Channel Performance Management - Ipsos
CHANNELPERFORMANCEMANAGEMENTThree focus areasfor driving growthNovember 2021Kendra JonesIPSOSVIEWS
INTRODUCTIONIn an increasingly omnichannel world in whichOrganisations have a lot of data – financial,recent events have accelerated digitalisation andoperational, customer, market, and so on.adoption of new distribution channels, brandsHowever, synthesising this data from multipleneed to ensure their channel strategies aresources and across multiple channels can be anbeing implemented consistently and maximisedoverwhelming task. Whether seeking to organiseacross markets.and make use of the data you already have, orgathering new data to take action, there areThis paper sets out to support thosethree essential considerations to take intocharged with measuring and managingaccount when measuring and managing yourthe performance of the channels in theirchannel performance:organisation – physical, contact centre, anddigital – to understand the fundamentalquestions that need to be answered, andwhere to take action.21The SIZE of the prize:size of channel opportunity2The MEASURE of brand delivery:on brand promise and compliance3The activities/interactions that DRIVE sales:customer interactions and environmentsthat drive and maximise salesIPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTOrganisations have a lot of data – financial,operational, customer, market, and so on.However, synthesising this data from multiplesources and across multiple channels can bean overwhelming task.CHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS3
1THE SIZE OF THE PRIZEUNDERSTANDING THE SIZE OF YOURCHANNEL AND CAPITALISING ONOPPORTUNITIES.To understand the SIZE of the prize there areseveral key factors to consider (these will, ofWhether growing an existing product orservice in a new area, or launching somethingVOLUME SHARE UP BY 2%course, vary depending on where you are in theoffer life cycle):Key Factors: Share, Competitorsand Customer ProfilesCASE STUDY 1: GROWING MARKET SHAREIN A NEW MARKET – BEVERAGESA global beer brand invested in a productionA full market analysis – volume and value size/plant in an African market, recognising theshare – gave the CEO, marketing, and sales Competitive landscape in an existing marketmarket had significant potential given size,teams a clear understanding of what needed Category/brand/product share (volume,geographical location, and beer consumption.to be done; growing market share by focusingBut the competition was strong, and a robuston two regions and best-selling Stock Keepingplan of attack was needed.Units (SKUs). Findings have been shared withvalue, and distribution) Relevant customer segmentation and profilesthe distributor to ensure they too are alignedcompletely new, understanding which channelsoffer the greatest growth potential, and howChannel sizing measurement is a complexcompetitors stack up, is essential. Sizingendeavour, especially in developing marketschannels effectively enables your organisationwhere desired datasets on which to baseto set clear targets and establish indicators ofcalculations are not always readily available.success along the way.Customised programmes may be called uponwith growth strategy.to drive high levels of accuracy to informinvestment-heavy decision making, channelentry, and growth strategies.4IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTCHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS5
2THE MEASURE OF BRAND DELIVERYRECOGNISING SUCCESS FACTORSAND IMPROVEMENT NEEDS INORDER TO DELIVER AGAINSTBRAND PROMISE AND REGULATORYDEMANDS.with regulatory demands. When deployedWHAT IS THE EXPERIENCE OF CUSTOMERSHOW ARE FRONTLINE STAFF DELIVERING ONcorrectly, the right measurement tools can actWITHIN A CHANNEL?CUSTOMER EXPERIENCES?as an early warning system, helping you addressissues before they translate into poor businessresults. Does this experience of your brand alignwith your brand promise? Is this experience consistent acrossKey Factors: Customer Experience(CX) and Service PerformanceMeasuring the human connection betweenchannels, or does one mode of interactionfrontline staff and customers should beperform better than another? Why is this?included in your organisational metrics. Face- Is the channel able to meet the needs of Are they meeting training standards? Are they acting in alignment with regulatoryrequirements? How are they communicating your valueproposition/offer to customers? Are there aspects of the