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CRM & Loyalty

In championing and empowering people, Under Armour finds a ‘higher purpose at its core’



In commemoration of the 2018 Breast Cancer Awareness Month in October, Under Armour rolled out its #UACelebrateWomen initiative across the Asia Pacific to reinforce its commitment over the years to champion and empower women.

The initiative, which will last till the end of November, will see Under Armour hold a series of practical workshops, runs and yoga sessions organized specially for women, building and amplifying on its close relationships with women around the world, and with its female community in APAC, to provide them with specific practical guidance to kickstart or elevate healthy lifestyles.

Yvonne Tey, the marketing director of Under Armour Sports, South East Asia, tells The Drum that initiatives like #UACelebrateWomen, as well as Test of Will, an urban fitness challenge in APAC for people who are driven to succeed and push their limits, is in line with Under Armour’s pledge to find a ‘higher purpose at its core’. She says this means supporting the underdogs who are hungry and bold in striving for excellence, competing against the best and winning.

“Under Armour is a performance brand created with an underdog fighting DNA. We are constantly innovating and designing products that allow for maximum performance and comfort, while being stylish and versatile for wear from the gym to the street,” Tey explains. “The initiatives are in line with our aim to invest in individuals with the willpower to push boundaries, from both male and female amateur athletes to professional sports stars.”

Aside from these initiatives, the brand says it takes an omnichannel approach for its marketing, tapping into its brick-and-mortar stores as well as its e-commerce site and mobile retailing platform. Its Connected Fitness portal also aims to power the digital health and fitness community globally through a suite of applications like Under Armour Record, MapMyFitness, Endomondo, and MyFitnessPal.

In Singapore, it also holds events and various community partnerships in streetwear, to aid its evolution into a ‘Performance Meets Lifestyle’ brand. It will be the two-time official apparel sponsor for the Standard Chartered Singapore Marathon (SCSM) 2018 in December.

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Bringing some grace and poise through our WeBarre workout in the Under Armour store, followed by a shopping spree! We love Misty Copeland’s newest signature collection that highlights detailed cuts and gorgeous fabrics – check it out yourself!

A post shared by WeBarre (@webarre) on Nov 1, 2018 at 2:45am PDT

“In the months leading up to the marathon, we are actively holding pacer runs and ‘women’s squad runs’ for the public to train and get access to exclusive discounts,” says Tey. “We also recently debuted in Street Superior Festival 2018, an event dedicated to Singapore’s subcultures combining streetwear and sneakers, music, digital and street art. At this event, we set up an interactive basketball universe – where consumers could shoot hoops at a retro basketball arcade machine and try on Stephen Curry’s footwear line (Curry 5), as well as explore Under Armour’s high-performance HOVR range and vintage Forge 96 sneakers.”

One of the practical workshops in #UACelebrateWomen will be conducted by Marie Choo, a dog behaviourist and ultra-trail marathoner, who will hold a 5km Starter Run workshop for women. Choo previously started an ‘I run for rescue dogs’ campaign, which Under Armour Singapore supported by sponsoring her training gear, as she wanted to help abandoned and stray dogs living in Singapore.

Choo is part of an elite group of personalities like Muhammad Ali, Misty Copeland, Michael Phelps, Stephen Curry, Jordan Spieth, and Lindsey Vonn, as well as celebrities like Dwayne ‘The Rock’ Johnson, that promotes Under Armour’s message and represent the brand through their work. The 42-year-old Singaporean, who started running at age of 38, says she wants to advocate women that it is never "too old, too late, too weak” for them to kickstart their fitness journey as she started out not being able to run 2km and went on to complete her first full marathon (42.195km) in 10 months.

Choo has since gone on to ultra-trail marathons, running 50km and 100km races on trails and in the mountains. “I think my fitness journey has given hope to my friends on Facebook and followers on Instagram that they too can attempt to achieve some of their own fitness goals,” Choo tells The Drum. “I am really happy that Under Armour Singapore has given me a platform with the 5km Starter Run workshop as part of its #UACelebrateWomen initiative, so I can connect and share my experiences with the women who signed up.”

Choo’s workshop, which will be conducted over five sessions, will see her teach participants how to build their base and start their own 5km training, brisk walk to get familiar with the route and make friends, prevent injuries and recover well. Participants will also learn what to wear for the runs to feel comfortable and look good, what kind of waterproof makeup they can use during races, what to eat, how to progress to longer distances, how to prep for their first race, how to execute the race and the importance of cross training.

