Vem äger kunden.. egentligen?

Den sista tiden, läs 10 åren, inom finansbranschen så har mycket kretsat kring vem som äger kunden. Distributören, plattformen, produktleverantören, valcentralen eller försäkringsbolaget ? Fler och fler kreativa lösningar har uppstått för att säkerställa att just mitt bolag skall äga kunden. För att säkerställa kundägandet så har det upprättats premiecentraler, strikta juridiska dokument och specifika filer som utelämnar personnummer och adresser mm.

Men, vem äger egentligen kunden då ?

Svaret du får beror givetvis på vem du frågar, men de flesta förhåller sig officiellt till den satta strukturen och den juridiska dokumentationen. Men, gör givetvis sitt bästa för att internt försvara att man egentligen äger kunden och gör allt för att det skall vara så.

Det intressanta är att man sällan, eller aldrig, har frågat kunden.

Efter den initiala hetsen har lagt sig där alla vill prata med kunden, dvs innan och under affären skall göras, så brukar ett relativt lugn infinna sig i kunddialogen och inte sällan så undrar kunden var alla tog vägen…

Min tro är att det är ungefär här slaget avgörs kring vem som egentligen kunden tycker att hen är kund hos.

Det företag som har förmågan och kompetensen att finnas där när kunden bäst behöver det och på det sätt som den enskilda individen vill kommunicera på vid det specifika tillfället och med ett budskap som är Relevant. “Bäst behöver” – innebär i det här fallet helt enkelt när kunden har konkreta frågor eller funderingar kopplat till den produkt eller tjänst man köpt. Alternativt när kunden går och funderar generellt på sin ekonomi utifrån förändringar som sker i privatekonomin eller i livet (barn, hus och andra mindre förändringar).

Men, då återstår den lilla utmaningen och frågorna som dyker upp:
– Hur kan jag som bolag finnas där? Vi har ju flera hundra eller tusen kunder per rådgivare / anställd vilket gör det omöjligt!

De flesta brukar i det här läget resignera och istället göra en segmenteringsmodell som i princip går ut på att man definierar de viktigaste kunderna efter hur stora de är beloppsmässigt. Därefter ser man till att ha några möten per år, bjuda in dem till event och se till att de får månadsbrevet som produceras och ett årsbesked.

Övriga kunder är lämnad till årsutskick och ta egna initiativ till kontakt och så har de givetvis en möjlighet att gå till hemsidan (vems är då frågan ?).

Inget av detta är fel, utan en historiskt pragmatisk lösning på det logistiska problemet att ha kontakt med flera tusen kunder.

Men, världen har förändrats.

Digitalisering. Detta ord som hos många framkallar emotionella reaktioner som ångest, “det är är en fluga,” “det tar vi senare” och hos några få – “vilka möjligheter!”

Den sista reaktionen är givetvis den som jag kommer att förespråka och hela anledningen till att jag själv ”bytt” bransch. I en studie genomförd av European Commission – the Strategic PolicyForum on Digital Entrepreneurship konstateras att företag som digitaliserar sig blir 10 gånger effektivare och växer 3 gånger snabbare än sina analoga konkurrenter. De blir det vi kallar 10X3X bolag.

Digitalisering av marknadsavdelningen är det som möjliggör en dialog med samtliga kunder.

Rätt genomfört så kommer man att kunna ta fram automatiserade och skräddarsydda kunddialoger i de kanaler som kunden vill bli nådd i. Det innebär att man finns där för kunden, när kunden behöver det och med ett budskap som är relevant.

Resultatet ? Med största sannolikhet innebär det att kunden anser att man är kund hos just dig. Därmed är frågan om vem som äger kunden inte längre relevant och kan förpassas till det historiska och runda arkivet.

Vän av ordning kanske nu tänker att: ”Ja, det där är ju lätt att säga. Vi har vare sig kompetens eller resurser och vet inte i vilken ände vi skulle börja. Det kommer ändå bara att sluta som ett gigantiskt IT projekt som lovar runt och levererar en tummetott.”

