Customer-led Services presentation for UC Berkeley

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    Notes on slide 1

    Title: Challenges and opportunities in customer-led services Abstract: The growing market for innovative, customer-led services created challenges and opportunities for existing companies and new start-ups alike. Customers are demanding ever-more personalized services and forcing companies to adopt micro-segmentation and more sophisticated targeting approaches. At some point companies must switch from process-centric to customer-centric services. This session will explore customer-led services, some of their challenges and opportunities, and will discuss some current and short-term future examples. - how these characteristics of financial services affect their design, deployment, lifecycle, innovation... - examples of financial services that are on the horizon. how data is transformed into knowledge (science) • how that knowledge is used to create things of value (engineering), and • how the processes of converting knowledge to things of value can be improved, administered, innovated, and /or optimized (management). this is full of great stuff... i just wonder if you're trying to cover too much. but at the same time i'm telling you to say less, what i don't see is a framing slide that explains where customer-led services are most likely to emerge and a slide about Fair Isaac because most people have never heard about it. and while i understand why a company would want to do this, i also would like to know how a firm can justify the effort and expense of this kind of micro-segmentation to offer a customized service to each customer. Or is the point that we can now automate this kind of customization if the machinery of firms like yours is plugged in?

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    Customer-led Services presentation for UC Berkeley - Presentation Transcript

