Transcript La fine dei mass media? le nuove sfide per comunicare con

Corso di
Economia del Micromarketing
Prof. Cristina Ziliani, Ph.D
Università di Parma
Laurea Specialistica in Trade Marketing e Strategie Commerciali
A.A. 2006 - 2007
Livello core business Livello strategico
strategia
generale
dell’impresa
strategia
di
micro
marketing
strategia
generale
dell’impresa
strategia
di
micro
marketing
strategia
di
mass
marketing
Livello tattico
strategia
generale
dell’impresa
strategia
di
mass marketing
decisioni
operative
di mass marketing
azioni
di
micro
marketing
leve
di
mass
marketing
Da cosa dipende l’importanza del
micromarketing nella strategia
dell’impresa?
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La clientela è eterogenea?
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E’ possibile differenziare il prodotto per i diversi clienti?
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Caratteristiche del settore
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La redditività aziendale dipende molto dalla fedeltà della clientela?
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E’ possibile coprire i costi del marketing interattivo (database, media,
ecc.) con il margine o il LifeTimeValue?
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Esiste la possibilità di distribuire direttamente?
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Abbiamo o possiamo costruire un database con i dati di cliente?Come e
a che prezzo?
Eterogeneità della clientela
120
100
80
60
40
20
10
9
8
7
6
5
4
3
2
1
0
0
-20
decili clientela
frequenza
fatturato cumulato
% utile lordo cum
marg. lordo mensile % s.v.
Il prodotto “allargato”
NUCLEO
BENEFICIO
SERVIZIO
DESIGN
GARANZIA
COMUNICAZIONE
PACKAGING
PRODOTTO
MARCA
PROGRAMMA FEDELTA’
INCENTIVI
PRODOTTO
ALLARGATO
La relazione tra fedeltà e redditività della
clientela
200
0
0
-200
-175
-400
-600
-800
-1000
-1200
1
-1125
2
3
4
-76
-29
13
5
31
Costo comparato dei canali
distributivi
alto
1$
filiale
banca
telefonica
0,5$
sportello
automatico
basso
Valore aggiunto delle vendite
Costo di una transazione
0,25$
Internet
0,1$
basso
alto
Costo delle vendite
Il percorso decisionale del micromarketing
Obiettivi generali dell’impresa
Marketing tradizionale
micro marketing
decisioni di retention
decisioni di acquisition
quali clienti
quali prospects
la proposta
la proposta
la comunicazione
la comunicazione
La matrice di Ansoff
esistenti
MERCATI
nuovi
PRODOTTI
esistenti
nuovi
Allocare le risorse tra retention e
acquisition
Obiettivi
 Situazione dell’impresa
 Comportamento dei concorrenti
 Ciclo di vita del settore/prodotto
 Vincoli (es.: disponibilità di DB)
 Costi comparati di retention e acquisition

Retention: come tenere i clienti

Si tratta di una decisione strategica, da esprimersi cioè in
termini di mercati/prodotti

Quali clienti tenere?
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
Segmentazione del database clienti (es.: secondo la
profittabilità, oppure la probabilità di risposta)

Criterio RFM (recency-frequency-monetary)
Come fare leva sul prodotto?
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Analisi con lo schema del “prodotto allargato”
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Fare leva sul servizio
Acquisition: come attirare nuovi clienti
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Si tratta di una decisione strategica, da esprimersi cioè
in termini di mercati/prodotti
Qual è il nostro target?
Ho un database?
 So a chi rivolgermi?
 Cosa fanno i concorrenti?

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Come individuare i clienti target?
Stimolarli a “farsi avanti”
 cercarne di simili agli attuali
 collaborare con un partner che ha un database
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Come attirarli?
Analisi con il modello del “prodotto allargato”
 Riflessione sugli incentivi
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Il piano di micromarketing
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Il piano di marketing è un documento scritto che riassume gli
obiettivi strategici dell’impresa e specifica le attività da
svolgere, le responsabilità, i tempi e le risorse.
Il piano di micromarketing ha la medesima finalità, ma può
avere importanza molto differenziata rispetto alla gerarchia delle
decisioni aziendali
Contiene:
 analisi -> segmentazione e scelta dei target
 Offerta -> beneficio di prezzo o non di prezzo e impegno del
cliente
 creatività e media
 piano di contatto e testing
 servizio clienti
Offerta
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OFFERTA o PROPOSTA = la totalità di ciò che
offriamo al cliente e chiediamo in cambio
INCENTIVO = una parte della proposta, che serve a
convertire l’intenzione in atto d’acquisto. Può essere
di prezzo o non di prezzo
Per la decisione degli incentivi:
 stabilire gli obiettivi
 separare i clienti con mezzi “privati”
 calcolare il costo sostenibile di marketing
 scegliere incentivi coerenti con il prodotto
 testare vari incentivi
Piano di contatto
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Quando è necessario combinare i media in una
serie di successivi contatti ho la necessità di una
“contact strategy”
considero il costo del prodotto per il cliente
la complessità del prodotto
il bisogno di rassicurazione
la necessità di dimostrazione pratica
l’orientamento dell’impresa al cliente o al prodotto
Fig. 14 - Nuovi settori
Diffusione
Miglia aeree
Affinity
Hotel Grocery
Benzine
Carte di credito
Grandi
Telefonia magazzini
Coalizioni
Ristorazione
Utilities
Tempo
Fonte: Osservatorio Università di Parma 2003
Ostacoli e barriere al micromarketing
infrastruttura
uso dei dati
risorse
finanziarie
COSTI
BARRIERE
AL
MICROMARKETING
TECNOLOGIE
dati
sistemi
integrazione
ORGANIZZAZIONE
processi
skills
cultura
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Costi

