Eén van de business groepen binnen DSM heeft een programma geimplementeerd met als doel het creeren van geintegreerde klanten engagement. Nathali Donatz, Global Branding & Communication manager legt uit hoe DSM Dyneema is omgegaan met bekende struikelblokken als gefragmenteerde communicatie in een traditionele marketing organisatie waar offline denken centraal staat. Welke strategy heeft DSM hierin gekozen? Hoe hebben zij de klanten ‘journey’ hierin verweven? Hoe zijn ze erin geslaagd de organisatie te veranderen? Wat zijn de verworven inzichten? En nog belangrijker: Wat zijn de resultaten?

1. Achieving true customer engagement
DSM Dyneema

2. DSM’s core business activities
Health Nutrition Materials
• Global leader in nutritional ingredients for feed, food and personal care
• Market leader in anti-infectives and key custom manufacturing player
• Market leader in sustainable high performance materials
• Merchant market leader in nylon precursor caprolactam
• Innovator active in advanced biofuels, biochemicals and biomedical materials

3. DSM Dyneema
producing the world’s strongest fiber

5. DSM Dyneema’s challenge
1. Engaging stakeholders in a complex value chain (eg. gloves):
Step
Fiber producer Manufacturer Licensee Distributor End user
Products
2. Leveraging the revenues of a strong brand:
Stages Awareness Differentiation Relevance Esteem
Defining I know who You stand for You are I like what
Question: you are something relevant to my you mean
Outside-In needs & wants to me
Increasing preference, loyalty and margins
3. Changing a traditional sales oriented organization towards being customer
centric

6. DSM Dyneema’s vision:
Integrating offline and online to create customer engagement
Search
Social
Events
Newsletter
Face to face
Dyneema.com
Sales app
Brochures
Database (CRM)

7. Program goals
Intensify
Increase lead customer contact Boost brand
quality (focusing on building
end-market
infiltration)
Stimulate employee engagement

8. DSM Dyneema’s integrated customer engagement program
Governance Focuses on measuring
performance, analyzing
results and gaining
insights and defining
actions. Key for fact
based approach.
Aligning existing Channels and Processes Selecting existing key
channels and tooling and processes and events
tooling and setting
Activities and defining
up new channels to
customer
optimize customer
engagement
engagement.
opportunities.
Teach employees in
People and skills
using customer
engagement channels
and create awareness
about the program and
gained results and
insights.

9. Main program activities
Governance 1. Map customer journey
2. Set targets and create
KPI’s
3. Configure dashboard
4. Monthly meeting
schedule
Channels and 1. 1. Align lead generation
Processes
1. Align platforms tooling and
2. process
(WCM,CRM,ECM) 3. 2. Set up content
Activities
2. Set up new website 4. management
3. Add channels (SEA, 5. 3. Implement
email, social) 6. customized event
7. approach
People and skills
1. Awareness sessions
2. Platform trainings
3. Learning by doing

10. Some 2012 key results
Real time dashboard
Governance
Channels and Processes
tooling and
Activities
People and
skills

11. Real time digital dashboard
Governance

12. Customized event approach
1. Integration of customer touchpoints:
Processes • Landing page
and • Event page
Activities • SEA
• Email
• PR
2. Automated closed loop between marcom and sales to process leads
3. Report & evaluate to optimize

13. Employee engagement
People and
skills
1. Connect the dots event with senior management
2. Monthly activity session with business teams & marcom
3. eTalks in Coffee corner

14. People and
skills
eTalks

15. Integrated platforms
Channels and
tooling
Face to face
Events Brochure
& exhibitions

16. E-DM strategy implemented
Channels and
tooling

17. Multi device sales app
Channels and
tooling

18. Looking back at 2012: Lessons learned
1. It’s all about organizational change:
– Apply top down and bottom up approach
– Adapt constantly to employee’s language
– Create phased multi year program
2. Simplify technical infrastructure
3. Organize cross functional and regional teams
4. Work with limited partners and learn and develop knowledge from your partners
5. Think big, act small (quickwins), grow fast
6. Visualize program progress and results
7. Share lessons learned and knowledge (international feedback loop)

19. DSM Dyneema’s next steps: Focus themes 2013
1. Integrated 3. Personalized 5. Employee
intelligence engagement engagement
Integrate offline and social Reap the benefits from the Engage a substantial part of the
KPI’s, focus on business team closed loop and intensify 1-on-1 Dyneema workforce in how to
reporting (insights and action digital customer contact through spot and actively apply
driven), and setup campaign initiatives and engagement opportunities
performance accountability. structural conversations and (target 30-40 employees).
contact.
2. Social integration 4. Content
& professionalization leveraging
Integrate and professionalize Focus on content optimization
social channels, intensify for specific audiences and
conversation monitoring, and increase awareness of the role
acquire presence on earned of online content and business
media. value.

20. Why do we focus on customer engagement?
An engaged relationship is probably the only
guarantee for a future return on today’s
investments.