Proosdij preso merlin_alberthartwig

agency for cross-channel communications

Mark Stadhouders Director Strategy, partnerships and sales

Creates valuable long-lasting connections with customers. Over 15 years of experience with developing cross-channel

digital customer experiences in mobile, retail and consumer electronics.

Samsung, Emakina

Albert HartwigCreative Director, studio and project direction

Helps brands to understand consumers by using creative

strategy and concepting tools. With a data and result driven foundation to deliver customer value growth and consumer

centric service propositions.

Yourzine, Philips

Mark and Albert developed innovative and engaging services for B2B2C brands and agencies

founders

we think users first and we design cross-channel experiences

the journey starts here

the journey starts herewe build connected journeys that deliver valuable interactions

we connect rich data from each channel and make it actionable

the journey starts here

the journey starts herewe develop relevant content for each digital touchpoint

contact Merlin and start building meaningful relationships

the journey starts here

Merlin is an agency focused on connected cross-channel experiences

We think users first and designconnected journeys with rich profile data, impactful experiences and customer centric technologies to build meaningful relationships.

Cross Channel Visibility

WEB

SHOP

MOBILE

EDM

TABLET

SOCIAL MEDIA PRODUCT PURCHASE

CUSTOME CARE

Cross Channel Visibility

WEB

SHOP

MOBILE

EDM

TABLET

SOCIAL MEDIA PRODUCT PURCHASE

CUSTOME CARE1

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MUTUAL VALUE

EXCHANGE

DATA & INSIGHTS

USER EXPERIENCE TECHNICAL SOLUTIONS

CREATIVE AND EFFECTIVE CONCEPTS

RIGHT BRAIN CREATIVE STRATEGY LEFT BRAIN IT

CREATIVE COMMUNICATION TECHNICAL DEPLOYMENT

Modern Marketeer balances between left brain, right brain, heart and guts. not only cross channel, but also cross competence

inspired by

Why, How, What - Simon Sineks Golden Circle (2009)

http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=nl

IKEA - Brand Values

IKEA - Brand Values

understand your business and consumers

First: business modeling and value proposition design

https://strategyzer.com/books

Business modeling and value proposition design (workshops)

The Business Model Canvas

Revenue Streams

Channels

Customer SegmentsValue PropositionsKey ActivitiesKey Partners

Key Resources

Cost Structure

Customer Relationships

Designed by: Date: Version:Designed for:

designed by: Strategyzer AGThe makers of Business Model Generation and Strategyzer

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

strategyzer.com

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)

sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

channel phases1. Awareness

How do we raise awareness about our company’s products and services?2. Evaluation

How do we help customers evaluate our organization’s Value Proposition?3. Purchase

How do we allow customers to purchase specific products and services?4. Delivery

How do we deliver a Value Proposition to customers?5. After sales

How do we provide post-purchase customer support?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform

What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

categories ProductionProblem SolvingPlatform/Network

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability

typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising

fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent

dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market

The Value Proposition Canvas

Value Proposition Customer Segment

strategyzer.comcopyright: Strategyzer AGThe makers of Business Model Generation and Strategyzer

Gain Creators

Pain Relievers

Products & Services

Gains

Pains

Customer Job(s)List all the products and services your value proposition is built around.Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?Which ancillary products and services help your customer perform the roles of:

Buyer(e.g. products and services that help customers compare of-fers, decide, buy, take delivery of a product or service, …)

Co-creator(e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)

Transferrer(e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Products and services may either by tangible (e.g. manufac-tured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer?

Describe how your products and services create customer gains.

How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?

Do they…Create savings that make your customer happy?(e.g. in terms of time, money and effort, …)

Produce outcomes your customer expects or that go beyond their expectations?(e.g. better quality level, more of something, less of something, …)

Copy or outperform current solutions that delight your customer?(e.g. regarding specific features, performance, quality, …)

Make your customer’s job or life easier?(e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)

Create positive social consequences that your customer desires?(e.g. makes them look good, produces an increase in power, status, …)

Do something customers are looking for?(e.g. good design, guarantees, specific or more features, …)

Fulfill something customers are dreaming about?(e.g. help big achievements, produce big reliefs, …)

Produce positive outcomes matching your customers success and failure criteria?(e.g. better performance, lower cost, …)

Help make adoption easier?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?

