By Omninext Alliance

OMNICHANNEL PLAYBOOK 2021

A Comprehensive Omnichannel Transformation Guide for Businesses
Omnichannel Playbook 2021 01

Table of Contents

Page 8 Page 21 Page 37

Chapter 1: Assessment Chapter 3: Planning Chapter 5: Performance & Learning

01 02 03 04 05 06

Introduction: Unleash the real power Chapter 2: Segmentation Chapter 4: Action

of Omnichannel integration Page 16 Page 32
Page 02

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Omnichannel Playbook2021
Omnichannel Playbook
Introduction
Unleash the real power of omnichannel integration
1. Omnichannel shift in consumer behaviours and technology
While many pillars of the world economy continue to suffer from
monumental changes due to the impact of Covid-19, eCommerce
is among very few areas to see steady growth, and is rapidly be-
coming even larger globally. In Vietnam, eCommerce grew 30%
during the period of 2016–2019, 32% in 2019 and 18% in Covid-hit
2020, which made it the only country with two-digit eCommerce
growth in Southeast Asia. The total amount of internet-based trans-
actions in Vietnam is expected to rise from US$11.8 billion in 2020
to $43 billion in 2025, while the economy continues to recover and
adapt to new post-Covid standards.
The worldwide fast-rising internet penetration, the immensely increased
popularity of smartphone subscriptions and the restriction of cross-bor-
der travel have forever changed the way people shop. With a mobile
device and an internet connection, consumers can be present any-
where and everywhere online, the way they can’t physically be. Search-
ing and shopping online, across channels and platforms, have become
everyday behaviours. In due time, customers will expect to be able to
make purchases in real-time. Innovation in technology is also driving re-
tailers’ interest in omnichannel retailing, supporting new capabilities in
personalised consumer engagement and blurring the lines between tra-
ditional retailing platforms.
Figure 1: Vietnam Digital Usage
02
In summary, with both consumer and technology enablers, acceler-
ated by Covid-19, manufacturers and retailers nowadays face a
challenge to be present wherever their customers are, and to be
able to integrage online and offline channels to provide value and
satisfy customer needs. Omnichannel customer experience is no
longer a concept, but a reality, and a must to win for consumer busi-
nesses.
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Omnichannel Playbook 2021 03

2. What is omnichannel retail?

According to www.digitalistmag.com, omnichannel is “an operational strategy that integrates sales chan- The cross-channel business model, or sometimes
nels (online and physical) at all levels, both vertically and horizontally. It requires the company to re-exam- called online-to-offline (O2O), also works on multiple
ine its organisational structure and the value that every business process generates for the company and channels, but already linked to each other. “Buy-on-
the consumer”. Let’s take a look at how a company can provide customer access through various busi- line, ship-offline” is a popular practice: a customer can
ness models in the figure below: make purchases online via an eCommerce site or
even a Facebook page, then get the goods from a
designated retail shop convenient for them. A handful
of Vietnamese businesses these days are developing
sophisticated Direct-to-Consumer systems using this
O2O model. The case study of The Coffee House at
the end of this Playbook is one fine example.

Single Channel Multi Channel Cross Channel Omni Channel Lastly, Omnichannel levels up from cross-channel
by exploiting all sales and information channels, with
(Source: Direct Marketing Association & morethandigital.info) the use of single-source-of-data coordination and
unique customer ID. This business model focuses on
customer experience, blurs the lines between all chan-
nels (communications and goods, or marketing and
In the most simple approach, single-channel, the manufacturer/retailer has only one physical sales
sales) and creates a uniform appearance of the brand
channel to sell their products, take a soap manufacturer having its products distributed to traditional
in social media, apps, online stores, retail shops and
trade stores or a chain of purely brick-and-mortar supermarkets for example. One step higher is multi-
advertising. It also enables a highly personalised shop-
channel, where more sales points are added to the mix, such as a branded-store in an eCommerce
ping experience for targeted groups of consumers, no
marketplace or mobile app delivery. There is almost no linkage in terms of operation and data among the
matter where and when they want to shop.
channels. The more channels there are, the more transactions are made, more revenue streams are
added, and more teams are involved. Most businesses in Vietnam are operating at this level.

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 Omnichannel Playbook2021
Omnichannel Playbook 04

2. What is omnichannel retail?

Let’s visualise this buying process: in the morning, a customer who
wants a new coffee table starts searching on Google for average price
and materials options, then later sees an interactive furniture ad on
Facebook, decides to visit a branded showroom near the office during
lunchtime to feel the product IRL, uses a VR app on the phone at home
to see how it fits in the living room, then places the order via a furniture
eCommerce website with the best promotion in the evening, and finally
has it delivered to home the day after, having to sign-in only once using
his Facebook account. When such a journey is seamless for the cus-
tomer, then the company (or companies) behind it can be confident they
are mastering the omnichannel game.
In the customer journey described earlier, the customer’s
buying decision can be impacted at any touchpoint - online or
offline - and steps can be switched, omitted or added depend-
ing on the choices that the customer makes. The furniture com-
pany, therefore, needs to find a way to maintain brand exposure
and positive brand experience with the right buyer, at their right
time of need, search and consideration of options, in order to
have the right impact on their buying decision. This requires full
integration of sales and marketing data and efforts as well as
organisational operations to deliver transactions and brand
values at the same time, or more presicely, at any point in time.

Table 1 - Attributes of Multichannel and Omnichannel

Transaction-centric mindsets
No unique ID for customers. When a customer switch channels, they are given a new ID or no ID identified at all
Multichannel Messages may vary according to insights gathered on each channel
(where most businesses are) Customer data might be available, but scattered
Channels and teams are separated or show few linkages and are unsynced

Customer-centric mindset and skills

Omnichannel
(where most businesses want to be)
Unique customer ID & single-source-of-data across all channels
Unified messaging and efforts among Sales – Marketing – Internal Operations – External Partners to facilitate
customer engagement
Synchronised implementation process and learning process to create customer value, lifetime value and
customer experience

