We have a well-established analytical database, understanding consumer behavior and market dynamics in various situations. We've been monitoring data daily since 2020—we see how demand and conversion rates are changing, and we understand how many customer contacts are required to make a single sale. This provides a solid foundation for being prepared for anything, but the last two years have been replete with upheavals. These include the global automobile production shortage, the pandemic, public fears about the future due to COVID-19, an objective decline in demand for various understandable reasons, several waves of outflows of solvent individuals from Belarus, as well as the departure of contractors and staff.
The Marketing Director of Atlant-M Holding on how to build a business during a fatal crisis
In 2021, we gradually restored balance, and even developed a marketing strategy: new ambitious goals, revitalization, and growth…
In the spring of 2022, sanctions will be imposed, latvia telemarketing database uncertainty in the auto industry as a whole will be heightened, with the prospect of "what if all the brands leave?" Then comes another wave of population exodus, leading to even greater uncertainty. The current crisis cannot be called a traditional one, driven by economic factors; it is something global and fatal.
We've reverted to new car sales levels that were the same as in 2001. This is incredibly difficult to take, even psychologically. We have a dynamic and ambitious team, we want to grow and set new goals, and here we are, slumping back 20 years…
— How have these challenges impacted the company's work, and the marketing department in particular?
The company had to make a number of important strategic decisions related to restructuring, building new supply chains, and finding a new balance. We effectively switched to manual business management—and learned from experience that only short-term planning and business goals work.
Our marketing is aligned with business objectives. Atlant-M is a mature business with mature marketing. There's no romanticism or reckless moves. It's a mature company with responsible decisions. Frankly, the restructuring methods weren't the most popular.
The Marketing Director of Atlant-M Holding on how to build a business during a fatal crisis
We're all used to thinking of marketing as an investment, one of the foundations of business, a crucial part of our "fortress." But we had to act based on a survival strategy.
The first was budget cuts. We slashed most strategic brand image projects and campaigns. We decided to spend money only on what was delivering immediate results. The budget cuts happened very quickly, perhaps even too drastically. But the situation demanded it.
Second, we're downsizing. Until this year, we had a different distribution of marketing competencies: each auto brand within Atlant-M had its own, largely autonomous, marketing department. It could make decisions, including on budgets and department composition. But we pivoted and created a central marketing department, bringing together the best specialists in specialized areas: digital, PR, customer service, and so on. Now, instead of developing these competencies for each brand, we will develop them centrally. Today, people who previously worked for one brand now work for several or even all of them.
This decision proved strategically sound. We retained the best people. Priority was given to existing employees; the department only hired one new person. At the same time, albeit in a scaled-down format, marketing departments exist in each commercial division: proximity to processes, clients, and the philosophy of a particular brand is a crucial component of success.
Omnichannel optimization
Each channel should employ a multi-channel strategy: align with others in messaging, branding, and experience, and be optimized to leverage its own strengths.
For example, a brand's website is where people go to learn and shop, so it should be informative and easy to navigate. In contrast, TikTok is an opportunity to promote a brand identity and engage with users. Both channels should use the same branding and messaging, but the content will be different to ensure a consistently high level of customer service in both cases.
While omnichannel technically means using all available channels, many startups begin with three channels and refine these strategies before expanding. A website, social media, and email are good starting points.
How data helps us understand our customers
An omnichannel approach requires coordination to ensure each channel performs at its best. Marketers work smarter, not harder: collecting data that shows what customers want from each platform and how they want each channel to interact with the others.
Data analysis helps identify the most popular channels and typical user actions. For example, are people switching from email to an app or from social media to a website? Once brands understand this, they can adapt the user experience, simplifying navigation or redirecting users to a different channel entirely.
Data can show how well an omnichannel approach is working. Metrics that can help with this include customer retention rate, customer acquisition cost, and lifetime value. This information helps determine how an omnichannel strategy is performing across various channels and devices.
Moreover, brands learn more about their customers based on what they search for on their website. Tracking common search queries and frequently asked questions using a site search service allows companies to update their offerings and content.