Do they…Produce savings?(e.g. in terms of time, money, or efforts, …)

Make your customers feel better?(e.g. kills frustrations, annoyances, things that give them a headache, …)

Fix under-performing solutions?(e.g. new features, better performance, better quality, …)

Put an end to difficulties and challenges your customers encounter?(e.g. make things easier, helping them get done, eliminate resistance, …)

Wipe out negative social consequences your customers encounter or fear?(e.g. loss of face, power, trust, or status, …)

Eliminate risks your customers fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

Help your customers better sleep at night?(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)

Limit or eradicate common mistakes customers make?(e.g. usage mistakes, …)

Get rid of barriers that are keeping your customer from adopting solutions?(e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)

Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?

Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.

Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)

What outcomes does your customer expect and what would go beyond his/her expectations?(e.g. quality level, more of something, less of something, …)

How do current solutions delight your customer?(e.g. specific features, performance, quality, …)

Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.

What does your customer find too costly?(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)

What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, …)

How are current solutions under-performing for your customer?(e.g. lack of features, performance, malfunctioning, …)

What are the main difficulties and challenges your customer encounters?(e.g. understanding how things work, difficulties getting things done, resistance, …)

What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)

What risks does your customer fear?(e.g. financial, social, technical risks, or what could go aw-fully wrong, …)

What’s keeping your customer awake at night?(e.g. big issues, concerns, worries, …)

What common mistakes does your customer make?(e.g. usage mistakes, …)

What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)

Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.

Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and com-plete, the problems they are trying to solve, or the needs they are trying to satisfy.

What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …)

What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)

What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)

What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)

Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:

Buyer (e.g. trying to look good, gain power or status, …)

Co-creator (e.g. esthetics, feel good, security, …)

Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job

indicate how often it occurs.Outline in which specific context a job

is done, because that may impose constraints or limitations.

(e.g. while driving, outside, …)

What would make your customer’s job or life easier?(e.g. flatter learning curve, more services, lower cost of ownership, …)

What positive social consequences does your customer desire?(e.g. makes them look good, increase in power, status, …)

What are customers looking for?(e.g. good design, guarantees, specific or more features, …)

What do customers dream about?(e.g. big achievements, big reliefs, …)

How does your customer measure success and failure?(e.g. performance, cost, …)

What would increase the likelihood of adopting a solution?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.

https://strategyzer.com/books

Empathy MapReally understand your consumers

Model in collaborative workshops

Human centric, agile, flexible, inspired, disruptivepassionate, creative, innovative, collaborative, playful, energetic, risk taking.

Service design thinking is a holistic way for a business to gain emphatic understanding of customer needs.

mutual value exchange

Understand consumers needs in there daily life.

And make this relationship

happen.

Consumer needs, desires,

wishesUnderstanding customer

needs and wishes

Capturing Customer Insights

Excellent and dedicated personal servicesShowing satisfaction

CONSUMER NEEDS OUR SOLUTIONSVALUE EXCHANGE

engagement

The best solutions for you

Mutual Engagement

Mutual Value Exchange Modeling

persona’s and journeys

Prototypes/Personas/Target groups

Get to know your audience and what drives them

Cross channel decision journey

INITIALCONSIDERATION

PURCHASE

ACTIVE EVALUATION

POST PURCHASE EXPERIENCE

LOYALTY LOOP

Trigger

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@home on ipad

Browsing on the Web

Touch and feel in offline shop

Buy online

Engaging welcome via E-mailHow to video’s on

Vimeo and Youtube

Upgrade campaign via Social

Personalized content via web and

social

Next Step: contact strategy

WEB

SHOP

MOBILE

EDM

TABLET

SOCIAL MEDIA PRODUCT PURCHASE

CUSTOME CARE1

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Service history

Social Media Behavior (social logins)

Newsletter activity (OR/CTR/engagement)

