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品牌及客户体验

品牌正面临重重压力,需建立起有效的情感联系以及消费者与业务决策者之间的关系。 

我们的成功基于为目标受众提供能够产生共鸣的体验,这贯穿于消费者对品牌、产品或服务的每个体验点之中。 

我们通过分析和优化情感印记以提升品牌与客户关系。情感印记亦是指能驱动做出立即购买决策以及建立长期联系的顾客体验。我们在本地、区域或全球范围内提供该项服务。

我们的品牌及客户体验(简称 BaCE)研究并理解客户旅程中的许多接触点,建立持久有效的情感联系。这将有助于提升业务表现及收益。

案例分享
  • 户外广告的功效及可测量性

    户外广告的功效及可测量性

    07.12.2015

    通过使用移动大数据应用,GfK为竞争激烈的媒体行业进行广告绩效评估带来了可靠的标准。

    中国联通,中国第二大移动运营商

    场景

    户外媒体广告(OOH)行业缺乏可靠的绩效评估体系,帮助广告商和市场营销人员在进行广告投放时进行选择。 户外广告公司没有可靠的数据来源和分析工具来证实他们自身渠道可以满足的覆盖面、频次以及投资回报。通常来讲,他们依然依赖于昂贵费时甚至不够精确的人工采集数据方式。

    方法

    GfK与中国联通建立了双赢合作模式,通过收集其获得授权的用户大数据来帮助户外广告公司及其客户追踪上海户外广告的绩效。

    我们分析这些整合后的匿名数据并将研究结论提供给户外广告供应商,帮助他们运用科学的方式进行定价、评估和绩效优化。

    成果

    最终,户外广告行业会拥有相对于传统方法更可靠的评估广告覆盖范围和绩效的方法。我们的方法所提供的可靠的覆盖面及频率数据,可以让户外广告公司更有效地计算他们的到达率,并和电视及数字广告进行比较。

    通过提供符合行业标准的一系列关键绩效指标,我们将促进户外广告行业的良性发展。这次合作的成功也证实了我们将大数据变为智能数据、有价值信息,也将应用于其他公司帮助他们获益。

     Click here to download the success story.

  • 持续的沟通效果监测以提升啤酒品牌表现

    持续的沟通效果监测以提升啤酒品牌表现

    02.12.2015

    中国啤酒品牌运用我们的品牌沟通效果监测来指导品牌的市场活动和策略

    中国最大的啤酒厂商之一

    背景

    我们的客户营销投入很高,通过投入大量的线上广告及线下的市场活动,希望以此来推动消费者对客户品牌的考虑,消费以及更好的品牌感知。同时,客户也开始加大移动和数字化渠道上的营销投入。

    为了确保能更有效的利用其营销投入,并指导未来的市场活动以及策略,客户需要更可靠的品牌和沟通(广告)效果追踪数据。

    方法

    我们为客户定制了一套的品牌和沟通效果的监测系统,它不仅可以评估其品牌的各种市场活动有没有通过不同接触点到达消费者,同时也判别在这些点上消费者的品牌体验如何。。我们的模型持续追踪消费者的整体品牌体验,以及在不同城市对不同营销活动及不同广告的体验。

    我们也使用消费者-品牌的关系模型来评估消费者和各啤酒品牌之间的情感以及社交纽带。这个方法可以帮助分析哪个体验点和市场活动能最有效地达到啤酒酿造厂的品牌建设目标。

    成果

    整个监测系统运行地十分顺利。我们每2周执行一次,并且通过在线终端提供报告。这个可以帮助客户有效监控市场和品牌表现,并根据数据做出更快的反应。

    Click here to download the Success Story.

  • 研究消费者与信用卡品牌的之前关系

    研究消费者与信用卡品牌的之前关系

    02.12.2015

    我们帮助中国的一家银行去理解消费者对信用卡品牌的感受以此与他们建立更紧密的关系

    一家中国本土银行

    背景

    我们的客户想要追踪信用卡品牌的健康度并与竞品品牌对比,同时也可以评估品牌沟通和市场活动的效果。

    方法

    我们使用消费者-品牌关系的模型来评估消费者与中国信用卡品牌之间的情感以及社交纽带。这个方法使用人际关系作比喻来描述消费者与品牌之间关系。我们运用计算机辅助电话访问了14个城市的2800个样本。

    成果

    我们的研究强调了在中国主要信用卡品牌普遍都面临着很大的困难与消费者建立强劲/高端关系,这点也反映了市场的高度竞争性,以及行业各品牌间缺乏差异性。

    我们同时也发现客户品牌与消费者的关系弱于主要竞争对手。

    我们的研究人员通过数据分析,明确了在中国的信用卡市场成功驱动品牌关系的品牌要素,并未客户提供如何发展品牌以及与消费者建立更强关系的建议。

    Click here to download the Success Story.

