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The Comoto Family of Brands accelerates omnichannel marketing with first-party data

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The Comoto Family of Brands accelerates omnichannel marketing with first-party data

Retail is an ever-changing industry, but the last few years have been particularly disruptive. The COVID-19 pandemic triggered dramatic shifts in consumer behavior that left many retailers struggling to keep up. These factors, combined with the growing influence of Amazon, increasing consumer privacy regulations and deprecating third-party cookies, are only exacerbating the need for transformation in retail that emphasizes customer relationships.

The companies that have been most successful in adapting to these challenges share one critical commonality: they prioritize the collection and use of privacy-compliant first-party customer data as a competitive asset. The Comoto Family of Brands is one such retailer.

In a recent MarTech session, Comoto’s Dana Green joined BlueConic’s Jackie Rousseau-Anderson to discuss how they are using a customer data platform to unify customer data across multiple brands and systems and activate it across channels to deliver more engaging customer interactions.

Putting data at the heart of customer engagement

As America’s largest power sports aftermarket retailer, Comoto is home to Cycle Gear, J&P Cycles and RevZilla.com. With over 150 stores nationwide and e-commerce sites for all three brands, the company manages a complex ecosystem of customer data housed in a multitude of systems.

“Data has always been foundational to our strategies,” said Green, “but it’s easy to get overwhelmed with the amount of information you have.”

That realization led Comoto on an introspective journey to transform how they access and use customer data to unlock the potential of their marketing channels. BlueConic’s customer data platform (CDP) has been a core component in its transformation.

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Choosing the right optimization strategy

When it comes to optimizing their e-commerce sites, Green and her team have traditionally relied on Comoto’s UX and Research teams to provide a testing plan based on qualitative customer research. Using BlueConic’s A/B testing and optimization capabilities, the company can marry qualitative and quantitative methods for a more in-depth understanding of its customers.

“When making big updates to our website, we typically have a theory that we’re looking to improve upon. With BlueConic, we can perform A/B testing on our site to validate the research we’ve done with our customers and supplement it with hard data,” said Green.

She noted that even simple A/B tests could produce some big wins. “Our customers have a true enthusiast culture when it comes to riding, but what they shop for often depends on their riding style. So, we decided to test a shop-by-category module on our homepage that resulted in a very positive incremental lift. Just having the ability to provide someone with a custom experience based on the categories they are most interested in is an easy win for us that has a surprisingly big impact.”

Green and her team have since used BlueConic to ramp up their A/B testing efforts. “We have a lineup of things that we want to test at this point. For the most part, whenever we finished a test, it usually begs another question.” But she also cautions others to start small, as tests can get complicated. To tee up tests for success, she recommends:

  • Testing something that’s going to have enough traffic to get a good read on what you’re trying to answer.
  • Making sure you’re clear with your hypothesis and what you’re trying to solve.
  • Defining clear success metrics.

Moving from touchpoints to journeys

Green and her team have also been able to use the learnings from A/B testing as building blocks for the larger, end-to-end customer experience. “The real power we’ve been working on is transitioning to creating lifecycles. So, not just optimizing our site, but making sure we’re connecting that experience with our other channels,” said Green.

The customer lifecycle orchestration capabilities in BlueConic enable Green and her team to move beyond channel-specific campaign workflows and instead orchestrate cross-channel lifecycle marketing programs that are responsive to each customer’s unique journey based on the real-time, unified customer profile data.

“When we’re sending an email — how are we thinking about the experience in which they’re landing on? Or when a paid ad is driving to the website, what can we do to personalize that experience?”

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She also noted that sometimes very seemingly simple components, like adjusting to where somebody lives or their primary interest areas, can be a really compelling way to develop a connection with customers.

“We have a blog called Common Tread that features amazing content. The data available in BlueConic not only enables us to understand how and when consumers engage with us on Common Thread, but also tailor our communications based on their individual interests. If they are an adventure rider and we just posted an article on an adventure bike, for example, we can promote the article and introduce them to the Common Thread experience.”

Operationalizing a CDP

Green noted it’s not enough to simply add a CDP to your business infrastructure and expect to immediately reap the benefits. Like any marketing technology, success (or failure) with a CDP often comes down to an ability to effectively manage change within the organization. For Green, education and communication have been key.

“We achieve some of that just by inviting more folks throughout the business to our quarterly reviews on what we’re working on,” said Green. “We used to be set up so our email and onsite teams would meet separately with BlueConic,” she continued. “Now, we meet together so we can work on our combined strategies across both channels. So just making sure to that the communication between the teams is connected has been a really easy, simple win.”

Since the addition of a CDP also fundamentally changes how companies can and should work, Green stresses the importance of alignment on the goals, use cases (immediate priorities and long-term road map), timing and expected outcomes for a CDP implementation across all levels of the organization.

“Our tech team is very busy with a lot of big priorities, which I’m sure a lot of people can relate to,” she explained. The ability to access the unified, actionable data in BlueConic and use it to create compelling experiences on the site without tapping the tech team has been a huge help for us. That way, we can keep moving and grooving and trying new things without being held up when our tech partners are focused on other priorities.”