Portal behavior (taxonomies)

Shopping behaviour

Communication history (newsletters, promotions, CCS)

Products (RFM via product registrations)

Living situation (family)

Promotional history (clearances)

Channel preferencePromotor ranking (first time buyer, fan, ambassador)

Targeted communication based on profile depth

Omni channel personal communication

Ranking for loyalty prgram basedon quality profile

Product behaviour, preferences

Basic credentials

Persona type

Omni channel touchpoints

Profile depth for targeting & triggers

Inactive Lost

ProspectsCustomersOther type of usersCompetitorsClient users

Opt-ins

1st2nd>2Ambassador1st2ndAmbassador

AmbassadorAmbassador

>2>2 2nd>2

Ambassador

Opt-insProduct

registrationProfile

registrationOpt-ins

Our users

Profile depth

Value segmentation

Omnichannel lead management flow

Suspects Close UpsellProspects Present@—————— @

Campaigns

Our way of working

We help you to connect and engage with customers. With expert knowledge of digital consumer behavior.

#merlinfact!

@

Think

Engagement Value Index (EVI scorecard)

Marketing Eco-System Strategies

Digital Brand Mapping and touchpoint analysis

Customer value proposition modelling

# ourservices

E

We design engaging lifecycle strategies that deliver. With smart cross-channel campaign flows

#merlinfactDo

CRM Profiling and segmentation

Customer contact lifecycle strategies

Buyer Personas and Journey Mapping

Tooling Selection and Implementation

# ourservices

#merlinfactMake

Responsive Landingpages and Websites

Mobile Applications and Omni-channel Experiences

Relevant and Contextual Content

E-mail and Social Campaigns

We automate your marketing and increase conversion. With the right tools, processes and platforms.

# ourservices

What makes us different and stand out

Users first - UX design thinking

Dynamic Journey Thinking - optimising touchpoints

Content makes the difference - message house

CRM profiling - for a relevant and personal experienceConversion tactics - lead and nurtering programs

Always result and data driven

inspiring projects we delivered for clients

cases

#samsung

Samsung CRM + Web

Consumer proposition

Social Integration Interactive forum

#philips

Philips - Cross Channel CRM

Alex checks out the product landing page for the new Shaver Series 9000. this is a cool innovative shaver. And yeah, I need a new one!

Partner Mail

30 year old Alex gets an e-mail from a Philips partner.

Alex is a 30 year old account manager not especially a Philips fan but loves gadgets and innovative technology

Trigger mail using external database directing to the Space Contest

TRIGGER:Alex allowed to receive partner mails from a gadget magazine he really trusts. How cool, there is a great ‘Space Contest’. You can win a ticket to Space!!

Joining the contest:What a great challenge. Of course Alex is going to join this campaign.

OK! Would be very wise to also opt-in before I miss extra offers related to the contest.

E-mail opt-in on Contest Landing Page

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Product landing page

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5 ACTIVE EVALUATION: All information on- and offline about the new shaver are pretty convincing.

Two weeks after the first e-mail Edward receives another e-mail with even more information but above all a very nice offer.

INITIAL CONSIDERATION: Besides the contest updates Alex also receives an e-mail from Philips a week later with campaign updates and promotion on this new Philips shaver. It’s clear that this new shaver is great.

Buy in the Philips Online Shop with extra Grooming Club promotion if you directly register your product

Enough reason to go to the Philips online shop

Grooming Club

S9US1234567890

www.philips.com/myshaverseries9000

MEMBERSHIP CARD

Campaign updates and more on the Shaver Series 9000 A good offer to interest

prospects to buy

GROOMING APP:Besides the news-letter the new App is helping Edward managing his styles and Grooming Club settings.

POST PURCHASE:Edward is the proud owner of the Shaver Series 9000 and is unpacking his new device.

IN THE BOX:All DFU’s are in an envelop. Pretty handy because he puts it right away in his cupboard where all his other Manuals are. You never know when you need them. Behind the Edward finds all relevant information needed.

