DMA14 - The Evolution of Engagement: New Media and the Changing Face of Interactive Marketing
"The energy level within the company is currently really high as we get ready for the big changes that customer mobile usage is going to bring, and this makes the focus on data, IT, capabilities, and site systems more important than ever," Orhan says. "The key question for Shell Retail is going to be about the integration of this new channel within the CRM architecture and ecosystem that we have built, as well as the way we are going to engage with our customers via this new channel."
The Air Canada Journey
Ian Di Tullio, director of loyalty marketing at Montreal's Air Canada airlines, sees customer engagement as "a journey" that starts when someone "aspires to travel and ends when one gets home, winds down, and maybe writes about their trip experience on Facebook or Blogger."
Capitalizing on this journey requires thoughtful planning and robust data, Di Tullio says. Given the slim profit margins of the airline industry, Air Canada has been "behind the times" in this endeavor, but is now playing catch-up by aggressively investing in organizing its data and customer interaction capabilities.
"It's all about engineering the right customer experience using data as an enabler of customer interactions—digital, social, or face-to-face," he says. "It's a constant learning process as we not only better understand our customers, but also better understand the enterprise applications of a customer- and data-centric strategy."
The airline is using price and promotional sensitivity models to determine appropriate promotional incentives, as well as competitive vulnerability and attrition scores in order to better re-engage "at-risk customers."
Air Canada is also segmenting its customers to gain insight into not only what affects experience—priority check-in at the airport, loyalty program status, business class upgrades, onboard personalization—but also to determine what type of new loyalty products it should be developing.