Idag är det dock möjligt för både små och stora bolag att genomföra en digitalisering av bolaget och marknadsavdelningen och snabbt komma på banan med att testa, utvärdera och implementera. Utan att det kostar skjortan och utan att det behöver bli ett gigantiskt IT-projekt.

Hur man gör i praktiken för att snabbt komma igång och börja prata med sina kunder ?

Ja, cliffhanger dags…

Det kommer vi nämligen att svara på i de kommande bloggarna kring hur man skall digitalisera finansbranschen.

Kan du inte vänta på nästa blogg? Hör av dig till oss !

Bilindustrins Digitala Transformering – ha ha ha ha.

Den digitala transformeringen är inte alltid så enkel.

Vi köpte nyligen en ny tysk bil. Med bilen följde en digital tjänst som såg bra ut. På deras webb fanns det 3-4 påkostade videos som beskrev massa coola funktioner; Uppkopplingar till sociala medier, läsa epost. Smarta ”remote services” som att sätta på värmaren, kolla om bilen är låst.
Sagt och gjort. Snabbt in via mobilen för att registrera mig. Omöjligt att hitta registreringen via mobilen….suck.
Byter till PC, hittar registreringen. Jag börjar fylla i formuläret. Sie brauchen die sju sista siffrorna i chassinumret…

– Va? Chassienummer, OK, Ut i bilen. Upp med handskfacket (ett underbart ord från bilens barndom för att inte tala om kofångare).

– Scheise, på registreringsbeviset finns inget som heter chassinummer. Chansar på Identifikationsnummer. I

In i huset igen. Sätter mig vid datorn igen.

-OK prövar med de sju sista siffrorna i Identifikationsnumret

– Katjing, Inne.

Jetz brauchen Sie die kontrollnummer som skickats till bilen.

-Va? Skickat numret till bilen??? Puckon…Ut igen.

Fotar kontrollnumret, In i huset igen. Registrerar kontrollnumret. Funkar inte. Loggar in igen. OK nu funkar det.

-Äntligen. Kul att se viskar jag nöjt till mig själv.

Klickar på menyn: Konfigurera tjänster. Menyn fälls ut. Konstigt nog finns det bara ett val. Mina ögon flackar över hela skärmen och i syfte att identifiera alla sköna tjänster. Men i koboltbått lyser bara två ord…Battery Guard.

– Battery Guard, No, No, No, No.

Det enda som finns är att jag kan få ett meddelande om batteriet i min nya bil börjar bli urladdat. Ridå!

Skärmavbild 2014-09-14 kl. 11.12.45

Googlar uppgivet efter svar. Hittar att om du inte köpt BMW Navigation för 22 900 kr så funkar inte remote services. Herregud.

Vilka av följande ord är det som BMWs digitala strateger inte fattar? Frihet, enkelhet, inlåsning, prenumeration, proprietär,lönsamhet.

Att köpa en ny bil är inledningsvis en av de sämsta affärer man gör. Men det är en annan historia. Det är illa nog men att betala 22 900 för en navigator i bilen. Alternativet är Tom-Tom i min Android kostar 499kr.

-Hmm tänk, tänk, tänk vilken ska jag välja?

BMW är 45ggr dyrare och SÄMRE.

I den digitala transformeringen vill vi kunder att ha friheten att logga in med våra egna ”devices”. Skärmen i bilen ska naturligtvis vara en öppen browser som ger människor möjligheten att koppla upp valfria applikationer. BMW kan ju med fördel erbjuda en katalog av digitala tjänster som jag naturligtvis är superintresserad av att prenumerera på. Naturligtvis utan bindningstid.

– BMW Navigation 79kr månaden, anyone?, You bet.

– TV via nätet. Coolt. (kanske inte när man kör)

– Skype, Spotify,

– Livechat, mfl mfl

Jag trodde, enfaldig som jag är, att ovanstående exempel var från en svunnen tid. Tyvärr inte.
Istället för att lägga ned alla miljarder på att utveckla proprietära gränssnitt och hårdvara vore det en välsignelse om de anställde lite modernare digitala strateger som väljer att börja med en bra kundupplevelse. Det skapar nöjdare kunder och jag slår vad om att intäkterna från prenumerationer skulle överträffa intäkterna från idiotiskt överprisade tjänster med en fantasiljon Euro rakt in i kassavalvet i München.

