With the help of the workflow component of an MRM solution, marketers create tasks and can assign and control them to themselves or others.This makes timings, responsibilities and the processing status of tasks and campaigns recognizable, filterable and controllable at a glance.
Isolated applications which make a standardization of processes impossible can be found in tool landscapes of media forecasting with regional focus. The media types often require specific budget allocation tools, availability checks and booking of placements for their forecasting. The forecasting results are manually transferred and checked for target group acceptance and visually prepared via a geo-information system (GIS). All outputs are subsequently exported separately in Excel format, manually compiled and formatted to the customer's CI - on request, this is also implemented in PowerPoint. If a customer feedback results in an adjustment, the process is repeated.
These factors cause both manual processes and a high coordination and communication effort in the interaction of customer consultant, media planner, creative agencies and the advertising customer - this results in inefficiencies and high processing costs for all involved parties.
This situation is the starting point of an optimization project regarding the implementation of a marketing resource management system (MRM) at a leading German media agency. Together with its sister companies, it is the fundamental element within one of the largest forecasting and purchasing agency networks worldwide.
Cross- and up-selling in the call center are long-established methods to make additional profits. However, the increase in turnover due to cross-selling should not be detrimental to the service level.
A customer operating in the financial sector has been using a proprietary CI tool for conducting direct marketing campaigns for some time. This has been tailored to the individual needs of the client over the years and constantly updated. However, as the requirements posed on the solution by the department have grown disproportionately over time, the proprietary development did not meet the latest requirement analysis of the department.
In an internal project, it was e.g. determined that the user interfaces can no longer be expanded with reasonable effort. Thus, as a result of the requirement analysis, it was resolved to replace the proprietary development with a new, external and sustainable campaign management solution. Accordingly, b.telligent was retained in order to conduct an evaluation of external campaign management solutions within a fixed time period.
The daily increasing competition does not only require the development of new and intelligent marketing strategies in industries such as e.g. telecommunications and financial services; campaign management is also becoming increasingly important in the online gaming sector.
Increased use of the Internet as well as smartphones is also increasingly changing consumer behavior. With increasing digitization of channels and touchpoints, customers today are informed better than ever and thus harder to acquire. To register, evaluate and understand consumer behavior digitally too, persons in charge of marketing must today form targeted segments and create an accordingly coordinated strategy for potential customer touchpoints, in order to address customers on the right channel at the right time with the right offer, while nonetheless refraining from inundating them with e-mails or push-messages.
Campaign planning in direct marketing is very complex due to a large product variety, various distribution channels and differentiation according to customer groups.
In addition, there are the restrictions due to the company-internal contact strategy and the desire to maximize the aggregate turnover of the various campaigns.
In the direct marketing environment, success measurement of implemented campaigns continues to play only a minor role in many businesses. However, well performed campaign success measurements provide knowledge about the effectivity of the respective campaigns and facilitate informed decisions about their design and future optimization. It should be the objective to implement a standardized success measurement for direct marketing measures and to improve new campaigns with the generated knowledge and thus achieve a higher turnover and profit.
Due to increasing challenges in digitalisation, e-commerce has been increasingly surpassing stationary trade. According to the IfH Institut in Cologne, this trend will be increasing in the coming years. Parallel to a reduction in sales in stationary trade, by 2020, sales from online trade will increase to approximately 77 billion euros
