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Delivering customer centricity with decision management

by Decision Management Solutions on Dec 14, 2010

867 views

To deliver customer-centricity, companies must manage customer interaction decisions across channels, platforms and lines of business. Webinar recording is available here: http://decisionmanagement.omn...

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To deliver customer-centricity, companies must manage customer interaction decisions across channels, platforms and lines of business. Webinar recording is available here: http://decisionmanagement.omnovia.com/archives/60402

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Organizations have multiple channels for interacting with their customers. Each channel has its own platform for valid technical reasons. And each line of business has its own systems while customer data is spread across multiple databases. To deliver customer centricity, organizations need to connect these elements effectively. At the heart of effective customer interactions are decisions – decisions about offers, about eligibility, about treatments about the actions to take to serve a customer. A focus on these decisions, and on making these decisions customer-centric, is essential if every platform, every line of business, every channel is to be put to work effectively.This webinar will show how decisions are at the heart of customer centricity, how those decisions can be managed independently of the disparate elements of an enterprise architecture and how Decision Management ensures you put a customer-centric strategy to work.
Organizations have multiple channels for interacting with their customers. Each channel has its own platform for valid technical reasons. And each line of business has its own systems while customer data is spread across multiple databases. To deliver customer centricity, organizations need to connect these elements effectively. At the heart of effective customer interactions are decisions – decisions about offers, about eligibility, about treatments about the actions to take to serve a customer. A focus on these decisions, and on making these decisions customer-centric, is essential if every platform, every line of business, every channel is to be put to work effectively.This webinar will show how decisions are at the heart of customer centricity, how those decisions can be managed independently of the disparate elements of an enterprise architecture and how Decision Management ensures you put a customer-centric strategy to work.
Multiple ChannelsConsistency, quality of interaction across channelsLearning about customers across all channelsManyProductsUnderstanding what they might want, might needWhat will maximize a customer relationshipChangeApplying changing best practices, policies, regulationsCoping as staff turnover, markets & customers evolvePeopleEmpowering staff to be customer-centricProcessesNeed to be customer centric
At its heart a decision is a choice, a selection of a course of action. A decision is arrived at after consideration and it ends uncertainty or dispute about something.Decisions are made only after considering various facts or pieces of information about the situation and participants.Decisions select from alternatives, typically to find the one most profitable or appropriate for an organization.Decisions result in an action being taken, not just knowledge being added to what’s knownThe basic decision making process is simple. Data is gathered on which to base the decision. Some analysis of this data is performed and rules derived from company policy, regulations, best practices and experience is applied. A course of action, a selection from the possible options, is then made so that it can be acted on. When considering decisions in operational business processes, the way the decision is made is often constrained such that it can be described and automated effectively in many, even most, cases.
First, decisions. When we wrote the book this was an area where we wrote a lot more than we had expected – when you think about decisions all the time you get used to identifying them and focusing on them but it is challenging initially.We are not talking about strategic decisions here – should we do business in Alaska, say – but on the decisions that relate to specific individuals, customers, members. These customer treatment decisions can and should be identified, externalized and managed.There are a number of different ways to find these decisions and the four most common are:Micro decisionsOrganizations do not realize how many they makeEvery strategic decision has many operational consequencesEach customer interaction can be many decisionsManual decisionsHidden under manual processesDecisions that are being taken every day by front-line staffConflicting decisionsDifferent parts of your organization treat customers differentlyA longer time horizon might drive a different decisionDecisions are made inconsistentlyMissing or default decisionsDecisions that you do not think you can take and so you do the same thing every timeThe policy was set a long time ago and was never updatedFred has a great example of this with the AmEx website which you will see later
How many decisions are involved in sending a letter to a some customers?One view says a couple of decisionsWhat to put in the letter and who receives itA more complete view says that you have also made a decision for each customer to receive or not receive the letter. If you sent a letter to 10,000 customers, you just made 10,000 micro decisionsAdding a new option to your IVR system means deciding that everyone who calls will hear the option. changing your website means deciding that every visitor will see something new…Many strategic decisions can only be implemented if many supporting micro decisions are also made.
