and management support;Resource allocation both personnel & financial;Message management;Program structureInternet3. RM exemplars are those companies with transactional interaction with customers. These firms have moved beyond just communication and are transacting with their customers through relationship marketing.Best Practices Benchmarks:8 Key Findings4.All firms report significant ROI or share of wallet gains over time, far in excess of what would have been realized without the adoption of RM5. A robust marketing database serving sometimes hundreds of end-users, is of primary importance to their RM successes6. Mature RM practitioners have moved beyond communicating “products in search of people” and are anticipating and facilitating “people in search of products”Best Practices Benchmarks:8 Key Findings7.Customer participation in “opting-into” their RM program, and letting the customer direct the marketing efforts sent to them. The key to connecting is through the cultivation of enabled and empowered customers.8. Internet. Most companies are unsure the exact role the Internet will play but agree:It is about transacting Vs. publishingIt is about encouraging customers to interact with the companyRequirements for Implementing RMnEstablished marketing visionnQuantifiable goalsnSenior management commitmentnCentralized database management that records all activitynStakeholder participationnDefined Roles and ResponsibilitiesSome kind of internal group or “force” that makes the rules:They may also “own” the customer and/or “own” the processGatekeeper implements/ensures compliancenProcess for creating contact strategy (who gets what when)Occurs regularlyRequirements for Implementing RMThe QuickScan ResultsAssignment GoalsnWe proposed using Customer Ownership, OgilvyOnes proprietary strategic approach, to determine the opportunity to increase Kodaks customer equity and return on direct marketing investment with Professional Photographers and their Labs. nThe first phase of this process included the QuickScan analysis to examine K-Pros marketing efforts, and to identify a value based segmentation methodology that could be used to devise customer management and messaging strategiesKey Project ContactsAl PolitiRetail Portrait Segment ManagerKodak Professional DivisionDavid LewisBusiness ResearchProfessional ImagingDavid BaroneDatabase Marketing Manager - Inside SalesKodak Professional DivisionKevin RupertDirector, WW Marketing Planning, Brand ManagementInformation SourcesnFive relevant database sources of professional photographer and/or lab informationCIWPro-RewardsPromise of ExcellenceVASRFinancial databasesnA number of market research sources of informationNielsen panel dataA variety of project focussed surveysBrand equity studiesA recent Portra brand tracking studyInformation about PhotographersKey FindingsnSmall base of professional photographers (40,000)nKodak has a high market sharenSmall percentage of photographers generate much of the revenue (judgmental observation)nSuccessful photographers go to larger labs (judgmental observation)nA comprehensive database of photographers already existsnA loyalty program Pro-Rewards is already in placeImplicationsnSmall base ideal for Relationship Marketing nEasier to start building and maintaining loyaltynSupports argument for differential treatmentnEasier to target high value photographers through lab databasesnValuable starting point for identifying high value customersnSolid foundation from which to evolve a successful relationship marketing programInformation about LabsKey FindingsnSmall base of labs (about 1100) nKodak has a high market sharenLabs believe that Kodak is in a superior position to help realize growth objectives (judgmental observation)nSmall percentage of labs generate much of the revenuenA comprehensive database of labs already existsImplicationsnSmall base ideal for Relationship marketingnEasier to start building and maintaining loyaltynRelationship Marketing is easier for the market leadernThis is critical for Relationship Marketing to be successfulnValuable starting point for identifying high value customersResearch LimitationsLimitationsnNo segmentation initiated, and therefore no focus on high value segmentsnNo information about efficacy of existing programs: little or no data mining performednLack of co-ordination between individual research studies (Nielsen, brand tracking etc)nNo data on drivers of behavioral or emotional loyalty for Kodak and competitionImplicationsnPossible wastage of marketing dollars on low value customersnPaucity of learnings may make existing programs