4 well-intended Marketing Automation BAD HABITS to break

Let’s face it.  No one sets out to botch something up or fall short of reaching a goal.  When marketing automation was in its infancy, and pioneers like Don Peppers, Martha Rogers, Tom Siebel, and Paul Greenberg envisioned marketing and CRM systems in the mid 1990’s, they set the right vision, believing great customer relationships could be initiated, fostered, and brought to scale with the right data and technology.  Essentially, their collective creed was:

  • Focus on the individual customer (e.g., be one-to-one and customer centric).
  • Manage the relationship by understanding customers’ buying cycles, needs, and behaviors across the marketing, sales, and service functions.
  • Use that knowledge to custom-tailor and personalize the experience.
  • Use technology to deal with the scale required by larger businesses.

Thirty years later, sadly, this vision still seems out of reach, or at best, only partially realized.  So why is that?  What’s held back the realization of the vision?  What are we still doing wrong?

Here are four unhealthy habits of nearly every marketer (so the good news is you’re not alone).  Fix these, and you’ll get a distinct advantage, and get closer to marketing optimization and CRM nirvana.


Bad habit #1 – Focusing on customer segments and not individuals

Customers are individuals.  Each has unique characteristics, nuances, and contextual needs that define who they really are.  And though we’re awash in a wealth of unique behavior data, it’s a common mistake to continue trekking on the beaten path, making decisions based on segment characteristics rather than individual ones.  For years, we’ve slotted customers into segments because we had no other choice, oversimplifying who they really are.

1 to 1 marketing automation

It’s understandable in the initial stages of relationship management that businesses make broad customer classifications such as:

  • Returning visitors
  • Mobile visitors by geography and device type
  • Registered users by gender and age (leading to segments like Millennials, Gen Zs, and Gen Alphas)
  • Non-responders to an email campaign

Yet after these customers repeatedly interact and transact, clearly stating their implicit and explicit preferences, continually handing over lifestyle and contextual data, there’s no excuse for still making generalized, segment-based decisions.  We’re spending millions collecting, storing, and refreshing specific behaviors and preferences, so we should use this data to drive individualized decisions and to customize treatments.

In a recent paper titled “Crossing the chasm: From campaigns to always-on marketing,” [i] Rob Walker and Matt Nolan contend that “building audiences using segmentation is a process that introduces severe challenges such as compromised relevance, unscaled labor, and collisions and conflicts.”  They go on to suggest using a next-best-action approach, describing it as one that “targets individual customers, rather than segments – leveraging their unique needs, preferences, and context.”


Bad habit #2 – Focusing on selling products instead of customers’ needs

Sounds crazy, right?   How else will we make money if we don’t sell products?

Still one of the cardinal sins holding back modern marketers is focusing strategy and tactics solely on selling products.  By doing this, we’re exasperating two problems:

  1. Product owners, incented to relentlessly push their products, bombard consumers with ill-conceived campaigns containing messages and offers that conflict, overlap, or worse, aren’t even applicable. When viewed through a customer’s lens, these promotions have little to do with their actual needs.  As such, marketers often completely miss the relevance mark.
  2. Even when a product fits, companies fail to provide well-timed promotions, convenient services, and a context-sensitive experience. Oblivious to the individual’s situation, they make company-focused timing and interaction decisions, such as blindly promoting a product simply because ad budget might otherwise expire, or failing to promote crucial services in conjunction with the product..  Consequently, tactics are entirely out-of-synch with the customer’s buying cycle and experience expectations.

Together, these problems compound customers’ negative brand perceptions.  Rather than providing a stellar buying service, well-intentioned marketers inadvertently (and increasingly) overwhelm, turn off, and tune out consumers.  Essentially blind to journey requirements, marketers miscalculate customers’ value calculus, timing preferences, and the overall interaction experience they need and expect.