Organizzazione
 Tecnologia
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Troppi dati
Decisione di lungo

Qualità dei dati - > errori  Overcomplexity: “can do everything”
periodo

I dati ci vogliono tutti, ma a che livello
Ha anche costi correnti, della prima ora
analizzarli?
non solo iniziali

Creare viste “famiglia” dai  Cultura
Bisogna investire in
dati individuali
 Orientata al prodotto
risorse umane

Ci vogliono sistemi per
 Dipendenza dai contributi dei
Competenze scarse sul
fornitori
integrare le nuove
mercato – vanno
prodotte in house col
 Pensiero tattico: risoluzione
informazioni nei processi
tempo
problemi urgenti
decisionali
Gli incentivi costano.
 Contrari a trattare I clienti in modi
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Obsolescenza
dei
dati
mal
Safeway claimed to save
diversi
si
concilia
con
direct
£50 million when
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Dedizione del top management
scrapping its loyalty cardmedia lenti
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misure
in 2000
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Integrazione di sistemi

Poca pressione competitiva…per
I programmi fedeltà
adesso
vanno a break even con vecchi e nuovi

Competenze: turnover dei dipendenti
un +3% di fatturato
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Whose budget is it? Competition
Solo se c’è commitment
between buyers and CRM people for
c’è pazienza
manufacturers’ promotional dollars

Il modello EDLP (?)
Usare le informazioni
costa (direct media)

I key account non conoscono il micromarketing
 Trade marketing managers e buyers sono orientati al prodotto
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Vogliono fare volumi, senza curarsi di chi acquista
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I consumatori ignorano la comunicazione mirata
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I clienti non vogliono “una relazione” con il proprio supermercato
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La tutela della privacy riduce i ricavi ottenibili dal micromarketing
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Struttura del mercato
Costi
Uso
“Costi dell’utilizzo”
Infrastruttura
Risorse finanziarie
“Ottenere i dati”
“pazienza”
set up
tempo
gestione
incentivi
COSTI
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Decisione di lungo periodo
Ha anche costi correnti, non solo
iniziali
Bisogna investire in risorse
umane
Competenze scarse sul mercato –
vanno prodotte in house col
tempo
Gli incentivi costano. Safeway
claimed to save £50 million when
scrapping its loyalty card in 2000
I programmi fedeltà vanno a
break even con un +3% di
fatturato
Solo se c’è commitment c’è
pazienza
Usare le informazioni costa
(direct media)
quotations

“They need more resources in that area. One of the issues we often find is
that actually we have got the data, we have got the campaign management
capabilities, we have got the ability to do a much more targeted, more
differentiated program. We just don’t have the resources in marketing to
manage that. We know that we should do 12 different programs, but actually
we just don’t have the resource to plan that - so what we end up doing is
two. They have the view that they ought to be doing more, but have not been
prepared to commit the resources to make it happen.” (IT provider)