interaction thatA customer’s experience of a brandto-face interactions are more important thanthis moment, or are there barriers stoppingare not performing well? Can training beencompasses all the interactions they have,ever, as they may be less common for somethe staff or technology from delivering onimproved – barriers removed for frontlinewithin and across channels – physical, contactcustomers who are choosing other channelsthis expectation?staff?centre, and digital – as well as the experienceto interact with your brand. At the same time,of the actual product or service offer, brandcustomers moving to ‘new to them’ channels;communications they see, and beyond. We knowperhaps live chat, online shopping, contactthat brand messaging matters, but if that brandcentre calls, etc. present opportunities tomessaging is not consistently carried through toconnect with customers, but also new placesthe experience and delivery of a brand’s offer,for things to go awry. Furthermore, the handoffthe so-called ‘promise delivery gap’1,2 resultsbetween channels, or the expectations andin unhappy customers, low CX KPIs, increasedcommunications set within each, presentcomplaints and churn, and a downturn in sales.additional touchpoints and opportunities toCASE STUDY 2: IMPROVED SERVICE PERFORMANCE IN RETAILOUTLETS LEADS TO INCREASED SALES – FASHION 1 IMPROVEMENT IN CUSTOMER SATISFACTION SCORE (CSAT) DRIVES CONVERSIONWORTH OVER 1M ANNUALLY‘wow’ a customer.Understanding what it is like for a customer toLeveraging data from multiple sourcesinformation to predict which service elementsinteract with your brand across the end-to-endTo recognise the MEASURE of brand deliveryincluding footfall, transactions, store profile/have the greatest impact. A relationship wasexperience is essential in ensuring you have thepromise and compliance, there are several keysize, mystery shopping and Voice of thefound between sales conversion, CX, andright frontline staff, equipped with appropriatefactors to consider. Customer experience mustCustomer (VoC) surveysmystery shopping KPIs, ultimately providingtraining to deliver on your value proposition, actalign with brand promise.in alignment with brand guidelines, and complythe fashion retailer with a way to prioritise andA global fashion brand wanted to understanddemonstrate return on CX investment: a 1how the service performance of its retail outletsimprovement in CSat score driving conversioncontributed to increased sales, then take thatworth over 1m annually.Face-to-face interactions are more importantthan ever, as they may be less common forsome customers who are choosing otherchannels to interact with your brand.6IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTCHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS7
CASE STUDY 3: DRIVING IMPROVEDOMNICHANNEL EXPERIENCE – AUTOMOTIVEHOW IS MY PRODUCT BEING PRESENTED?For organisations whose product is stocked andACTION PLANS AT ALL LEVELS, DRIVING DEALERSHIP STRATEGYsold by a third-party retailer, frontline executionbecomes more about consistent presentation of Is the product in the right place, easy tolocate, and in stock? Are salespeople using the right language andMystery shopping programme assessing onlineShoppers experience the entire purchasingyour product on the shelf. Having a great planspeaking about the offer in a manner thatdiscovery through in-dealer engagementprocess, from setting up an appointment onlineis one thing, but ensuring that plan is executedaligns with the value proposition, and is thisor by phone, visiting the dealership, taking a testappropriately and with consistency is what reallyclearly understandable by customers?A major auto manufacturer uses mysterydrive, and follow-ups. For service, shoppers setmatters. Understanding how your products andshopping to evaluate dealers on both salesup an appointment, discuss service options, waitservices are deployed, executed, and fulfilledappropriate brand materials to supportand service. They continuously measure howwhile work is performed, make payments andat the point of sale is essential to maintainingcustomers?dealership personnel follow and apply theassess any follow-ups. Results are informingyour brand’s reputation and keeping customersbrand’s new standards, including those related toaction plans at all levels, and driving dealershipcoming back.communication of product/brand value.strategy. Are the brand collaterals displayed correctlyand consistently?