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#UAxSCSM2018 Session 2 What a great night with these amazing ladies at Under Armour 5km Starter Run! The workshop was started to inspire ladies to run and sign up for Standard Chartered Singapore Marathon 2018’s new 5km category as Under Armour is a sponsor. Last week was a sharing session and last night was the real run/walk/run according to their own aerobic base zone, a.k.a fat-burning zone. Running to their own heart rate and abilities, everyone completed 6km, which they thought was an impossible feat prior. The main objectives for this workshop is to help the ladies to be less intimidated by running, fall in love with running, make new friends or running buddies, while they also learn about injury prevention, nutrition, and how to balance health and fitness. The weather was nice and cool as we completed the distance around Gardens By The Bay. So lucky that the weather held up for us, and the storm came after we were done and made our way home. It was lovely seeing familiar faces from Running Department. Thanks for the shout out Roy Tay Tracy Sim Edmond Kwek Peggy Teng! All the best for Pacer training. A big thank you to Clarence Lee for volunteering and helping me as the “sweeper”, looking after the ladies and sharing his own inspiring transformation. Thank you Alicia Chia for sponsoring the No Pong deodorant for this week’s goody bag! This is my fav deodorant and I swear by it. For next week’s session, it will be on Thursday, instead of Wednesday. We will have Aldrin Ho from Ziklag Fitness as our guest and we will take about running and the common injuries, prevention and tips. Can’t wait to see the ladies again! My youngest runner at the work shop is 12-year-old Brandelle. ‍♀️ Ladies, remember to keep moving and clock your mileage within your aerobic base zone as much as you can on a weekly basis. Also, watch your nutrition. 80% Diet 20% Training. You can’t out exercise a bad diet. #UACelebrateWomen #underarmour #wewill #underarmoursg #i_m_possible #runner #running #ultrarunner #irunforrescuedogs #run5km #uaxscsm2018 A post shared by Marie Choo – The Dog Alchemist (@mariechoo) on Nov 7, 2018 at 2:41pm PST

Choo, a former marketer, adds it is heartening to see a rise of women in the sports and fitness scene and to see how they lead by example in their chosen sports. She points to the likes of the 86-year-old “Iron Nun” Madonna Buder who competes in Ironman to 82-year-old Ernestine Shepherd who only picked up bodybuilding at the age of 52, as her inspiration.

“I hope that I can do the same for the younger women in the scene, to set the example that we can do what we want if we have discipline and determination. I am an advocate of good clean eating and staying away from enhancement substances such as steroids, as I believe that there’s no shortcut to good health and fitness,” she explains. “I learned through my own experiences and believe that health and fitness are based on five pillars: cardio, strength, nutrition, mobility, and recovery. I hope I can share with more women, especially younger women about this.”

“We have only one body and we must take good care of it, even in the pursuit of fitness. Health and fitness are two separate things but tend to be confused. You can be healthy (no injuries and hardly falling sick) but may do not have fitness (cannot run 2km to save your life), or you can have the fitness (run a marathon) but not be healthy (constantly sick, plagued with injuries from overtraining and lack of rest). The ideal goal is to have a balance, which is to be healthy and fit.”

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I recently learnt the difference between fitness and health. A runner may have the fitness (speed and endurance) to run a fast marathon but may not be healthy, for he doesn’t look after his nutrition and is plagued with injuries. If he is constantly training in anaerobic state, his body will be producing lots of lactic acid, cortisol (stress hormones) and relying on glucose as fuel. Recovery will be hindered and chronic fatigue sets in. I was one of those runners before, constantly running above 155 heart beats per minute, even on my long runs. I thought that was the way to go, training based on pace! # Fast forward to September this year after my long travels. I decided to adopt the primal endurance approach. I applied what I learnt years ago about running in the aerobic state, a.k.a fat burning zone, watch what I eat, train intuitively instead of pounding the pavement for junk miles in an anaerobic state, and I diligently dedicate time daily to do yin yoga stretching and foam rolling. Instead of eating whatever I want because I can “afford” it with the many calories I burnt, I replaced processed carbs (bread, pasta, noodles, rice) with whole foods and cut down on my sugar intake (usually in the form of sweet treats). # Sure I may not run as fast as many runners who overtake me on my run training, not because I can’t but because I must not. I know my lean and fit body (my abs get many admiring looks) is a reflection of my good health and I am going “slow to go faster in future”. Speed is nothing if you can’t sustain it. Worse, if it brings you health issues and injuries. I remind myself to curb my ego and follow my heart (rate) to stay in the fat burn zone. # I am advocating smart training as a primal endurance athlete and I focus on the 5 pillars of training that comprises cardiovascular, strength, stretching/conditioning, nutrition and recovery. I’ll be sharing more at the Under Armour 5km workshop sessions. Link in my bio for registration deets. # #UACelebrateWomen #underarmour #wewill #underarmoursg #i_m_possible #runner #running #ultrarunner #irunforrescuedogs #run5km

A post shared by Marie Choo – The Dog Alchemist (@mariechoo) on Oct 22, 2018 at 5:27pm PDT

Tey says personalities like Choo embodies UA’s DNA, which is while they are prominent in many different areas, they all have unique stories of grit to tell and truly personify UA’s ‘We Will’ trademark.

“Traditionally, UA has celebrated the various ways that sports can unite, inspire and change the world. We engage such athletes in different ways to tell the UA story; for example, Dwayne collaborated with Under Armour to launch The Rock Collection, most recently releasing a new line titled ‘All Day Hustle’ – a wide swath of men’s and women’s gear that enables all athletes to push past their limit and build stronger versions of themselves,” she explains.

“These collections are a nod to Dwayne’s relentless go-getting attitude that inspires millions every day. Misty Copeland also recently launched her Fall/Winter collection with Under Armour.”

“Closer to home, Choo demonstrates UA’s ‘We Will’ proposition through her determination to achieve – despite her hectic career, she has progressed from starting with 2km runs to now running ultra-marathons of 50km and 100km, whilst also balancing a stint as a dog behaviourist and trainer. By collaborating with her to helm the ##UACelebrateWomen workshops, we hope to inspire women around Singapore to emulate her active lifestyle.”

Julie Sukosd, Under Armour’s senior manager of global CRM, has previously said that having a genuine and individual relationship with customers is paramount, especially in today’s data-driven world where customers can grow increasingly frustrated by poorly targeted messaging. That starts with using personalities like Choo to help empower both men and women.

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CRM & Loyalty

If you want to start a loyalty program – avoid these six common mistakes



Starting a loyalty program can lend a major boost to your customer retention efforts — and your bottom line. But it’s a complex undertaking that demands time, strategic thinking and teamwork. To make sure your efforts pay off, get started on the right foot by avoiding these six common loyalty program mistakes.

Mistake 1: Thinking all loyalty technology providers are the same

When it comes to loyalty platform vendors, one size does not fit all. Besides basic differences like price and experience, every vendor likely has a particular specialty or area of expertise, as well as differing levels of customisation available. Understanding the over-arching differences between vendor categories can help you narrow down the vast list of possibilities to those that most closely align with your company’s needs.

Start by reviewing these five categories of providers:

  • Point-of-sale (POS) technology vendors provide a basic infrastructure for customer data collection with their POS technology. Some also offer CRM/loyalty modules, although most have limited program functionality
  • Database marketing solutions are focused on hosting marketing database platforms. Several also supply strategy, analytics and engagement tools. The functions available in these platforms are often customised, but few offer robust loyalty functionality
  • Enterprise resource planning vendors offer a broad range of capabilities for CRM and loyalty programs. They do it all and sell it all. But they may not always be nimble enough to respond to retailers’ fast-changing needs
  • Marketing services providers/service bureaus support a full suite of marketing solutions, including loyalty programs and customer data utilisation, and offer a broad range of services — with a corresponding price tag
  • Loyalty niche vendors are the newest players, some rapidly gaining in market share. But they often require clients to share technology — which means you may lose your competitive edge

Mistake 2: Not fully researching your customers

Most loyalty marketers incorporate periodic customer feedback into their plans. But when you’re trying to develop new benefits or program features, the traditional quantitative survey may be too limiting. Often, it’s an issue of simply not asking the right questions or inadvertently skewing response by providing limited answer options. And then there’s the fact that customers always want that 100 percent discount, which makes it difficult to get truly good feedback on value-oriented benefit suggestions.

How do you get around those barriers? Using the right research approach in the right sequence is key to developing new ideas. For instance, you may start with more qualitative approaches, such as focus groups, one-on-one interviews or bulletin boards to build a potential list of program enhancements.