  • 追踪酒精饮料市场上的品牌表现

    追踪酒精饮料市场上的品牌表现

    02.12.2015

    我们帮助葡萄酒和烈酒厂商评估品牌在中国市场的表现

    全球葡萄酒和烈酒市场的领导品牌之一

    背景

    中国使我们客户的目标成长市场。
    我们的客户通过各种程度的市场渗透以及各种营销沟通策略,为中国市场消费者提供一系列及烈酒品牌。
    因此,客户需要追踪每个品牌的健康度以及评估线上沟通及线下市场活动的表现。

    方法

    我们已经管理此品牌追踪项目很多年, 并帮助他们在以下各维度建立了基准品牌表现:

    • 认知,考虑和使用程度
    • 品牌联系及推荐
    • 品牌形象,产地及价格感知等等

    我们使用消费者体验模型来将客户的品牌表现与各个营销体验点上的投入联系起来。同时,我们帮助客户评估不同广告活动的效果。。

    成果

    我们每季度向客户提供可靠的品牌追踪数据, 并提供品牌,体验点和广告活动表现的全面评估。

    Click here to download the Success Story.

研究洞察

Here you can find the latest insights for Brand and customer experience.insights/?industry=0&solution=27&contenttype=0&country=0&language=89&sorting=0 View all insights

    • 04/24/15
    • Retail
    • Consumer Goods
    • Brand and Customer Experience
    • China
    • Chinese

    中国消费者跻身全球最具环保意识的消费者行列

    中国消费者是否具有环保意识?GfK近期开展的一项全球调研揭示了环境价值对于消费者的重要意义。
    • 11/16/17
    • Social and Strategic Research
    • Brand and Customer Experience
    • Public Communications and Social Science
    • Global
    • English

    Germany reclaims top “nation brand” ranking, with USA dropping to sixth place

    France leaps to second place for first time, since 2009, while UK regains ground to remain third and Japan enters top five for first time since 2011. USA is only country showing overall decline in 2017. Germany shows major gains in Governance, People, and Culture.
    • 10/30/17
    • Brand and Customer Experience
    • Global
    • English

    It’s time to listen to the voice of the customer

    Almost every major brand now has a Voice of the Customer (VoC) programme. And in recent years talk of CEM or VoC has increasingly been replaced with “customer-centricity”. However, the reality is that many VoC programmes actually seek to serve a business objective of monitoring a KPI such as NPS, and to justify decisions already taken. Rather than listening to the voice of the customer, instead we still all too often ask our customers to spend their precious time answering multiple rating scales that the customer doesn’t even care about. Is this really customer-centric?

    Many VoC programmes are not customer-centric

    A recent visit to my car dealership for a service implored me to score a 9 or 10 on a survey I had been given, as I was clearly told anything other than this score would result in negative consequences for the salesman in question. How, I wondered, did my experience become all about them? And how does this help improve the experience in the future? Let’s take another example. After a recent flight I was asked to give my feedback, only to be asked to rate multiple aspects of the experience. 15 minutes of questions about every conceivable aspect of the flight. What I really wanted to say was that the cabin service was really good, but after 10 minutes of answering about anything and everything other than this, I’d frankly lost the will to continue further and just wanted the whole experience to end. Again, the feeling persists that I was filling in a series of scorecards that suited the airline rather than feeling they genuinely wanted my feedback. Not exactly “customer-centric”. This old way of working is neither customer-centric nor sustainable into the future. We must change now or have change forced upon us.

    To be sustainable and relevant in the future, this must change

    Why? Firstly, in a world of big data and multiple screens, consumers have ever increasing demands upon their time, and a decreasing attention span. For researchers, this translates as lower response rates and a marked reduction in willingness to conduct longer surveys. To continue receiving meaningful feedback, brands need to demonstrate the relevance of doing so to the customers and engage with them. Working with your own clients can also provide a platform to take this further and start co-creating with them. You can start by stripping back questionnaires, relinquishing control and letting the customer control the agenda far more than they do currently. However, this doesn’t mean that VoC programmes should be about producing less useful information for the business, in fact the end outcome will be more beneficial to the business; more focused, more relevant insight, and at a lower cost.