“It’s typically a question of resource. They’ve got the data they’ve got the
analysis tools, they don’t have the resource to be really doing this. They
have spent millions from building a data-warehouse to fine analysis tools,
but they are not prepared to put more people in.” (IT provider)
Tecnologia
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Sistemi
“can’t
do”
Dati
“early mistakes”
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Intergrazione
“old heritage”
TECHNOLOGY
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Qualità dei dati - > errori della
prima ora
Creare viste “famiglia” dai dati
individuali
Ci vogliono sistemi per
integrare le nuove informazioni
nei processi decisionali
Obsolescenza dei dati mal si
concilia con direct media lenti
Integrazione di sistemi vecchi e
nuovi
quotations
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“It’s easy to come here to stand up and say I think we should be doing
this. The fact is, it takes time to do things. When you have systems,
which run your multibillion pound business, you can’t simply turn one
off one day, and turn another on the other day. It has to be developed,
it takes a lot IT man hours to do that, to work out the proposition. Will
that work within your current IT systems, what implications does it
have on rest of the business?” (major multiple)
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-----
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“If something goes wrong with the card, then it could affect customers
massively. If I’m going to change something I have to be very sure that
it doesn’t have a domino effect. You can’t do things just like that, it’s
just too big. Otherwise you hope that the risk of upsetting customers is
low. Once you have lost an upset customer, it takes an awful lot to try
and get them back.”(major multiple)
Organizzazione Troppi dati
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Processi
Skills
Cultura
Organizzazione
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Overcomplexity: “can do everything”
I dati ci vogliono tutti, ma a che livello
analizzarli?
Cultura
 Orientata al prodotto
 Dipendenza dai contributi dei fornitori
 Pensiero tattico: risoluzione problemi
urgenti
 Contrari a trattare I clienti in modi diversi
Dedizione del top management
misure
Poca pressione competitiva…per adesso
Competenze: turnover dei dipendenti
Whose budget is it? Competition between
buyers and CRM people for manufacturers’
promotional dollars
quotations

“We have an argument between IT vendors, because most IT vendors are trying to
deliver as much data as possible at the point of contact…. The way IT people organise
the data leaves you far too many choices in what to do – too much information. You
can’t expect the person behind the counter to do a lot of analysis and interpretation in
real time in front of the person. That process has to be done automatically. IT vendors
sell solutions that are very expensive, they are very complicated and there are masses of
data and the poor user is sort of flooded with data, they don’t know what to do with it.”

“There is a single reason why I think retailers are not making better use of the
information they’ve got today. Typically the people who understand the consumer are
marketing people. They have got a more customer view of the world than a product view
of the world. Marketing is normally a relatively small department, doesn’t have a lot of
resource and it’s obviously not where the power lies. The power tends to lie in the buying
and category management area. So you have got this imbalance, these people have got
the resource and power, but are very product focussed in their view of the world, these
people that are customer focussed are much smaller.”
Altri ostacoli
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Il modello EDLP (?)
I key account non conoscono il micromarketing
Trade marketing managers e buyers sono orientati al prodotto
Vogliono fare volumi, senza curarsi di chi acquista
I consumatori ignorano la comunicazione mirata
I clienti non vogliono “una relazione” con il proprio supermercato
La tutela della privacy riduce i ricavi ottenibili dal micromarketing
Struttura del mercato
Paura che la strategia non sia sostenibile nel lungo periodo
The effect of market structure
high
10 mln Boots
Scheme
differentiation
14 mln Tesco
12mln
5 mln
low
Number of cards
shown inside bubble
Marks& Spencer
Nectar
Pure below the line
Pure above the line
Scheme orientation
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Beni “problematici” vs. beni “banali”

canale come organizzazione interaziendale con
obiettivi e politiche comuni, pilotate dal
produttore
 successione di mercati interdipendenti
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Rivoluzione commerciale, ruolo di marketing della
distribuzione e interferenza con l’industria
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Fidelizzazione della clientela basata sul
informativo, non più solo logistico
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Consapevolezza della rilevanza competitiva delle
informazioni
ruolo
Le posizioni delle parti circa la condivisione
informativa

Data la natura complessa dei rapporti, la condivisione
si sviluppa prima, e a 360°, per le informazioni che
impattano sull’efficienza
EDI (electronic document interchange)
 Logistica

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Condivisione bilaterale e asimmetria di posizioni sulla
condivisione dei dati che impattano sull’efficacia di
marketing
Interesse dell’industria per sell out e quote per
insegna
 Scarso interesse della distribuzione

Le posizioni delle parti circa la condivisione
informativa
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Disponibilità della distribuzione a condividere le
informazioni da fidelity card:
 Neutralità sulla negoziazione
 Micromarketing integrato
 Copertura dei costi del micromarketing

Scarso interesse e timori dell’Industria, nonostante
l’opportunità di:
 Estendere i confini del marketing dalla marca alla
categoria
 Comunicare in modo mirato e diretto con il
consumatore
 Testare il lancio di nuovi prodotti
I TRE MODELLI DI CONDIVISIONE
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la condivisione one shot
 segmentazione e targeting in rapporto agli obiettivi dei fornitori
moltiplicazione dei partners per massimizzare i contributi
marketing
 separazione micro-macro e incapacita’ di sviluppare nel
consumatore la percezione che il prezzo medio dipende dallo
scontrino, dalla frequenza di acquisto e dalla fedelta’
la condivisione per creare valore aumentando il sell out e la quota
della marca ( tesco – p&g ) :
 micromarketing integrato che si aggiunge ad un micromarketing
distributivo molto evoluto
 scambio delle informazioni ad una via con esclusiva di
categoria attraverso un nuovo istituto negoziale
 partnership legata alla durata del contratto
la condivisione per creare valore di categoria
 scambio informativo a due vie senza valorizzazione
Problemi aperti e prospettive future

