How To Regain Control Of Your Customer Data?

Sweet, sweet data! It’s not easy for brands to customize their marketing strategies when the direct path to consumer data is fraught with middlemen.

Imagine a jar filled with candy in which you would not have the right to plunge your hand? Thus goes the life of BtoBtoC brands, sold in supermarkets or other e-commerce platforms, and without direct access to their customers’ data, these “treats” to enrich the relationship with their consumers. And to gain weight … financial. “This is a key topic for brands because what they have most valuable is their relationship with customers, confirms Gautier Picquet, President, and CEO of Publicis Media France.

The value of the brand lies in its ability to use consumer data to better understand it and send them personal messages, “he adds. But in 2018, the approach is all too often a chimera for many brands intermediated, and few are those to dare to communicate on their strategies to regain control of the data of their customers. So what tactics (s) to adapt to capture this valuable information?

“Brands must reconcile different sources of data, such as purchase history, social media viewing, after-sales service information, or search, to gain omnichannel vision of the purchasing path, “explains Yannick Franc, head of the strategy in charge of retail and e-commerce activities at Equancy, an international consulting firm. “All the challenge for brands is then to enrich the proprietary data of behavioral and societal data,” continues Gautier Picquet, “but also, to de-sow and organize these connected data, via data lakes, to benefit from ‘a unique view of the customer.’ The idea: capture mixed data to act at the key moment of the relationship, with more finesse. And let the algorithms predict the future behavior of customers.

Appropriate The First Party Data

It is still necessary, therefore, to collect data first party or “owners” on all the points of contact between the brand and its customers. But how? Thus, site showcase or Club brand type – such as “Instants Plaisir” deployed by Coca-Cola and offers coupons or tasting boxes against an e-mail address and a date of birth – e-commerce site, mobile applications, check out … must be thought of as sources of collection. “The concept of direct consumer makes sense when launching the brand’s website, a pop-up store or a more sustainable store,” Yannick Franc reacts.

After a strong trend towards loyalty programs, launched in the nineties, like “To say it all” (Unilever), “Want more” (Procter & Gamble), “Danone and you” to name a few, brands are now looking to emerge through the deployment of their own online store … or their physical store. Alone, or on the basis of partnership, like the L’Oréal group, which in addition to opening its own stores – four in France, to date – has joined forces with Franprix (Casino Group) to the opening of a common concept store, “Le … drugstore Parisien”, in June 2018.

Negotiate With Distributors

Because the relationship brand-distributor is not more peaceful. “Brands have lost the knowledge of their consumers and platforms often have more information than they do, regrets the president and CEO of Publicis Media France, which works to help brands to mass their data, in real time, However, taking back the power over the data is essential to (re) build their brand territory and get out of the price war.

” If the call to consumer panels or distributors is still on the agenda to recover cash out and describe customer behavior, it is clear that this is no longer the only alternative to the provision of brands. “The brands present in supermarkets have traditionally used customer panels to try to understand their customers’ journeys,” says Yannick Franc. “Now, brands have the opportunity to retrieve information directly from their partners in exchange for their products. a financial contribution.

” A new and concomitant approach to the awareness of the distributors of the gold mine in their possession. “Distributors are increasingly aware of consumer empowerment and the need to engage and have a conversation with them,” said Pascal Vegh, director of digital Coca-Cola Europe Partners France, which considers itself as a “business partner of its reseller customers to whom the brand must share its customer knowledge to create a common value”.

Carrefour is one of the pioneers. In this way, the group has set up the “Xperiences” platform in five months, with the aim of starting a collaboration with food brands that are customers of Carrefour Media’s management board to bring new services to end consumers. Data that Carrefour also enriches customers’ interests – from Google, with whom the company has signed an exclusive partnership – and tastes – via Facebook’s data. Carrefour Media can explain if a customer has been hit by a campaign and whether they buy or not. For the Procter & Gamble group, which owns the Dash and Ariel brands, in particular, Carrefour Media has crossed geolocated data and crime rates by store … with laundry consumption. Surprise: in areas with high crime rates, the brand has seen more laundry sales “very high-end,” says Michel Bellanger.

Another player, and not the least on the data market, is 3W.relevanC, an alliance between the start-up data relevance and the management company 3W, two entities of the Casino group. It collects, analyzes and monetizes more than 30 million profiles from the 15 commercial sites – including the major provider of Cdiscount data – combined with the database of the eight physical brands of the Casino Group (Monoprix, Franprix, Leader Price, Run, in particular), 8,000 stores and 46 million monthly cash transactions. This data, plus data from 18 direct marketing partners, is monetized by brands to provide insights to their customers … or their prospects. The brand can then compare the behaviors of its marketing target with actual buyers.

” 3W.relevanC thus provides, through its RetailMedia offer data on the most selected keywords, the preferred products, the characteristics of the customers of the brand compared to all the buyers of the same category of products or, still, the competitors of his brand from the consumer point of view. Microsoft, one of the first customers of the Retail Media solution, wanted to increase sales of its range of Microsoft Surface computers. The multinational computer and micro-computer then imagined a media campaign targeting three segments of customers of the site Cdiscount: men of 25-45 years, CSP + and technophiles and intentionalists tablets. The brand saw traffic increase on 4 of the products in the range. Result: 32% of total sales achieved through the campaign, 16% more than its original goal. And a deep knowledge about the profile of customers.

Finally, brands must also consider win-win partnerships with other brands, such as “My Life in Color”, the relational program bringing together brands Mondelez, Unilever, Bel, and JDE, and led under the impetus of the agency Chemistry (Publicis). Objective displayed: build databases of millions of contacts to look good against those of distributors. But, also, maintain a direct and regular contact with their end customers, thanks, in particular, to discount coupons. The challenge is clear: to unite … or to die.

Coca-Cola Europe Partners France (CCEP), which produces, distributes and markets Coca-Cola beverages, is a typical example of an intermediated brand. Pascal Vegh, director of the company’s digital department, puts it into context: “8 out of 10 French consumers consume our products Our challenge is to make the transition from a general communication to a more personalized speech that takes into account the expectations of our customers.” To this end, CCEP is pursuing a strategy called “Connect” with its resellers, the first players in the knowledge of end consumers. “We have deployed a marketing trigger plan with each of our customers (GMS, in particular, NDLR), in order to better know our consumers, so more than 1,000 different messages have been sent to our end customers since 2017,” says Pascal.

Vegh, which notably called upon the company, Groupe Casino, and the Xperiences platform, Carrefour Média, to speed up the personalization of the messages. Distributors provide the brand with key behavioral information on the frequency of purchase and the average basket. CCEP also wants to engage its customers all year long. “We are starting to develop a direct relationship with brand consumers by collecting online and offline customer information,” says Coca-Cola Europe Partners’ Digital Director, “We have mapped all the data on all of our touchpoints. ” Among the data collected, the navigation data come from the CCEP websites – including the “Instants Plaisir” contest and reduction platform for behavioral data. Data lifestyle from media campaigns managed by Coca-Cola Compagnie France also gives indications on the interests of consumers and their commitment to the brand.

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