Grooming Club

S9US1234567890

www.philips.com/myshaverseries9000

MEMBERSHIP CARD

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GROOMING CLUB:Edward automatically will be a Grooming Club member after registering his device on the registration page.

Starting with an extra year of warranty and more future benefits only for premium Grooming Club members

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User friendly registration page focussed on the relevant product

NEW SIMPLIFIED REGISTRATION:The URL directs to the new simplified registration page. Edward never registered a Philips device earlier, but it’s pretty simple to register and done in a couple of minutes.

Congratulations with buyingyour new shaver

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WARM WELCOME:Directly after registration Edward gets a confirmation e-mail. One day later he receives a Warm Welcome e-mail. Call to actions to everything Edward wants and needs to know about his new Shaving device

Bi-monthly Grooming Club Newsletter

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BI-MONTHLY NEWSLETTER:Edward decided to Opt-in for the Bi-monthly newsletter because he will get loads of Shaving and Grooming tips and special Grooming Club offers specially for him each quarter.

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All DFU’s together in one envelop, also online available

A personal code on the card for Grooming Club Benefits

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THE PERFECT SHAVE, EVEN IN ZERO-G

The first shaver to detect and hug the contours of your face, cutting more hair in every pass

Welcome Oswald Reisner

DONT FORGET TOREFILL YOURSMART CLEAN

Or simply subscribe for 3 monthly shipments without hassle with just one click.

GROOMING CLUB

GROOMING CLUB

THNKS FOR REGISTERING YOURSHAVER 9000

Use your personal code for even more personal offersin the online shop

S9EU1234567890

Logged in as [email protected]

MALE GROOMINGARTICLES -15% INONLINE SHOP

GROOMING CLUB

-15%

CROSS SALESInspired by the contents on the Experience Centre, Edward wants to buy a Beard Trimmer 9000 to style even more. 6 months after purchase he gets this great offer to buy it with 20% off.

ALERT TO REFILL THE SMART CLEAN & SUBSCRIPTION OFFER:Two months later Edward gets another mail alerting him to refill his Smart Clean system and the necessity to do so.

Edward thinks the subscription model is very handy. He will get his refills send home and gets 20% off if he decides now.

Tell us about your experience of the perfect shave

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Reset your shaver to new with new SmartClean cartridges

Product Landing Page

Purchase your refills directly from online shop

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Cross Sales

Shaver head replacement

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Upgrade to new and better shaver

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RATINGS & REVIEWS:Edward is happy to share his thoughts on the Philips online shop where he bought his shaver and on Twitter where he is pretty active. It only costs him 5 minutes of his time

18 ONGOING CONTENTIn the meanwhile Edward is very happy with the personal style tips and ‘very nice to knows’ about the use of his products served regularly via the news letter, the Cutting Room (Experience Centre) and the Grooming App.

Product focussed accessories mail

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SHAVER HEAD REPLACEMENTRight on time! Edward read that it’s wise to replace your shaver head after 18 months. Really cool that Philips is helping Edward to remind this one and also making it attractive to replace with an offer

PERSONALIZED SERVICEHe is always the first to know about the valuable Grooming Club offers. And via these personalized touch points it’s always easy to get personal service and information when needs it

TIME TO UPGRADE3 years Edward enjoyed his Shaver Series 9000. Edward is checking out some new shavers already. Great, Philips is giving him an upgrade offer to their latest new shaver.

RATINGS & REVIEWS:Edward really likes his new Shaver. 4 weeks after registration his product he gets a mail form Philips with the kind request to share his experience

Your grooming expertise begins here:www.philips.com/myshaverseries7000

Welcome to a more premium shaving experience

Register your Shaver series 7000 online

www.philips.com/myshaverseries7000

And receive:Additional 6 months extended warranty

for 2 1/2 years total

Registering will makeyou a Grooming Club

member with extra personal benefits

Register and get personal advice on

which style suits you best and how to

succeed

Register and get 50% off your next Philips Norelco

SmartClean cleaning cartrdidge purchase

Strategy Customer Journeys

Loyalty Personalized content

We help brands to connect, touch and engage Driven by consumer insights

[email protected] | +31 6 83 54 55 54