La condivisione delle informazioni è il punto di partenza
per il miglioramento dei rapporti, ma nel nostro paese
permane un’asimmetria di posizioni

Ostacoli
 culturali
 organizzativi
 di struttura
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Ulteriore evoluzione della distribuzione a seguito della
Rivoluzione dell’Informazione
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Integrazione informativa intraorganizzativa
E-sourcing, e-procurement, e-supply
Commercio elettronico B2C
Database marketing
Two views of transactional data
Customer view of the product
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Private label chips,
2,7 kg
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operational view of the product 
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Needs frozen transportation
Has long shelf life
Wastage is low
Comes in boxes of 24 on pallets of 480
Stocked in all stores with layouts X, Y or Z
Buyer is John Smith
Supplier is XYZCo Ltd
Sourced in Uk
Profit margin is Z
…
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Big box (+) / small box (-)
healthy
prepacked (+) / loose (-)
fresh (+) / longlife (-)
Convenience
Cooking from scratch
branded (+)/Private label (-)
Kids
Value
Finest
foreign
green
high (+)/ low price (-)
Vegetarian
meat
adventurous
Traditional
Low calorie (+) / high calorie (-)
1
0
0
-1
0
0
-1
0
1
0
0
0
-1
0
0
0
0
-1
Constraints to CRM according to
U.S. supermarkets
60,9
funding
39,1
technology
30,4
people
26,1
data management and analysis
database limitations
21,7
measuring effectiveness
21,7
17,4
culture
13
privacy
0
10
20
30
40
50
60
70
Source: Cornell University survey
Privacy, regulations and negotiation with
customers to obtain information
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Even more difficult when you don’t need one-off information, but a
constant flow/updates of information
Companies flood consumers with too many requests for one to one
relationships
Companies ask “friendship, loyalty, respect, advocacy” without giving
the same in return
Offer too many offers/product variations (32.000 skuS, 50 variations of
Coke, 55 of Crest,70 flavors ofSnapple
Discriminate in favour of “best” customers disappointing loyal ones
Consumers know the value of rewards (See Reynolds)
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DISCONNECT BETWEEN THE “GIVE” AND THE “GET”
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How to decide whether to move to
CRM…let’s apply this to retailing
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After the 2000 boom, CRM investment plummeted between 2001 and 2003.
Now it’s back on the up. Why?
Successful companies seem to have taken a pragmatic, disciplined approach to
CRM, launching highly focused projects narrow in scope and modest in goals.
Is it strategic?
 CRM should be applied only to processes vital to competitiveness, or to
keep a function on a par with the rest of the industry when parity counts
(Aviall – distributor of aircraft parts – sales force)
Where does it hurt?
 CRM should be applied only in the few areas of the customer purchase
cycle that undermine performance (Kimberly-Clark – promotions)
Do we need perfect data?
 Perfect (real time) information comes at a high cost. Information that helps
satisfy customers is far more valuable than information that merely satisfies
curiosity (McDonalds’s “Innovate” turnaround).
Where do we go from here?
Remember the 4 perils of CRM
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1. Implementing CRM before creating a customer strategy
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2. Installing CRM technology before creating a customer-focused organisation
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90% of failure come from insufficient change management. CRM does not
manage relationships FOR you, it simply support a strategy. Assess you
company readiness, is the suggestion of Peppers & Rogers
3. Assuming that MORE technology is better
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A customer acquisition and retention strategy should be in place before even
considering CRM technology. Some companies allow software vendors to
drive their approach to customer management, or even worse, retrofit a
customer strategy to fit the newly acquired CRM technology
If you fill your CRM objectives with a low-tech approach, do the most of it
before bringing in more technology. Motivating your employees to be more
aware of customer needs can be better (See the old pillars of new retailing
and rocket science retailing)
4. Stalking, not wooing, customers