You can then prioritise this list according to your own internal criteria. Then take your top priorities back to your members in a more traditional quantitative survey. Adding a chat feature so that online moderators can join the survey in progress and ask additional questions from a cross-section of your members can help you continue to drill down on ideas and even generate a few more.

Incorporating a multivariate aspect to your quantitative research can help you determine the nuances of value-oriented benefits. For example, you can test whether a 3% program funding rate will actually outperform a 5% program funding rate.

Mistake 3: Copying the competition

When establishing or revamping your loyalty program, you may be tempted to look at what your competition is doing and follow their lead. But that could set up your program for failure.

First, you can’t simply assume that what the competition is doing is working. For all you know, it’s a failing test program that they’re about to abandon. Or it could be a flawed program that continues to run — despite lackluster results — because it’s the CEO’s pet project. Maybe it’s a great program for the company, but simply the wrong type of program for your business — or, more importantly, for your customers.

Second, not investing the necessary time and research to custom design your loyalty program could derail your efforts. Here’s why:

  • A generic or “borrowed” program doesn’t respect your unique customers and what will resonate with them in regard to your brand
  • You miss an opportunity to stand out from the crowd and distinguish your brand by doing something different
  • You lose the opportunity to make your program an interpretation and amplification of your brand

The solution? Start with a clean slate. Do the homework. Listen to what your customers are saying and get insight from your frontline employees, like your store managers and customer service reps.

Whatever you do, always stay true to your brand. It’s the only way to form a solid foundation that accurately reflects your business and your customers — and successfully works to build real loyalty.

Mistake 4: Taking reward selection lightly

Like the structure of your loyalty program itself, your rewards shouldn’t just be hand-me-downs from the competition. Nor should they simply reflect your personal favorite perks. When you randomly choose incentives, you’re taking a shot in the dark that those rewards will motivate members to take action, keep coming back and stay passionate about your brand.

Here are a few methods you can use to uncover the rewards your members really want:

  • Employ statistical modeling. For instance, CCG’s Statistical Loyalty Program Optimization™ model quantifies the reach and desirability of existing and potential program benefits, using multivariate and Total Unduplicated Reach and Frequency (TURF). With it, we can help you define the optimal mix of benefits for each of your key audiences, while factoring in ROI, operational efficiency, support of brand drivers, and aspirational impact for non-members and lower tiers
  • Ask your customers through surveys, focus groups, social media polls and other feedback forums
  • Learn from their behaviour by analysing customer data regarding their response to promotions, offers, rewards, messaging, channels and other variables to see what’s motivating customers to act and, just as importantly, what isn’t
  • Ask your team what they’re hearing when customers contact customer service and on-floor sales reps with questions, complaints and kudos

The bottom line: Knowing is better than guessing. And you’ll enjoy the payoff when you do the necessary homework to develop an effective incentive plan that will keep your customers coming back for more.

Mistake 5: Leaving operations out of the loop

Imagine this scenario: You’ve poured blood, sweat and tears into creating the most perfect loyalty program possible. Kick-off celebrations are planned, and you can’t wait to flip that final switch on implementation in a few short weeks. But then Operations raises a red flag, and suddenly your scheduled launch date is at risk.

Maybe you’ve planned for training that doesn’t fit the stores’ schedules. Maybe the customer handling procedure for enrollments is too lengthy and threatens throughput times. Or maybe you did everything right — except for ticking off Ops by excluding them from the planning and development process.

These are all real examples of issues that pop up when your Ops team isn’t looped into your loyalty program planning right from the start. And if you’ve already invited them to participate — say, in a best-practice, cross-departmental team — make sure they understand participation isn’t optional. Here are three reasons why:

  • Training isn’t just a once-and-done event. Partner with ops for ongoing training and store contests to keep program awareness and understanding high among existing and new employees. Make sure your efforts are reaching associates and incenting them based on your program KPIs
  • Ops knows the customer and directly influences the customer experience. Yes, everyone in the organisation shares in keeping customers satisfied. But ops gets more face time with customers than anyone. They can provide invaluable input on what’s likely to work (or not), from motivational benefits to enrollment ease
  • Ops always has an opinion. That input can be invaluable upfront — or a roadblock if it’s too late. Take time to understand ops’ concerns and address them head on. Probe into specifics and be willing to modify based on what you learn

One of the best ways to create a true partner is to ensure that ops has a stake in the program. For instance, make enrollments and capture rates part of the store ops compensation plan. By creating incentives for engagement, as well as the opportunity to be involved in planning and development, you stand to create a true advocate, as focused as you are on the success of your program.

