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Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard
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Personalization, Going Beyond the Technology (Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação) - Edward Chenard

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Edward Chenard fala sobre "Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação" no Congresso E-commerce Brasil de Experiência do Cliente 2014.

Edward Chenard fala sobre "Como envolver os clientes, sem deixar que a tecnologia fique no caminho da relação" no Congresso E-commerce Brasil de Experiência do Cliente 2014.

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  • I am a practitioner of big dataI look into the future 90% accuracyGE industrial internetFocus on the practical and solutionsThis is about solutions
  • Technology as been used by Amazon to create recommendations and that has been called personalization. Technology alone does not make a customer’s experience personal. Companies need to employ better tools to create a personalized experience.
  • Google and Facebook have very different approaches to personalization. Both have positive and negatives and neither one creates a full picture of an individual. We need this full picture in order to understand the right way to sell and when to sell to people. By taking the good elements of each approach and then extending into areas, we can create a better personalization system that beats our competitors and improves our sales performance.
  • Personalization is not a clear cut strategy, there are many theories around personalization and a company needs to understand what is the strategy that best fits the goals they have in mind for the customer experience.We tend to design companies and products like machines. However, machines can’t learn and therefore they can’t adapt. Learning is the property of organisms and personalization is all about learning so it closer to you and I than a machine.Platforms are support structures that increase the effectiveness of the community. The community becomes an ecosystem that is highly adaptable and adjustable.
  • Personalization is not a clear cut strategy, there are many theories around personalization and a company needs to understand what is the strategy that best fits the goals they have in mind for the customer experience.What is true is that those who use a psychograph self tend to have a better business case and performance than those who do not.
  • Persuasion Profiling is a way to drive more engagement with customers. Amazon does not do this and we have many of the tools in place to do this. With a strong marketing, strategy in personalization, we can create a strong persuasion profiling strategy that will help us target customers with better timing and relevancy. Timing and relevancy are the critic pieces to a strong personalization strategy.
  • When we combine persuasion profiling and social, we can increase our ability to influence consumers. For example, if we take the nearby social influences of a customer, we can introduce them to new products that were not in their past but can be influencing them currently. Example, if someone only bought Sony products in the past, but their friends and neighbors are now buying Samsung and we know their persuasion profile shows that trendy products are an argument that they appeal to, then this information can be used to create new recommendation that otherwise would not be known by their browse or purchase history.
  • Day Parting allows us to target people at the right time. Timing is one of the key elements of a strong and efficient personalization program. Such a program that uses day parting increases our relevancy with our customers. When we increase relevancy, we increase our conversion rate.
  • How to deliver, knowing what is personalization, it is important to understand how to deliver on it.Personalization is a customer experience strategy. To make it work, first think about how that experience will unfold on a strategic level
  • Theories are great, but how to implement them is the hardest part. This is where most companies fail, success here gives you an advantage over your competitors.
  • View the frame as a clock starting at 12. Each section is important but the order is the most important. Following this order helps to ensure success.
  • Set up a structure Understand the vision, make it clearGovernance: have structure around the tasksExecution: Know how to get it done and whyLeadership plays a very important role in defining the vision and goals along with how they wish to see the program governed. Most people don’t understand personalization so having the right structure in place helps to ensure a good foundation for growth.
  • How we look at big data needs to take into account the factor of time and it’s relationship to the discovery process.Most organizations are stuck on 1 and 2 with a few on 3. True innovators look at Future and HorizonDiscovery is understanding how people view the world. Discover for both the company and customers. Customers and companies are always struggling between their ideal self and their current self, what should done and what they really just want to do to get by.
  • A shift from systems and forecasts to activities as our center of design needs to take place.Data alone can’t predict an unpredictable social animal known as the human beingFocus on the activities of people, not so much predicting them because we can’t do that good of a job with what we have.
  • Understand the signals customers send and how to use those signals to engage customers. The understanding of signals is the best way to engage your customersSignals are how we communicate. Once we know the signals we have a better understand of intent, which is the key to a good personalization offering.
  • Better teams need to be developed to understand customers. Our current team structures do not take into account the social sciences enough to truly understand the customer experience. Technology alone will never give us the solution we need.Consumers are not linear, they are scattered. Data is no longer just linear, it is circular often like the way consumers think. Inject yourself into that circular pattern to break it.