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Omnichannel Playbook 2021
3. Why does it matter do go omnichannel?
Omnichannel is by all means customer-centric. It seeks to
improve customer experience online and offline, every-
time and everywhere. And it is for a fact one of the most
efficient ways to improve brand and sales performance
via customer access integration. Here are five top reasons
why everyone should go omnichannel:
In all, there are no linear or quick customer journeys.
Being able to be there for a customer whenever and
wherever they are, and potentially millions of them at the
same time, is the very power of omnichannel commerce
that should not be underestimated.
05
#1: Active Information Gathering
Today customers start the buying process with an online search, with search engines, social media, eCommerce sites,
coupon apps, recommedation and comparison site, or even good old forums and buying groups. They don’t need to
wait for the right product to appear out of nowhere or for brands to tell them what’s best. In a few simple clicks, they
take charge in the quest for the optimum solution. Your brand cannot miss out in any of these relevant searches.
#2: Social Media Is King, Still
Modern customers are very connected via social media. Every single piece of information can be checked, reviewed
and assessed via multiple interconnected platforms.
#3: Increased Level of Personalisation
Increasingly, customers want products and services customised or personalised to them. A personalised experience
often creates bonding and good sentiments with the brand. It makes everyone feel good, and delivers not only sales
but also loyalty.
#4: Convenience is a Mega Trend
Customers seek more convenience every day. Today, there is a need for convenience on every step of the way, namely
consumption, purchase, payment, delivery and aftersales service. Tomorrow, it could be one-stop, instant buying and
24/7 shopping.
#5: 4.0 Technologies Help
Over time, basic personalisation and customisation will be not enough to meet with exact needs, at the exact time and
place, with the easiest delivery options for millions of customer at the same time. Then, with the help of AI and real-time
data, hyper-personalisation and customisation at scale will come into the picture, bringing new innovations to custom-
er experience.
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Omnichannel Playbook
Omnichannel Playbook2021 06

4. Omnichannel Playbook – a Quick Glance

There is no better time than now to go Omnichannel, as the maturity of eCommerce and technology plat- This Omnichannel Playbook 2021 by Omninext Figure 4: Joined Forces to Build Omnichannel Commerce
forms in Vietnam can now enable brands and businesses to transform fundamentally to face with changes in Alliance (The Purpose Group, SmartOSC, Ant-
consumer behaviour. Although the shift towards omnichannel commerce is inevitable, the journey itself does somi, Brandmaker) was developed to provide THE PURPOSE GROUP & BRANDMAKER
not lack challenges. From consumer goods businesses which sell mainly offline, to F&B and retail businesses brands and businesses with practical methods
which operate both online and offline, and even online-native businesses such as eCommerce platforms, all and advice for Omnichannel transformation. Brand & Marketing Strategy
need to addresses a group of challenges, either particular to their business model or generally true to any We’ve pulled together our experiences and best
Business Model & Channel Strategy
business wishing to play the omnichannel game. After all, omnichannel is going to completely transform not practices from integrated omnichannel projects
only the way brands interact and engage with customers but also all data-influenced backend management for our clients over time, covering brand and Customer Segmentation & Persona
processes, which require substantial resource investments and a long learning curve. marketing strategies, business architectures and
Content and Creative for Targeted
commerce models, customer ID unification and Customer Exprerience
data integration, customer access via content,
Table 2 - Challenges to Go Omnichannel
creatives and media channels, and development
For Consumer Goods For Online-to-Offline For Online-Native Commerce and optimisation of commerce channels.
ANTSOMI
Limited D2C interaction Meaningful usage of data Brand differentiators
360-degree Customer Data Platform

Difficulty in acquiring Business practice and Content customised and There are three essential pillars of any good Customer Data Gathering and Integration
first-hand data and sync data data in silos personalised to different omnichannel system:
through customer journey segments Lead Generation for Media

Limited data-centric influence Disconnection at Optimisation to deliver best Figure 5: Three Pillars for Omnichannel Success
at point of purchase offline purchase sales closure
Brand & Commerce Technology SMARTOSC

For All Businesses Customer Journey Backend Processes eCommerce

A common mindset: clear goals and planning to deliver integrated efforts Front-end Processes Automated Operation Omnichannel Commerce Optimisation

An effective organisation: operational models and processes Data Technology

Meaningful data: unified customer IDs and integrated customer data across all channels Customer ID Unification

Customer Insights
A learning curve: measurement of effectiveness and common learning ground

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Omnichannel Playbook2021
Omnichannel Playbook
In this Playbook, we are going to describe a step-by-step working framework to go Omnichannel using these three strategic areas.
ASSESSMENT
Customer Journey
Convergence Funnel
New Marketing Funnel
BRAND & COMMERCE
Omnichannel Maturity
Personalisation Model
Omnichannel Maturity Levels
Data Maturity
DATA
Type of Data
Use of Data
People - Process -
TECHNOLOGY
Technology
System & Architecture
Source: Omninext Alliance (The Purpose Group, SmartOSC, Antsomi & Brandmaker)
07
Figure 6: Overview of Omnichannel Working Framework
SEGMENTATION PLANNING ACTION PERFORMANCE & LEARNING
Customer Identification Strategic Roadmap Operation Process Omnichannel Metrics Customer Experience
Types of IDs Commerce Transformation New Operation Process Customer Success Insights
Segmentation Levels Integrated Customer Journeys Channel Order Fullfilment Operation Excellence Benchmarks
Segmentation & Priority Operation Planning Content Production Innovation
Segment Wheel Commercial Development Model & Customisation
Organisation
Segment Priority Operation & Service Blueprint Segment Wheel
Segment Priority Senior Sponsoship
Customer Journey Content Strategy Start Smart Ecosystem
Personas Journey Journey & Touchpoints
Creative Guideline
Content Map/Components
OMNINEXT ALLIANCE
Data Strategy Data Harmonisation A/B Testing & Optimisation
Integrated Framework Segments
Data Management Platform DMP Content
Customer Data Platform CDP Channel
Cost
Transformation Roadmap Implementation Optimisation
Technology & Roadmap Infrastructure Stablilise
Optimised Networks & Infrastructure Applications Optimise
Data Platforms Enhancement
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Omnichannel Playbook2021
Omnichannel Playbook 08

1 2
Assessment
In this part, we’ll define the As-Is state of commerce for our brand
and organisation (Maturity) and identify relevant gaps toward Omni-
channel (Readiness). We’ll start by mapping our marketing and
shopping funnel, then omnichannel maturity – how the current com-
merce model is providing personalisation for our customers (remind-
er: hyper-personalisation is the end game of omnichannel). Then,
with data being the new gold, we’re going to look at types and levels
of data that the company has and how to collect, analyse and acti-
vate data to support business operations and decision-making.
Finally, a trinity review of people – process – technology would lead
us to a clear conclusion of whether it is relevant for our organisation
to start to level up our omnichannel commerce game.
Segmentation
As omnichannel is customer-centric, this step is where we start
pulling marketing, commerce and data together to understand our
customers deeply, not as a mass, but as individuals with person-
alised needs and behaviours (personas, journeys and insights).
Also, we will need to build protocols and systems to unify data
across sources to create unique customer identification and capa-
bilities to synchronise efforts and resources accross current and
new sales channels.
3
Planning
This is where the whole transformation process is designed. Road-
maps are built for each of the stratregic pillars (brand/commerce,
data, technology) relevant to each omnichannel maturity stage.
This way investments and resources can be added up alongside
the growth of operational capacities and synchronised customer
journeys. In regards of operation for each stage, we’ll develop
commerce models (how the company manages customer access),
data strategy (how the company builds data resources and turns
data into operation processes) and technology blueprint (how the
company invests in networks and infrastructure), accordingly.