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For others who are embarking on their own customer engagement transformation journey, Green has some advice: “Just make sure that you pick a partner that’s going to listen to your business problems and what you’re trying to achieve as a business. Only then can you truly unlock the full potential of your investment.”


About The Author

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BlueConic, the leading pure-play customer data platform, liberates companies’ first-party data from disparate systems and makes it accessible wherever and whenever it is required to transform customer relationships and drive business growth. Over 350 companies worldwide, including Forbes, Heineken, Mattel, Michelin, Telia Company, and VF Corp, use BlueConic to unify data into persistent, individual-level profiles, and then activate it across customer touchpoints and systems in support of a wide range of growth-focused initiatives, including customer lifecycle orchestration, modeling and analytics, digital products and experiences, audience-based monetization, and more. BlueConic is a global company with offices in the US and Europe.

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Trends in Content Localization – Moz

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Trends in Content Localization - Moz

Multinational fast food chains are one of the best-known examples of recognizing that product menus may sometimes have to change significantly to serve distinct audiences. The above video is just a short run-through of the same business selling smokehouse burgers, kofta, paneer, and rice bowls in an effort to appeal to people in a variety of places. I can’t personally judge the validity of these representations, but what I can see is that, in such cases, you don’t merely localize your content but the products on which your content is founded.

Sometimes, even the branding of businesses is different around the world; what we call Burger King in America is Hungry Jack’s in Australia, Lays potato chips here are Sabritas in Mexico, and DiGiorno frozen pizza is familiar in the US, but Canada knows it as Delissio.

Tales of product tailoring failures often become famous, likely because some of them may seem humorous from a distance, but cultural sensitivity should always be taken seriously. If a brand you are marketing is on its way to becoming a large global seller, the best insurance against reputation damage and revenue loss as a result of cultural insensitivity is to employ regional and cultural experts whose first-hand and lived experiences can steward the organization in acting with awareness and respect.

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How AI Is Redefining Startup GTM Strategy

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How AI Is Redefining Startup GTM Strategy

AI and startups? It just makes sense.

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More promotions and more layoffs

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More promotions and more layoffs

For martech professionals salaries are good and promotions are coming faster, unfortunately, layoffs are coming faster, too. That’s according to the just-released 2024 Martech Salary and Career Survey. Another very unfortunate finding: The median salary of women below the C-suite level is 35% less than what men earn.

The last year saw many different economic trends, some at odds with each other. Although unemployment remained very low overall and the economy grew, some businesses — especially those in technology and media — cut both jobs and spending. Reasons cited for the cuts include during the early years of the pandemic, higher interest rates and corporate greed.

Dig deeper: How to overcome marketing budget cuts and hiring freezes

Be that as it may, for the employed it remains a good time to be a martech professional. Salaries remain lucrative compared to many other professions, with an overall median salary of $128,643. 

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Here are the median salaries by role:

  • Senior management $199,653
  • Director $157,776
  • Manager $99,510
  • Staff $89,126

Senior managers make more than twice what staff make. Directors and up had a $163,395 median salary compared to manager/staff roles, where the median was $94,818.

One-third of those surveyed said they were promoted in the last 12 months, a finding that was nearly equal among director+ (32%) and managers and staff (30%). 

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Extend the time frame to two years, and nearly three-quarters of director+ respondents say they received a promotion, while the same can be said for two-thirds of manager and staff respondents.

Dig deeper: Skills-based hiring for modern marketing teams

Employee turnover 

In 2023, we asked survey respondents if they noticed an increase in employee churn and whether they would classify that churn as a “moderate” or “significant” increase. For 2024, given the attention on cost reductions and layoffs, we asked if the churn they witnessed was “voluntary” (e.g., people leaving for another role) or “involuntary” (e.g., a layoff or dismissal). More than half of the marketing technology professionals said churn increased in the last year. Nearly one-third classified most of the churn as “involuntary.”

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Men and Women

Screenshot 2024 03 21 124540Screenshot 2024 03 21 124540

This year, instead of using average salary figures, we used the median figures to lessen the impact of outliers in the salary data. As a result, the gap between salaries for men and women is even more glaring than it was previously.

In last year’s report, men earned an average of 24% more than women. This year the median salary of men is 35% more than the median salary of women. That is until you get to the upper echelons. Women at director and up earned 5% more than men.

Methodology

The 2024 MarTech Salary and Career Survey is a joint project of MarTech.org and chiefmartec.com. We surveyed 305 marketers between December 2023 and February 2024; 297 of those provided salary information. Nearly 63% (191) of respondents live in North America; 16% (50) live in Western Europe. The conclusions in this report are limited to responses from those individuals only. Other regions were excluded due to the limited number of respondents. 

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Download your copy of the 2024 MarTech Salary and Career Survey here. No registration is required.

Get MarTech! Daily. Free. In your inbox.

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