Amazon is a masterclass in clever marketing and their data-backed recommendation engine is one of the key drivers of their success. Leveraging the data they gain from their legions of customers allows them to produce a personalized list of relevant products that drive further and repeat sales.
Image source: VWO. Dynamic content blocks are an excellent way of adapting the content that a visitor sees based on certain behavior or available data. Well, dynamic content blocks can be used to accomplish this, either at the small scale, like offering pertinent information, or on a larger scale, like changing the entire language.
Just look at interior design studio Skandium. Image source: Barilliance. Aside from the cutting-edge technology that they employ to stream music and recommend relevant artists and music to their customers, they also give their customers the reigns to their experience.
This creates a special connection between Spotify and its subscribers and increases the switching cost. This kind of personalization makes brand loyalty stronger and makes it that much more difficult to churn.
Abandoned cart messages are the pinnacle of reengaging your unconverted potential customers. Reminding them of a missed opportunity or offering a discount on an item they were looking at is a great way of bringing them back to finalize a sale.
Take German fashion retailer Zalando. Image source: Sleeknote. Just look at MeUndies , the upscale underwear and loungewear retailers. Image source: Business2Community. Search pages offer another great opportunity to personalize your online marketing. Take a look at Sur La Table , when a visitor enters a search term, the autocomplete function offers suggestions that can spark visitors to explore more and may even expand their cart. Image source: Nosto.
When a visitor is searching the internet for travel information, they are targeted by TripAdvisors dynamic ads, and they get very specific. Take the example below, when a visitor searches the internet for flights to a specific destination, a dynamic TripAdvisor ad appears with a competitive deal offer on accommodation where the person is traveling to.
Image source: Autopilot. Mobile marketing is one of, if not the fastest-growing sales channels available to brands and represents the next frontier in personalized promotions. While many brands that operate online only really come into play when a potential customer is either shopping or researching, some others have taken mobile marketing to a new level by creating whole models that keep customers engaged beyond just a transaction and integrate with their day-to-day.
By now, everyone is familiar with push notifications. But push notifications on smartphones is an excellent way of urging people to take action and engage them, but in order to do that, you have to present a good reason to head your notification and not just swat it away.
The more relevant and enticing you can make the notification, the more likely you are to bring people back to you. Image source: Instapage. Customers can place orders to pick them up, pay using the app and they even receive reward points for every purchase which can be exchanged later. The usual trappings of a loyalty scheme that once relied on keeping a stamp card with you at all times is all kept inside the app with plenty of room for other offers and features.
All of this has allowed Starbucks to create a community of ardent Starbucks customers who use the gamified app on a daily basis. Every effort to personalize your marketing is moving the needle forward and bringing you closer to seeing those results we talked about at the start.
Skip to content. Image source: Bandt 2. Image source: BigCommerce 4. Image source: GetUplift 5. Image source: HubSpot 6. Image source: Kissmetrics 8. Image s source: Unbounce 9. Image source: Delivra Image source: Stripo Image source: HubSpot Personalizations can be based not just on who your subscribers are, but on the actions they take as well. Image source: HubSpot Image source: Email Mastery Image source: Campaign Monitor It may focus on updating local managers about new products, when what they mainly want is information on the most tactical and country-specific elements of the marketing mix.
For example, the concentration of the grocery trade is much higher in the United Kingdom and Canada than it is in the United States. In this case, managers in the United States can learn from British and Canadian country managers about how to deal with the pressures for extra merchandising support that result when a few powerful retailers control a large percentage of sales.
Likewise, marketers in countries with restrictions on mass media advertising have developed sophisticated point-of-purchase merchandising skills that could be useful to managers in other countries.
By itself, however, information sharing is often insufficient to help local executives meet the competitive challenges of global marketing. Any systematic headquarters effort to influence local managers to apply standardized approaches or introduce new global products while the managers retain their decision-making authority is a persuasion approach. Unilever and CPC International, for example, employ a world-class advertising and marketing research staff at headquarters. They frequently visit the field to disseminate new concepts, frameworks, and techniques, and to respond to problems that local management raises.
It helps to build trust if headquarters can send out the same staff specialists for several years. Often, when the headquarters of a decentralized multinational identifies or develops a new product, it has to persuade the country manager in a so-called prime-mover market to invest in the launch. A successful launch in the prime-mover market will, in turn, persuade other country managers to introduce the product.
The prime-mover market is usually selected according to criteria including the commitment of local management, the probabilities of success, the credibility with which a success would be regarded by managers in other countries, and its perceived transferability.