Not all customers WANT a relationship with you. Just because you CAN
contact them it does not mean you SHOULD
CONDITIONS FOR SUCCESSFUL CSRM
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Identify customers cost effectively (cards, RFID, biometrics…;
Install or upgrade IT that’s able to support CSRM (see POS
requirements)
Set up data quality policies
Collect enough data (at least 80% sales; payment cards are not suitable
for CSRM)
Empower marketing department
Create integrated information system from single repository of data,
both product and customer
Set up direct channels to communicate with individual customers
Card technologies
barcode
Magnetic strip
microchip
Low cost
Low cost
expensive
No storage capacity
Rigid and scarce storage
capacity
Flexible and
multiapplication
No processing capacity
No processing capacity
intelligent
Customers don’t control
access to data
Customers don’t control
access to data
Customers control access
to data anytime
Don’t allow direct
management of points
allows direct
Points can be managed
management of points via anytime
back office systems
Low tech
Old tech
Advanced tech
Requirements of POS systems
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Append to each transaction record the customer identification
Manage discounts linked to card
Cards can be swiped at any point in the order
Support customer specific pricing, not only two-tier
Manage quantity limits
Append discount to random weight products
Calculate different dollar-off and percent-off discounts per segment
Support points program
Track item movement and markdown expense by customer group
Monitor cashier card activity
Look up customer card number
Double monitor (cashier and customer)
Print receipt with customer specific information
Opportunities for customer specific
retail marketing online
“You can’t move the shop around for every
single customer that comes in. One to one
marketing is really an Internet thing.
Bricks and mortar shops can’t cope with
one to one marketing to the level you have
in the Internet situation.” (major multiple)
“So far, for 50 years, the information
revolution has centered on data – their
collection, storage, transmission, analysis and
presentation. It has centered on the “T” in IT.
The next information revolution asks,What is
the meaning of information, and what is its
purpose? And this is leading rapidly to
redefining the tasks to be done with the help of
information, and with it, to redefining the
institutions that do these tasks” (Peter
Drucker)
ONLINE RETAILING AND INFORMATION-RELATED
OPPORTUNITIES
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Areas and tools for customisation
 Product/Assortment (content being separate from context and
infrastructure, retailers are free from space constraints in defining
range and category “borders”)
 Pricing (Mechanisms/versioning/selfsegmentation)
 Advertising and communication
 Service
Online retailers capitalise on customer information:
 Organise information about products, not (only) products (logistics
can be totally outsourced – wholesalers can be part of the game)
 Value of customer portfolio (eBay)
 cater for larger share of customer portfolio by supplying
related/niche products
 sell to niches by being able to carry huge assortment
 Collaborative filtering/word of mouth
 Develop new business models based on information intermediation
Lessons from the Web
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The rush to loyalty programmes is quite similar to the Web frenzy of the turn of the century.
Loyalty cards are expected to bear the same magic sort of acquisition power as it was believed of
early web sites. Let’s not forget that:
•
customers must be given a good reason to visit a web site (use a card);
•
customers can always be attracted, but the cost can be so high that the whole effort turns out to
be worthless;
•
after a promise is made (the promise of extra care for the customer that’s implicit in a loyalty
programme or company web site), failure to deliver translates in disappointed customers who
never come back and tell many others;
•
an established reputation that is built through good old mass marketing is often a prerequisite for
the site (programme) to be attractive;
•
new marketing tool works best when integrated in the overall marketing process and
organisational routines, but then they become expensive and difficult to manage;
•
first entrant advantages exist but cannot make up for poor planning. Just like web sites, loyalty
programmes’ running costs can be as high as set up costs, and need to be accounted for;
•
before rushing to build databases of names and preferences with profit in mind, a little database
marketing mathematics should be done, in order to find out if it is worthwhile.
•
technology is an enabler, not the reason of the programme (web site) success.
Online retailing
Online supermarkets are an innovative format:
 goods on sale are the same as off line, but accompanied by a different amount of information
and service.
 Products reach consumers directly, the physical context substituted by a virtual one.
 Collection and fulfilment of orders and related skills are modified by technology and by
higher required amount of service
The impact of e-commerce is bigger where service improvements are accompanied by lower costs
and more market transparency
 Costs are the lowest for retailing of digital products, that had separate distribution channels in
the past, now convergent due to digitalisation
 The digitalisation of goods distribution creates external effects of efficiency and effectiveness
in the physical world, both when massive substitution of the two channels occurs, and when it
is only incremental
 For grocery e-retailing, economies of cost are more than offset by increased logistic costs.
However, a demand segment exists willing to pay for the extra convenience of online
shopping.The overall economic impact of e-tailing depends on the size of such segment.
In 2003, according to FMI 42% of US supermarkets offered on-line shopping.
 It is established retailers who are in best position to develop grocery e-tailing (brand, skills,
infrastructure and cross selling) Customers shopping 2-3 channels generate up to 9 times the
sales as customers who shop only one
Online CRM tools
goal
Retention
Acquisition
Partnership
wih
infomediaries
Incentives:
Customer
- free information, Relationship
- communities, Management
- download,
- gifts
Online advertising:
- banners,
- links;
- content sponsorship
Online loyalty
programmes
Affiliate
marketing
Customisation of
content,
offer,
service
E-mail marketing
Assortment/range