  • Knowledge of the customer experience becomes a competitive advantage. Most companies are great at the tracking and data collection. But few retailers can tell you what and why someone is at a location. Such information is what sets companies apart and really delivers on personalization.
  • Fitbit as an example of data discoverersData as the new self discovery toolLeads to consumerization of IT IT needs to adapt to be socialThis means teaming up with marketing and letting marketing joining the conversation with data
  • Personalization is different, while most services are designed to be consistent and uniform, personalization is co-created with the customers each and everytime the customer interacts with the company. This is a fundamental difference that few companies have currently mastered. Some companies like Macy’s are starting to understand and implement new concepts that do understand this.
  • Engage customers where they are moving to. The new shorter attention media sites are where customers are going. Engage and be authentic on these to gain stronger traction. Inject yourself into the social networks of people’s small networks. Be an information broker or a closer. Closeness is the measure of how easily a person. Betweeness indicates the degree to which people form a bridge or critical link. The strong that connection the better the personalization bond is.
  • Data, Insights Actions, must be core to your strategy. The complexity of the new way of business is a new networked interdependent economy that creates uncertainly and a lot of ambiguous competitive situations. Competitive advantages will go to those companies that are able to create structures that allow them to get past these limitations. As behaviors are repeated, they form strong associations over time.
  • Have a framework in place to help weight priorities and attributesWhat is really important.The Law of Requisite Variety, also known as Ashby’s Law, states that any control system must be capable of variety that’s greater than or equal to the variety in the system to be controlled. Therefore, having the right structures in place to allow you to see the varieties and adjust accordingly, will give you an advantage in the market.
  • Next Steps
  • Have you started?Learn from vendors who know the field, such as WibidataEngage vendors to help augment the physical experience such as HappyorNot (Finish company)Look beyond your site to have a larger presence in the lives of customers.To really be the best at personalization you will need to know your customers and that often means developing your own systems.
  • These areas of personalization are often the easiest areas for a company to start development in. Focus on all or one of them to optimize growth.
  • Numbers show growth of how personalization and improve the bottom line
  • Transcript

    • 1. Personalization, Going Beyond the Technology How to engage customers without letting technology get in the way of the relationship
    • 2. Edward Chenard - Started big data, data science and personalization at Best Buy, was working in big data at GE before it was called big data. - Set up one of the first hadoop clusters in Retail and the Midwest. - Won tax innovation credits for my work on personalization -Tekne finalist for big data innovation - 20 years business experience, 10 years in personalization - Managed teams as large as 300 with product portfolios of over $4B - Developed products to eco-systems edward@echenard.com Twitter: Echenard Slideshare: Echenard
    • 3. The Situation How Companies Personalize Is Not Personal The Situation: Customers want a personalized experience, yet 2/3 complain that companies rely too much on technology creating what is not a personalized experience.
    • 4. How Companies Personalize Google vs Facebook How Google Personalizes • Google uses search and clickstream history • The Google Self is often vain, focused on embarrassing things and searches for things it would be reluctant to share in a social setting. • The Google downside is that it is less able to draw on your social side, but it is able to draw on your private self more than a social site might. • It is geared to our more Pavlovian selves. How Facebook Personalizes • Likes, Posts and who you interact with. • The Facebook self is often aspirational, more of a performer and tends to be more pro-social. • Facebook’s downside is that it is more of a public self, it draws less on your private self as we are unwilling to share this in a social setting • It is geared towards our more sharing side. Ultimately, neither one is a true representation of an individual
    • 5. What is Personalization Simple Definition, Many Answers An Experience Where the User and the Media Define a Tailored Experience Personalization is often defined as the implicit and explicit use of data about an individual to tailor an experience for that individual. Essentially, the individual becomes the content with relevancy, intent and time becoming the key kpis in which we measure how we successfully addressed their needs. How companies develop a personalization experience differs, without a clear understanding of these different methods, personalization can deliver the wrong experience to the wrong persona. Personalization requires a theory of what makes a person – of bits of data, are most important to determine who someone is – and major players of the Web have quite different ways of approaching the problem. A good personalization strategy is an equation of psychology (the what) plus technology (the how), in that order.