4 5
Action
Here, the whole organisation works in sync along the customer jour-
ney. At front-end, customer experience and engagement are man-
aged via operational processes and the improvement of content at
every customer touchpoint. At back-end, a customer data platform,
measurement platforms and digital transformation implementation
allow a high level of personalisation and automation.
Performance & Learning
Since omnichannel is more a web than a flow, continuous mea-
surement and optimisation are needed. In the brand & commerce
pillar, we look to fine-tune conversion management, customer loy-
alty and operational metrics. For data and technology, A/B testing
and optimisation will be in place.
Performance and Learning should be done simultaneously, not in
order, and should cover every single customer and operational
touchpoints. Contextual insights and benchmarks will continue to
improve customised customer journeys. The convergence of busi-
ness operation – data applications – system and infrastructure will
lead to innovations including automation, experiments and predic-
tive customer experience

Five Chapters of this Playbook will describe in detail each of the steps above.

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Omnichannel Playbook2021
Omnichannel Playbook 09
Chapter 1: Assessment

ASSESSMENT Chapter 1: Assessment

In this Chapter, we look at a review process to understand an organisation’s

current (as-is) versus desired state (to-be) in omnichannel. The assessment
will tell us how well we stand vis-a-vis market benchmarks, gaps we need to
close in order to form a company-wide strategic plan to the next level, and the
capabilities of our core business processes to kickstart the transformation.
We’ll see and score our brand/company’s performance in terms of custom-
er-facing (brand/commerce), data-handling and technology readiness.

Figure 7: General Assessment Model

n TO-BE
tio
irec
gi cD
at e
Str
Gap

Quick wins

Tactical Planning

AS -IS Operational Milestones

Maturity Channel Seamless Omnichannel Integrated Retail

Assessment Optimisation Experience
Data Adoption Customer Data Platform

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Assessment 10

1. Understanding Customer Journey

It is important for an organisation at any stage and any time in commerce evolu- Figure 8: Old to New Customer Journey
tion to be able to understand and to well-manage the way their products/ser-
Traditional Sales Funnel The New Sales Funnel
Segmentation vices are made known and chosen by potential customers.
PROSPECTS INTEREST TRIGGER

For transaction-based and singular retail, both in physical and online stores, the

Marketing & Sales process

Awareness
customer journey from initial contact to final purchase, can be seen as a linear
path, which follows the classing funnel approach. While a marketing funnel
(through communication efforts and media channels) is about finding the right Consideration
Planning customers and raising their interest in your brand/company, a sales funnel is
about nurturing them (via in-store interactions) to finalise buying action. With
the rise of social media and online transactions, the marketing and sales fun- Evaluation
nels can converge, or be used interchangeably. The objective is to improve
conversion rate at each stage of the funnel so that we have as many customers
through the full funnel as possible. Purchase

Action
Omnichannel happens for a reason: more choices for customers, not only
CUSTOMERS CLOSE DEAL
products/services but also immediate and expansive access to market infor-
mation and shopping tools. The customer journey, therefore, becomes cyclical. Source: Adapted from Google
Purchase, consideration, evaluation, ect. can be done at any stage of the jour-
ney.
A customer journey assessment of your brand and your competitors will help
Performance us to identify gaps with market benchmarks and omnichannel destination, and
to adopt different marketing strategies.

Learning
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Assessment 11

2. Omnichannel Maturity

To help understand our current state of Omnichannel Maturity, let’s see how customer experience evolves through difference stage of personalisation in the following model.
Throughout this evolution, customer journey moves from transactional to experiential, and business value moves from siloed to advanced innovations.
Segmentation

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5

BASIC OPPORTUNISTIC SYSTEMATIC DIFFERENTIATING TRANSFORMATIONAL

Product - centric Awareness of customer Customer - centric values Customer oriented & aligned Customer oriented & aligned
Current Focus

Planning orientation
Transactional Contextual insights Customer - centric culture Continuous adaptation and
Basic view of customer proactive customer value
Current Focus

No omnichannel Omnichannel roadmap Omnichannel management plan Omnichannel management Continuous improvement &
management plan identified for selected customer journeys covers all customer journeys experiment for better CX
implemented experiments identified im-
prove CX
Action

Improve business Operational processes Improved CX capabilities with Personalised interactions New services
practices finetuned for good customer contextual insights across the shopping journey
Next Focus

New industries
experiences (CX) using predictive analytics
Basic omnichannel (NEW RETAIL)
offerings commitment

Performance

Discovering which stage of omnichannel we’re at will help us to define where we can go next, and what steps and investments we should make.

Learning
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Assessment 12

3. Data Readiness Every business today has data, but almost all businesses have scattered, uncate-
gorised, and unexploitable data. From a simple mailing list to a lead-generating
We can’t go omnichannel without the ability to manage data, combining them campaign on Facebook and statistical retail audit reports, types of data are de-
from multiple systems and leverage them effectively. In order to evaluate data fined by data sources and ownership:
Segmentation
quality and a company’s data readiness, we’re going to look at two main areas:
types of data (what & where data come from) and data maturity (how data are First-party data are collected and owned by the company, resulting from
used to support business operations). direct communications or engagment with a consumer. First-party data comes
from digital assets (website, app, owned commerce platforms), on/offline
Figure 9: Types/Sources of Data stores (point-of-sales communications) and any consumer-interaction systems
(Sales DMS, CRM, call centre, activation). These are most valuable yet restrict-
ed to the current audience and scope of our operations.
Planning Digital
Website
Facebook Second-party data are first-party data collected by a partner (Facebook,
Brand Ecom
Google Google, and advertising networks for example) that can be bought and then
Mobile App
Offline
1st Store 2nd utilised for our own analytics and marketing efforts. While costly, these data
Data POS Data can expand beyond our existing customers and markets.
Wifi, Beacon
Action Product QR code ANTS Insight
Third-party data are also bought from outside sources that are not the original
Programmatic
collectors of that data. These are data aggregators (research companies are
Sales System
the most typical) who pull data from various other platforms and websites
CRM, Loyalty
Call Centre where it was generated. Third-party data are often inferred (implicit) data,
Medical data
Sales App MarCom which means that it is based on past user behaviour and not on information,
Retail data
Activation
Other data
provided explicitly by the user. Also, they are not exclusive to our company and
Performance Sampling 3rd can easily be sold to other parties as well, including our competitors.
Event Data

Source: ANTSOMI

Learning
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Assessment 13

How we make use of data in our operations to support our business needs indicates the level of data maturity. Here, we can choose among several models of data maturity to
map our current status. At the initial end, data are fragmented, siloed and unexploited. At the advanced end, data are central to business strategy. Along the way, the business
learns to organise and embed data culture into its everyday operation.