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

The “long tail”: from statistics term to e-commerce buzzword
In the physical market, economies of scale and space constraints make
it worthwhile to carry and sell only items with large demand (head of
curve) (economy of scarcity)
Online, both book and music merchants find over 1/3 of their sales
coming from “the long tail”, obscure products with little demand, that
can be profitable served online
By opening niche markets, e-retailing increases (“creates”) overall
demand
It is nonetheless necessary to make potential customers aware of the
existence of obscure products: hence the importance of customer
specific and customer centric tools for recommendations such as
collaborative filtering.
It has always been the business of retailers to organise range in an
informative way: huge ranges are an opportunity and a challenge, in
that the need for powerful tools to help customer navigate variety
arises
The on-line category manager: a role for
whom?





“General retailers tend to be masters at managing only three to five core
categories…Too often retailers offer a wide product range to increase their
share of overall customer spending without knowing enough about the
noncore categories they stock” (McKinsey)
Today, in physical markets, companies specializing in managing complex
categories where customers demand deep selection exist (music, sporting
goods, financial services, travel). E.g.: Handleman Entertainment manages
music ranges for Wal-Mart and Kmart.
Online, category manager companies can work for dozens of websites, and
there is the option of presenting it as a seamless operation or a partnership
(Amazon’s choice)
The category manager “buys a market effortless for the price of a
commission, that, by the way, is less than in the physical world, to
compensate for the risks and costs associated with bearing the inventory, and
for the revenue stream instead of one-off transactions of affiliate programs
Who is fit to play this role? Where else can it be stretched?
Intelligent agents



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“…something which helps us
to perform a single or range of
activities either with us or
autonomously on our
behalf…an agent can take
over tasks which are too time
consuming, repetitive or
trivial for us to want to do
ourselves”
The wealth of information that
makes up the Internet calls for
agents/intermediaries …
Early example: Andersen
Consulting’s BargainFinder
for CD’s
Comparing goods and services
along many dimensions
Area
Network and system management
E-mail and messages
E-commerce
Supported activites
Search
Ranking
Comparison
Suggestion
Transaction
Specialisation
Single activity/product
Multiple activity/products
Degree of intelligence
Rule-based
Collaborative filtering
Object
Product/service agent
Merchant agent
Negotiation agent
Managed variables
Only price
Price + other terms of trade
User can set them any time
Supported player
Buyer
seller
control
By seller
By customer
independent
Marketing role
Core business
Bundled service
Community making
Loyalty building/CRM
The Information Economy
according to Shapiro and Varian


Anything that can be digitized - encoded as a stream of bits – is information
The Cost of Producing Information
 Information is costly to produce but cheap to reproduce (high fixed costs but low
marginal costs)
 Fixed costs are sunk costs and are high also due to marketing effort required to
get attention
 Negligible variable costs make it feasible to give away copies of the product to
make consumers experience it
 They also show that once several firms have covered sunk costs, market forces
drive the price to marginal value, I. E. zero, hence differentiation is needed to
survive (organising, filtering, packaging to user segments needs)
 So pricing according to production cost does not make sense: goods should be
priced according to consumer value
 People are willing to pay for information goods, but assign very different values
to information: this leads naturally to differential pricing and to packaging
according to needs
 To differentiate, information is needed on the consumer: either by registration or
by observation
 Revenues can be generated by subscription, by pay per use and by advertising

Information as an Experience Good
 Consumers must experience it to value it, just like services
 Strategies are required to win consumers’ reluctance to purchase before
knowing what they get (e.g. browsing), striking a balance between giving
away your product and charging to recover costs

The Economics of Attention
 In the information overload, intermediaries create value in locating, filtering
and communicating what is useful to the consumer (search engines)
 New potential for matching demand and supply: advertisers reach exactly
the target market, consumers need give attention only to what is of interest
(keyword advertising) and are willing to pay a premium
Lock-In and Switching Costs
 Users of information technologies are notoriously subject to switching costs
and lock in: once you have chosen a technology/format, switching can be
expensive


Network externalities, positive feedback and standards
 When the value of a product to one user depends on how many
others have it, it exhibits network externalities or effects
(Metcalfe). These products have long lead times and explosive
growth, resulting from positive feedback of users.
 It is necessary to invest in marketing and choose correct
pricing to become the standard, to reach not just production
side economies of scale, but also demand side ones, as
generated by network effects (using marketing so that the
product that is supposed to become the standard eventually
becomes it)
 Due to such economies of scale, the market leader tends also
to be thecost leader
The “referral economy”
Discussion of BizRate and Intelliseek case
studies
What do the 2 cases have in common?
 What are the strengths and weaknesses of each?
 How can a retailer take advantage of the same
opportunities? Develop a business model and discuss its
feasibility