In study after study (year after year), consumers and brands acknowledge these issues, both resoundingly stating their desire for solutions.  For example, in 2012 the Corporate Executive Board (now part of Gartner) surveyed more than 7000 consumers and 200 CMOs, finding that what consumers want from marketers is relevance and “simply, simplicity.”[ii]  That was 2012.  It’s 2018, and not much has changed.

If corporations keep strategy oriented on selling products, customer relationships will remain transactional and experiences sub-optimal for many more years.  Maybe we’ve forgotten what the R in CRM stands for.  It was put there to remind us that what matters most is long-term relationship building.  Our quest should be to unravel the mystery of a customer’s ever-changing needs, their journeys, and what drives their loyalty.  Our job is to use that knowledge to create custom-tailored experiences.


Bad habit #3 – Building channel-based versus coordinated intelligence

Shortly after September 11, 2001, the US government came to a stark realization that its various intelligence agencies were massively disjointed and compartmentalized.  This hadn’t happened overnight.  It was years in the making, and although for decades ample resources were poured into each agency, no one agency was responsible for coordination.  Attempting to solve this problem, the government established the Department of Homeland Security.

channel intelligenceIn a similar vein, some firms have built up marketing automation and CRM intelligence in silos for over 30 years.  In each channel (e.g., email, contact centers, web), they’ve poured substantial resources into projects aimed at beefing up customer intelligence.  Each channel amassing data, rules, and intelligence, but no one designated as the coordinator, and information rarely shared.  Subsequently, as more channels emerged, the problem grew larger. Today, many companies have 15 or more channels to manage, and no coordinating function.

To provide wonderful experience, brands need a function responsible for coordinated customer analytics, intelligence, and decision making, such as depicted in Figure 1.  Its role is straightforward:

  1. Collect interaction intelligence and contextual data from each touchpoint, and connect it directly to a system that can leverage that information immediately.
  2. Be brain-like, tracking behavior patterns in real-time, sensing needs, and using analytics to dynamically calculate value, comprehend preferences, and predict intent.
  3. Play the arbitrator, weighing an individual’s needs against corporate initiatives, policy, risk tolerance, budgets, and economic goals. Make instant and well-balanced decisions, track the results, and learn from each decision.


engagement hub

Figure 1: Engagement hub provides coordinated omnichannel intelligence

Think of this, not as another physical department, but instead as a virtual customer-centric hub. Designed from the ground up to be connected to all customer touchpoints, it’s journey oriented versus channel centric.  Cognizant of what transpired, why, and what’s best to do next, its embedded strategies and rules act as a real-time arbitration committee – making data-driven decisions in milliseconds versus months.

This hub is also more than a customer data platform.  It’s an end-to-end engagement hub responsible for not only gathering and coordinating intelligence, but also gleaning real-time insights and taking action.  To deliver on that, it manages key data, customer analytics, corporate rules and processes, and channel interfaces.  In a calculated and auditable fashion, it makes recommendations, delivers them to touchpoints (the channel apps fine tune the experience), and it learns from a systemic set of impressions and responses.


Bad habit #4 – Worrying primarily about marketing automation and technology, instead of experience

Automation, and the technology that enables it, efficiently repeats tasks.  That’s great, if you computerize the right tasks that deliver the right experience.  Look at it this way:  spammers are very effective at marketing automation.

Above all, to achieve lasting loyalty and build value, avoid the temptation to recklessly make existing marketing processes more efficient.  Granted, some existing tactics may work, yet chances are many need to be revamped (or ditched entirely), and recognizing that requires reframing priorities.  Preferably, focus on customer journeys, and ask if marketing tactics contribute to a better experience.  Consider journeys such as:


  • Prospects searching for products to discover and learn more
  • Customers seeking out trials to test those products
  • Customers embarking on a buying or upgrade process
  • Customers doing research on price, available incentives, and financing options
  • People filling out an application, making a booking, or redeeming rewards
  • Consumers getting stuck, struggling, or in need of assistance
  • Clients reaching milestones, entering new life stages, or affected by key events

No organization can serve its customers without supporting people.  To illustrate, assume your kiosk has a reasonable self-service experience, but then something goes wrong.  The technology hiccups, and a customer begins agitating.  Without back-up mechanisms, this situation can quickly turn disastrous.  To avoid it, you need reasonable levels of redundancy, well-tested cut-over processes, and intelligent detectors that gauge the need for human intervention, and then bring the right human into the loop.