Mistake 6: Overestimating your customers’ loyalty

When it comes to loyalty, best customers are more cat than dog. Think about it: A good dog is unabashedly loyal and wants nothing more than to spend all day, every day with you. Cats, on the other hand, tend to be a little stingier with their affection. Sure, they’re loyal and loving, but it’s on their terms, in their time.

In that very cat-like fashion, your best customers may love your brand, but that doesn’t mean they want to spend all their spare time with you. The reality is, even the most engaged customer only has a sliver of attention to spare for your brand. If you ask for too much of their time, you might just send them running the other way.

To hit the mark, take a step back and critically review your loyalty program from the customers’ perspective. Consider:

  • Is enrolment easy and quick?
  • Is your value proposition compelling — and can people “get it” in five seconds or less?
  • Are your communications useful and interesting — and can customers state their communication preferences?

When you’re respectful and courteous of your customers’ time and interests, you’re far more likely to enjoy a long-term love affair.

Enjoy your own rewards

When you bypass these mistakes, you’ll give your new loyalty program the best chance to win customers, maintain long-term relationships and build profits for your company.

What mistakes have you seen or experienced in developing and running a loyalty program that we haven’t mentioned? Please share your thoughts in the comments.

Interested in hearing leading global brands discuss subjects like this in person?

Find out more about Digital Marketing World Forum (#DMWF) Europe, London, North America, and Singapore.

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Transforming customer experience into an actionable marketing strategy: A guide



The workforce as we know it is changing and companies must be ready to adapt to fast change as we become ever more tech-centric. However, despite the digital noise there is one element that will always remain a constant requirement for success; delivering an excellent customer experience (CX) and maintaining a well-received brand image.

In our highly connected 'always on' digital world, CX combined with word of mouth is potentially one of the most powerful marketing tools for brands today, backed up by a study that shows 92% of consumers believe suggestions from people they know over any other form of advertising. Advancing technology is now allowing for these opinions to be voiced on a global scale across the likes of social media and review sites. With this opportunity to reach a wealth of potential new customers, brands which make themselves personable and their service customer-centric can work to set themselves apart from competitors, without the need for extremely elaborate marketing strategies.

CX at its best

Some successful brands are where they are today through the power of word of mouth alone, as opposed to costly advertising. One clear example is online clothing and shoe retailer, Zappos. The company has developed a reputation of having excellent service and with its ability to please customers achieved through first hand customer insights. The website has ensured that consumers are now loyal and return to buy products – ultimately driving customer retention and an increase in profit.

Ensuring customers enjoy experiences with a brand, the way businesses market themselves as well as the way they develop customer care campaigns can all help to create a sense of understanding and community amongst customers. For example, taking the time to make communication unintrusive, human and resonate more personally can be a key driver of quality CX. According to a survey on content marketing, the majority (80%) said delivering personalised content, for example personalised emails targeted to suit individual experiences is more effective than delivering ‘unpersonalised’ content to visitors. As a result of this, the customers that receive personalised content will most likely continue to use your product/service and endorse your business to others.

A great example of this executed effectively is Netflix’s email campaigns. Despite being one of the largest companies worldwide, Netflix has mastered the tactic of personal recommendations and suggests shows that are similar to what their customers have previously watched. As long as the brand has enough data to provide insights on this, this is a great way to be proactive in making the customer experience efficient, easy and seamless, which ultimately helps to nurture loyalty, as well as short-term sales.

Turning CX into actionable insights

Social media now also plays a particularly crucial role for brands looking to market themselves through good customer journeys. For many, it is now a core marketing channel with the potential to reach a wealth of new customers and can also be used as a research tool for understanding the problems in the customer journey and improving their experience. However, the solutions readily available to businesses now mean that these satisfied customer insights can now be taken one step further, to be measured and then developed into new ways to market their service.

The sheer volume of conversations taking place on platforms like Twitter and popular review sites make them an effective way for marketers to not only reach customers, but also enables for positive customer experiences to be published and interacted with. Integrating tools into these channels then also allows these insights to be turned into a research opportunity, highlighting customers pain points and allowing companies to improve overall experience.

