Many Australian businesses launched into digital ecommerce by necessity during the early days of the Covid-19 pandemic. Some were hasty bolt-ons, others represented completely new business models that flourished. Providoor, a marketplace enabling Australians to access some of the country’s best restaurants from home, is one of the latter.

Australian mattress and furniture online retailer, Koala, is spending the next six months undergoing a large-scale data transformation to bring customer insight into every step of its decision-making processes.

Wanting to address the problem of customer feedback in silos, ANZ has extended its Qualtrics integration to better utilise valuable customer feedback and feed it directly into developing new propositions around banking products or services.

Having a plan for how you’re going to use customer data, an ability to action it, and a lifecycle approach to customer engagement are all vital in building a successful customer data strategy.

A physical mascot for customers in meetings, ruthless prioritisation, cross-functional teamwork and employee camaraderie are just a few ways Australian retail group, Super Retail Group, has ridden through the COVID-19 crisis.

When it comes to winning the approval of customers, handing out money can be an effective strategy – although perhaps not a sustainable one.

A redesigned website, fresh insights into competitive opportunities and growing audience engagement and conversion are just some of the wins Finder is having after investing in a new brand and consumer experience measurement platform.

Lacking enterprise-size scale to have granular customer information, and not wanting to be beholden to Google for its own first-party data, home-grown furniture start-up Koala looked to another start-up, Segment, to answer its customer data questions.

Bankwest Stadium has launched a new customer incentives and rewards program, Bankwest Stadium Score, a platform it says will provide insights and improve the experience of sports fans at the stadium.

Striking a healthy balance between innovation and human attributes such as warmth, friendliness and family is the key to ASB’s brand success, its GM of marketing, Shane Evans, believes.

Ask any CMO what skills they’re investing in to support the modern marketing function, and chances are a big one will be ‘insights’.

Human-centred design, customer insights engine, having the consumer voice at the executive table – these are just a few key priorities for Tennis Australia’s first chief marketing and insights officer, Josie Brown, as she strives to construct a future focused marketing approach.

One thing modern marketers should do more of is balance the art and science of marketing, Latitude Financial’s Caroline Ruddick says.

Analytics is often thought of as a discipline based in numbers. But Sandra Hogan is taking a very human-centric approach to her role as group head of customer analytics at Origin Energy.

Building your organisation’s data muscle successfully is about keeping consumer data safe, not losing it and being ethical with how you apply it to deliver end-user value.

​AI-powered research, voice-based care instructions, ‘adjacent possible’ marketing principles, augmented reality on farms and eco-storytelling in immersive retail stores – they’re all in a day’s work for the innovation and digital team at The Woolmark Company.

The Reject Shop is launching a new loyalty program and is actively looking to capture data on the shopping habits and category interests of customers as part of ongoing growth strategy efforts.

The launch of Panthers Group's new-look customer loyalty program isn’t just a reflection of the clubs owner's enhanced investment into communications and engagement; it’s also proven a catalyst in aligning internal teams.

Australian consumers don’t care about brand loyalty when shopping, and price is the main factor driving it, according to a new local marketing report.

Leading Australian loyalty membership program, flybuys, has no shortage of data on its millions of members. So when the team started looking for ways to create customer surprise and delight to kick off the 2018 year, it latched onto the idea of turning these vast stores into hyper-personalised content customers could not only engage in, but also learn something about themselves.

The days of quick customer experience wins through digital and mobile innovation are gone and organisations must tackle the more complex task of overhauling their culture in order to find sustainable improvement.