Jason Garrett, Head Coach of the Dallas Cowboys, stepped into the center of the locker room following the Cowboy’s wild card playoff win against the Detroit Lions last year and in just a few seconds the yells and exclamations of the happy team faded away. As Coach Garrett began to speak, the players, other coaches, even the owner, hung on every word, with only an occasional “yessir” breaking the silence like a sudden “amen” at a Southern roadside tent revival from 50 years ago.
“I only know one way to do this, and that’s from the heart.” His sincerity was obvious in the emotion of the moment, sweat dripping from his head as if he had quarterbacked the game instead of Tony Romo. Jason Garrett spoke for two and one half intense minutes about his love for the team, his gratitude to be a part of it, and the pure joy he felt with everyone in the room. Four different times he repeated a key phrase, “We got work to do.” Interspersed with praise, side by side with celebration, “We got work to do.”
We got work to do. The team had just finished their 17th game, their 5th victory in a row and 13th of the season, and the first thing their head coach wanted them to remember was that there was still another team knocking at their door, ready to fight, ready to compete, ready to take what they could away from Garrett’s Cowboys.
Football coaches face it every season, or at least the successful ones do. Win a bunch, win some more, and your biggest enemy is complacency. Another team is always knocking at the door, ready to take your success and make it their own. It’s called competition. It’s also called business.
Maybe there aren’t 35 million people watching like there are for NFL playoff games, but business is still a hard fought competition every day. Countless business experts, in journals, books, and lectures, have cautioned about the need to always evolve, to get better, to improve.
Not too long ago a top CPG brand came to SpotRight for help. Their CRM program was a fantastic success in two channels, online and email, and ranked number one in the world as 2014 came to a close. As 2015 began, their CMO gave a Jason Garrett speech, in his own way. Absent the locker room, missing the smells of liniment and sweat, he sent a clear message to the CRM team that their success was wonderful, he was proud of them and happy with them, but now…”we got work to do.” Now they needed to expand to be truly omni-channel. Move beyond their site and email to include social media channels in a way that increased engagement, participation and results.
They were not avoiding social media. They already had a Twitter handle, a Facebook presence, and people hired to post and tweet and retweet. They had followers, they could see how many followers they had, and even what their handles were.
What they didn’t have was any understanding of who those people were. And without understanding who they were, there was no way to understand what they needed, what they wanted, what would get their hearts pumping. No way to know how to benefit them in return for their loyalty.
Where would you start? This team didn’t build a successful CRM program without understanding the importance of customer insights, program planning, and testing. They understood well what Theodore Levitt had said over 50 years ago, “If you’re not thinking segments, you are not thinking marketing.”
Planning to Win
The team divided the strategy into three phases, starting with a program segmentation strategy based on real data about their customers. Phase two calls for strategy refinement and optimization, with the final phase slated for the test strategy for the channel transition. Cue SpotRight. SpotRight focuses on the people on social media – helping companies understand who is engaging with them, talking about them, or just listening to what they say. To help this CPG team define their segmentation strategy, we built an analysis in two parts – an Insights report detailing the key characteristics of their CRM membership on social media, and an individual level overlay of brand detractors, advocates, and level of influence. SpotRight’s Insight reports are built from our GraphMassiveTM database of consumer social network graph information linked to critical data from other sources. We base consumer brand preferences and lifestyle interest preferences on our social graph connections, which include over 200 categories with more than 20,000 interest and brand handles.
What We Found
The company’s loyalty rewards audience is engaged, following an average of 132 handles on Twitter. This is close to normal, as the average US consumer with a Twitter profile follows 143 people or brands.
But the chart below shows this audience’s average number of tweets is significantly lower than most consumers. They like to listen and gather information much more than they like to create content.
Conclusion? They listen, and listen hard, but they don’t talk much. So it follows that the number of influencers in the group would be low, and in fact it is. Only 0.5% of the audience has a high influence score, about a third of the average number of high influencers. They’re engaged, they’re listeners, and they are following the brand to get information – perhaps about the deals and offersprovided by the CRM program. That’s good news.
Time to dig a little deeper. A look at the competitors, displayed below, shows the following behavior of not only our client’s brand, but their competitors’ as well. The good news is that the audience is 17 times as likely to follow our team’s CPG brand than the average consumer. That’s very good news. However, they follow most of their competitors too. It’s not an entirely rosy picture if they’re listening to the competition while they’re looking at our client’s brand. This means the interest in the category is very high, but there is a danger of attrition that must be addressed in the loyalty program.
To build loyalty and help design the segmentation strategy, SpotRight’s Insight report provides the top interest categories along with the top 200 interests the audience follows. These reports found the audience’s top three interests are Parenting, Retail Shopping, and Health and Fitness. A closer look into the specific handles show that their retail shopping is heavily influenced by shopping for good deals – trying to make that dollar stretch.
How It Helped
With an audience receptive to coupons and discounts, very engaged and interested in parenting, health and fitness, and listening to our brand, there’s a good chance that a segmentation designed around income, age, presence of children, and interest in specific retail outlets carrying our team’s CPG brand will give a good base for phase three’s test strategy. And with the offers designed to include the interests that surfaced in our InterestGraph such as basketball, football, specific celebrities and musicians, there is a wealth of information to mine for the omni-channel strategy they’ve set as their goal.
Yes, in the words of Jason Garrett, they’ve got work to do. Number 1 in 2015, determined to do even better in 2016. In our business, the fundamental equivalent to blocking and tackling is knowing your customer – who they are and what they need and want. Data with analysis is the key to that knowledge. Following the data is the best path to a winning strategy.