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Conversations Total Zap registrant surveys Zap registrant nonbuyers Buyers invited to training CSR survey Corporate billing contract usage 5516 300 430 2195 137 Active 792 207 170 142 14 Messages Sent 15 209 123 772 147 Opened 5 50 0 368 0 Responses to questions 3 10 0 149 0
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Automated marketing programs were set up to move customers into higher-value buying segments. The programs consisted of a large number of dialogs, which were directed and monitored by Revenio s Dialog software. A sample report is shown in Table 10-10. The database provided the sales force automation software with lists of customers and prospects to contact, indicating the segment they were in as well as demographics and model scores and the prior history of all calls and contacts. The communications included a variety of different messages, such as: Welcome letter Welcome call Training fax Customer support survey Meter credit promotion Renewal fax Nonrenewal fax Upgrade promotions Inactive revival No-contact call
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IMarket set up automated trigger marketing campaigns for the contacts in its database. These contacts had raised their hands by attending one of the company s seminars, registering at the company s Web site, responding to an ad, or visiting iMarket s booth at a trade show. Once they are in the database, the company markets to both leads and customers through phone, fax, and email. Customers can choose their preferred delivery medium.
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The new database program was used to Eliminate duplicate records of customers and leads Mailing costs were lowered. Customers were no longer treated as leads. Different salespeople were no longer assigned the same companies. Fights between salespeople over leads were reduced, and commission payments were lower. The entire company had increased con dence in the quality of the data. Have a uni ed view of customers across online and of ine channels There was a better understanding of customers needs. The sales force was now able to view the customer s entire history and sell more con dently. Cross-selling opportunities increased. Uni ed company reporting became available. Create automated marketing programs Batch marketing was replaced by messages triggered by customer buying behavior. The traf c cop feature prevented customers from receiving different messages at the same time. Instead of being based on the marketing department s timetable, programs were based on customers buying and demographic characteristics. The number of programs run was no longer based on the number of marketers available, since the technology could add new programs easily. As a result of the new system, iMarket 1. Increased its revenue by 50 percent per quarter and increased the value per customer by 35 percent per quarter for seven quarters in a row. 2. Decreased the cost of customer acquisition by 30 percent per quarter over seven quarters.
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3. Reduced the marketing staff while creating 17 new programs that were executed daily.
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Golden Casket Lottery Corporation Limited is a world leader in providing innovative lottery games. It has offered entertaining lotteries in Queensland, Australia, for 85 years and today operates the popular games of Wednesday and Saturday Gold Lotto, Oz Lotto, Powerball, The Pools, Casket, and an extensive range of Instant Scratch-Its tickets. The games are sold through an agency network of approximately 1150 retailers. Golden Casket s loyalty program is called Winners Circle. The program has more than 1 million unique Winners Circle members, or 38 percent of the adult population of Queensland. Players use the Winners Circle card to register their Lotto purchases for the bene ts of security (unclaimed prize checks are mailed to them), convenience (the card can store up to 20 sets of their favorite numbers), and reward (every $1 spent gives them another chance to win the weekly $10,000 bonus draw). The loyalty program captures 80 percent of all Lotto revenue and provides Golden Casket with invaluable marketing information. The gaming market in Queensland is very competitive, with scores of gaming options available casinos, gaming machines, horse racing, sports betting, keno, and so on. Analysis of Golden Casket s customer database showed that its approach to branding was eroding player loyalty. The brands were competing with one another for the same customers, which undermined player loyalty to the corporation as a whole. Golden Casket asked Acxiom to build computer models that would assist Golden Casket in building customer loyalty. Acxiom built three customer models, which are now rescored every quarter. They are Future value model Using a neural network, 2 years worth of data, and 133 variables, Acxiom built a model that predicted the combined
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