Welcome to the Agency of the Future. Question 12 of 100: Brand Equity or Customer Equity?

Once a year, Interbrand publishes a list showing the value of the world’s leading brands. This year it turned out that Europe’s most valuable retail brands are Swedish, H&M and IKEA. They are worth USD 18 168 million and USD 13 818 million, respectively. My question to you as brand manager is, therefore: What is your brand worth?


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In all probability you have no real idea. It is probably even less likely that you know whether you have increased or reduced the value of your brand. You almost certainly know whether brand awareness has gone up or down, perhaps along with a few other indicators. In our Agency of the Future survey, 92 percent of CMOs answered a resounding YES, to the question: Will brands continue to be one of a company’s most important assets?

Now you think I am going to question our most sacred of cows, the brand, don’t you? Well, yes, you’re right, I am; just a little.

Is H&M’s brand worth 119 billion?
The stock exchange values H&M at roughly SEK 450 billion. In other words, H&M’s brand accounts for approximately one quarter of the company’s total value. Does that make sense? You tell me.

Obviously brands do have value. Your brand is without a doubt an important intangible asset. But, what if that value lies not in your brand, but in your customers? I meet a lot of consumers in the course of my strategic work. I recently took part in a consumer discussion for a client, where the consumers completely trashed the company’s brand, yet loved the customer service and gave the company a score of 4 out of 5!  For a brand they really disliked. How does that work? Well, maybe it works because customer experience carries more and more weight in the digital world.

The difference between Customer Equity and Brand Equity is that the former is forward-looking and useful; both strategically and tactically.
In order to look deeper into this problem, I have devoted the last eight weeks to attending a course at the Wharton School of the University of Pennsylvania (hence my absence from the blog, sorry). The course was about how to calculate the strategic value of customers. It was an eye-opener. To see and learn in detail how to rank companies based on the value of each individual customer has made me believe in a new and better way of measuring the impact of the new marketing.

  • CLV – Customer Equity – Firm Valuation
  • CLV Customer Lifetime Value — is the present value of future cash flows from customers.
  • Customer Equity — is the total value of all of a company’s customers’ CLVs and a substantial part of the company’s value.


CLV is not new but  “heterogeneity” is.
What we have learnt over the years is that CLV as an average value is fairly inaccurate and therefore meaningless. If, however, we divide our customer base into relevant segments, calculate the CLV of each segment’s customer group, and then add the resulting values together, we obtain a pretty clear picture of total customer equity.

Imagine if the Agency of the Future can concentrate on charging for increasing CLV. Wouldn’t this mean that lots of bits begin to fall into place?

In marketing, it is extremely difficult to find indicators that is forward-looking. CLV and Customer Equity transforms our whole approach to evaluating and monitoring marketing activities. CLV is useful and practical on a daily basis. The questions you need to consider are: how many customers do we have; how much are they worth (CLV), and; how long do they stay? With a correctly calculated CLV, you, the CMO, will have a clear model that will help you allocate your budget in order to find new customers or retain existing ones.

Imagine if every CMO could report: a 10% increase in customers, CLV +10% and Churn -2%; resulting in Customer Equity up by 22%. This would affect the company’s share value, install the CMO on the board of directors … and, dramatically increase profitability at the Agency of the Future.

Welcome to the Agency of the Future. Question 10 of 100:”Have you created value on your way to the hills?”

Question 10 of 100: Have you created value on your way to the hills?

If you are Swedish, there’s a good chance that as I write you are sitting in your car heading for the hills and your annual winter sports break. If so, consider this. Could it be that your car is worth a little bit more this week, when you and your family squeeze in all your skis, ski boots and dreams of a happy week of sun and snow? According to modern marketing theory it is, because value-in-use means value is created by using the car. It stirs theBANNER_theagencyofthefuture_svmarketing pot.

In our Agency of the Future survey we have tried to understand how CMOs see the future. One aspect I find particularly fascinating is how they think brands will be created in the future.