    • 6. Defining the Strategy Elements of a Personalization Strategy A Roadmap to Deliver the What and the How of Personalization is Needed The follow theories and concepts are the foundation to build the strategy of personalization. These are common components that will be the core of our strategy. How we Personalize • Combine the strengths of Google and Facebooks methods with psychograph techniques. • Listen, Adapt, Respond • Services co-created with customers and are interpedently with wider service networks. Benefits • People will log in more • Higher conversion and AOV • Better emotional bond between company and customer Psychograph Self Facebook Self Google Self Clash between Today and Future Aspirational You Present You 1-1
    • 7. What is Personalization how to disrupt the market Persuasion Profiling Persuasion profiling: Suggests that the kind of arguments you respond to are highly transferrable from one product category to another. i.e.: If you like discounts you will respond well to them for shoes or TV’s. If you want the most popular and trendy product, you will want them for clothes and tablets. Combining persuasion profiling with new methods of sentiment analysis, it is now possible to guess someone’s mood and target the right message to them based on their mood, time of day and the kind of argument they best respond to. Ex: People use substantially more positive words when they feel happy. Analysis of twitter or FB can show this via sentiment analysis, based on the time of day, we can know what your typical aspirations are then coupled with the argument you tend to like, we can send an email to you about a product that will feel just right for you that is timely and relevant to your mood. Amazon can’t do this. In research, this has seen a 30-40% increase in sales.
    • 8. What is Personalization using social graphs Persuasion Profiling Coupled with Social Graph The US Army uses social graphs for recruiting, they are quoted as saying they have “terrific success with social graphs. - If your 6 best friends enlist, us are likely to consider it too. Likewise, if your friends or neighbors are buying Samsung products, you are likely to consider Samsung products too. - Using social graphs to influence is becoming the new way to target customers. When combining social graph with persuasion profiling we not only know what you will consider based on social influence, but we know what message to send you and how to send it and when to send it, increasing our likelihood to increase conversion. Persuasion Profiling with Social Graph in Action
    • 9. What is Personalization People Do Not have One identity Fundamental Attribution Error and Day Parting Most personalization programs attribute peoples’ behavior to their inner traits and personality rather than to the situation they’re placed in. Characteristics in people are fluid: Not all situations are the same, we need to match the personalization technique with the situation. The individual is the content, the tools are the context. To be competitive, our personalization needs to be focused on day-parting strategies. Day parting is why we don’t hear beer commercials at 8am, we have different needs and aspirations at different times of the day. With only one identity, we lose the nuances that make for a good personalization fit. With day parting, we understand people change and we change with them fitting the content with the context.
    • 10. How to Deliver Personalization To go Beyond Digital You need a Broader Strategy Personalization is different, while most services are designed to be consistent and uniform, personalization is co-created, meaning, interact anytime anywhere. Technology as a communication tool first Personal interaction augmented by data Deliver value first Be Open Be clear and consistent Develop real fans
    • 11. ACTION IS THE SCARCEST RESOURCE How to Personalize May 19, 2014 11
    • 12. Framing Personalization 12 Personalization Strategy: Customer and Business Value Analytics: Who, How, Where? IT: What Tools and Why Social Sciences: Understanding the Human Condition - Measurable Results - Speed to market - What is important for the customer - ROI - MapReduce, Hadoop - Cassandra, The Cloud - Pig, Hive, - HDFS - Understanding the Customer - Social trends and how to use them - Linguistics - Cross cultural communication - Data Scientist vs. Statistician - Where to find talent? - Retain, Train - Offshore vs. Onshore - University involvement
    • 13. How work gets structured Vision & Goals Governance Execution Clearly articulated vision for personalization and recommendations, precisely defined goals with how to measure. Defined scope of the product. Market strategy, customer segmentation, prioritization, org focus, measurement and incentive systems Production process, flexibility at scale, efficiency, relationship management, benchmarking, metrics, initiatives
    • 14. How We Need to Look at Discovery Horizon Future Soon Present Past
    • 15. Activity Centered Thinking