– Is the website/location/hold messagesharing the right information?– Is signage up-to-date? Is it displayedcorrectly?– Is navigation of the site clear and does Are frontline staff leveraging the Are compliance requirements for yourindustry being adhered to?The reality today is that businesses must bedoing all of this, and in a safe, compliant, andconsistent fashion. On top of these businessquestions, it is important to ensure your locationsand employees are demonstrating compliancewith health and safety requirements relating toCovid-19; ensuring staff and customers are safe.it drive traffic to your products?Having a great plan is one thing, but ensuringthat plan is executed appropriately and withconsistency is what really matters.8IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTCHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS9
CASE STUDY 4: IMPROVED PRODUCT DISPLAYIMPACTS SALES VOLUMES – BEVERAGESBRAND SALES 13%: 8 MILLION USDAs the old saying goes, ‘what gets measuredThe need for customer feedback – VoC typegets done’. However, capturing the rightprogrammes – is obvious and invaluable, butmetrics is only the beginning of the equation.customers cannot provide all the answers.Understanding these metrics in a meaningfulMystery shopping and execution measurementway within their own context and relativeprogrammes deliver additional objective,to other metrics (including sales volumes),unbiased feedback to measure how theA global beverage brand was market leadermore space to cooler cabinets. In contrast, theis the golden ticket to ensuring that you areorganisation is delivering. In our paper, Sevenin one of its markets, but sales were falling insupplier’s focus had been ‘on the shelf’. Focusconsistently delivering on the brand promise onSteps to Designing a Better Mystery Shoppertheir modern trade channel, specifically smallwas shifted and share has since been growing.the frontline, and so driving the right outcomesProgramme,3 we set out a blueprint forsupermarkets – and they could not understandPlacing one additional cooler at a store increasesof increased sales, retention and operationalorganisations with what needs to be put in placewhy. Research to better understand the channelbrand sales by 13%, on average. 8 million USD ofefficiency. Humans are the cornerstone of yourfor better design, execution and, indeed, impactand retailer behaviours revealed, amongst otheradditional sales have been achieved as a result.success – both as your customers, and as theof mystery shopping. Dialling up your contactstaff delivering or supporting your product incentre performance 4 explains how a well-customer-facing roles. The machine itself maydesigned mystery calling programme can helpbe ultra-efficient, but it will ultimately be aevaluate your contact centres – as a standalone,person who explores their options, opens youror as part of the omnichannel journey – andpackage, uses your product, or experiences yourdrive greater customer loyalty, higher profits,service. While internal metrics are useful, theseand better returns for shareholders.learnings, that supermarkets were allocatingare most effective when supplemented with anexternal view.10 IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTCHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS 11
3THE ACTIVITIES/INTERACTIONSTHAT DRIVE SALESIDENTIFYING THE CUSTOMERINTERACTIONS AND ENVIRONMENTSTHAT DRIVE AND MAXIMISE SALESCONVERSIONS.Key Factors: Customer Interactions,Navigation and Placement ofProduct/Service OfferModern customer counting goes beyond simplyin digital storefronts online, helping retailerscounting foot traffic; data can be used to identifyunderstand when and how prospective customerstraffic flow through the store, and where relevant,are visiting their sites, and which competitors theyKnowing the volume of customers ‘through thewhether social distancing is taking place, andhave been compared against.door’ is good, but does not get you through theeven whether customers and employees arefinal mile. To identify the activities/interactionswearing masks if mandated to do so. Furthermore,A range of customer counting techniques, tothat DRIVE sales conversions, there are severalcustomer counting tools can be used to measuremeasure footfall, conversion rates, transactionkey factors to consider such as:where and how customers are engaging withsize, and customer in-location behaviour andareas of the store, products, or employees, tomovement, should be employed to managesupport decisions on staffing