It seems that just about everyone is convinced that brands will continue to be one of a company’s most important assets. By contrast, there is very little consensus concerning exactly how these brands will be created.

78 percent believe that future brands will be built by co-creation.

One of the concepts we wanted to look more closely at is co-creation. There is no universally accepted definition of co-creation and the border between co-creation and its rival concept, open innovation, is hazy. Despite this lack of clarity, 78 percent of CMOs agree completely or to a great extent that future brands will be “co-created” with their customers. What does this mean?

I am lucky enough to have the fascinating job of developing customer-based business strategies for large corporations. We  use co-creation as the business development process where we invite and involve substantial numbers of people. Anything from thousands of customers and employees who come up with their own ideas, then vote and comment on each other’s, to external experts that have the ability to digitize and create new services and customer experiences.
Gone is the old model where innovation was only for the few.

But co-creation is so much more than creating new ideas. We are moving from a product-oriented world to a service-dominated one, where the focus is on intangible resources, co-creation and relationships. Co-creation is also about creating mutual value and customers being co-producers in the creation of value, as in the example of the trip to the hills.
Gone is the old product-centric model.

How will co-creation affect the agency of the future? If you ask me: A great deal.

I don’t want to get bogged down in communication models, but we all surely agree that the communication model of the future has to be interactive. Today the sender/message/receiver model tends largely to be bi-directional, thanks to the hyperconnected customer. Maybe it has always been like that?

That’s why modern marketing campaigns usually have an element of co-creation in them. In its simplest form, co-creation could be a customer interact with a company by sharing a video on YouTube or by writing a review. A more advanced form could be where a company works alongside its customers to create a new customer experience, such as a new personalized, digital service. Think Nike Fuelband and Nike+.

Perhaps co-creation is the communication model of the future. The boundaries between product/service/advertisement are disappearing and surely the old adage that doing is better than saying still applies. And doing things with your customers is maybe the most effective communication of all.
Gone is the traditional agency. The only question is when?

Have a great winter sports break.

Welcome to the Agency of the Future. Question 3 of 100:”Are a lack of time and the desire to live a less complicated life the decisive drivers of the customer of the future?”

Question 3 of 100: Are a lack of time and the desire to live a less complicated life the decisive drivers of the customer of the future?

Although our Agency of the Future survey is not a consumer study, we have asked CMO’s  a number of questions about what they think will drive the consumers of the future.BANNER_theagencyofthefuture_sv

We previously reported that 80 percent of these managers consider their clients to be their most important advertising channel. So what will drive their future consumers? When we look at value surveys like Sweden Study*, we are told that our fundamental values will change very little. But if we look at society as a whole, almost everything is going to change, and significantly.

A few years ago we put together a focus group of Swedish consumers and discussed customer loyalty schemes. You know, the old style comprising a card, points collection and a tiny financial bonus. When we asked about the reward, the group was completely unanimous in dismissing the importance of the paltry reward outright.

So we asked: “Why have you still got that worthless little card in your wallet then? Why haven’t you thrown it away?”

The answer that slowly emerged, after much careful questioning, was:

“It makes life easier!”

They said that this ridiculous little card simplified their lives. Despite the fact that the reward was humiliatingly small, the card was the symbol of a whole way of shopping that saved time! You got simplified payment, easy tracking of your collated invoices, and no less important, you knew your way around the store and didn’t have to go looking for all your different purchases.

In our survey, 72 percent agreed strongly or very strongly that lack of time and a desire for a more simple life will be the key drivers of tomorrow’s customers.

But so much of the technology we use today is so complicated. Has anyone worked out a truly simple way to use their mobile in the car yet? No, not if we’re honest. Or a foolproof way to remember all your dozens of passwords? Didn’t think so. Get voice control to actually work? Hah, be honest.

If the marketing managers are right, technological development is going to focus on the customer’s desire for a life less complicated. It doesn’t take too much imagination to predict that the mobile phone of the future will become your smart and totally-customized personal assistant. It will know what brands you like, what you’re interested in and it will record your behavior. The more you use it, the more it will learn about you. In the future, I will definitely be able to answer open questions, like: “Where can a buy a nice new shirt?”