Brands that thoughtfully consider these scenarios, elegantly weaving together marketing automation, people, and processes, will deliver better customer experience.

But how can you be sure you’re improving experience?  In short, hyper-focus on one journey at a time, pick metrics to measure each, and correspondingly measure overall satisfaction.  Once more, here’s where many firms trip up.  Instead of measuring whether the customer is fully satisfied with, say, the onboarding journey, they only measure certain tactics, like whether a welcome email got sufficient opens and clicks.


Be honest. We all have some bad habits that admittedly we should give up for our own good.  But breaking old habits isn’t easy.  And like any habits, we’re comfortable with our marketing automation traditions because the outcomes are predictable.  Nonetheless, just because they’re predictable, doesn’t mean they’re best for our customers.

When we force-fit customers into segments, push products on them that we want to sell, confuse them with conflicting and poorly orchestrated channel messages, and hyper-focus on our efficiency (versus their experience), the results will be predictable alright – in other words, we’ll get our anemic 0.5% response rates and slow growth.

If you think, however, you can do better, then take a chance.  Collect as much individualized data as you can, use it to personalize customers’ experiences, coordinate decisions with one principle engagement hub, and as Steve Jobs said, “…start with the customer experience and work backwards to the technology.”

[i] Crossing the chasm: From campaigns to always-on marketing, https://www1.pega.com/insights/resources/crossing-chasm-campaigns-always-marketing , December 2017

[ii] CEB Press Release, https://news.cebglobal.com/press-releases, May 2012

True Omnichannel Marketing – Part 4 – “Seamless Experience”

In Part 1, I explored how and why to test for the right mix of channels.   In Part 2, I covered channel activity coordination and consistency.   In Part 3, I delved into using technology to achieve effective channel integration for optimal marketing decision making. In this post, I investigate the concept of providing the customer with a seamless omnichannel experience.

crosschannel seamless marketing

What is a seamless omnichannel experience?

When you shop, or do business with any firm, I’m sure you don’t think of them as several companies organized by channel. You probably think of them as one business. Yet so many firms still operate their channels by groups that are motivated to improve your experience in that channel, but not given incentive to guarantee you have an exceptional experience crossing channels.

If you are like me, you take a deep breath and hold in a sigh nearly every time you are passed across channels; whether it’s by a human saying they will transfer you, or whether it’s a system, such as an IVR.   Basically, you have come to expect that more often than not the process will result in aggravation and dissatisfaction because:

  • Very often, the transfer is never accomplished, causing you to begin again
  • The hand-off results in you going to the back of the line in that next channel and/or having to spend a lot of time just pressing buttons to get to the next person
  • The hand over, once it occurs, is unintelligent. None of the information you provided previously is transferred, and you have to start your story and providing information all over again
  • There seems to be no accounting or appreciation for how much cumulative time you have spent across the channels. There is no built-in escalation; invariably you have to reach a boiling point where you demand other action
  • The first question you are asked at the start of the process is if you want to take a survey on your satisfaction once you have finished

    customer satisfaction

No doubt, a better omnichannel experience with less friction involves:

  • Marketing, Sales, and Customer Service employees that genuinely care about whether you are successfully moved into the next channel
  • Systems that transmit information already captured, so you don’t have to repeat it
  • Systems to track your total time engaged across channels in your current session, and then have rules that take that into account
  • People and systems that automatically document key events and transactions that transpired, so that there is a comprehensive corporate record
  • A variety of choices when being transferred, all that are relatively seamless
  • Survey & feedback options that reward you for taking your time, and are presented after the process is completed

For example, suppose you first enter a mobile website seeking information, encounter a chat option, then the person you are chatting with provides you with a link, you go to the link and while reading it find a phone number, you call the phone number, and finally the call center person refers you to a Facebook Fan Page. Sound unlikely? Not really.   I actually encountered this case with an airline.

