anjalicutek
Anjali Khurana
Customer Relationship Management of Procter & Gamble : Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500 American multinational corporation headquartered in Downtown Cincinnati, Ohio[3] that manufactures a wide range of consumer goods. It is 6th in Fortune's Most Admired Companies 2010 list.[4] P&G is credited with many business innovations including brand management and the soap opera.
Procter & Gamble is a leading member of the U.S. Global Leadership Coalition, a Washington D.C.-based coalition of over 400 major companies and NGOs that advocates for a larger International Affairs Budget, which funds American diplomatic and development efforts abroad.[5]
Procter & Gamble is using RightNow Technologies to improve its online consumer experience across many of its brands, including CoverGirl, Crest, Downy, Folgers, Iams, Olay, Pampers, Pantene, Thermacare and Tide.
Bozeman, MT-based RightNow Technologies, which offers customer experience-management solutions, made the announcement on Aug. 30.
RightNow said that its technology enables P&G to quickly and efficiently answer consumers' questions via Web self-service, e-mail and chat. It also gives P&G full visibility into the types of questions consumers are asking -- so it can rapidly respond to any emerging trends or issues.
In addition, consumers often look to P&G for information that goes beyond the company's specific products -- such as tips about makeup, stain removal or dental care. RightNow said its technology makes it easy for P&G to develop, manage and deliver this information across all online channels in multiple languages.
P&G consumers across the various brands are viewing an average of more than 170,000 answers online each month.
RightNow is integrated with P&G's custom-developed global contact handling system. This integration allows RightNow to act as a rules-based routing engine for e-mails from consumers worldwide.
P&G also is using RightNow's survey tools to quickly and inexpensively execute opinion polls among selected segments of consumers who have opted into the company's market research programs.
Consumer goods giant Procter & Gamble is to centralise its consumer database across 16 markets in Europe as part of a strategy to improve its relationships with customers.
The database will be developed by Wegener Direct Marketing, which has worked for P&G in Belgium over the last 10 years.
It will house details of 385m consumers in Western Europe across Belgium, the Netherlands, UK, Ireland, France, Germany, Austria, Switzerland, Spain, Portugal, Italy, Greece, Norway, Sweden, Finland and Denmark.
Centralising the data in this way is designed to allow the company to execute national and pan-European campaigns and to build relationships with customers of its products including shampoos Herbal Essences and Pantene; household brands such as Ariel, Fairy, Ace and Lenor; and snacks such as Pringles.
P&G has collected the data through a number of methods, including: questionnaires and surveys about the use of different brands; in-store promotions' promotional packaging; DM; and online.
It only uses data that has been collected with the explicit content of consumers who have participated in the promotions.
Those are two examples of viral marketing done by Tremor, a marketing unit of Procter & Gamble that builds word-of-mouth advocacy among teens for P&G products and outside clients.
Not just any teens, though, said Erika Brown, Tremor's brand manager.
The packaged goods firm draws a distinction between trendsetters (the first to embrace new fashions, products or ideas) and trend spreaders, or “connectors,” said Brown, speaking in June at the Ad:Tech conference. Connectors are the 10% of the teen population who have “social networks like you would not believe.”
Brown didn't go into much detail about how Tremor recruits its charges, except to say that it doesn't accept just any teen wanting to become a connector.
Having an influential network is only part of the battle. An item has to lend itself to viral marketing. A user of the best adult incontinence product in the world may be loyal to it, but the chance of his walking into a cocktail party and touting it is unlikely. And for any product to be buzz-worthy, it has to have a message — like “Get it first!” — wrapped around it.
Pringles allowed connectors to vote on the music that would be used in the snack's commercials. This gave them ownership of the campaign, and participants pointed out the commercial to their circle whenever it aired.
In the case of the TV show, advance copies of the season finale's script were mailed, several pages at a time, to connectors. While the juiciest details were blocked out, what was revealed was enough to get tongues wagging — and to generate a 171% ratings spike.
A similar program worked for a retail chain that opened a new store. Connectors were given advance notice of the store layout and an invitation to a VIP store opening. Each connector brought about six people, and each friend spent twice the average amount seen at other stores.