Your future mobile will then consult different databases that know what you like and don’t like, be aware of when exactly you are going to need it and then show you five great-looking shirts that fit perfectly — because it will have calculated in your Christmas excesses!

Delivery and payment are done. No queues, no changing rooms and hassle-free payment.

To offer simplicity in a complex world may well be seen as the new luxury. Luxury in the future might no longer be opulence. Fewer features; fewer benefits. Instead, luxury will be about not having to waste time wading through an array of options.

Maybe this is not a vision of the future?

Maybe simplicity already is the new luxury?

Question 4 of 100: Will customers have access to information about a company’s products and services in real time, regardless of channel?

We can talk about that next time.

Welcome to the Agency of the Future. Question 2 of 100:”What attitudes and values do you take with you to work?”

Question 2 of 100: What attitudes and values do you take with you to work?

Nowadays, the overwhelming majority of business managers place great emphasis on their customers and on customer strategies. However what is more difficult is ensuring customer focus receives equal emphasis throughout an organization. If you look at the results of the latest values in the workplace ranking, customer satisfaction sits in place 55. I know, astounding!BANNER_theagencyofthefuture_sv

Sweden Study (Sverigestudien*) is an annual study of Swedes’ values and attitudes in the workplace. Our personal values don’t differ as much as we might imagine, but when it comes to our workplace values, they tend to be a touch more dynamic. And our findings are unfortunately somewhat bleak. Cost-cutting is the value that most strongly reflects modern culture in our workplaces. But attitudes like confusion, bureaucracy and short-sightedness can be found pretty high up on the list.

But what stands out most of all, is: Where is the customer?

Customer satisfaction comes 55th on our list of priority values in the workplace. When you ask about desired values, or attitudes, customer satisfaction comes in 47th place! Pure comedy!

Comparing our values internationally is to rub salt in the wound. On top of the fact that a number of countries place customer satisfaction first, our neighbours in Finland put it second. Sheer tragedy. (See table below.)

Table 8: Customer satisfaction ranking; an international comparison

Country Existing culture Desired culture
Sweden 55 47
Australia 1 3
Canada 1 2
Denmark 9 10
France 7 9
Finland 2 2
UK/North West 1 1
USA 1 3
Iceland 13 2

 

It does make one wonder just what exactly are the values and attitudes of Sweden’s advertising agencies. Do you have customer focus when you go to work?

Our industry seems to contain two contrasting views of customer focus. On the one hand, a great many agencies provide their clients with an incredibly high level of service and deliver campaigns involving timeframes and conditions that are almost impossible to achieve – which is great. But at the same time, it is not uncommon to hear agency staff talking about their clients in a superior and even condescending fashion. My client’s too scared; our client doesn’t understand. Perhaps this attitude is most apparent when agency staff don’t make enough effort — or simply can’t be bothered — to understand a client’s customers or business model.

The distribution of creativity is changing the advertising industry’s customer focus. In terms of changes in the advertising industry, the distribution of creativity is one of the things that is changing most. We are entering a new creative era where the successful brands of tomorrow are created by a combination of customers’ own experiences and their countless conversations both with other customers and with the brand; online and off.

82 percent state that the customer is the company’s most important marketing channel. In our Agency of the Future* survey 82 percent of respondents agreed, either strongly or to a large degree, with the statement: “The customer is our company’s most important marketing channel.” This changes a lot. Not only how we view creativity, but it also means that everyone at an agency has to understand their clients’ customers. Now customer focus is not merely desirable, it is absolutely critical.

If we become better at recognizing the values we take with us to our work, maybe we can begin to better understand just which values we need to change in order to create the agency of the future.

Which values did you take to with you to work today? Which will you take with you tomorrow?

Question 3 of 100: Are a lack of time and the desire to live a less complicated life the decisive drivers of the customers of the future?

We’ll talk about that next time.