The more customer insights a business receives about their product or service, the more you learn and understand your customers patterns and trends associated with your business. With customer insights coming through as data in a variety of forms – mainly structured and unstructured, businesses can put the insights together, whether it be big or small and gain a clearer picture of your customers’ way of thinking and how they can dramatically enhance and boost customer experience.

There are however, some challenges that brands can be faced with when it comes to using customer experience to inform their marketing strategy. Companies can often spend a lot of time gathering and measuring customer insight data they receive and meticulously mapping all customer pain points to try and tailor their marketing to overcome these customer perceptions. Using solutions to make this process as efficient as possible can help brands to maximise the opportunity to turn CX into new avenues for growth.

Through the likes of analytics tools, which offer insights into the sentiment of direct engagements with a brand from the public across various digital channels and customer relationship management (CRM) systems, companies can gather and measure their interactions with current and potential customers, understand them more effectively and ultimately use organic insights of endorsement and satisfaction to fuel their marketing approach.

With technological advancements increasing daily, it is becoming a lot easier for companies to weave in their customer insights and turn this into an intelligent marketing strategy. Brands must now realise the influence that customer experiences has on consumer decision-making today, if they are to succeed in using it to market themselves in our increasingly digital world.

Interested in hearing leading global brands discuss subjects like this in person?

Find out more about Digital Marketing World Forum (#DMWF) Europe, London, North America, and Singapore.

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CRM & Loyalty

Accenture and WPP play nice as Shell brings the consultancy into CRM fold



Accenture Interactive has been added to Shell's CRM roster, tasked with working closely alongside the brand's lead digital agency Wunderman to deploy campaigns for the oil giant.

The Drum understands that Accenture was enlisted by Shell around eight months ago following a competitive pitch, but the appointment has been kept under wraps until now.

WPP-owned Wunderman remains Shell's lead digital agency, with a remit to provide "overall global strategic planning and creative direction for Shell’s CRM programmes globally".

​Accenture's customer experience arm, meanwhile, will be tasked with supporting and deploying CRM campaigns across Shell’s digital channels with the aim of boosting "one-to-one customer relationships" using Adobe software, as a managed service.

Wunderman has been the lead CRM account for Shell since 2013 when its loyalty budget was estimated to be worth £30m.

While Accenture has won only a small portion of the overall business it's a task that was previously handled by Wunderman, marking the latest instance of management consultancies edging closer to the budgets previously reserved for digital, media and creative agencies.

Ex-WPP chief executive Sir Martin Sorrell has previously voiced scepticism about the likes of Accenture, KPMG and Deloitte trying to eat digital agencies' lunch.

Sorrell's successor and former Wunderman head Mark Read – who is currently working to simplify WPP's operations through a period of consolidation – said last month that the competition between agencies and consultancies has arisen "because the consultants are doing some of the things we historically did and in part because we are doing new things that we didn’t use to do that the consultants did".

"So I would look at it in both directions," he said during WPP's Q2 earnings call.

"And within that lies what we need to do to be successful. We have to understand how to implement the end marketing technology in our company and help to help clients develop programs that run through from strategy to creative to the execution of technology. That's where we were at successful Wunderman and where we can put big programs that are in place with clients."

Read said to compete with the consultancies WPP needs to hire "a somewhat different mix of talent", some of whom will be from the consulting firms themselves. The network has already done so in tapping former Accenture digital exec Shannon Dix to lead its Singapore office and Jason Warnes from Deloitte to lead Wunderman's pitch to get on Shell's wider 'agency of the future' roster earlier this year.

"Interestingly, [the people we've hired from consultancies] had agency backgrounds before so there is a sort of hybrid individual that we are heading towards.

"[We need] different types of talent to understand technology, but we also understand how agency businesses work," finished Read.

For its part, Shell said it wants to "drive deeper and more meaningful connections with customers across every touchpoint" with the Accenture appointment. The brief includes building a robust digital network for global and local campaigns.

Joy Bhattacharya, Accenture Interactive lead for UK and Ireland said this would be achieved through "the consolidation of systems and services, we aim to drive efficiencies and scale personalised marketing campaigns, creating greater experiences for Shell customers”.

The move bookends a year of change for Shell's agency roster for its retail and lubricants arms.

In July it was revealed that creative agency of record J Walter Thompson London was to split the account it held for two decades with Wunderman, Geometry Global, VCCP, Dentsu and a host of other agencies.

WPP-owned MediaCom held on to the global media account.

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