Brown did warn that it's not easy to capture lightning in a bottle, and nearly impossible to do it twice. She pointed to the success of the campaign for the movie “The Blair Witch Project” as a successful viral effort, and the producers' attempts to engineer a similar push for the little-seen sequel, which had a forced feel, as a failed one.
Procter & Gamble is a leading member of the U.S. Global Leadership Coalition, a Washington D.C.-based coalition of over 400 major companies and NGOs that advocates for a larger International Affairs Budget, which funds American diplomatic and development efforts abroad.[5]
Procter & Gamble is using RightNow Technologies to improve its online consumer experience across many of its brands, including CoverGirl, Crest, Downy, Folgers, Iams, Olay, Pampers, Pantene, Thermacare and Tide.
Bozeman, MT-based RightNow Technologies, which offers customer experience-management solutions, made the announcement on Aug. 30.
RightNow said that its technology enables P&G to quickly and efficiently answer consumers' questions via Web self-service, e-mail and chat. It also gives P&G full visibility into the types of questions consumers are asking -- so it can rapidly respond to any emerging trends or issues.
In addition, consumers often look to P&G for information that goes beyond the company's specific products -- such as tips about makeup, stain removal or dental care. RightNow said its technology makes it easy for P&G to develop, manage and deliver this information across all online channels in multiple languages.
P&G consumers across the various brands are viewing an average of more than 170,000 answers online each month.
RightNow is integrated with P&G's custom-developed global contact handling system. This integration allows RightNow to act as a rules-based routing engine for e-mails from consumers worldwide.
P&G also is using RightNow's survey tools to quickly and inexpensively execute opinion polls among selected segments of consumers who have opted into the company's market research programs.
Consumer goods giant Procter & Gamble is to centralise its consumer database across 16 markets in Europe as part of a strategy to improve its relationships with customers.
The database will be developed by Wegener Direct Marketing, which has worked for P&G in Belgium over the last 10 years.
It will house details of 385m consumers in Western Europe across Belgium, the Netherlands, UK, Ireland, France, Germany, Austria, Switzerland, Spain, Portugal, Italy, Greece, Norway, Sweden, Finland and Denmark.
Centralising the data in this way is designed to allow the company to execute national and pan-European campaigns and to build relationships with customers of its products including shampoos Herbal Essences and Pantene; household brands such as Ariel, Fairy, Ace and Lenor; and snacks such as Pringles.
P&G has collected the data through a number of methods, including: questionnaires and surveys about the use of different brands; in-store promotions' promotional packaging; DM; and online.
It only uses data that has been collected with the explicit content of consumers who have participated in the promotions.
Those are two examples of viral marketing done by Tremor, a marketing unit of Procter & Gamble that builds word-of-mouth advocacy among teens for P&G products and outside clients.
Not just any teens, though, said Erika Brown, Tremor's brand manager.
The packaged goods firm draws a distinction between trendsetters (the first to embrace new fashions, products or ideas) and trend spreaders, or “connectors,” said Brown, speaking in June at the Ad:Tech conference. Connectors are the 10% of the teen population who have “social networks like you would not believe.”
Brown didn't go into much detail about how Tremor recruits its charges, except to say that it doesn't accept just any teen wanting to become a connector.
Having an influential network is only part of the battle. An item has to lend itself to viral marketing. A user of the best adult incontinence product in the world may be loyal to it, but the chance of his walking into a cocktail party and touting it is unlikely. And for any product to be buzz-worthy, it has to have a message — like “Get it first!” — wrapped around it.
Pringles allowed connectors to vote on the music that would be used in the snack's commercials. This gave them ownership of the campaign, and participants pointed out the commercial to their circle whenever it aired.
In the case of the TV show, advance copies of the season finale's script were mailed, several pages at a time, to connectors. While the juiciest details were blocked out, what was revealed was enough to get tongues wagging — and to generate a 171% ratings spike.
A similar program worked for a retail chain that opened a new store. Connectors were given advance notice of the store layout and an invitation to a VIP store opening. Each connector brought about six people, and each friend spent twice the average amount seen at other stores.
Brown did warn that it's not easy to capture lightning in a bottle, and nearly impossible to do it twice. She pointed to the success of the campaign for the movie “The Blair Witch Project” as a successful viral effort, and the producers' attempts to engineer a similar push for the little-seen sequel, which had a forced feel, as a failed one.
Last edited by a moderator: