May 19, 2020

What businesses can learn from Nutricia-Danone's customer management platform

Internet of Things
segmentation
Personalisation
RaaS
Jess Shanahan
3 min
What businesses can learn from Nutricia-Danone's customer management platform

Nutricia-Danone is a leading food industry brand that puts customer health and nutrition at the forefront of its strategy. As the inventor of baby formula with a majority market share in the Netherlands, Nutricia-Danone produces goods and content for mothers and their babies.

Identifying buyers has been key to the brand’s strategy for retaining business. Max Goijarts, Technology and CX Manager at Nutricia-Danone said: “We realised that the only way to effectively retain and service our customers and protect our market share was to properly identify buyers.” The brand also saw this as an opportunity to learn about their customers and reach parents on a more personal level.

To assist in identifying buyers, Nutricia-Danone implemented Gigya’s Registration-as-a-Service (RaaS) and Social Login across Nutricia web properties, including formula vending machines located throughout the Netherlands, bringing legacy technology into the world of connected devices and the Internet of Things.

This required consumers to identify themselves and share specific information before taking actions and making purchases, with Gigya automatically managing all regional and social data privacy compliance. Users’ identity and on-site behavioural data is then consolidated into user profiles within Gigya’s Profile Management database, where it is automatically indexed and made ready for use.

In collecting information such as relationship statuses, Likes, content consumption and more, Nutricia-Danone was able to build a profile for each of its customers, enabling the brand to better serve their needs.

Nutricia-Danone can then manage supplies accordingly to ensure all parents are able to get the formula they need to care for their babies, without having to turn to other brands.

This allowed the brand to deliver a personal on-site and in-app experience to its customers. For example, it is able to surface relevant articles based on the age of a customer’s child, or provide shorter content if the user is primarily mobile.

The brand can also trigger and tailor email campaigns based on events, such as when a mother reaches her provided due date, to help build customer relationships and foster retention across the customer journey. Gigya ensures that all customers’ identity data is completely permission-based and compliant with social and regional privacy regulations.

The result of this new personalised customer journey was a 48% increase in new customer registrations and a 120% increase in average daily logins.

What businesses can learn from this

This just goes to show that when you sell a product to customers with different needs within your niche, personalisation is so important. The ease of being able to log in with existing social account details is good for customers as it’s much less effort than typing email addresses and passwords over and over again. This encourages customers to sign in when shopping and businesses then get the benefit of access to data that will help them to personalise the customer experience.

A personalised experience makes customers more likely to buy as the products they are being shown on-site or in an app are going to be truly relevant to their needs. This takes the practice of customer segmentation one step further and creates profiles on an individual basis.

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Jun 12, 2021

Re-defining the economics of CX in the new customer journey

CX
customerjourney
Limitless
gigeconomy
Roger Beadle, Co-founder & CEO...
6 min
Roger Beadle, CEO of Limitless looks at how CX can directly Influence revenue generation in streaming services

There’s no shortage of customer service channels for the enterprise to select from today. Regardless of the many new metrics that have emerged – such as customer success, or empathy – cost reduction is still a primary driver in selection criteria.

There are many articles dedicated to how companies can turn customer service and customer experience (CX) from a cost to a revenue centre. The problem is, if you stop there and don’t look beyond cost reduction, you’re limiting the scope for CX to become an even bigger economic contributor in the enterprise.

There is every opportunity for customer service and CX to significantly influence the front end of business, particularly amongst direct-to-consumer subscription-based products and services, such as popular streaming services like Netflix, Amazon, Disney+, as well as sports subscription services like DAZN.

In these products and services and others, there are new customer journeys that may drive business growth and revenue. They start earlier and may last a lifetime, so getting things right at the start of the journey is key so that customers have the best experience from day one.

Not only will this help in making customers less likely to reach out for issues-based support further down the line, but these customers will be much less likely to churn, and much more likely to take up new services as they are offered throughout the lifetime journey.

So, what does the new customer journey look like for these services?

Opportunity waiting for the likes of Netflix & Disney

While consumers may have previously regarded customer service as a way to mitigate the inconveniences in their lives, the customer journey is expanding in scope every day. Today there are many more touchpoints available that put CX in a position to drive revenue.

For one-off purchases, traditional CX deployments have not changed significantly in the past few years. However, if you look at the change in the CX relationships we’re seeing with subscription-based products and services, particularly media-based streaming services, it’s clear that these companies lead what quickly become very multifaceted relationships with their customers. These have serious potential to evolve over time for increased economic benefit.