    • 16. Signal Types Signals have attributes depending on their representation in time or frequency domain can also be categorized into multiple classes All signal types have certain qualities that describe how quickly signals can be generated (frequency), how often the signals vary (rate of change), whether they are forward looking (quality), and how responsive they are to stimulus (sensitivity) Rate of Change (Slow or Fast) Quality (Predictive or Descriptive) Sensitivity (Sensitive or Insensitive) Frequency (High or Low) Sentiment Expressed as positive, neutral, or negative, the prevailing attitude towards and entity Behavior These signals identify persistent trends or patterns in behavior over time Event/Alert A discrete signal generated when certain threshold conditions are met Clusters Signals based on an entity’s cohort characteristics Correlation Measures the correlation of entities against their prescribed attributes over time
    • 17. New Solutions Must Aid Human Insight Big Data + Personalization + Amplified Human Intelligence Last Decade - Structured Data - Conclusive Dashboards - Small scale / sampling A data architect built a view to reach a specific conclusion Next 5 Years - Any data, from anywhere - Intuitive exploration - Making sense of it at scale Business users easily find, explore, visualize and navigate insights
    • 18. Human Motion Graph 18
    • 19. Data Discoverers are setting the trend in what will be common place in just a few short years. More people will want to use their data and the consumerization of data and technology will continue. As this trend goes, only organization that learn to merge the various disciplines of strategy, analytics and IT, will be successful data as a lifestyle Data Discoverers
    • 20. How to Deliver Personalization How Macy’s Owns the Experience Engage with customers to understand what they want and then deliver. Engaged customers with rapid product teams to deliver apps that customers wanted. Results: Better customer engagement. Owning the complete experience, which means owning the relationship with the customer. Convergence of active and passive marketing.
    • 21. How to Deliver Personalization Self Expression is the new Entertainment Companies like Vine, tumblr and twitter are a new way to engage customers. Social allows for moments in time to create impact. Engage customers with sentiment analysis and targeted ads (personal and highly relevant). Allow for rapid communication Helps to better understand intent. People are always using technology to help them be free, don’t disrupt but embrace this freedom and people will become customers. Perfect
    • 22. Always Remember: Data, Insights, Actions Listen • Listen to the data streams Share • Share the data with the rest of the organization Engage • Engage to the data to find the insights Innovate • Innovate new ideas from the insights gained from the data Perform • Perform insightful actions from the data to create better customer experiences
    • 23. The Business Value Framework Timeliness Automated and prompted More Products Production Efficiency Ease of Data Collection Business value Ease of Implementation Customer Needs Perceived Value Pre- recorded Different Products Production Flexibility Customer’s Wallet Share Customer Acceptance Value Perceived Ease of Data Collection Customer’s Wallet Share Business value Initiatives Ease of Implementation Customer Acceptance Focus on Customers Focus on Internals
    • 24. DATA IS THE COMMODITY, ACTION BASED ON WISDOM IS THE SCARCE RESOURCE Next Steps
    • 25. Early Stages Market LeadersLimited Selections and Locations • Move Beyond your site properties into remarketing • Recommendation: Razorfish • Develop your own internal systems • Recommendation: Learn from the Best • Develop in-store customer feedback • Recommendation: HappyorNot • Engage Vendors With strong skills in personalization • Recommendation, Wibidata How to Develop Your Plan
    • 26. PERSONALIZED MARKETING Recommendations can provide complete package solutions based on a customer’s purchases or browsing history. FAMILIAR EXPERIENCE ACROSS CHANNELS Services are developed to be similar for customers across any touchpoint, familiarity means better relationships PERSONALIZED EVERYWHERE Every channel that customers interact with. ALL YOUR DATA IN ONE PLACE Customer data in one location for them to access and use will improve the overall customer experience by address a known customer want. Common Quick Win areas for Personalization THE RIGHT MESSAGE AT THE RIGHT TIME
    • 27. Develop Your Team Data science is a discipline for making sense of unstructured as well as numerous data sets at scale Strategy - Define the goals Social Define how to engage IT Assemble the Technology Analytics Make sense of the Data Linguistics Distributed Processing (Hadoop) Algorithms Development Cross team Customer Experience Improvement
    • 28. How Does Personalization Help with Growth Purchase 13% Time On Site 62% Browse 25% Areas of Growth Impact on $ Before After Conversion Rate 3.5% 12% AOV $50 $65
    • 29. Thank You, Questions? Action Wisdom Knowledge Information Data

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