La condivisione dei dati scanner
in Italia dal 1999 al 2001
100%
90%
22
22
33
80%
45
70%
60%
30
50%
67
40%
44
27
30%
20%
48
10%
11
22
27
0%
Industria 1999
Industria 2001
no
sì, occasional.te
Distribuz. 1999
sì, abitualmente
Distribuz. 2001
Alto
quota
del margine
lordo
di marca/categoria
Basso
quota vendite e quota
acquisti in promozione
per decile
scontrino medio
e frequenza
per decile
di clientela
sell out di categoria
e sell out incrementale
% vendite
con carta fidelity
quota
vendite in promozione
sell out
a livello di gruppo
Alta
Bassa
disponibilità della GDO
Carrefour’s online strategy -1
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Launched by Promodès in May 1999, Ooshop is positioned as an alternative format
to hypermarkets, supermarkets and convenience stores.
Although the sales mix is similar to hypermarkets,Ooshop stocks far fewer SKUs
(approximately 6,700).Of these,private label accounts for approximately 15%.
Ooshop claims a leadership position of the grocery e-commerce market in
France, with a 34% market share.
Ooshop employs approximately 200 people, 50 of which work at head office. Whilst
delivery is outsourced to a third party (Star Service), picking is done in-house and is
based on the warehouse picking model.In September 2001,Ooshop opened a new
mechanised distribution centre in Marly, Paris, designed to increase capacity and
operating efficiency.
At the end of 2004, the average basket size was 170 euro. Volume was between
5,000 and 7,000 orders per week.
The initial delivery zones for Ooshop were Paris and Madrid. In November 2004,
coverage was extended to the Normandy region (Rouen, Evreux and Louviers).
In France, the typical Ooshop household has two working parents with young
children.Customers tend to stock up on ambient and dry goods approximately every
month, although fresh produce may also be purchased.
Carrefour’s online strategy -2






Ooshop’s annual turnover is approximately 50 million euro. This is equivalent to a
third of the turnover of an average hypermarket and is negligible for a group of
Carrefour’s scale. In addition, the operation, which has been plagued by disruptions
in its new automised Marly depot, remains unprofitable.
In November 2004, Carrefour announced its decision to retain ownership of Ooshop,
which had been under review since the beginning of the year. Ooshop also launched
a first test as part as the Carré-Sénart store whereby customers can collect orders
placed online. The company also has plans to develop a network of collection points
for orders placed online.
Carrefour’s decision not to divest Ooshop is indicative of the retailer’s efforts to
reinforce its overall leadership position in France.
Following the closure of Casino’s operation c-mescourses in 2002, there has been
much speculation over the future outlook for the remaining players Auchandirect,
Houra and Telemarket. Although Carrefour is unlikely to invest significant resources
in Ooshop in the short term, it seems to believe in the long term opportunity that this
channel may represent for the future.
In addition to Ooshop, Carrefour continues to offer a range of non-food services
through the Carrefour.fr portal. Carrefour.fr (www.carrefour.fr) is an information only
portal, providing links to:
 l General company information
 l Store directory and services (e.g. travel, multimedia, finance, insurance)
 l In-store offers and promotions, Carrefour on-line magazine
Asda’s online strategy - 1


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Asda offers its home shopping service via the website, asda.com. Orders are placed
on line and delivered the next day within a two hour slot agreed with the customer.
Delivery costs £4.25 on all orders. The price of goods is the same as in the store.
The service is currently offered via store-picking now covering 40% of the UK
Asda plans to expand the service in 2005. Asda is seeking to increase its coverage
to 60% by this autumn.
Asda is thought to be promoting the service in new catchments via:
 l localised marketing campaigns to increase awareness of the service
 l an instore campaign to register customers
 l local press ads
 l door-to-door activity
 l specific point-of-sale activity.
According to Asda, basket spend in 2003 was three times higher via the service
compared to an average Asda store and customer numbers have doubled. Asda
plans to discontinue its telephone ordering service, which has attained only limited
customer penetration.
Asda is taking a cautious approach to rolling out the availability of asda.com after a
period of consolidation.
Asda’s online strategy - 2