Applying analytics to acquire, retain and grow 100M customersBusiness challenge:100M customers and 3Bn calls / day200TB of customer information1.3M Retail partnersRural and urban consumers, large and small companiesSolution:Integrated data warehouse across all channels, all productsReal-time analytics for micro-segmentation, offer targetingWeb, retail, call-center and mobile channelsBenefits:Rapid growth with 2-3M new customers/monthGrowing and accelerating Revenue Market Share
Little decisions add up so focus on operational or front-line decision makingThe purpose of information is to decide so put your data and analytics to workYou cannot afford to lock up your logic so externalize it as business rulesNo answer, no matter how good, is static so experiment, challenge, simulate, learnDecision Making is a process to be managed
Why manage decisions independently of process? What’s the advantage? There are several…Faster, easier, independent changes to decision logicCoordination of decisions across channels and productsSimpler processes that are much easier to manage Higher employee productivity and resource utilization Analytic insights for making better decisionsContinuous improvement of decisions and results
All these pieces contribute to ever-more sophisticated decision services that support your business processes.Decision Services externalize and manage the decisions production processes and systems needBusiness rules allow business users to collaborate in the declarative definition of decisionsAnalytics can create better more data-driven business rulesAnd ultimately additional predictive analyticsAdaptive control allows test and learn to become part of a continuous improvement loop
Faster, easier, independent changes to decision logic Coordination of decisions across channels and products Higher employee productivity and resource utilization a leading French retailer of cosmetics, faced the challenge of multiple channels and overlapping marketing and loyalty offers. A customer might be eligible for a loyalty offer, have downloaded a web coupon and heard a “discount word” on the radio. This made it hard for retail staff to ensure the price was handled correctly at the point of sale. In addition, they needed a better way to get loyalty offers to the customer. Yves Rocher replaced their POS devices with Linux-based terminals and developed a rules-based system that allowed all the pricing rules to be defined by the marketing department and then downloaded into the terminals. All relevant offers are correctly combined at the point of sale. This system also takes the customer’s loyalty card and applies loyalty offers. Using purchases and loyalty history, it prints an incentive offer designed to bring the customer back to the store on the card itself—the cards are re-printable so the customer sees the offer that will be made when they return.
Faster, easier, independent changes to decision logic Coordination of decisions across channels and products Harness the power of analytics to make better decisionsAllow continuous improvement of decisions and results Churn minimzedBrand loyalty growsRepeat customA leading European retailer had a vision of delivering compelling promotional offers based on each consumer’s unique profile that was integrated with existing loyalty programs. As a first step, they brought all data together across retail formats and across channels to reveal customer purchasing patterns. By tracking transaction history, the company can obtain analytic insights on not only which products customers buy, but which promotions they are most likely to respond to, who its most profitable customers are, what products they buy now, and what products they would be willing to buy if the incentive was right
It is often helpful to walk through one example here. Let’s take some interaction with a customer – say making a retention offer – and see how it might work.Initially we have different channels and our approach to retention is probably different in each. The first step, then, is to take control of the decision so we can make it consistently across channels. We should also use rules to describe it so that the decision can be automated correctly and managed by business staff, not IT. However not all customers are the same so we should analyze them and segment them so we can retain them differently depending on what is going to work. Segmenting based only on the data we have is interesting but it would be more useful if we could also use predictions as to their risk of leaving, lifetime value of them etc as part of our decision. Back to the data, then, to build predictive insights. Applying adaptive control to continually improve the outcomes and we end up with an optimized decision.As we work our way through the class we will revisit this and discuss.
Faster, easier, independent changes to decision logic Coordination of decisions across channels and products Vodafone Spain relies heavily on promotions to drive growth and loyalty management programs to reduce churn. With promotions hard-coded into multiple systems, it was hard and expensive to keep promotions consistent and up to date. Vodafone Spain extracted critical promotion decisions and implemented a business rules management system so that marketing, who understood the segmentation, could manage the promotion rules themselves. With real-time monitoring of promotion performance, these same teams can make immediate adjustments to ensure continuous differentiation.