levels, training, andphysical and digital estate strategy and optimiseeven store layout and merchandising. Tools likestaff utillisation, improving sales performance. Footfall (otherwise known as customertraffic) Conversion rate of footfallYou already have multiple channels for Staff levels aligned with store trafficinteraction and sales in play, but are you Good store/site layoutmaking the most of each customer coming to Customers navigating to all parts of store,your physical or virtual storefront? Conversionirrelevant of whether ‘bricks or clicks’is key. Each customer entering the shopping Good placement of offerspace is an opportunity to grow business, so Products/services that are easy tolong as the right offer is in front of them, at thelocate and accessright moment, and in a way that will keep themIpsos’ Iris can be used to measure similar activity5CASE STUDY 5: CUSTOMER COUNTINGDRIVES SALES CONVERSION – RETAILCONVERSION RATES INCREASED BY 2% AND AVERAGE SALES PERFORMANCEINCREASED BY 2.4%coming back to meet their needs.Each customer entering the shopping spaceis an opportunity to grow business, so longas the right offer is in front of them, at theright moment, and in a way that will keepthem coming back to meet their needs.12 IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTFor a major retailer, hourly customer countingResults have been profound: conversion ratesdata facilitated ‘customer centric scheduling’,increasing by 2% within weeks, average salesmatching customer facing colleague hours withperformance increasing by 2.4% across thecustomer footfall, allowing staff to be on handrollout, and all of this with minimal capitalduring peak times to drive conversion rates.investment.CHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS 13
CONCLUSIONSo, it comes down to three key questions:REFERENCESFURTHER VIEWING1. Mind the Gap – Why what a brand Got30 vodcastpromises and what it delivers romises-and-what-it-1delivers-matterWhat is the SIZE of the prize?2. Bridging the Brand Experience GapFURTHER RESOURCES– How to align brand promise andcustomer experience for business2 Take Mystery Shop Results to the NextWhat, and how, do yousuccessLevelMEASURE delivery on ://www.ipsos.com/en-us/knowledge/promise and Mystery-ShopResults-to-the-Next-Level-recording3. Mystery Shopping – Seven steps to3How do you DRIVE salesconversion?designing a better mystery shopping Dancing with Duality – Achieving brandprogrammegrowth in a mindful and mindless ing-programme Service with a Smile? DeliveringBy asking these three questions, yourorganisation can focus efforts to improve;4. Mystery Calling – Dialling up yourcustomer experience in the face of maskmaximising the channels you are operating in,contact centre performancewearingdelivering on product, service, and -https://www.ipsos.com/en/service-smiledemands at the frontline, and nceAnd Latin America edition:fulfilment of the products or services you offer– ultimately improving the experiences of yourcustomers and your business results.https://www.ipsos.com/en/service-smile5. Ipsos Iris: Online Audience com/ipsos-mori/en-uk/online-audience-measurement Money Talks or Budget Walks –Moreover, using these tools – includingDelivering a Return on Customerchannel sizing, mystery shopping, executionExperience Investment: ROCXImeasurement, customer counting, as well ashttps://www.ipsos.com/en/money-talks-or-VoC programmes – together, rather than inFURTHER LISTENINGbudget-walksisolation, allows an organisation to make themost of the data at hand. Do not allow your Customer Perspective podcastorganisation to get lost in too much data orhttps://www.ipsos.com/en/customer-focus on the wrong areas: seek the supportperspective-ipsos-podcastand guidance of channel performance expertsto SIZE, MEASURE, and DRIVE improvedperformance across your channels.14 IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENTCHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS 15
CHANNEL PERFORMANCEMANAGEMENTKendra Jones Director, Channel Performance, IpsosThe Ipsos Views whitepapers are produced by theIpsos Knowledge Centre.www.ipsos.com@Ipsos
Organisations have a lot of data - financial, operational, customer, market, and so on. However, synthesising this data from multiple . 10 IPSOS VIEWS CHANNEL PERFORMANCE MANAGEMENT CHANNEL PERFORMANCE MANAGEMENT IPSOS VIEWS 11. IDENTIFYING THE CUSTOMER INTERACTIONS AND ENVIRONMENTS THAT DRIVE AND MAXIMISE SALES
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