Segmentation
Figure 10: Gartner’s Model of Data Maturity
Level 5
Transformational
Level 4
Differentiating
Level 3
Systematic D&A is central to business
Level 2
strategy
Opportunistic Executives champion and
Level 1 communicate best practices
Planning Data value influences invest-
Basic Different content types are still ments
Business-led/driven, with CDO
treated differently
Attempt to formalise informa- Strategy and execution aligned
D&A is an indispensable fuel
tion availability requirement Strategy and vision formed and continuallly improved
for performance and innova-
Data are not exploited, they are (five pages) tion, and linked across pro-
used Progress is hampered by cul- Outside - in perspective
grammes
ture; inconsistent incentives Agile emerges
D&A is managed in silos CDO sits on board
Programme mgmt... mentality
Action Organisational barriers and Exogenous data sources are for ongoing synergy
People argue about whose lack of leadership readily integrated
data is correct
Link to outcome and data
Strategy is over 100 pages and Business executives become
Analysis is ad hoc used for ROI
not business relevant D&A champions
Spreadsheet & information Data quality and insight efforts,
firefighting but in silos

Transactional
Performance

D&A = data and analystic; ROI = return on investment

Learning
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Assessment 14

4. Technology Readiness

Technology transformation does not mean pushing technology boundaries with

various innovation tools. Instead, it is advised to be realistic and focus on the
Segmentation
particular tools and process that fit our capabilities. To identify the level of tech-
nological readiness of our company for omnichannel implementation, the pro-
cess begins with the technology maturity assessment, which, in a nutshell, is
how well and sophisticated a company adopts digital into its DNA and every-
day operation.
Figure 11: Golden Triangle Framework

Planning

PR
LE

OC
OP

ES
PE

TECHNOLOGY
Action

Typically, there are five levels of technology maturity through different stage of
omnichannel maturity - Awareness, Committed, Proactive, Service-aligned,
and Business Partner, as depicted in Gartner’s IT Infrastructure and Operations
Maturity Model, aligning with three elements of People – Process - Technology
to achieve organisational efficiency in the digital age. In this model, the People
Performance
factor will review the level of digital adoption and digital focus in the company,
growing from no formal architecture to proactive business optimisation. Pro-
cess, on the other hand, will mature from ad hoc/function-based to be fully inte-
grated and dynamic automation. Lastly, Technology will range from no strategy
to real-time and contextual growth of services and infrastructure.

Learning
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Assessment 15

Table 4: Gartner IT Infrastructure and Operations Maturity Model

SURVIVAL AWARENESS COMMITTED PROACTIVE SERVICE-ALIGNED BUSINESS PARTNER

No organisational focus Defined, technology cen- Technology - centric Process - centric organi- Customer- & business- Business optimisation &
Segmentation
People

on IT infrastructure & tric organisation for IT organisation, investments sation, defined gover- focus IT service & deliv- entrepreneurial focused
operation infrastructure & operation in IT service desk function nance structure ery centric formal gover- culture
& staff. nance

No formal IT processes Ad hoc, but aware that Defined processes for IT Repeatable & individually Integrated automated & Dynamic optimisation of
for IT infrastructure & processes are necessary, service support & project automated, focus on IT extended beyond I&O, IT services, implement
Process

operation dependent on tools to management service delivery - related focus on all services & processes promoting
Planning implement actual process process business process man- business innovation
agemen

No formal strategy or Basic management tools, IT support & project relat- Formal infrastructure Formal IT management Proactively promoting
execution of technology no formal infrastructure ed management tools, standards & policies, process/tools architec- new technologies &
Technology

investment hardware or software desktop hardware/soft- process & domain-centric ture, shared services; impact on business,
standards ware standards defined, management tools, virtu- added management real-time infrastructure
beginning of infrastructure alisation foundation in capability
Action standardisation place

Also, the maturity model provides certain goals that need to be achieved at each level, and once again facilitates our strategy roadmap and plan for phased resources and pro-
cesses.

Performance In summary, a wholesome assessment of customer engagement, commerce operations, data maturity and technology maturity provides two important inputs for the next steps:
(i) where do we stand on the route of transformation through different levels of maturity, and (ii) what gap do we need to close and what are key factors to move in each of the trio
of pillars (Brand/Commerce – Data - Technology) to be able to level up in the transformation to omnichannel.

Learning
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Omnichannel Playbook2021
Omnichannel Playbook 16
Chapter 2: Segmentation

SEGMENTATION Chapter 2: Segmentation

As we’ve learnt so far, Omnichannel is customer-centric. This Chapter ex-

plains how to get a better understanding of the customers, in order to put
them at the centre to converge and integrate all business processes in the
future.

Let’s take Christine Lee, our customer.

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Assessment 17

1. Customer segmentation

Fueled by data, we can create segments that are focused more on characteris- Figure 12: The Segment Wheel
tics/behaviours of a customer from available historical, statistical and predictive
Segmentation data. Even before the full-fledged one-to-one omnichannel experience, we can
still provide excellent one-to-segment personalisation in cross-channel experi-
ences in the meantime. It's context that drives personalised experiences. We
can start by a minimum of integrating sources of contextual data with market-
ing tools, personalisation engines and eCommerce platforms.

Planning A segment wheel combines different attributes to form clusters/segments.

These attributes are demographic (based on gender, age, occupation, marital
status, and income), geographic (based on country, state, or city of residence),
technographic (based on preferred technologies, software, and mobile devic-
es), psychographic (based on personal attitudes, values, interests, or personal-
ity traits) and most importantly behavioural (based on actions or inactions,
spending/consumption habits, feature use, session frequency, browsing histo-
Action
ry, and average order value). Segments are formed with clear objectives in mind
(why do we need these data, what will them help us to know about our clients,
and how can we make use of what we know) and are actionable for next steps.

Source: The Purpose Group

Performance

Learning
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Assessment 18

2. Customer Persona

Once we know our customer segments and where to prioritise, we can start describing our customers, who they are and how they act. Persona is a way to describe our custom-
ers as a person – who they really are – by using attributes mentioned above, enriching “demo” with behaviours and contexts. A good persona description should be relevant, with
Segmentation clear objectives and be actionnable for the brand. A set of 6-8 personas can cover about 80% of our customers. By placing personas at the centre, we can create human connec-
tion that leads to personalised communications and shopping experience later on.

Figure 13: Persona is a Deeper Understanding of a Connected Person

Planning The connected consumers are more than age and gender. They are more than just a “target”.
They are expecting advertisers to know them better and speak to them accordingly.