Consider closely this customer journey, which involved 5 channels (mobile web, chat, self service web, call center, and social), and your reaction might be that I’m describing a service case, not marketing.   Actually, I contend that in most cases interactions with customers involve both. Moreover, when the consumer intent starts as a shopping process, consumers predominately use more than 2 channels during their journey.

Practically anytime a customer engages, you should think of it as a service and marketing interaction.   Marketing, by definition, is the process by which you promote, sell, and distribute your products and services – and information on them. Using this description, nearly any interaction has the potential to involve some form of promotion.   But in the end, as Ben Franklin once said, “Well done is better than well said.”

Let’s go back to the case. I might have rated this encounter smooth and near seamless if the people, systems and processes were more geared and tuned to meet my requirements – the least amount of time and effort, with the result being what I started off seeking.   Although in this case my expectations weren’t met, it made for a great use case for the framework involved, and for the goals to aspire to.

Why is this seamless experience important?   The network effect

network effect marketing

Since I invoked a historical figure to quote from above, why not do it again.   “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” – Peter Drucker.

I argue the same is true of marketing. It doesn’t matter how good you think your marketing is, what matters is what your customers or prospects think, and what they get out of it.

A credit card company I did consulting with for ages marketed their credit cards to me for 8 years using traditional physical channels.   I never converted.   Certainly all the marketing had an impact on my awareness of their products and brand, yet the exceptional omnichannel experience that I later had when I signed up for an entirely different service is what I now equate to their marketing abilities.

Of late, customer’s purchase decisions are influenced by online positive or negative reviews.  In a recent survey, 88% of respondents said they are influenced by online reviews when making a buying decision[i] So whether it’s the functioning of a product, it accessories and training, its price, the promotions on it, or where and when its available – all these aspects get reviewed and become your positive or negative marketing.   If the customer experience is a smooth one as they research, discover, and learn across channels – then you stand to benefit.

What systems are required to achieve a seamless channel experience?

Above all, you need a system that records and makes accessible all channel activities to all that may have to answer questions from customers.   Ideally, this system is integrated, with a unified front-end, so that customer facing employees don’t have to switch systems, toggle screens, and struggle to find historical records.

In addition, the channel systems that gather customer data should be able to:

  • Send data across channels so it can be prepopulated and used in the next channel – namely data like account number, order number, specific product inquiry, and reason for call
  • Trigger another system to update it or take prescribed actions, such as calculating elapsed time or sending an SMS or email

Comments and alternative views are always welcomed

Note:  These views are my own, and not that of my employer

[i] Dimensional Research – Customer Service and Business Results; April 2013

True Omnichannel Marketing – Part 3

In Part 1, I explored how and why to test for the right mix of channels.   In Part 2, I covered channel activity coordination and consistency.   In this post, I delve into using technology to achieve effective channel integration for optimal marketing decision making.


What is effective channel integration?

Channel integration is really all about intelligent data sharing for just-in-time decision making in the appropriate channel.   Marketing across channels in a way that is advantageous to both you and your customers involves efficiently sharing descriptive attributes about them that can be leveraged to make the best recommendations and personalized experiences when they are in channel, or when you are proactively communicating with them.

To illustrate, think about what you expect a business to be able to do when you go to their website.   Should they know your location? Should they be attentive to how you arrived at the site? Should they be aware of your recent purchases or activity in another channel?   What if today you achieved a new tier of loyalty?   I think we would all say that not only should they know these things (assuming proper permissions are given), but they should take them into account in the actions they decide to take in this channel interaction.

