In­sight­ing In The Omni Chan­nel Era

VMRD - - Contents -

The re­tail world is trans­form­ing as con­sumers, man­u­fac­tur­ers and re­tail­ers are all un­der­go­ing fun­da­men­tal shifts. The shop­per is con­nected more than ever and the new Path to Pur­chase is a com­plex ta­pes­try that weaves in and out of mul­ti­ple chan­nels, sources of in­for­ma­tion and in­flu­ence. En­abling the shop­per to seam­lessly nav­i­gate this new Omni chan­nel land­scape is the new mar­ket­ing par­a­digm. As mar­keters grap­ple with this new chal­lenge, they must also re­de­fine the role and de­ploy­ment of in­sights if they are to ef­fec­tively raise their mar­ket­ing game.

The In­sights Pil­lars: 1. MAP THE SHOP­PER JOUR­NEY:

In build­ing the in­sights frame­work, a good start­ing point is to put the shop­per first. With the shop­per at the core, the first step is to map the shop­per jour­ney for the cat­e­gory across all the pos­si­ble touch­points. In to­day’s world, the shop­per jour­ney is no longer lin­ear or se­quen­tial – pro­gress­ing from need trig­gered through aware­ness to in­ter­est, de­sire and pur­chase (the old AIDA model). In­stead, the con­sumer moves in com­plex and non-se­quen­tial ways across var­i­ous touch­points – for eg. an on­line re­view could have been the first ex­po­sure to a prod­uct, lead­ing to fur­ther on­line re­search or calls to the call-cen­ter fol­lowed by a visit to the off­line store to check brands fol­lowed by a pur­chase off­line to avail of an of­fer. This could be fol­lowed up with fur­ther so­cial me­dia re­views and pos­si­ble en­gage­ment with the brand through loy­alty pro­grams – thus ex­tend­ing the shop­per jour­ney into a com­plex ta­pes­try of con­stant en­gage­ment.

In this sce­nario, mar­keters need to en­sure the build­ing block - con­struct­ing a com­pre­hen­sive map of the shop­per jour­ney from need trig­gers to shop­ping to con­sump­tion, iden­ti­fy­ing the over­laps and criss-cross pat­terns in the jour­ney. Build­ing this foun­da­tion in it­self calls for deep, ex­plo­rative qual­i­ta­tive re­search and pos­si­bly, quan­ti­fied val­i­da­tion as a crit­i­cal, first step.


The shop­per jour­ney map­ping is usu­ally a foun­da­tional ex­er­cise (if done com­pre­hen­sively) that will only need to be re­freshed every two to three years de­pend­ing on the rate of change in the cat­e­gory and mar­ket. Once this is done, mar­keters should then re­visit the over­all busi­ness and mar­ket­ing goals and then dove­tail these into spe­cific busi­ness out­comes sought.

These could be, to name a few pos­si­bil­i­ties, ac­qui­si­tion, re­ten­tion, en­gage­ment or brand loy­alty. As a next step, mar­keters (or In­sights teams) will then need to mine ex­ist­ing busi­ness data to gen­er­ate hy­pothe­ses on which ar­eas along the Shop­per Jour­ney needs in­ter­ven­tions (and hence, fur­ther in­sights). For eg. if ac­qui­si­tion is a goal, then where do the op­por­tu­ni­ties lie?


Build­ing the frame­work: In­sights Pil­lars with shop­per-cen­tric­ity at the core

Seg­ments? Chan­nels?

Brand Switch or tri­al­ists or cat­e­gory ex­pan­sion?

If cat­e­gory ex­pan­sion, new con­sump­tion • oc­ca­sions or line ex­ten­sions or new ge­ogra­phies/seg­ments etc?

Again, this step in the process must be dataled. Min­ing of var­i­ous in­ter­nal busi­ness

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