DEEPER SELF
DEMOGRAPHIC SELF
Frequently browses lifestyle and fashion
Christine Lee - Female, 27
Facebook pages, compares prices of
years old, lives in HCMC
beauty care products weekly, watches
videos of beauty bloggers Hannah Olala
Action
and Chau Bui Recently purchased a
few beauty products on Sociolla,
Watsons, and on TikTok

Performance
We follow the steps that each persona takes along a customer journey through every touchpoint with our brand/company, both online and offline. By mapping all of the current
journeys our customers can follow across all channels and displaying them together, we can see opportunities (sometimes hidden) to improve and redesign.

Learning
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Assessment 19

3. Single Customer View: Going beyond a persona, Reaching a person

A single-customer view (SCV) is the key to making omnichannel possible. SCV, also known as 360-degree customer view or universal customer profile, refers to merging various
pieces of information from multiple platforms/data sources to build a unique profile of an individual customer. SCV will close the gap between digital and physical customer activi-
Segmentation ties, and allows 1:1 personalisation and hyper-relevant customer access anywhere and anytime. For example, a SCV may connect interactions that happen in-store and through
social, email, advertising, mobile apps and affiliates with an individual's online customer account.

SVC enables our brand/company to formulate well-informed and contextu-

al-rich customer segmentation, and therefore improved targeting. While it can
Planning
take time to gather the data needed for an integrated platform, if we focus on
an integrated approach, we can still benefit from more effective personalisation
and informed decision-making, leading to higher customer retention and re-
duced churn.

Currently in most companies, data about customers can be scattered through-

out the whole organisation in tools used by many different departments (mar-
Action
keting, customer services, sales, service & product design, accounting, etc.)
This results in different customer IDs collected, either via the sales of prod-
ucts/services (product ID) or marketing campaign (social, email, advertising,
mobile apps using an individual's online account), or even payment transac-
tions (using banking/financial account) and customer interaction at points of
sales (real people ID). Among those different IDs, we should at least identify
Performance Source: The Purpose Group & Antsomi two types of ID to merge into one customer.

Learning
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Assessment 20

Figure 14: Customer-Centric Insights Framework in Practices

Segmentation
CUSTOMER - CENTRIC
OFFLINE ONLINE
INSIGHTS

Transaction Mobile App Customer Profiles

Wi-Fi Network Website Social Profiles

Planning

Call Centre Facebook | Instagram Product Profiles

Feedback Messenger | Chat Bot

Google Network

Social Listening
Action

Source: The Purpose Group & Antsomi

Commerce/Brand pillar only cannot develop SCV. This is where Data & Technology are in place. While data come from many sources (owned/earned/bought), a Customer Data
Performance
Platform is the most popular and efficient method to build SCV. This digital solution can take data from a large variety of sources including website, ad networks, email marketing
platforms, CRM software, app, and in-store POS data to into one universal customer view.

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Assessment 21

In summary, in going omnichannel, we need to unify data across multiple

sources to create a single customer view. From the unified data, we can seg-
ment our customers better with deep understanding of personas - behavioural
Segmentation
and contextual image of our customers, then map out their journey through a
variety of interaction touchpoints and finally select targeted human-centric
areas to start improving our omnichannel customer experiences.

Planning

Action

Performance

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Omnichannel Playbook2021
Omnichannel Playbook 22
Chapter 3: Planning

PLANNING Chapter 3: Planning

This Chapter helps to design and compose strategic direction, roadmaps

and starting kits for multi - channel brands/companies to leverage both their
current legacy and new opportunities in their omnichannel game.

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Assessment 23

1. Brand & Commerce: Strategic Roadmap

From Chapter 1, we know that the path to omnichannel is very long, challenging and resource - consuming, and it would take total company - wide transformation to create a ful-
ly-integrated omnichannel business. Revisiting the Omnichannel Maturity Model, however, we can design the roadmap that best fits our business. With a strategic roadmap aligned
Segmentation
and agreed among key business pillars, we can divide our transformation journey into phases, with quick wins and tactical plans, so as to move all three areas (Brand & Commerce
– Data – Technology) up in the ladder. Note that some of the areas can go faster or slower than average, resulting in a zigzag line of quick wins. But in the end, the whole organisa-
tion will be able to follow the roadmap to the final optimised state of omnichannel.

It’s time to map out the customer journey (that we prioritised in the previous Chapter). The journey map below integrates marketing funnel (top and bottom layers) together with
an array of touchpoints (inner layers). It also indicates focus points of content and operation along the journey (centre layer), creating a common map to be shared and managed
with new processes throughout the organisation, erasing silos and boundary of functions.
Planning

Figure 15: Integrated Customer Journey

Action

Performance

Source: Antsomi

Learning
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Assessment 24

The steps of building an integrated customer journey are:

#1: Gather all of the different touchpoints that exist between our brand/
company and our customers, both physical and digital, managed and
Segmentation
owned by the brand/company.

#2: Identify key activities during each touchpoint from a customer’s per-
spective. What information do they need? What are they trying to accom-
plish? What experience are they having with each touchpoint? Is it a posi-
tive or negative experience?
Planning

#3: Determine the standards of action, or experience measures, to make

each experience successful. This will provide stats to make the customer
journey map more actionable.

#4: Integrate and map everything into one picture. This part requires man-
Action agement and functional leaders all together, as people – process – data –
technology will have to move in the same direction.

#5: Review and improve always. No matter how lengthy and difficult it is
to map and agree and evolve the organisation with customer journeys, it
is important to revisit consistently when new touchpoints or new data/in-
formation arise.
Performance

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Assessment 25

2. Brand & Commerce: Omnichannel Content Strategy

In the world of omnichannel, data is king and content is queen. Hyper-personal-

isation depends on both insightful customer journeys and constantly relevant
Segmentation
dialogue with customers at every touchpoint, offline and online. Good content
about the brand and the product is the first step towards empowering custom-
ers with relevant, real-time information to drive conversions and close sales. Re-
member our first example about a coffee table in this Playbook? The ability to
serve up highly relevant product content during an optimal timeframe and
across multiple touchpoints can be a key driver of conversions, and the decid-
ing factor that clinches online sales for the coffee table maker.
Planning

Figure 16: Content at the Core of Omnichannel Personalisation Strategy

Action

Content Strategy

Channel Strategy

Technology Strategy

Performance

Source: contentstack.com

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Assessment 26

So, an omnichannel content strategy refers to a plan to deliver the right content on the right set of channels, at the right moment, to provide the most value to our specific customer,
creating a consistent and seamless audience experience. Here, we switch the focus from independent media channels (with their own set of KPIs and content requirements) to tar-
geted touchpoints in customer dialogues.