Yet too often, firms are not effective with getting the right data to the systems charged with calculating the next best actions for the channel in question.   Why is this?   From what I’ve observed, it boils down to these reasons:

  • Channel ownership in terms of data and decision rule making is still done in silos.
  • Channel owners are not given incentives to make changes for the greater good, but instead have measurements in place that encourage channel myopia. Without executive leadership for change, status quo remains.
  • If the time to get the right data and make a decision based on it is deemed to take too long, the tradeoffs to make this work are quickly dismissed as too costly or risky.
  • The analytical science, methodology and process involved to get to the right set of customer attributes for a given channel are not well understood, and there isn’t enough priority placed on solving for this.
  • The candidate pool of potentially predictive data that should be tested is not readily available, and the process to make it accessible and distill it down appears to involve too much effort, time and cost.

Why is channel integration important?

Without effective channel coordination and integration, as a business you will make less relevant and timely marketing actions, and risk failing behind your competition resulting in less satisfied customers, lost customers, and declining market share.

Evidence suggests that customers expect companies to understand them, at least in terms of being aware of past interactions and information voluntarily surrendered[i].   Moreover, they are increasingly cross-channel shoppers, using more than one channel in their buying process. If consumers sense firms “don’t have a clue”, it’s not uncommon for them to feel it’s their social responsibility to broadcast digitally via reviews, social media, or blog posts.   This can have an adverse impact on a company’s brand image. Think of it as a negative promoter score – or “net demoter score” that firms should aspire to improve.

Conversely, consumers often react favorably to activities and promotions that are relevant to them, and in the short run will reward firms with higher response rates (it’s not uncommon to achieve 3x or higher), yet more importantly long-term loyalty improves because of increased levels of trust, convenience, and meeting requirements, leading to higher lifetime value and more referrals.

Consider the dilemma businesses face today and then ask if better channel integration as described helps crack this. More than ever, consumers are impatient on two sometimes opposing fronts – they expect the right answer and they expect it fast.

  • It’s been said that today speed trumps quality, but actually consumers expect both, and if they don’t get both from you, they will shop around – and consumer switching, especially for younger segments, is on the rise[ii]
  • What does it mean to be making decisions in real-time – e.g., providing speedy answers? I submit that what is most important is providing decisions in the right amount of time to meet true customer expectations and needs.   So if a customer is clearly seeking deeper content on a particular product, offering them alternative product recommendations in sub-seconds may be less useful to them (and to their likelihood to buy anything from you) versus providing them detailed content on that product minutes or even hours later.   This is what is meant by JIT (Just in Time) decision making.

What systems are required to achieve effective channel integration?

Channel integration as described entails a number of systematic capabilities such as:

  • Maintaining a universally accessible channel preference center or data store that houses:
    • Consumer stated preferences
    • Channel effectiveness indicators organized by events and actions. For instance, if a consumer states a preference for direct mail yet data suggests they respond better to new product offers in emails, preserve and share that
    • Channel effectiveness indicators organized by timing.   Again, if its known that certain consumers have higher click thru rates on emails sent on Wednesdays between 11:30a and 1pm eastern time, codify it
  • Fast access to customer behavior and demographic attributes that can be fed to a given channel decision engine
  • Fast access to model scores and the ability to request recalculations as necessary for an interaction in a given channel
  • Fast access to personalized content and promotions that can be suitably combined with a prescribed channel action
  • Ability for one channel system to trigger transactional actions on another channel, such as when a customer is on a website, and the next best action is to send a personalized SMS
  • Facility to orchestrate a series of prescribed actions across channels that are set into motion by a genesis event or action on a given channel. The resulting flow diagram enabled by such a system might look something like this (there are many such systems in the market today):



Comments and alternative views are always welcomed.

[i] My Buys – 6th Annual Personalization Consumer Survey; January 2014

[ii] National Consumer Agency – Market Research Findings: Consumer Switching Behaviour; September 2013


True Omnichannel Marketing – Part 2

In Part 1, I explored how and why to test for the right mix of channels.   In this entry, I explore coordination of channel activity

What should you coordinate?