    1. Challenges and opportunities in customer-led services James Taylor Fair Isaac Corporation
    2. Enterprise Decision Management
      • Enterprise Decision Management (EDM) is a systematic approach to automate and improve decisions across the enterprise.
      • It allows businesses to:
      Make more profitable and targeted decisions PRECISION In the same way, over and over again CONSISTENCY While being able to adapt “on-the-fly” AGILITY
    3. Agenda
      • Customer-led services
        • What are they
        • Why are they going to happen
        • Where are they going to happen
      • Some examples
        • Present
        • Future
      • Challenges with customer-led services
        • Organizational
        • Technological
        • Ethical
    4. Characteristics of Customer-led Services
      • Personalization
        • Rewards Loyalty
        • Analytic targeting
        • Rules for policies, preferences
        • Predictions of responses
      • Channel Consistency
        • Stronger customer relationships
        • Customers preferred channels
        • Customer value drives interaction
      • Pricing
        • Variable pricing
        • Multiple pricing mechanisms
        • Shared value established
      • Empowerment
        • Fewer approvals, faster decisions
        • More response-oriented
        • Third parties act like you
        • Customers can self-serve
      http://www.f
    5. Why Customer-led Services?
      • Growing important of information in products
      • Response to threats to traditional business from the explosion and prevalence of the Internet
        • Price transparency
        • Customer mobility and a lack of loyalty
      • The Long Tail
      • An opportunity to create competitive advantage from customer data
    6. Adverse selection and micro-segmentation Price Risk Ideal Pricing Model Over/Under-priced segments
    7. For what products will you see them?
      • Information
        • Insurance
        • Banking
        • Credit
      • Mass-Customizable
        • Clothing
        • Electronics
      • Long Tail
        • Books
        • Music
        • Content
      Complexity Value Automated Decisions Expert Decisions Manual Decisions Manual Decisions
    8. Current Example - Pay as you drive insurance
      • Logical extension of micro-segmentation
      • Use of a far broader range of variables and predictive analytics
      • Precisely rate the risk presented by individual consumers.
        • Static measures of risk
          • Driver's age
          • Driving history
          • Commuting distance
        • Dynamic measures
          • Speed
          • Time of day
          • Location
      • A pricing band for every single policyholder they serve
    9. Current Example – Amazon.com
    10. Getting closer with My amazon.com
    11. Future Example - Personal online shopping
      • Site reconfigures itself to suit me
        • Explicitly through instructions (rules)
        • Implicitly though analysis (analytics)
      • Channels are integrated
        • Email, IM, Mobile, Phone, Store(s), Mashups
        • Choices and actions (or comments) in one affect the others
      • Offers, pricing, shipment are dynamic
        • Based on the specific purchase consideration
      • Loyalty is rewarded
      • If information is available that could improve my experience, it is used
    12. Current Example – Online Banking
    13. Future Example - Personal banking
      • The website does more than show my accounts
        • It stops asking me to open accounts I have
        • It stops asking for information for new accounts that it already has
        • It makes recommendations on credit cards it does not just list them
        • It feeds information about what I look at into offer models
        • Pricing and offers are made in real time to suit me
        • It makes it easy for me to do the things I always do
        • And so on…
      • Meanwhile…
        • The ATM remembers you and reconfigures itself
        • The IVR reconfigures based on wait times, status, past behavior …
        • The monthly statement highlights out of pattern activities
        • Branch staff make intelligent suggestions based on your recent behavior and the behavior of successful customers with a similar profile
    14. Challenges in developing customer-led services
      • Organizational
        • Design, deployment, lifecycle, innovation...
        • Some banks now release hundreds of new products a month
        • Price transparency and intra-P&L pricing
        • Channel consistency
        • Ending the separation between back and front office
      • Ethical
        • Data privacy
        • Business mashups and privacy
        • Cross-border regulations
    15. Technology Challenges Process integration Third-party integration Integrating services into delivery processes and systems Deployment Software for defining, testing and executing rules, processes and strategies Analytics for predicting individual behavior and for identifying best actions to meet objective Analytics for analyzing and understanding individual and group behavior Acquire, access, deliver and manage data from internal and external sources DESCRIPTION Ownership Change management Auditing Legality Balance v choices Demographics Data Sources Privacy Real-time Issues Business Rules Predictive Analytics Descriptive Analytics Data Access & Management TECHNOLOGY
    16. What rules look like If (vehicle’s age is between 0 years and 8 years) and (policyholder’s age is between 21 years and 60 years) and (policyholder’s number_of_claims does not exceed 3) Then set policyholder’s case to “STANDARD” If flight’s onTimeReliability is less than 75% then flight’s valueToMe is “Low”. If customer's debt exceeds customer’s assets then set the approval_status of customer’s application to Declined
    17. Descriptive Models Identify Relations Use: Find the relationships between customers Example : Sort customers into groups with different buying profiles. Operation : Analysis is generally done offline, but the results can be used in automated decisions – such as offering a given product to a specific customer Descriptive models can be used to categorize customers into different categories – which can be useful in setting strategies and targeting treatment.
    18. Predictive Models Calculate Risk Or Opportunity Use: Identify the odds that a customer will take a specified action Example : Will the customer pay me back on time? Will the customer respond to this offer? Operation : Models are called by a business rules engine to “score” an individual or transaction, often in real time Predictive models often rank-order individuals. For example, credit scores rank-order borrowers by their credit risk – the higher the score, the more “good” borrowers for every “bad” one.
    19. Bringing this all to bear Models Rules Analytic Models Business Rules Decision Service Data Request for Decision Decision Decision Analysis Customer Behavior and Strategy Performance Rule & Model Repository http://ww Call Center Web Email Telemarketing CHANNELS Direct Mail Store / Branch Kiosk / ATM Field ERP CRM OPERATIONAL SYSTEMS Billing SCM
    20. Fair Isaac Corporation – Automating decisions for 50 years
      • Founded in 1956
      • NYSE symbol: FIC
      • Annual revenues over $800 million
      • Market cap: Over $3 billion
      • 3,000 employees
        • Software engineers, PhDs, data analysts, consultants…
      • Background in analyzing data, predicting outcomes, making decisions
        • Credit scoring
        • Customer acquisition / origination / management
        • Risk assessment
        • Fraud detection
    21. Closing Thoughts
      • Consider customer-led service design
      • Think about micro-segmentation
      • Think about automation of decisions
      • Read my Blogs
        • Read my blog at http:// www.edmblog.com
        • Read my (other) blog at http:// www.eizq.net/blogs/decision_management
        • Subscribe to the blog(s) with RSS or email
      • E-mail me
        • [email_address]
      • Ask me questions now!

    + Decision Management SolutionsDecision Management Solutions, 4 years ago

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