Figure 17: Content Interface during Customer Journey

Segmentation

Planning

Action

Performance

Source: Antsomi

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Assessment 27

Mirroring the customer journey, the omnichannel content strategy needs to be optimised together with each interaction with the consumer. According to content expert/author
Kevin P Nichols, good customer-centric content gathers a single view of customer (SVC), features content experience around him/her, follows a non - linear end-to-end user jour-
ney, sees the journey as evolution with no definitive end and sometimes no beginning, and captures the entire end-to-end customer experience.

Segmentation Figure 18: Content is the Foundation for Personalised Omnichannel Customer Journey

Planning

Action

Performance

Source: The Purpose Group

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Assessment 28

Today, active search and constant evaluation/validation happen any time during Figure 19: Content Framework of
the customer journey, so personalised content is key to meeting their customer The Coffee House’s “From Farm to Cup” Campaign
needs at each point of this unique, and often fragmented journey. A content
framework helps with detailed contents and action plans to engage & convert
thru relevant touch points. Such a framework comprises three key areas:
Segmentation

#1: Concept & Creative Guidelines: An overall messaging and brand

guideline to define objective and key success factors of the campaign/initi-
atve/brand in a given timeline.

Planning #2: Content Map: A matrix to define what content (messaging/creative)

will be used to target which audience (personas) at what timeframe, deliv-
ering which part of product contents (thematic, promotion, SKU informa-
tion).

#3: Content Components: A variety of messages and creative assets

with a purpose, allowing customisation depending on audience (customer
Action
segments/personas), timeline and conversation channels.

Performance

Source: The Purpose Group

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Assessment 29

3. Data: CDP to unify single-customer view

A unified customer view in omnichannel is impossible without Single Customer
View (SCV or Universal Customer ID). A few years ago, the initial approach to
approach this process was using Data Management Platforms (DMPs). Cur-
Segmentation
rently the most popular and powerful engine to unify SCV is Customer Data
Platform (CDP).
Customer Data Platform (CDP) is a popular (and rather interchangeable) con-
cept. It unifies the customer database and makes it accessible to all data sys-
tems and business function. CDP puts marketing in direct control of the data
Planning
unification project, helping to ensure it is focused directly on marketing require-
ments. CDPs apply specialised technologies and pre-built processes that are
tailored precisely to meet marketing data needs. The key components of a CPD
are illustrated below:
Figure 20: CDP 365
Profile: Organise and unify customer data from multiple sources to create
a single customer view. This single view could include CRM & Customer
ID data, geographic and demographic data, transactional data.
Insights: Present all our customer data in a single dashboard with
multi-dimensional views. This could be developed from transactions at
point-of-sale and eCommerce, communication history, customer prefer-
ence data, and persona description.
Marketing Hub: Coordinate 1-to-1 customer journeys at scale across
multiple channels.
API Hub: Connect our third-party services using open API & pre-built
connectors to modern marketing stacks.

Action

Performance

Source: Antsomi

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Assessment 30

4. Technology Transformation: Think Big - Start Smart -
Scale Fast
There are Six Critical Technologies to be designed under Enterprise Foundation
Services:
Segmentation
Customer Identity and Access Management. This is foundational. We
normally start here and go up.
Intelligence Hubs. A series of hubs for analytic insights, also foundation-
al. With enterprise investments in data warehouses, data lakes, and a
Planning
data platform, we can start de-siloing data inside the organisation.
Omnichannel business model, content data strategies, and operations are
made possible by utilising the right technology to enable cross-team workflows
and educating team members on new processes. Just like a maturity roadmap
for omnichannel, from where we are today until fully integrated stage, a Tech-
nology Roadmap with phased architecture, systems & processes should be in
place. In order to build our omnichannel capabilities at pace, we can plan a
“start-smart” approach using experiment and change management to
kick-start the process. A 100-day sprint plan, developed by Accenture, is an
excellent tool for this planning job.
Figure 21: Accenture’s 100-day Sprint Plan

Customer Data Platforms. CDPs - a unified view of the customer, their

attributes, behaviours, segments, etc., accessible in a business us-
er-friendly environment.

Action
Journey Orchestration Engines. Here’s where we make decisions about
customer engagement: what, where, when, and how.

Core Content Platforms. This supports channel-agnostic content and

experience elements - the core offers, stories, elements, and assets.

Operations Hubs. These are platforms are for internal creation, collabo-
Performance ration, scheduling, measurement, and all the other operational services
we may need across enterprise departments.
Source: Accenture.com

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Assessment 31

5. Omnichannel is the medium for business transformation

It is safe to say that omnichannel is not only a digital transformation, or added Figure 22: Data & Customer-Centricity Fuels Business Transformation
retail channels. Rather, it is a business transformation, where new practices
Segmentation
and new standards happen in every department, customer-facing or not. CPG
“a way of doing business that provides a positive customer experience in order to drive
brands, for example, often have such a large and complex legacy. Brand mar- profits, customer loyalty and gain competitive advantage”
keting and creatives come from agencies, shopper marketing and sales are Customer Loyalty
& Profitability
from channel- or even retailer- based setups. For them, the real challenge is to Customer Centricity & Data
maintain a consistent voice and experience switching to a customer-centric op-
erational model. Data and Customer Centricity now require new sets of skills for
people, revamped business processes, changed organisation setups and
Planning
KPIs, creating new revenue streams and altering cost structures, and altogeth- Brand & Marketing Product R & D Store Operation & Site Selection Supply Chain
er augment customer experiences.

Business
Change
Action Practices
Research by Deloitte and Touche found that customer-centric companies were 60%
more profitable compared to companies that were not focused on the customer.

Source: Seedcom

Performance

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Assessment 32

Depending on your omnichannel stage, implementation priorities might differ in terms in terms of client focus, organisation set up and data/infrastructure. When at a nascent
stage, we need to focus on building a foundation for omnichannel management with a general channel strategy and embedding customer centricity principles throughout the or-
ganisation. At a higher level, priorities are defining new collaboration model and performance KPIs as well as unifying single-customer view. Finally, at optimised omnichannel, the
most important is to define a KPI set that enables effective cross-channel management impetus and ensures that all relevant customer interaction points can be measured and
evaluated. See for example a summary of these priorities in banking businesses.
Segmentation

In summary: The reality is that our omnichannel journey is not going to succeed overnight, and building a massive system with a complex structure would make it thousands of
times harder to analyse which feature is performing better. Therefore, establishing the basic core foundation first, then gradually developing the key features step by step is the
ideal approach most of the time. While magic does not come overnight, it is totally possible due to the orchestrated planning of content (customer access), data (insights) and tech-
nology (infrastructure). Feasible roadmaps, unified data and de-siloed operations are key to delivering customer-centric value.