inefficientnLittle strategically leveragable information availablenMakes it difficult to design targeted marketing programsDatabase LimitationsLimitationsnNot easily queryable”nUpdated at irregular intervalsnSales/value information is not available for all records; only available for top customersnOverwrite existing information with updatenPromotional history/campaign management feature not availableImplicationsnNot practical as an effective marketing databasenMakes planning and analysis less reliablenImplementation of a one-to-one relationship marketing program becomes difficultnHistorical trend analysis is not possiblenEssential for measuring efficacy and ROI of relationship marketing programsDifferential Marketing AnalysisnDifferential marketing segments consumers on the basis of the amount of profit they are capable of deliveringnNielsen data was used in the analysisA panel of 1,413 professional photographers were used for analysis Each of photographer was placed into one of 9 segments according to:Overall film usagePercentage of Kodak brand film usedDifferential Marketing Analysis# of Photographers# of RollsHighHigh(Top 20%)(Top 20%)3,2403,240242,801242,801LowLow(50% SOR)3,3603,360175,396175,396MediumMedium(50-99% SOR)2,5602,560201,396201,396HighHigh(100% SOR)MediumMedium(Middle 30%)(Middle 30%)5,3205,320181,779181,7792,8402,84093,35393,3534,1204,120138,125138,125LowLow(Bottom 50%)(Bottom 50%)6,4406,44085,04685,0464,2804,28059,83959,8398,8408,84098,48898,488V A L U EL O Y A L T YDifferential Marketing Analysis% of Photographers% of RollsHighHigh(Top 20%)(Top 20%)8.1%8.1%19.0%19.0%LowLow(50% SOR)5.9%5.9%13.7%13.7%MediumMedium(50-99% SOR)6.4%6.4%15.8%15.8%HighHigh(100% SOR)MediumMedium(Middle 30%)(Middle 30%)13.2%13.2%14.2%14.2%7.1%7.1%7.3%7.3%10.2%10.2%10.8%10.8%LowLow(Bottom 50%)(Bottom 50%)16.2%16.2%6.7%6.7%10.7%10.7%4.7%4.7%22.2%22.2%7.7%7.7%V A L U EL O Y A L T Yn20% of High Value Photographers account for 50% of usageV A L U EL O Y A L T YDifferential Marketing AnalysisnA total of 36.2MM rolls are purchased annually by these 40,000 photographersLowLowHighHigh3,2403,2406.846.842,1112,111LowLow2,3602,3604.994.992,1132,113MediumMedium2,5602,5605.735.732,2382,238HighHighMediumMedium5,3205,3205.145.149679672,8402,8402.652.659349344,1204,1203.923.929539536,4406,4402.402.403733734,2804,2801.681.683943948,8408,8402.792.79316316# Photographers# PhotographersRolls per Year (MM)Rolls per Year (MM)Avg. Rolls/Yr per Photog.Avg. Rolls/Yr per Photog.Differential Marketing AnalysisnA 15% cell switch will move 2,000 photographers nResulting in: - 915K more Kodak rolls bought per year; $2.3 million in incremental revenues (assumes $2.50 per roll of film)V A L U EL O Y A L T YLowLowHighHigh3,2403,2406.846.842,1112,111LowLow2,3602,3604.994.992,1132,113MediumMedium2,5602,5605.735.732,2382,238HighHighMediumMedium5,3205,3205.145.149679672,8402,8402.652.659349344,1204,1203.923.929539536,4406,4402.402.403733734,2804,2801.681.683943948,8408,8402.792.79316316# Photographers# PhotographersRolls per Year (MM)Rolls per Year (MM)Avg. Rolls/Yr per Photog.Avg. Rolls/Yr per Photog.15%15%15%15%15%15%15%15%QuickScan - Outcome ScenariosQuickScan for ReadinessInformationInfrastructureReady!GapsCompleteDistributedIntegratedKey Data captureReview ProcessesKey ConclusionsnKodak should progress with the relationship marketing effortnKodak must realign and enhance systems, strategies and resources to take on this tasknThere is a need to go on to the next step of Customer Ownership PlanningnIs Kodak committed to take on this challenge?Next Steps: OptionsnOption IComplete data gathering & analysis for QuickScan assignment working closely with key players to locate necessary datanOption IIFinish QuickScanMove on to Phase II of Customer Ownership PlanningnOption IIIUndertake in-depth benchmarking engagement focusing on key areas of competency to achieve world class status in database marketingDeliverables: Strategic Blueprint and Strategic RecommendationsBest Practices scorecardNext Steps: OptionsnOption IVMaintain current marketing strategy with Professional photographersAppendicesConsulting TeamCharles DOyly, Group Account DirectorCharles is Group Account Director for Digital Brands at OgilvyOne. He has business responsibility for GTE, Kodak.com, Ameritrade, Petersons Publishing, Ford Credit, AIG, Kimberley Clark & eChores.Prior to joining OgilvyOne, Charles was Director of Interactive Research at Yankelovich Partners where he was responsible for publishing studies on the behaviors and attitudes of the online consumer to help Fortune 500 marketers develop online business strategies. Charles