Today more than ever, consumers have extremely high expectations regarding how they engage with businesses via the multitude of channels available.   The new engagement model both sets the bar high and includes higher risks and potential returns.   If vocal consumers sense a company “doesn’t get it”, for whatever reasons, they often spend extra time and energy letting others know about it (usually via social media and reviews), and conversely, if impressed they may spread the word.

Coordinating channel activity can simply mean doing a variety of things consistently across channels such as:

  • Offering and honoring the same prices and promotions across channels
  • Ensuring all of your staff across channels have access to all the consumer’s channel activity
  • Maintaining a consistent branding, style, and content delivery amongst channel actions
  • Always presenting various channel options at each touch point for ultimate convenience
  • Honoring consumer channel preferences

Why coordinate?

Answering this question strikes me as another case of common sense that makes great business sense, but isn’t necessarily that common.   How often have you been in a store and asked if they will honor the online price and received a strange and hesitant look?   Who hasn’t found situations where you have sent and email, or called a call center and transacted with a business, only to find there is apparently no record of this activity?

So the answer becomes rhetorical.   Who wouldn’t want consumers that are extremely satisfied because the business is ultra coordinated and consistent in everything they say and do, no matter the channel?   This experience invariably leads to positive word of mouth advertising, positive reviews, and positive publicity – resulting in more referrals, better loyalty, and more business.

How do your customers see your business?

Here is the key thought of this post and something that may help you soul search on whether the omnichannel experience you are delivering is indeed exceptional across a variety of consumer opinions:

Does each different customer who you deem as important to your future strategy experience your brand in a way that thrills them?

Invariably, this question entails a number of key areas for your marketing strategy. Namely ensuring you have a well defined audience & segment targeting and value assessment approach, and also taking steps to check, in a humbling, objective and outside in way, how you are coming across to your customers.

Consider these strategies to get objective feedback that can help you improve your cross channel consistency:

  • Read a sampling of reviews on different channels (e.g., website reviews, Facebook fan page).   Use a sampling strategy to ensure you are getting a good cross section of opinions. For example, if you have a 5 star approach, read a sample of reviews with ratings in each. Also, be sure to sample across time, so if you have reviews that span one year, sample some from each month or quarter.
  • Remember that there is inherently a bias in the sample coming from people who post reviews, so although it’s critical to consider these (since they are out there and thus perception is reality), also consider a strategy to survey others that may never post reviews. For example, consider a bounce back survey where the consumer responds with their feedback confidentially, and receives a small compensation for doing so (e.g., some loyalty points).
  • Research for views and publicity that may not be reaching your properties directly, but may have a significant positive or negative impact on how your brand is perceived. For instance, influencers in your market may be blogging, posting or tweeting about the experience they had with your brand, and considering that could be critical.
  • Angle for a way to also ferret out what (hopefully there is something) you are doing right. Why? Because otherwise you may inadvertently de-emphasize this thinking it wasn’t important, when it was yet no one bothered to tell you that.   Perhaps you are doing a fantastic job documenting your customer interactions in a timely and comprehensive fashion, still no one rewards you with stellar feedback on this.   Yet if you let this practice slip, you may well hear about it, after damage is done.

OK sounds smart – but this sounds hard also?

Maybe in large complex organizations getting much of this right isn’t easy, however often fairly simple practices and incentives work well.

An ordinary call center today has reps asking how they did, or offering a short survey when the call ends, but instead consider the following question, and what it implies:

“What is the single most important thing we (as a company) could do to improve?”

This question has many great aspects packed inside.   It gives the customer the latitude to consider their experiences and opinions not only for this interaction, but for any one in any channel at any time. It also isn’t limiting them to service or marketing interactions, as maybe they have an idea to improve your product.   Additionally, it forces prioritization, asking for advice on their most important concern.