Planning

Action

Performance

Learning
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Omnichannel Playbook 33
Chapter 4: Action

ACTION Chapter 4: Action

Once a comprehensive strategy and a well-planned approach have been

identified, it’s time to put things in action. This Chapter is going to describe
key marketing and commerce actions that enable omnichannel strategies:
Content & Media, Data and Technology Implementation.

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Assessment 34

1. Branded Contents & Assets

When media channels vary so much, content in the omnichannel world is more
fragmented and needs flexibility more than ever. We don’t rely on single-mind-
Segmentation
ed one-size-fits-all content and creatives then adapt them to new channels
anymore. Omnichannel content is created based on baseline communications
story, contextual settings, and segments of targeted audience (see the exam-
ple below). All will need timeframe and requirements aligned and agreed among
the company and our creative/data/media partners.

Planning Figure 23: The Coffee House “From Farm to Cup”

Ominichannel Content Production

The Coffee House’s content formula

Good Content = Relevant Insights + Inspiring Stories +

High ROAS
Performance
Action

Segments x3 18 Contexts/ Based asset

Based Asset x2 ~ 40 Total asset
Total Asset x3(4) ~ 155 Ads set

Brand Value + Offer + Creative = Best Customer Experience

Performance

Source: The Purpose Group

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Assessment 35

2. Data Implementation

We have developed a data strategy in the previous chapter, now it’s time for data integration from multiple platforms through the Customer Data Model below.

Segmentation Figure 24: Antsomi’s Customer Data Model

Data Sources/Types Data Maturity Data Enrichment Data Activation

Planning ASSESSMENT SEGMENTATION

As we already covered Data Sources/Type and Data Maturity while doing as-
sessment, we’ll now proceed to see what data quality we gather from our
sources, using five angles:
Action
Type of data: online or offline, cookies or identified customer
Data information: what we know from data about our customers
In case data quality is not there yet to give us SCV, we’ll need to Enrich Data
to add value:
Start with customer personas to define tracking data
Engage in a brand communications campaign with data-gathering com-
ponents or build look-alike customer profiles for some

Active duration: data collected in how long, a few years or a few months Keep data tracking at all times, expecially on mobile data as smart-
phones are the key to omnichannel customer experience
Size of data: how many unique IDs do we have
Performance
Keep CPD at the core to follow the customer journey at every touchpoint
Data mapping & integration: to move single-channel data to omnichan- and make sure to record insights along the way.
nel data.

Learning
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Assessment 36

Figure 25: Enriching Data Roadmap

Segmentation

Base on customer personas to define Engaging activity + game + brand Tracking digital touchpoint and connect CDP is the core to follow customer
data tracking comm to get more data with CDP journey and unify

Look-a-like customer interest & Mobile is O2O device

behaviour to enrich data

Planning

Source: Antsomi

Finally, with Data Activation, we can put data into use by creating personalised customer experience and communications, powered with continuous mornitoring and assesst-
ment and business intelligence reporting.
Action

Performance

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Assessment 37

3. Technology Implementation
Technology Infrastructure: This layer is the foundation of the whole
system, which enables backend and frontend operations. It is composed
The Technology Architecture of a system varies depending on our type of
of the hardware, software, network, operating systems, and data storage.
business and omnichannel maturity stage. Let’s take a look at a basic blueprint
These are handled by either specialised third-party suppliers like Amazon,
for a company with full-scalled eCommerce platforms (i.e.a Brand.com). This
Segmentation Microsoft, Google, etc or the organisation locally.
blueprint contains the most common middleware nodes, the underlying infra-
structure, and the services used by the different application layer components.
Business Applications: This middle layer of the structure is plugged into
the Technology base. As long as the infrastructure is powerful enough,
Figure 26: Simplified Technology Architecture those business applications shall operate smoothly. It optionally encom-
passes CRM, eCommerce, ERP, POS, ect.
Planning
Data & Measurement Platforms
Data Applications: On top of the ladder are data applications like DMP,
CDP, etc which are empowered by those Business Applications. Here, all
DMP CDP Others
kinds of data obtained by the below layered can be stored and optimised,
forming a comprehensive 360-view of our customer across all devices
and channels, which is available to all platforms, channels and functions
Business Applications
Action
across the business.

ERP CRM POS EC Others

In summary, Omnichannel Action is the implementation of business operation
transformation, content productions and activation, data enrichment and acti-
vation, and technology architecture. All these layers or work are not a one-off
Infrastructure
thing, but rather a continuous and repetitive process, which should be done at
Operating Data the same time with the latter two steps of the omnichannel journey – Perfor-
Performance Hardware Software Network
Systems Storage mance and Learnings.

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Omnichannel Playbook2021
Omnichannel Playbook 38
Chapter 5: Performance

PERFORMANCE
Chapter 5: Performance

As mentioned earlier in this Playbook, the journey to omnichannel is not a

one-way linear street. Since the customer journey is now more complicated
than ever, and the fact that an increasing number of journeys need managing
because of personalisation, it is crucial that we track KPIs and ensure the
continuous optimisation of the customer experience and business processes,
with the support of data and technology. When defining KPIs, the goal is to
analyse how your strategy has succeeded at each stage, which is a smart ap-
proach for measuring your brand’s growth over time.

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Assessment 39

1. Omnichannel Metrics

Omnichannel or not, we all work for customer success (i.e. build brands and
generate sales). This informs the first (and most important) groups of key perfo-
Segmentation
mance indicators (KPIs) of our omnichannel adoption. Managing the custom-
er-centric integration of channels with KPIs tracked and optimised per channel
and funnel stages will help us to promote sales at every touchpoint possible in
the journey. For this group of metrics, we use Google’s triangle of omnichannel
success as below.

Planning Figure 27: Simplified Technology Architecture

Media Creative Sale

Effectiveness Effectiveness Impact

Audience Verification Ad Recall Purchase Intent

Viewability Brand Perception: Sales
Action
Reach/Frequency Awareness Purchase
Duplicated Reach Consideration Behaviours
Ad Views Favourability Profitability
View - Thru Rates Brand Interest Loyalty
Completion Rates (Search lift)
Retention Rate
Site Visits
Social Actions
Performance

Source: Google

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Assessment 40

Media Effectiveness: is how well we perform in reaching and engaging

our customer. Drilling down media results to an audience and a consumer
stage level is recommended. Comparing different metrics in real-time on
live dashboards can help us invest behind the most effective audiences
Segmentation
and improve your performance. Also, we need to consider a full conversa-
tion with our customers with the appropriate KPIs at every stage of the
omnichannel marketing funnel.

Creative Effectiveness: is how much we deliver our brand value and

messaging. There is a variety of real-time tools to optimise campaigns
in-flight. This measures the effectiveness of our content, brand quality and
Planning
the ablity to create interest to engage from customers.