For any sort of subscription-based business, customer lifetime value is paramount, and the requirement to actively manage a continued positive customer experience is critical.

Every interaction is an opportunity, and every data point is a chance to offer more value. Introductory offers can convert to longtime customers. Longtime customers may take up opportunities to upgrade to more premium products or services. They may also appreciate incentives to invite family and friends to become customers. Consumers who like a particular service, for example, may appreciate a recommendation for another similar or complimentary service.

It all starts with customer interaction, and the customer experience journey becomes an opportunity to strategically affect the user base and resulting revenue - which is a far cry from the limitations of call center cost reduction or churn metrics.

How do companies support the new customer journey?

More and more, customers look at the new customer journey as engaging with brands as part of their lifestyles. Many companies are making brand ambassadors available before the traditional customer journey even starts, which is a marked change from a purely transactional relationship associated with a one-off purchase.

These ambassadors, who are often independent users of products or services, are providing trusted pre-sales advice, and that same trusted advice can also function to nurture the customer journey in a subscription-based relationship. Call it ‘GigCX’ or ‘crowdsourced customer service’ or even ‘peer-to-peer customer service’ - it doesn’t matter.

The key is in providing impartial, trusted advice from real users. Think about it: who would you rather get advice from? Someone who has used a product or service extensively, or someone who has been trained to provide customer service surrounding that product or service?

For services such as streaming media, advice from trusted experts with real product know-how could be invaluable. This may not be limited to technical issues, such as what to do when you can’t access your favourite show, or how to access services across various devices. It could be parents helping other parents who are concerned about how to restrict adult content from child viewers, or simply customers who have similar taste in programming who can comment on the benefits of upgraded or premium products. The point is, these experts are easily available at any touchpoint in the customer lifetime journey, creating more chances to add value.

It’s also about tipping customers from ‘passive’ to ‘promoter’ in the NPS scale. It’s an opportunity to turn neutral customers who may be vulnerable to competitive offerings into loyal enthusiasts who will keep buying and referring others, fuelling growth. It may ultimately help drive even further revenue by creating customers that are helping to sell the brand itself.

And, while chatbots and automation may play a key role, they are often not able to handle the more complex support needed in the new customer journey. Conversational AI is rarely as conversational as it claims to be, and in the new customer journey, most companies are finding that a mix of automation and people-centric service is an ideal way to nurture the many new touchpoints created.

It’s no longer about trying to replace human capital with automation: it’s about orchestrating a uniquely personalised CX, and proactively engaging during the customer lifecycle to enhance the experience, and to create more long-term value.

At the moment, we’re only seeing the tip of the iceberg in terms of the power to affect the economics introduced by the new customer journey. We’ll no doubt see this evolve rapidly particularly amongst streaming companies as they use human-centric connections in CX to support the full potential of customer lifetime value.

About Roger Beadle
Roger Beadle is an entrepreneur and business leader who is reinventing how customer service is delivered via the gig economy. After establishing several businesses in the contact centre industry, Roger co-founded Limitless with Megan Neale in 2016. Limitless is a gig-economy platform that addresses some of the biggest challenges faced by the contact center industry: low pay, high attrition and access to new talent. Previously, Roger and Megan helped to build one of the largest privately-owned outsourced contact center business in Europe, before selling the business to the global conglomerate Hinduja Group. Roger is an outspoken proponent of digital ethics, worker’s rights and the ‘good-gig:’ which encapsulates gig work for incremental pay versus full time work, skilled gig work, no unpaid time/downtime and zero expenses.

About Limitless
Named a Rising Star at Deloitte’s Technology Fast 50 program, Limitless is a gig customer service platform, combining crowdsourcing and AI to help global businesses address their biggest customer service challenges – rising costs, increasing attrition, variability in demand and the need for diversity. Brands like Microsoft, Unilever, Daily Mail Group and Postmates are using Limitless’ SmartCrowdTM technology to connect with their most engaged customers, and reward them for providing on-demand customer service that can flex in line with demand. Limitless is one of the world’s first global tech platforms to introduce localised platform terms to protect the rights of its gigging workers. Backed by AlbionVC, Downing Ventures and Unilever Ventures, Limitless is empowering people worldwide to earn money for providing brilliant customer service for the brands they love.

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