has been a regular speaker at marketing conferences in the US and Europe (Advertising Research Foundation, Newspaper Association of America, Giga).Charles came to the US in 1994 when hired by Wand Partners, an investment company specializing in information industry investments (Yankelovich Partners was one such investment). At Wand he was involved in evaluating the sales and marketing capabilities of new investments, as well as being a key member of Wands management consulting practice. Charles started his marketing career with Unilever in the UK, working across a range of Personal Healthcare brands.Charles has an MA in Economics from Edinburgh University and a diploma in Accounting & Finance. He is married, lives in New York, and is interested in all sports that involving hitting small balls.Consulting TeamPaula Fedoris, Director of Analytical ServicesMs. Fedoris is a recent addition to the OgilvyOne team and brings 13 years Ms. Fedoris is a recent addition to the OgilvyOne team and brings 13 years experience in database marketing with a specialization in data mining and experience in database marketing with a specialization in data mining and analysis. Ms. Fedoris will be spearheading the expansion of OgilvyOnes Analytic analysis. Ms. Fedoris will be spearheading the expansion of OgilvyOnes Analytic Services capabilities. The primary mission of Analytic Services is to assist our Services capabilities. The primary mission of Analytic Services is to assist our clients in managing their customers and maximizing their value by developing clients in managing their customers and maximizing their value by developing information which can be used to make better marketing decisions. Specifically, information which can be used to make better marketing decisions. Specifically, her responsibilities include overseeing the development and completion of her responsibilities include overseeing the development and completion of targeted marketing solutions for OgilvyOnes clients. These solutions encompass targeted marketing solutions for OgilvyOnes clients. These solutions encompass strategic marketing consulting, research, analysis/data-mining and predictive strategic marketing consulting, research, analysis/data-mining and predictive modeling.modeling.Ms. Fedoris has experience in employing marketing databases and advanced Ms. Fedoris has experience in employing marketing databases and advanced analytic techniques in both consumer and business-to-business marketing analytic techniques in both consumer and business-to-business marketing environments. Ms. Fedoris has worked in a diverse range of industries including: environments. Ms. Fedoris has worked in a diverse range of industries including: financial services, transportation, information services, insurance and consulting. financial services, transportation, information services, insurance and consulting. Prior to joining OgilvyOne, she worked at Epsilon (a subsidiary of American Prior to joining OgilvyOne, she worked at Epsilon (a subsidiary of American Express), Chase Manhattan, American International Group and CSX Corporation.Express), Chase Manhattan, American International Group and CSX Corporation.Ms. Fedoris received her B.S. from the Wharton School at the University of Ms. Fedoris received her B.S. from the Wharton School at the University of Pennsylvania with concentrations in finance and international business.Pennsylvania with concentrations in finance and international business.Consulting TeamAjit Kaicker, Analytic ConsultantSince joining the Analytic Services Group at OgilvyOne this year, Ajit has Since joining the Analytic Services Group at OgilvyOne this year, Ajit has worked with a number of clients including Jaguar Cars, Five Brothers/Lipton, worked with a number of clients including Jaguar Cars, Five Brothers/Lipton, Alamo Car Rental, Ford, and Kodak. Project assignments included an Alamo Car Rental, Ford, and Kodak. Project assignments included an implementation of Ogilvys proprietary QuickScan process, modeling, data-implementation of Ogilvys proprietary QuickScan process, modeling, data-mining, as well as a number of back-end campaign analyses.mining, as well as a number of back-end campaign analyses.Before joining OgilvyOne, Ajit was a Senior Associate at Bright Sun Consulting Before joining OgilvyOne, Ajit was a Senior Associate at Bright Sun Consulting in New York where he led the market sciences team for Exxon Corporation. He in New York where he led the market sciences team for Exxon Corporation. He was also a senior member of the strategy development team on both the Exxon