insights2020: driving growth through customer-centricity
TRANSCRIPT
22nd September 2016 | Hong Kong
Introductions
Benoit Garbe
Senior Partner, Head of AMAP
Millward Brown Vermeer, WPP Group
Neil Basu
Head of Research, APAC
IMAGINE 2020
My “LinkedIn”
Who we are
Growth Strategy
Growth Strategy
Brand Purpose
Brand Purpose
Marketing Organization
Marketing Capability
Brand Valuation & ROI
Insights2020 video
Welcome to the connected society
212 BillionSensor enabled
devices
2008 2015 2020
7
Billion
25
Billion
50
BillionConnected devices
!Connected
Society
Data People
Process Devices
Traditional value drivers no longer provide
competitive advantage
1900 -
1960
1960 -
1990
1990 -
2010
2010 -
PRESENT
Age of
Manufacturing
Age of
Distribution
Age of
Information
Technology
Age of the
Connected
Customer
Everybody talks about Customer Centricity
HOW
to achieve
Customer
Centricity?
WHAT
are the drivers
of Customer
Centricity?
Insights2020 Focus
The Insights2020 Coalition
Founding Partners Advisory Board
Keith Weed
UnileverSir Martin Sorrell
WPP
Diego Scotti
Verizon
Tony Fagan
60 Markets
337 Vision Interviews
10,495 Survey Respondents
• LinkedIn Behavioral Analysis
• Wharton Crowd Sourcing
• 8 Global research teams
• Cross-industry, Cross-function
Largest and most global I&A study ever conducted
Tor Petersen
Go ProHead of APAC Sales
& Marketing
Shakir Moin
Coca cola SVP CMO China
Bessie Lee
WPPChina CEO
Mike Zhang
Kimberly ClarkManaging Director of
China
Zheng Zhang
AutohomeMarketing Director
Zhanshu Liu
AudiHead of Strategy
Wei Hao
IfengMarketing VP
Rongfeng Lin
New Oriental
EducationCMO
Connie Tao
L'OréalHead of CMI
Chris Tung
AlibabaCMO
Christine Xu
McDonald’sCMO
Helen Zhou
Sephora
CMO China
Opportunities
Insights into
action across all
touchpoints
Behavioral
DataPersonalization
Brand
Purpose
Especially true
for overperformers
Challenges
Internal silos &
bureaucracy
Legacy of
structure &
functions
Making
sense of
data
Recruiting
wholebrain
people
Especially true for
underperformers
Especially true for
overperformers
Key dimensions of Customer-Centric growth
CUSTOMER
CENTRIC
GROWTH
TOTAL
EXPERIENCE
INSIGHTS
ENGINE
CUSTOMER
OBSESSION
Key dimensions of Customer-Centric growth
CUSTOMER
CENTRIC
GROWTH
TOTAL
EXPERIENCE
INSIGHTS
ENGINE
CUSTOMER
OBSESSION3x more (85% vs 29%) 4x more (87% vs 22%)
4x more (51% vs 12%)
Customer-Centric growth—Total Experience
1. Purpose-led
2. Data-driven customization
3. Touch point consistency
CUSTOMER
CENTRIC
GROWTH
TOTAL
EXPERIENCE
INSIGHTS
ENGINE
CUSTOMER
OBSESSION
Link everything to a
clear brand purpose
80%32%
Driver 1.
Purpose-led
Creating experiences based
on data driven insights
Driver 2.
Data-driven customization
32%
73%31%
I&A to drive consistency
across all touch points
Driver 3.
Touch point consistency
32%
64%29%
64%
40%Global Average
China Average
Touch point consistency
Customer-Centric growth—Customer Obsession
4. Embraced by all
5. Leadership priority
6. Collaboration
7. Experimentation
CUSTOMER
CENTRIC
GROWTH
TOTAL
EXPERIENCE
INSIGHTS
ENGINE
CUSTOMER
OBSESSION
Customer Centricity
is fully embraced by
all functions
Driver 4.
Embraced by all
79%13%
Customer Centricity
is a top priority for
leaders
Driver 5.
Leadership priority
91%
48%
Incentives are
based on customer
related KPIs
45%
24%
Work closely with
customers
Driver 6.
Collaboration
72%45%
Embracing risk and
experimentation
Driver 7.
Experimentation
40%13%
Embracing risk and
experimentation
Driver 7.
Experimentation
40%13%
54%
30%Global Average
China Average
Leadership Priority
34%
19%Global Average
China Average
Experimentation
Customer-Centric growth—Insights Engine
8. Leading role of I&A
9. Unlocking the power of data
10. Critical capabilitiesCUSTOMER
CENTRIC
GROWTH
TOTAL
EXPERIENCE
INSIGHTS
ENGINE
CUSTOMER
OBSESSION
I&A leading the
business
Driver 8.
Leading role of I&A
51%
18%
I&A reports into
the CEO
29%
12%
Linking different data
sources to distil
insights
Driver 9.
Unlocking Power of Data
67%34%
THE ECONOMIC GRAPH
Business Sense
Driver 10.
Critical capabilities
75%50%
‘Wholebrain’
thinking
71%42%
Storytelling61%
37%
29%
13%
Global
Over Performer
China Average
I&A reports into CEO
Global
Over Performer
China Average
‘Wholebrain’ thinking
71%
45%
NOW what?
Focus on products
and servicesFocus on Total
Experience
NOW what?
Focus on
DETAILS of dataFocus on
ACTIONABILITY of data
NOW what?
Deliver to
customersCo-create and innovate
with customers
45%
53%
61%
+8%
+2%
+3%
Total Experience
• Purpose-led
• Data-driven customization
• Touch point consistency
• Leading role of I&A
• Unlocking the power of data
• Critical Capabilities
• Embraced by all
• Leadership priority
• Collaboration
• Experimentation
Customer Obsession
Insights Engine
Revenue Growth
Potential
+2.8%
73%
49%
53%
+2%
+5%
+3%
+9%
-6%
-2%
+3%
-7%
-9%
-6%
-2%
SCORE
GAP vs
BENCHMARK AMBITION
SCORE
GAP vs
BENCHMARK AMBITION
SCORE
GAP vs
BENCHMARK AMBITION
+5%
63%
75%
61%
34%
+5%
+3%
+4%
+6%-2%
CUSTOMER
CENTRIC
GROWTH
TOTAL
EXPERIENCE
INSIGHTS
ENGINE
CUSTOMER
OBSESSION
Unlocking your customer centric growth
Connect the world’s
professionals to make them
more productive and successful
LinkedIn Mission Statement
78%read content on LinkedIn at least
once a week
Growth requires alignment on brand purpose
PUBLISHING PLATFORM
Empower your leaders to communicate directly
with
key stakeholders, employees,
and prospective talent
Thought Leadership
ELEVATE
Leverage your employees’ collective influence
to share content
that is “on brand”
Employee Activation
Growth requires personalized experience at scale
ORGANIC / SPONSORED
CONTENT
The most effective platform for
marketers to engage with
professionals
Content Marketing
SALES NAVIGATOR
Empower your sales teams
with social intelligence and content
to share
Social Selling
Overperformers leverage the multiplication effect
More likely to be over-
performers
LI Sales Navigator
(Social Selling)
LI Marketing Solutions
(Brand Activation)
8XMore likely to be over-performer
3x
Leveraging LinkedIn for
Marketing OR Sales
Leveraging LinkedIn for
Marketing AND Sales
Q&AS E S S I O N
THANK YOU