Persuasion, however, has its limitations. Two problems recur with the prime-mover approach. First, by adopting a wait-and-see attitude, country managers can easily turn down requests to be prime-mover markets on the grounds of insufficient resources. But because of the need for readaptation in each case, the tailoring may delay rollouts in other markets and allow competitors to preempt the product. In the end, management may sacrifice long-term worldwide profits to maximize short-term profits in a few countries.
To overcome the limits of persuasion, many multinationals are coordinating their marketing programs so that headquarters has a structured role in both decision making and performance evaluation that is far more influential than person-to-person persuasion. Often using a matrix or team approach, headquarters shares with country managers the responsibility and authority for programming and personnel decisions. Even though the product directors are staff executives with no line authority, because they have all been successful line managers in the field, they have great credibility and influence.
Country managers who cooperate with a product director can quickly become heroes if they successfully implement a new idea.
In addition, within the product category in which they specialize, the directors have influence on line management appointments in the field. Local managers thus have to be concerned about their relationships with headquarters.
Some companies assign promising local managers to other countries and require would-be local managers to take a tour of duty at headquarters.
But such personnel transfer programs may run into barriers. First, many capable local nationals may not be interested in working outside their countries of origin. Second, powerful local managers are often unwilling to give up their best people to other country assignments. Third, immigration regulations and foreign service relocation costs are burdensome. Fourth, if transferees from the field have to take a demotion to work at headquarters, the costs in ill will often exceed any gains in cross-fertilization of ideas.
If management can resolve these problems, however, it will find that creating an international career path is one of the most effective ways to develop a global perspective in local managers. To enable their regional general managers to work alongside the worldwide product directors, several companies have moved them from the field to the head office. More and more companies require regional managers to reach sales and profit targets for each product as well as for each country within their regions.
In the field, regional managers often focus on representing the views of individual countries to headquarters, but at headquarters they become more concerned with ensuring that the country managers are correctly implementing corporatewide policies. Recently, Fiat and Philips N.
Use of a single agency especially one that bills all advertising expenditures worldwide also symbolizes a commitment to global marketing and more centralized control.
An undercover operation is likely to jeopardize agency-client relations at the country level. While working to achieve global coordination, some companies are also trying to tighten coordination in particular regions:. Even a decentralized multinational may decide, however, that to protect or exploit some corporate asset, the center of gravity for certain elements of the marketing program should be at headquarters.
In such cases, management has two options: it can send clear directives to its local managers or permit them to develop their own programs within specified parameters and subject to headquarters approval. The product, brand name, positioning, and package design were standardized globally.
It approved changes in several markets. Moreover, local managers developed valuable ideas on such programming specifics as sampling and couponing techniques that were used in all other countries, including the United States.
As a result, it requires all brands sold in all countries to be registered in the home country of Switzerland. While the ostensible reason for this requirement is legal protection, the effect is that any product developed in the field has to be approved by Vevey. The head office has also developed detailed guidelines that suggest rather than mandate how brand names and logos should appear on packaging and in advertising worldwide with exceptions subject to its approval.
The motive may be to ensure that a new product is introduced rapidly around the world before the competition can respond or that every manager fully and faithfully exploits a valuable marketing idea.
Sometimes direction is needed to prove that global marketing can work. Once management makes the point, a more participative approach is feasible.
A European headquarters project team visited the markets and then developed a standard marketing program. The country managers, however, objected. Since the market potential in each country was small, they said, they did not have the time or resources to launch Sista. The project team countered that capitalizing on potential scale economies, its pan-European marketing and manufacturing programs would be superior to any programs the subsidiaries could develop by themselves.
Furthermore, it maintained, the already developed pan-European program was available off the shelf. The European sales manager, who was a project team member, discovered that salespeople as well as tradespeople in the target countries were much more enthusiastic about the proposed program than the field marketing managers. So management devised a special lure for the managers. The project team offered to subsidize the first-year advertising and promotion expenditures of countries launching Sista.
Six countries agreed. To ensure their commitment now that their financial risk had been reduced, the sales manager invited each accepting country manager to nominate a member to the project team to develop the final program details.
By , the Sista line was sold in 52 countries using a standard marketing program. The Sista launch was especially challenging because it involved the extension of a product and program already developed for a single market. You can also email the Business Customer Service Center at businesscustomerhelp pge. Facility Improvements Custom Retrofit. Save money with energy-efficiency programs. Calculated Incentives Rates Measure. Certify compliance with permit and license requirements according to the following guidelines.
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