Do I need applications, systems and technology for this?

The short answer is yes you do, and especially if you are a large enterprise.   However, yet again, these systems don’t always need to be extremely sophisticated.   Having simple call logs that are sharable may be all that is required, yet providing the right incentives to guarantee every representative keeps track of all interactions is the key.

Once more, if you are trying to track and analyze feedback, employing a system that can help sample and synthesize sentiment is certainly helpful, however doing this in a more manual fashion versus not doing it all is the wise choice.

Comments and alternative views are always welcomed.

True Omnichannel Marketing – Part 1

What is good omnichannel marketing?

Having been around enough to see this idea evolve, I have a certain view on omnichannel that isn’t always in vogue, but to me speaks to the essence of good marketing.   That is, that good omnichannel marketing is testing the right mix of channels for your business (not what others are doing) that represents the optimal mix for your customer’s engagement with you at a given point in time.

Let’s dissect this thought by concentrating on some key words and why I believe things may not be in vogue but represent best practices.   First, inspect the choice of the words, “your business”.   The mistake I see made by so many marketers is they flock like lemmings to the newest marketing trends, while abandoning old ones.   There is nothing wrong (and in fact it should be in your marketing fabric) with testing new ideas, but the second key word used is “testing”. So putting these thoughts together, focus on what works for you and your customers, challenge those champion channels with new ones, yet keep the right mix that returns that best current results. Always observe what your competitors and fellow practitioners are doing, however intelligently form hypothesis and then systematically test them.

Next, consider the choice of the words, “optimal mix”. How do you determine what is really optimal?   This gets into an area I’ve explored in depth for many years known as attribution.   The mistake I see many marketers making is they either choose to ignore this, saying it’s too hard, or they work it in only one area, for instance for their digital spend or separately for their general advertizing budget.   As marketers, we have to let all of our efforts compete on an equal playing field. None should be considered untouchable, nor should any be chucked into the rubbish bin because they feel old school. The reason they think it’s too hard is more about organizational challenges then technological or optimization techniques available. I’ll always remember a quote from an enterprise retail marketing executive on this, saying “changing the way we decide on marketing mix is like starting a jihad.”

Why you should fight the good fight

Although it may be daunting to some, this shouldn’t stop you from pursuing true omnichannel optimization. If you do this better than your competition, you will be more likely to succeed now and in the future.   You don’t necessarily need to use overly complicated algorithms, techniques, or systems to accomplish a more optimal mix of marketing spend across your channels. You simply need to be able to measure the effectiveness of programs executed in each, and then ensure they are fairly competing for current and future marketing budget.

Now ponder the term, “your customer’s engagement.” It’s not about what you think is best, it’s about which channels which customers want to use to engage with your business.   I picked the vital words which channels for which customers because you can’t use a one set of channels fits all segments of customers.   For example, if you have a significant older demographic segment, they may well like to engage with you by phone or even by mail. Yes mail, this thing that the post person still delivers to mail boxes every day.   Be objective with your analysis of channels effectiveness and not just trendy. Also, don’t be afraid to use fairly basic measurement techniques if needed to simplify the problem, such as first touch or last touch, or equal weight / credit, but use these differently by channel. So for example, last touch may be very effective with certain digital media, however first touch may be more appropriate for certain traditional channels, or for certain types of marketing efforts, such as lead generation.

If there is one thing that is certain, its “Change Happens”

Finally, let’s mull over the phrase, “at a given point in time”.   I included this because what I’ve seen is that marketers do something, feel confident in the answer, and then don’t challenge it often enough. For instance, perhaps you did some valuable work that shows your best mix of channels & budget for your elder demographic segment is 50% mail, 30% phone, 20% email, and 10% other. That’s great, for now. But in just one year this segment’s age has changed materially, and perhaps their preferences and behavior & habits.

So be objective, be humble, be inquisitive, and test everything.

Note:  These views are my own, and not that of my employer