    New technologies now enable a more customer-centric approach

    Using text and voice analytics, we are now able to really uncover what matters to the consumer, instead of inferring this from analysis of multiple questions. From these responses, we can recreate categorizations for analysis, add sentiment to our understanding, and understand customers at a really granular level. And we know everything said is relevant and important, because it has been volunteered and not forced, from the customer. Not only that, but as consumer expectations change in the face of an ever-evolving environment, this will appear in the unstructured data analysis. New themes can be tracked and measured, and retrospective trend analysis applied. Companies can see these changes and be more proactive in addressing them.

    A truly customer-centric approach is also more cost effective

    Finally, such an approach has substantial cost savings. Asking fewer questions reduces costs, and being able to analyze unstructured data also helps eliminate the need for ad-hoc research to dig deeper into changes in KPIs. With social media providing consumers with a platform to amplify good and bad experiences, listening to the voice of the customer has never been more important. It’s time we started to really listen. Take concept validation to the next level. Find out more about voice analytics with this interactive content. hbspt.cta.load(2405078, 'a9dd8501-7506-4137-b684-84f620855e9a', {});
    • 09/12/17
    • Brand and Customer Experience
    • Global
    • English

    3 basic mistakes that can ruin your customer experience survey

    The make-or-break for a customer experience survey is that it delivers a great experience in itself.  The customer has to be left feeling that their time spent in completing the survey is ultimately of direct benefit to themselves, not a wearisome sacrifice of time to benefit the company. I was recently sent a survey invitation asking me to give my feedback on a flight.  I decided to give it a go, but it turned out that the survey was longer than the flight (or at least that is how it felt). I do think it’s laudable that businesses ask for my feedback, but, while most surveys claim that the feedback will be ‘valued’, many survey experiences don’t make me feel valued. They fall into the three basic mistakes:
    • They are often far too long – compared to many people, I have a lot of motivation to complete surveys, but I sometimes give up due to the sheer length and, if I do make it to the end, I know that my last few answers to the endless grid style questions are pretty random.
    • Hygiene factors versus value-adds. I find the premise of some questions a bit odd – I understand that recommendation is a good thing for businesses, but I’m really not going to recommend my bank on the basis that I was able to withdraw my money easily, or it wasn’t a big effort to change a direct debit – some levels of service should be acknowledged as basic essentials, not value-adds.
    • Company-centric, not customer-centric. When I’m asked to give my comments, it’s often worded as wanting to find out why I gave a certain score (again mainly for recommendation). I might by cynical, but this makes me think that increasing the score is what matters to the company, rather than truly improving my experience. The survey questions must be worded from the customers’ viewpoint, encouraging them to give the information that matters to them, not just what matters to the company.
    It seems to me that for many businesses the customer survey has become just another management tool – to measure every single part of the customer journey with a ‘customer score’ – rather than a way to listen to the actual voice of the customer.  And it can’t be customer centric to get customers only to answer questions that the company wants to ask and, at the same time, dictate how they can answer (“please tick one box only”). What businesses need to capture are the experiences that are relevant and memorable to the customer, at the most appropriate point in time.  In order for feedback surveys to be both better experiences for the customer and ultimately more useful to the company, businesses need to be much smarter about what they ask, how they get more from less and how they connect the customer feedback to the other data they have in their business and across teams.

    4 tips for better customer experience surveys

    • If you need a score, then make the question relevant to the experience. Don’t use recommendation everywhere just because it makes your life easier to have consistency. Perhaps the customer just wants to feel happy?
    • Ask customers to describe their experience in their words – what a customer chooses to tell you is what is you need to know, because what is memorable will drive their future behaviour.
    • Let technology take the strain. Use text and voice analytics to understand not just what customers say, but also how they say it. This uncovers the root cause of their problems and the actions you need take.
    • Get everyone involved in understanding the results. Finding solutions to customer pain points shouldn’t be the sole responsibility of customer services.

    Summary

    Customer feedback needs to be treated as an energy source: it will be renewable and powerful, so long as you respect customers’ time and intelligence, design your questionnaire to be honestly customer-centric and use the results to build better experiences. For more information, please contact John Banerji at john.banerji@gfk.com. hbspt.cta.load(2405078, 'f783a63d-9721-4ea0-9afa-2fe97d270554', {});
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