was also a senior member of the strategy development team on both the Exxon USA and the Samsung Global assignments. Ajit also has substantial research USA and the Samsung Global assignments. Ajit also has substantial research and analytic experience with other clients such as Pepsi, UNICEF, GM, and and analytic experience with other clients such as Pepsi, UNICEF, GM, and Honda from previous positions. Honda from previous positions. Ajit has a MBA and a PhD in Marketing/Statistics from the University of South Ajit has a MBA and a PhD in Marketing/Statistics from the University of South Carolina, and lives in New Jersey with his wife and (19 month old) daughter.Carolina, and lives in New Jersey with his wife and (19 month old) daughter.Trends and ContextnSociety Empowerment of the IndividualEnhanced ExpectationsCommunications & Technology AdvancementsFragmentation & ChangeNationalization & GlobalizationnBusiness Total Quality/Green pressuresService and Customer focusGlobal markets/Niche focusProcess managementThe Role of The DatabasenData Collection Uniform, accurate, relevant and validated datanData ManagementData organization, structure and manipulation to support users needs and applications Data AnalysisTurning data into information - decision supportAppropriate segmentation and classification (value, loyalty, lifestage, lifestyle, repertoire, etc.)Understanding the customer, ie answering “who, where, what , when, and how many” types of questionsThe Role of The DatabasenData UtilizationManaging the “mechanics” of Direct MarketingSampling, sorting, selections, counts and output formatsnEvaluationWhich offers work best for which target audiences?How do we best connect w/ customers/prospects?What data is statistically related to response, trial, purchase, repeatRefinementHi-TechHi-TechMMA AOOT TD DHi-AnalyticHi-AnalyticMMA AOOT TD DHi-MarketingHi-MarketingMMA AOOT TD Dn nCustomer view of Customer view of transactions not usually transactions not usually availableavailableHi-Marketing ProfileHi-Marketing Profilen nDatabase presentDatabase presentHi-Analytic ProfileHi-Analytic Profilen nSophisticated database Sophisticated database and/or toolsand/or toolsHi-Tech ProfileHi-Tech Profilen nConsumer insights are Consumer insights are based on general market based on general market research and averagesresearch and averagesn nCustomers may be grouped Customers may be grouped based on value at one point based on value at one point in timein timen nModels, targeting, but Models, targeting, but results are not used to results are not used to improve mktg activitiesimprove mktg activitiesn nNo/few customer analysesNo/few customer analysesn nInvestments center on Investments center on developing communi-cations developing communi-cations against broad audiencesagainst broad audiencesn nMarketing tends to be event Marketing tends to be event orientedorientedn nNo marketing to value-No marketing to value-based customer segmentsbased customer segmentsBest Practices Benchmarks: Volkswagen USA nCentralized database holds and tracks customer informationnStakeholder team of corporate and dealers which works collaboratively to decide contact strategy (i.e. who gets what when)nGatekeeper function implements contact strategynExperience shows: a well developed customer contact strategy worksBest Practices Benchmarks: American ExpressnCentralized Database tracks all mailingsnDifferent customer access rules tried over time Predictive Modeling, Ask the customer, Master SchedulernHigh value customers only available by managers approvalnExperience shows:Goals set by product make product managers want to communicate with everyoneBest Practices Benchmarks:Two Insurance CompaniesnSenior management support for the approachnDevelop scorecard for each customer for each product to determine customer appealnAdd the profitability of products to create priority score for each product on individual customer basisnContact strategy driven from this combination of product appeal and product profitability nFrequency of communication according to valuenCertain customers flagged for special treatmentnExperience: strong “corporate brand” and product lines make this an easy model to followBest Practices Benchmarks: A Major Telecom CompanynHigh value customers put into exclusive reward program (International Rewards Program)nAccess and message flow controlled by segment marketing teamnAll product offerings from other divisions delivered in the context of the IRP “brand” input from divisionsnExperience shows: “ownership” of customers must be assigned and supported throughout the organization