Sales Impact: measures the fruit of our marketing funnel. This is a long
term project on measurement to bridge marketing and sales, measuring
touchpoints and actions that link the journey all the way up to purchase.

Action

Performance

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Assessment 41

2. Omnichannel dashboard Figure 28: Integrated Business Intelligence & Report

Operation excellence can also be tracked and optimised using data. ANTs
have developed a pack of tools to generate live integrated business intelligence
and reports, detailing how well we perform along the marketing funnel and in
Segmentation
each channel/segment that needs focus. This provides important inputs for
timely and constant improvement of communications campaign, customer ex-
perience design and even company-wide collaboration among disciplines and
departments.

Planning

Action

Performance

Source: Antsomi

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Assessment 42

3. A/B Testing

While customer success means delivering a personalised, optimised experience that is seamless, fluid and consistent across digital and physical channels in order to increase en-
gagement and conversion rates, that also requires omnichannel experimentation and personalisation. This is made possible in the digitised and data-activated world of omnichan-
Segmentation
nel. A/B testing is a way to compare two versions of something to figure out which performs better. The test works by showing two sets of users (assigned at random) different
versions of a product or creative and then determining which influenced your success metric the most (or two versions of something for one user group). A/B testing allows oplitimi-
sation and adaptation of elements in the customer journey on a daily, if not continuous, basis.

Figure 29: 3 steps for A/B testing campaign

Step 1: Decide what needs to be tested, and what are the key indicators
Planning WINNING
Functions: of success.

A A Step 2: Run the A/B testing campaign with day-by-day, step-by-step

C D learning to continuously optimise performance.

Step 1 E F Step 3 Step 3: Link our campaign with CDP for insights in order to aggregate
Action
AB TESTING ADAPT data (CDP data, omnichannel data, etc) via pre-built connectors and pres-
Functions:
Step 2 Functions: ent all our customer data in real-time in a single dashboard with multi-di-
mensional views with drag and drop functionality.
A A A A

C D C D

E F E F
Performance

Source: Google

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Assessment 43

While A/B testing is an often-used method, we need to manage carefully to

avoid reacting to early data without letting the test run its full course, looking at
too many metrics instead of focusing on the ones we most care about, and not
doing enough retesting to be sure we didn’t get false positive results. A/B test-
Segmentation
ing can be used in various aspects of the omnichannel customer journey. Some
typical examples below, according to Kameleoon.com:

Test user behaviour across the journey. For example, don’t just measure
how visitors respond to a variant on your website, but how they react to
the same concept when delivered through other channels, such as email
Planning or social media ads.

Test wider concepts. We can experiment more widely, such as around

potential new products and services, to give more detailed, omnichannel
results.

Action Deliver a personalised experience across channels, with the same

offers, content and messages provided to the visitor.

Identify and target visitors even after they have left your website with tai-
lored retargeting ads or emails.

Performance
Understand preferred channels for specific visitors and groups by test-
ing how they react to experimentation across different channels.

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Assessment 44

4. Optimisation

Together with tracking and optimisation, omnichannel implementation requires In summary, omnichannel performance, powered with data and led by cus-
an active and steep learning curve. tomer-centric direction, is a continuous process of tracking relevant KPIs, inte-
Segmentation
grating view and information, and optimisation across all front-end and
Figure 30: Where should learning be back-end aspects of the business: customer success, operation excellence,
data and technology.

Planning Segments
Planning

Performance MICRO AND Channel

CONTINUOUS
Action
LEARNING

Technology Content

Performance

Data Offer

Source: The Purpose Group

Learning
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Assessment 45

Case Study: The Coffee House - Use Omnichannel to

deliver best customer experience

The Coffee House has a segment named “The Loyalist”. According to TCH’s
Segmentation
CDP, they are high-frequency customers who are in a trending up life cycle, and
with social persona of Care Giver and The Innocent. In terms of buying habits,
they mostly consume Tea & Coffee in Double Cup in the morning & evening,
prefer a creamy and sweet taste, and repeat purchase every X days. The strat-
egy is to have them try the delivery service before they need to return to the
store, within a X-day limit since their last purchase.

Planning
Day 0: Customer goes to TCH

Day X -2: TCH sends some offers to the customer to use the delivery ser-
vice

Day X : The customer will return to TCH anyway

Action

TCH used app notifications, personalised content, Facebook retargeting, and

Facebook look-alike targeting to send the message to targeted customers,
and even repeated Y times or until a habit is built (churn<20%). Needless to
say, delivery now makes up 60% of TCH’s monthly sales. And as delivery
Performance grows, every single customer is identified, and SCV is obtained, in-store and on Source: The Coffee House & The Purpose Group

delivery. Everybody wins.

Learning
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Assessment 46

From the case of The Coffee House, there are three lessons for making the cus-
tomer experience exceptional across channels, by making our omnichannel
teams and system improve and learn every day:

Segmentation Make brand identity, policy and voice consistent across channels. The
brand image we present online should match what we present offline. Au-
diting existing channels can help to identify and fix any gaps in consisten-
cy, so that we can continue deepening engagement across all channels.

Identify opportunities to personalise, automate and add self-serve op-

tions. The Loyalist example of The Coffee House is one of many ways to
Planning
personalise, automate and improve omnichannel customer experience.
Not only delivery or promos offered, add-ons and services for a purchased
items can be suggested too. The more personalised and relevant our sug-
gestions, the more likely our customer will be to purchase again in the
future.

Action
Show appreciation. Together with personalisation, every customer loves
a little recognition. As CDP knows purchase habits, TCH can use geoloca-
tion data to know the moment a customer walks in a store, send them an
app notification on a 15% coupon for their visit, or the counter staff can
even offer them some snacks that go well with their favourite drinks.

Performance

By connecting the dots among customers' previous interactions, we end up

creating a personalised experience for your customer, no matter what channel
they are using at that moment, ensuring a fruitful customer journey in real-time.

Learning
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Assessment 47

Key takeaway of this Chapter: the following is a self-explanatory omnichannel formula by The Coffee House.

Figure 31: Omnichannel Learnings by The Cofffee House

Segmentation
Content is Queen.
So is
Optimisation

Be Present &
Data & Technology Relevant
with Purpose is Everywhere
King Customers Are

Planning
It's All About
Customers

Omnichannel Personalisation
Organisation, not Personalisation
just Marketing
Personalisation

Action

Source: The Coffee House & The Purpose Group

With customers’ expectations growing daily and omnichannel commerce leading to better customer experiences and more profitability, the widespread adoption of omnichannel
Performance
strategy is now not a trend, but a must-do. The shift to personalised and customer-first standards is not an overnight or quick-fix endeavor. But with proper assessment, planning
and investment in the right implementation processes with an innovative mind, we can secure success in winning the omnichannel game in the long run.

Learning
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