So­cial me­dia gives Café Cof­fee Day the abil­ity to co-cre­ate prod­ucts with cus­tomers

Café Cof­fee Day or CCD as it is pop­u­larly known uses so­cial me­dia to en­gage cus­tomers, get feed­back and co-cre­ate new of­fer­ings. We caught up with K Ra­makr­ish­nan, Pres­i­dent - Mar­ket­ing, Café Cof­fee Day, who shares why CCD has be­come a bench­mark in the em

InformationWeek - - Contents - BY SRIKANTH RP tweet @srikrp Srikanth RP Srikanth.rp@ubm.com

K RA­MAKR­ISH­NAN Pres­i­dent - Mar­ket­ing, Café Cof­fee Day

Can you give us a brief over­view of your so­cial me­dia strat­egy? We see so­cial me­dia as a per­fect chan­nel for cus­tomer en­gage­ments, pro­mo­tions and an­nounce­ments. So­cial me­dia is a great on­line repli­ca­tion of what hap­pens in our Café Cof­fee Day out­lets. Peo­ple have con­ver­sa­tions in our cafés around our brand, and the same is wit­nessed on so­cial me­dia plat­forms too. Sim­i­lar to the phys­i­cal world, we lis­ten to con­ver­sa­tions, but we do not in­ter­fere.

Our ob­jec­tive for so­cial me­dia is multi-fold. We want to use so­cial me­dia to ob­serve com­mu­ni­ca­tion from the peo­ple who fol­low us. Se­condly, we use so­cial me­dia as a mega­phone for our cus­tomers to scream at us. For a brand of our size, it be­comes a lit­tle dif­fi­cult to mon­i­tor is­sues at ev­ery out­let.

When peo­ple high­light prob­lems, it gives us an op­por­tu­nity to ad­dress them quickly. The third is the abil­ity to co-cre­ate prod­ucts or of­fer­ings with our cus­tomers. We also use so­cial me­dia to un­der­stand the strate­gic di­rec­tion our busi­ness is tak­ing. How does CCD en­gage with its cus­tomers us­ing so­cial me­dia?

So­cial me­dia is a great on­line repli­ca­tion of what hap­pens in our out­lets. Peo­ple have con­ver­sa­tions in our cafés around our brand, and the same is wit­nessed on so­cial me­dia plat­forms too”

K Ra­makr­ish­nan

Pres­i­dent - Mar­ket­ing, Café Cof­fee Day

So­cial me­dia al­lows us to be closer to the end cus­tomer. On so­cial me­dia, we are con­stantly ask­ing our cus­tomers what would they like to see be­ing served? What would they like to be changed?We can even ask them specif­i­cally what fla­vor of choco­late they like. When you ask th­ese kind of ques­tions – you ar­rive at a clear brief of what peo­ple ex­pect from us as a brand. So, you could ini­ti­ate a con­ver­sa­tion in the on­line medium and ex­tend this in the phys­i­cal world. When we hit the 1000 out­lets mark, we cut a cake and in­vited our cus­tomers. When our cus­tomers are part of this ac­tiv­ity, they be­come part of our brand. At the end of the day, there has to be con­ver­gence be­tween the so­cial and phys­i­cal world. Can you tell us your per­spec­tive of the evo­lu­tion of so­cial me­dia? Over a pe­riod of time, so­cial me­dia has be­come a demo­cratic form of ex­pres­sion, open to ev­ery­one. As a brand, it is nec­es­sary to have pres­ence on ev­ery pop­u­lar so­cial me­dia plat­form. So­cial me­dia, com­bined with lo­ca­tion spe­cific apps such as Face­book places or Four-

Square can help in driv­ing walk-ins. How do you mea­sure the suc­cess of your so­cial me­dia strat­egy? Suc­cess can be mea­sured by the num­ber of peo­ple who fol­low you, and their level of en­gage­ments in terms of likes, or the num­ber of posts they put on­line on your fan page. How do you see the role of an­a­lyt­ics in your over­all mar­ket­ing strat­egy? We have a strong an­a­lyt­ics ini­tia­tive which we use to get in­tel­li­gent in­sights on how our cus­tomers use our prod­ucts. For ex­am­ple, we have our own pre­paid cards called ‘Cafe Mo­ments’ which are de­signed to en­able cash­less trans­ac­tions at all our out­lets. Over a pe­riod of time, you can an­a­lyze the in­for­ma­tion about the us­age of the card and gain in­sights. You can also cus­tom­ize dif­fer­ent of­fers and see which ones have suc­ceeded. The whole idea of an­a­lyt­ics is to un­der­stand cus­tomer pref­er­ences.

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