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Asda originally commenced home shopping via the use of dedicated pick centres in Watford
and Croydon. However, after a trial it was announced in January 2002 that these would close
and operations would move to a store-pick model from thirteen stores.
Clearly the expansion of the store-pick service from thirteen to 53 stores in the space of twoand-a-half years underlines Asda's intention to control the pace of rollout for a number of
reasons including:
 To ensure that online customers' orders and expectations can be successfully met
 To understand and resolve the impacts of store picking on in-store availability for 'bricksand-mortar' customers
 To achieve the rollout in the most efficient EDLC ('Every Day Low Cost') manner.
The service attracts in excess of 110,000 unique users per week.
One unique feature of the service is Quick Start Shopping. After a customer has registered,
they can enter a some details from an Asda till receipt. The next day, the products from the
receipt will be automatically stored in the customer's list of Favourite purchases. This feature
has been made available by Wal-Mart's powerful IT systems which record transactions at
product level.
In January 2005, Asda has launched an E-commerce venture on Asda.com with mobile
entertainments provider Ringtones.co.uk. Presented as a microsite within asda.com, the site
offers a number of mobile phone goodies, including: Tones, textones and voxtones, Java
games, Video downloads, Wallpapers etc
Standard tones sell from the website at £2.50 each.
A service such as this clearly provides significant margin opportunities whilst providing growth
for Ringtones.co.uk by marketing its roducts via Asda.
I soggetti coinvolti dal
micromarketing



Negli anni ‘50 il boom delle vendite per corrispondenza
USA fa sviluppare il mercato dei “servizi di direct
marketing”
I servizi in Italia: dalle nostre testimonianze
 fornitori di tecnologie HW e SW
 fornitori di servizi di intelligence
 fornitori di servizi di database/direct
 agenzie/web agencies
 servizi di contact center
Le imprese
 peculiarità del rapporto I-D nel micromarketing e
riflessi sui rapporti di canale
Le tecnologie per il micromarketing
Dai dati: “rappresentazione originaria e non
interpretata di un fenomeno”
 alle informazioni: “insieme di dati
contestualizzati in modo da avere un
significato”

Il sistema informativo
Un insieme di elementi, anche molto
diversi fra loro, che raccolgono,
elaborano, scambiano ed archiviano
dati, con lo scopo di produrre e
distribuire informazioni all’interno di
un’organizzazione.
Esso si compone di dati, informazioni,
procedure, persone, mezzi e strumenti.
Piramide delle decisioni aziendali e
corrispondenti sistemi informativi
decisioni
strategiche
pianificazione
e controllo
operative
sistema informativo
DSS
MIS
EDP
Definizione di database

Un database è una collezione di dati
interrelati che permette il richiamo
tempestivo e puntuale dei dati che
interessano, per molteplici utilizzi rilevanti
per l’impresa. Può essere manipolato con
apposito software.

Il database di marketing è una collezione di
informazioni sui clienti (attuali e potenziali)
che permette l’analisi strategica e la scelta
puntuale di dati per le attività di marketing.
Costruzione del database clienti



Trade off tra esausitività e costi
fonti interne e fonti esterne
Aziende che hanno/non hanno contatto diretto col cliente
 ricevute/fatture
 carte fedeltà/pagamento
 risposta ad iniziative direct response
 registrazioni degli addetti alle vendite/servizio
clienti/richieste informazioni
 garanzie
 dati carta di credito
 promozioni con invio dati
 nuovi canali di comunicazione (web)
Esempio di contenuti
(record di cliente)

Largo consumo

Dati demografici
 (nome, indirizzo, città, sesso, data di
nascita, figli)
Dati esterni
 (affidabilità,istruzione, indicatori stile di
vita)
Storia del contatto
 (codice campagna, codice messaggio,
data del contatto, risposta, acquisto, resi)
codice cliente
punteggio RFM
forme di pagamento
programma fedeltà







Business to business

posizione del contatto

ufficio

tel/fax/e-mail

settore d’attività

fatturato

numero di dipendenti

responsabile di riferimento
Gestione del database
La costruzione deve essere preceduta dalla
strategia
 Gestione delle fonti (interne, esterne)
 Gestione dell’inserimento dati
 verifica, convalida e deduplica
 Gestione del database
 interna vs. esterna
 nel tempo (aggiornamento, archiviazione)
 Gestione dell’utilizzo

Data warehouse
Back end
sistemi
operativi
aziendali
ed
esterni
Gestione dati
Front end
applicazioni
Interrogazione
reportistica
analisi multidimensional
simulazione
database
migrazione
dei dati
rete di
collegamento
ciò che vede
l’utente
Data warehouse
Un contenitore di dati centralizzato
costruito duplicando, standardizzando e
consolidando dati provenienti dai sistemi
operativi dell’azienda e da fonti esterne.

Va a costituire il nucleo di un DSS completo
che permette ai decisori l’accesso rapido e
facile a dati storici integrati e finalizzati.