by Richard Lewis, Director of Analysis
Whenever I talk to my marketing clients about what they’re doing in the area of multi-channel marketing they all seem to say the same thing. Rather than confuse everyone with a direct quote, the principle behind these conversations
can be distilled into 2 separate points:
1. multi-channel marketing must mean more than just having access to a range of contact channels
2. marketers often have trouble convincing others in their business to buy into actually running a multi-channel strategy
I don’t think anyone disagrees with point one (even the so-called rebutters alluded to in point two). The trouble is, without a proper definition or proof for stakeholders to buy into, then there is no reason they should take the risk in changing how they do things. But let’s start by trying to define the term … “multi-channel marketing is the use of more than one communication methods to strengthen and grow the bond with a customer”. Done!
Next we need proof that it works, so let’s look to the masters. TV shows often provide great case studies of multi-channel marketing done well. A big show, lots of supportive online content, a Twitter feed, discussions happening on Facebook, posters at train stations, adverts in the press, independents writing critiques in the press, stars going on the chat show circuit, emails going out to registered interest subscribers, voting via text or phone. We could all probably list a dozen shows that have done multi-channel well (Doctor Who, The X Factor, Strictly Come Dancing, etc.). So there are interactive parts, trusted advisors, active promoters within the community, gossip around the content and advertising of multiple aspects with the same single product in mind.
Everyone is now agreed on what multi-channel is and we can all call on at least one example of where it’s done well. So why the lack of progress in many organisations? Well, TV shows are easy examples as they are content rich. When you have lots of content, working up strategies for each channel becomes an editorial exercise. Despite numerous marketing agencies using TV show case studies (which they weren’t involved in) in order to sell the concept of the multi-channel prize they can bring to your business, the world outside of television has got to work a little bit harder. If the only thing you’ve got to say is “coming soon, our summer season selection” then working up a diverse content strategy across your channels isn’t easy to do.
There are many case studies of businesses getting multi-channel wrong. After looking to the TV shows as the benchmark they begin experimenting, for example, in social media channels. Usually one of two scenarios happens; either a marketing manager sets up a Twitter feed or a Facebook site but without full backing of the business the content is fairly dry; or full backing is given and a person is given responsibility and budget to run their channel, which inevitably is independent of the other consumer channels. It’s great to get social media working - but this is not the achieving the original multi-channel goal.
It is unfair to pick on social media channels but the example is useful. Social media should stand up on its own as a revenue generating channel, but we shouldn’t make the mistake of thinking that multi-channel is just about use of new channels.
A multi-channel team in a supermarket didn’t get side tracked into new media and concentrated on getting more out of the old-school channels. They published vouchers in the national press giving the customer a discount in branch. The customers redeemed and received their discount but were then encouraged to register their receipts on-line for validation. Validated entrants were notified of success/failure and mailed vouchers. A call centre team was trained in handling any customer queries. The results were significant. Customers were encouraged to exhibit behaviour before the big rewards were sent, reducing risk. New and existing customers took part in the newspaper promotion. Over 50% went on to engage through an online channel and signed up to email and direct mail contact in the future - most participants being ones who’s details were unknown before. Press, branch, web, email, mail, call centre - true multi-channel marketing that drove an increase in profit and growth in the marketable universe.
Think about how many individual managers key performance indicators (KPI’s) the above initiative contributed to. They made this work by putting together a multi-channel team - a team that treated the multiple channels “as one” for their campaigning. This doesn’t mean firing the same messages out on all channels at the same time, but rather creating a communication strategy that will disseminate a consistent story across the channels. This has worked well for them in other areas and the company now has something very similar to an editorial board that sits back from all the operational functions to ensure that the right communications go through the right channels but are still consistent in terms of message, image and copy.
So it makes sense for the KPI’s to be tracked back not to the channel owners, but to the owners of the customers. A major department store recently started to attribute online spend back to the nearest store if the customer lived within the catchment area. An innovative solution to getting the channel owners (branch and online) to work better together which led to shop floor staff encouraging (and often helping in store) the customer to order an out of stock item on-line instead.
Having dismissed focussing on new channels to get a multi-channel strategy up and running, it is always important to keep track of the latest technology and emerging trends. Some of the latest technology used in multi-channel marketing is 2d barcodes which have the ability to point customers from print directly to online content. The opportunities for utilising this capability are diverse and include complex forms of customer identification and payment. At its most simple you could attach a barcode above a clothing rail in store with a note saying - “Can’t see your size? Photograph this barcode to purchase instantly online.” I personally feel that there is a lot that can be made of these barcodes if the marketing and communications objective is kept simple.
Dos of Multi-Channel Marketing
• Do create one team behind the whole multi-channel initiative and put the customer objective at the heart of every plan.
• Do keep your call to action simple and easy for the customer to understand the value of taking part.
• Do keep your content rich and rewarding from the customer perspective.
Don’ts of Multi-Channel Marketing
• Don’t tread across other business managers KPI’s unless they or their interests are represented on your multi-channel project team.
• Don’t use multi-channel unnecessarily, the use of each channel should be as relevant as the content you are trying to communicate.
• Don’t dominate with multiple unrewarding links straight to your company home page. Your homepage is not part of your campaign.