Simpler processes that are much easier to manage Higher employee productivity and resource utilization International travel wizardBillingTech support and troubleshooting
There are many views of loyalty but one of the most prevalent and compelling is the idea that large, multi-national, multi-channel organizations must generate the same feelings as local stores, local branches do. The sense that the people with whom you deal know you, value your business, tailor their response to you. Jim Berkowitz in Customer Loyalty and Profitability said “To grow truly loyal customers … what’s needed is the ‘Mom & Pop Store’ factor”. Richard Hackathorn wrote a great article on the same topic called Forward to the Past in which he said “As we fast forward into our global economy, realize that we often direct our technology to achieve the common things of the past”. One way to do this is to try and give your customers personal contacts, named staff, who become familiar faces and voices and, by virtue of dealing with the same customers over and over again, knowledgeable about their needs. This might work, and EDM can certainly help you with it, but what happens if that employee leaves? Especially if that employee leaves and joins a competitor? Will you find that your customer is loyal not to your brand or your products but to your employee? Instead of trying to build loyalty to individuals you need to create loyalty to the store or bank or brand. To do this, to have an ongoing process of building and sustaining loyalty without transferring it to a specific employee, requires EDM without a shadow of a doubt. Think about what makes someone loyal to a small store or branch, or to a specific employee. Perhaps that person got something done for them or perhaps the local store made them a really compelling offer based on what they have bought in the past. Perhaps that person knew the customer well and so dealt with them appropriately. Maybe the rewards being offered were just what the customer valued. Certainly there was not a lot of referring to management or generic scripting of responses going on. What these situations have in common is a focus on the decisions that customers want made (pricing, refunds, shipping prices and times, offers, loyalty rewards) as well as those you want to make about them (cross-sell, up-sell, retention). Because EDM focuses on and automates and improves these decisions, EDM can deliver on organizational loyalty. Think about it: By automating decisions you can ensure that customers are not referred around the organization unnecessarily. The first person they speak to can act immediately because the system can deliver the answer without having to get a supervisor on the line. They won’t become loyal to the individual who can “work the system” if the system empowers everyone.By embedding best practices rules in a decision, every call center representative can respond like the most successful. The difference between the best and the worst customer service representative will be smaller making it less likely that one particular representative will become a customer’s favorite.Using predictive analytics and statistically significant segmentation rules, customers can be treated more appropriately and in a more targeted fashion – you can align your treatment with their behavior. Their wants and likes can be more accurately included in decisions made about how to treat them. Automation of this means that everyone can see the trends in the behavior and value of a customer and know what action to take. Trying to use dashboards and reports means that only the most analytically sophisticated representatives can do this, risking the transference of loyalty to them not the company.Automation means that the same decision can be delivered through any channel – at the store, on the web, in the call center. Consistency of treatment builds loyalty (assuming the treatment is not obnoxious) and knowing that you can get the same treatment from anyone keeps that loyalty linked to the company not to an individual. Instead of always coming to the branch to see a particular person they will know that they can use any channel and still get great service.By targeting loyalty program offers you can use those loyalty program dollars more effectively – not just to reward but also to change behavior. Making a proactive offer to those who are on the cusp of becoming loyal customers, for instance, might be more effective than rewarding those who become loyal. An EDM approach is not going to help with friendliness or surprising customers from time to time but I do believe that higher volume, more self-serve oriented businesses must adopt this approach to really deliver customer loyalty. Using business rules management systems to implement a decisioning backbone for consistency while retaining the agility to respond to changes and injecting insight using predictive analytics let’s you recreate the corner store feel and benefits while still delivering the transaction throughput and response times a modern business often needs.
Begin!
Decision Management Solutions can help youFind the right decisions to apply business rules, analyticsImplement a decision management blueprintDefine a strategy for business rule or analytic adoptionYou are welcome to email me directly, james at decision management solutions.com or you can go to decision management solutions.com / learn more. There you’ll find links to contact me, check out the blog and find more resources for learning about Decision Management.