100 Questions for the Agency of the Future

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 At a time when we have the power to change just about everything in marketing, there is a marked lack of vision and direction. The time has come to start preparing to put that man on the moon …

My name is Christer Soelberg and I feel honored and excited that Resumé (largest newspaper – Marketing & Media in Scandinavia)  have asked me to write a blog on the agency of the future. But I must make it clear straightaway that I do not consider myself to be some sort of soothsayer or visionary and I will not be using this blog to promote my own ideas or opinions. Rather, I aim to channel the collective energy and knowledge of advertising Sweden.

So this blog will concern the 100 questions we need to ask in order to create the agency of the future. Or, to be more precise, the 100 questions we have already asked. During the autumn of 2013, we asked Sweden’s 2000 leading marketing managers a range of questions about how they saw the future. However, this survey was merely the starting point of a Co-Creation project in which we will discuss and develop ideas concerning the agency of the future; in cooperation with Sweden’s marketing managers and agencies, throughout 2014.

We will be conducting surveys, holding workshops and creating idea communities. I hope this blog will be an open and honest attempt to describe the project as we go along and to share its findings. Over the course of the year, the editorial team will dedicate further investigation and analysis to several of the issues arising.

So I plan to ask questions, listen carefully to responses and make use of the wealth of knowledge and ideas emanating from marketing managers, creative, researchers and, most of all, Sweden’s consumers. Which questions should we ask? Well, here are a few obvious

question areas:

• How should the agency understand and deal with new technology in a way that achieves business results?

• How do we build tomorrow’s brand when consumers are turning their backs on advertising?

• How do we adapt to the new consumer decision journey?

• How do we create insights from a sea of data and advanced analytical tools?

• How do we get your customers to talk about your products and services?

• How will the agency of the future be organized?

• How do we objectively measure the business benefits of this new marketing?

• What type of creativity is needed by the marketing departments of the future?

• Will social media and the mobile phone be the primary communication channels?

• How do we need to change the education and training of tomorrow’s agency

professionals?

I believe advertising is of the utmost importance. At its best, it is powerful, intelligent and engages competitive intelligence. In its worst form, it dumbs down, is boring, unprofitable and decimates people’s free time. My Christmas season’s overconsumption of old and new media has unfortunately left me with an overdose of the latter. But we can change that. Bill Gates apparently said: “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten.” Well, one thing is absolutely certain: the agency of the future needs to be incredibly flexible. Right, let’s get started.

Question 1 of 100: Do today’s advertising agencies successfully adapt their offerings to the digital age?

We will talk about that next time.

HOW TO TAKE APART THE GORDIAN KNOT

Welcome to the blog about The Agency of The Future.

According to the legend, there were in the city of Gordion’s temple a knot sitting on an oxcart and was so complicated that no one was able to solve it. Anyone who managed to untie the knot would become the master of Asia. Alexander the Great was enticed to try but failed. He became so angry that he drew his sword and cut the knot in half and realized at that moment that the problem was solved.

Buying ads,  that sells more products, makes a bigger profit with which you can buy more ads. Those were the days…What marketing needs is a different way of thinking and the energy to turn the game around. Our mission is to create the agency of the future, today.

We work in the  age of the customer. The customer is in power. The social web gives the customer access to perfect information about you and your company. Marketing is shifting from a traditional campaign-centric view of the world to one of continuous customer engagement. The new marketing model is about co-creation, service-dominant logic, ROI-driven, trust, likeability, and tangible results that you can take to the bank. We, the marketers have had no problems if traditional marketing was profitable and created growth. But the reality is different. Who would have ever dreamed that supremacy of network television would ever be challenged? All printed media are fighting for their survival, social media does not deliver and most large brands ignore the potential in their own channels. Everybody can do this analysis. The interesting part is what do to do.

We know that we don´t have  the answers but we do have a curiosity and a relentless strive to co-create a new marketing practice with our customers, your customers and our competitors.
According to legend, there were in the city of Gordion’s temple a knot sitting on an oxcart and was so complicated that no one was able to solve it. Anyone who managed to untie the knot would become the master of Asia. Alexander the Great was enticed to try but failed. He became so angry that he drew his sword and cut  the knot in half and realized at that moment that the problem was solved.

Welcome, Christer Soelberg, CEO