CeBIT Big Data 2012 - Murray Howe, Executive manager, Digital Strategy and Innovation, Suncorp
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CeBIT Big Data 2012 - Murray Howe, Executive manager, Digital Strategy and Innovation, Suncorp

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    CeBIT Big Data 2012 - Murray Howe, Executive manager, Digital Strategy and Innovation, Suncorp CeBIT Big Data 2012 - Murray Howe, Executive manager, Digital Strategy and Innovation, Suncorp Presentation Transcript

    • Convergence of Digitalchannels & Data murray.howe@suncorp.com.au
    • Not quite as advertised1. Suncorp context2. Strategic positioning3. Application, Implementation, Innovation
    • 1. Suncorp context: Who we are One company. Many brands 8.5 million customers Touch 40% of adult Australians Banking Insurance Wealth
    • 1. Suncorp context: Journey From ToPlanning Operational StrategicResourcing Patchwork Community of practiceInvestment Feast or famine Continuous investmentManagement attention Line management BoardManagement focus Functional Value chainStrategic posture Ignore Defend...embrace
    • 2. Strategic positioning 1. 2. 3.
    • 2. Strategic positioning Lower the cost of growth1. Self service Shift from high to lower cost to serve channels Optimise sales & retention at point of contact Leverage common platforms and capability Superior customer experiences Reduce customer effort2. Strengthen brand connections
    • 2. Strategic positioning 3 strategic outcomes for digital Transaction to Customer Deliver service x-channel over Complex easy; easy faster centric time•Recognise and collect data from • Full service experience (aided • Make the complex simple andthroughout the value chain or self) initiated online the generic personal•analyse large volumes of • Consistent experience off-line • Make it easy to match productinteraction data across channels (call centre, solutions to individual needs branch, advisor)•think of ourselves not just as a • recommend related productsF/S company but also as a Data • Conversation is rememberedcompany between transaction contacts • Recognise to personalise channel experience • Social conversations are accounted for in anticipating future conversations
    • 2. Strategic positioning We need thisTransaction to Customer Deliver service x-channel over Complex easy; easy faster centric time To get these
    • 2. Strategic positioningConvergence of data and digital1. Rich source of interaction data2. Easiest to deploy3. Marketing opportunity is obvious4. Potent mix for disruptive innovation
    • 3. Dimensions to consider1.Application Resolve ‘why’ to invest2.Implementation Resolve ‘how’ to invest3.Innovation Potent mix for disruption
    • 3. Application Real time marketing today Latency of days to weeksTransactional Structured Constrained Manual Batched Authenticated capacity customer
    • 3. Application Real time marketing tomorrow Latency of milliseconds to hoursTransactional Structured Unconstrained Machine Current capacity learning interactionBehavioural Unstructured Real timeInteraction Near realIn & out of timesystem
    • 3. ApplicationMedia optimisation > channel attribution 100% Introducer Influencer Closer Sale 100% Introducer Influencer Closer Sale 33% 33% 33% Introducer Influencer Closer Sale 25% 50% 25% Introducer Influencer Closer Sale
    • 3. ApplicationMedia optimisation > content performance H Search Brand Content relevance Performance Integrated L Cost of engagement H
    • 3. ApplicationMedia optimisation > content performance H Search Brand Content relevance Performance Integrated L Cost of engagement H
    • 3. Implementation Interaction architecture > today Interaction Post Interaction Transactions Operating Management Web front ends only systems systemsVisitors Marketing response
    • 3. Implementation Interaction architecture > tomorrow Interaction Post Interaction Transaction Operating Management Web front ends data only systems systemsVisitors Interaction Marketing data response Interaction repository & Near real-time engine (simple real-time complex analytics analytics)
    • 3. ImplementationOrganisational structure > from Traditional Boundaries Marketing Channels Product / Brand DM Analytics PR IT Sales / Service Pricing
    • 3. ImplementationOrganisational structure > to New X-Functional Relationships Marketing Channels Product / Brand DM Analytics PR IT Sales / Service Pricing Digital Data
    • 3. ImplementationOrganisational structure From this To this
    • 3. ImplementationInvestment can be phased later next Act Business rules now Experiment Analyse Demonstrate Test retrieval Roll out Capability Collect Capacity New data Discover value Test storage
    • 3. Innovation 60% of incumbents face digitally led disruptionDeloitte Digital Disruption 2012
    • 3. InnovationIncumbents struggle with disruptive innovation Disruptive innovation seeks to redefine value on which existing business models are based Disruptive innovations thrive in emerging markets which are hard to analyse and often too small for incumbents Disruptive innovations initially appeal to fringe customers and are less profitable than existing segments
    • 3. InnovationAgile businesses leverage data & digital capabilities Knowledge sharing is encouraged x-functionally Operational systems are simple and adaptable Experimentation is low cost and rapid with learning focus Information is valued as core asset
    • Thank you murray.howe@suncorp.com.au