Alex Jiang

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identifying active loyalists through customer research, as well as understanding what drives that loyalty and how to harness it with word-of-mouth programs
The consumer decision journey | McKinsey
Our research shows that in-store touch points provide a significant opportunity for other brands.
The consumer decision journey | McKinsey
more consumers hold off their final purchase decision until they’re in a store.
The consumer decision journey | McKinsey
s. The epicenter of consumer-driven marketing is the Internet, crucial during the active-evaluation phase as consumers seek information, reviews, and recommendations.
The consumer decision journey | McKinsey
Strong performance at this point in the decision journey requires a mind-set shift from buying media to developing properties that attract consumers: digital assets such as Web sites about products, programs to foster word-of-mouth, and systems that customize advertising by viewing the context and the consumer.
The consumer decision journey | McKinsey
new messaging is required to win in whatever part of the consumer journey offers the greatest revenue opportunity. A general message cutting across all stages may have to be replaced by one addressing weaknesses at a specific point, such as initial consideration or active evaluation.
The consumer decision journey | McKinsey
In the past, most marketers consciously chose to focus on either end of the marketing funnel—building awareness or generating loyalty among current customers.
The consumer decision journey | McKinsey
research reveals a need to be much more specific about the touch points used to influence consumers as they move through initial consideration to active evaluation to closure.
The consumer decision journey | McKinsey
Other marketers may need to retool their loyalty programs by focusing on active rather than passive loyalists or to spend money on in-store activities or word-of-mouth programs.
The consumer decision journey | McKinsey
In some cases, the marketing effort’s direction must change, perhaps from focusing brand advertising on the initial-consideration phase to developing Internet properties that help consumers gain a better understanding of the brand when they actively evaluate it.
The consumer decision journey | McKinsey
Our research found as much as a sixfold difference in the ratio of active to passive loyalists among major brands, so companies have opportunities to interrupt the loyalty loop
The consumer decision journey | McKinsey
Of consumers who profess loyalty to a brand, some are active loyalists, who not only stick with it but also recommend it. Others are passive loyalists who, whether from laziness or confusion caused by the dizzying array of choices, stay with a brand without being committed to it.
The consumer decision journey | McKinsey
the real challenges for them are the initial-consideration and postpurchase phases, which Asian brands such as Toyota Motor and Honda dominate with their brand strength and product quality.
The consumer decision journey | McKinsey
marketers must move aggressively beyond purely push-style communication and learn to influence consumer-driven touch points, such as word-of-mouth and Internet information sites.
The consumer decision journey | McKinsey
two-thirds of the touch points during the active-evaluation phase involve consumer-driven marketing activities, such as Internet reviews and word-of-mouth
The consumer decision journey | McKinsey
customers seize control of the process and actively “pull” information helpful to them.
The consumer decision journey | McKinsey
outreach of consumers to marketers has become dramatically more important than marketers’ outreach to consumers
The consumer decision journey | McKinsey
Brands may “interrupt” the decision-making process by entering into consideration and even force the exit of rivals.
The consumer decision journey | McKinsey
the number of brands under consideration during the active-evaluation phase may now actually expand rather than narrow as consumers seek information and shop a category.
The consumer decision journey | McKinsey
Brand awareness matters: brands in the initial-consideration set can be up to three times more likely to be purchased eventually than brands that aren’t in it.
The consumer decision journey | McKinsey
consumers told us that the fragmenting of media and the proliferation of products have actually made them reduce the number of brands they consider at the outset.
The consumer decision journey | McKinsey
the decision-making process is a more circular journey, with four primary phases representing potential battlegrounds where marketers can win or lose: initial consideration; active evaluation, or the process of researching potential purchases; closure, when consumers buy brands; and postpurchase, when consumers experience them
The consumer decision journey | McKinsey
In the traditional funnel metaphor, consumers start with a set of potential brands and methodically reduce that number to make a purchase.
The consumer decision journey | McKinsey
the funnel concept fails to capture all the touch points and key buying factors resulting from the explosion of product choices and digital channels
The consumer decision journey | McKinsey
touch points, when consumers are open to influence
The consumer decision journey | McKinsey
f marketing has one goal, it’s to reach consumers at the moments that most influence their decisions.
The consumer decision journey | McKinsey
inking about my long-term plan and what I want to do in my life. Soon, I will share those with you. But as part of the plan, I decided to make a plan to talk with dif
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