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DDMA - When customers take charge - presentatie Alan Mitchell - 13 december 2012
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DDMA - When customers take charge - presentatie Alan Mitchell - 13 december 2012

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  • 1. DDMAWhen Customers Take Charge December 13 2012 Alan Mitchell
  • 2. The status quo Mix and Generate Gather data crunch it model Relevance ROI Relationship Consumer Creative Gain insight response execution and targeting
  • 3. The status quo A learning loop Mix and Generate Gather data crunch it model lea Relevance ROI Relationship Consumer Creative execution Gain insight response and targeting
  • 4. The dream of perfect targeting Gather data The goal: to know who to contact, about what, when, how. Blanket Perfect broadcast targeting Transaction Online Lifestyle data behavioural Demographic data Name and Pscyhographic data address data Social network data
  • 5. The dream of perfect targeting … turning sour WORLD ECONOMIC FORUM RETHINKING PERSONAL DATA “The existing dialogue about personal data is currently anchored in fear, uncertainty and doubt. A lack of trust has the potential to pull the ecosystem apart.”
  • 6. Problems with the status quo Data quality Mix and Generate Privacy crunch it model Relevance ROI Relationship Consumer Creative Gain insight response execution
  • 7. Problems with the status quo Data quality Modeling error Privacy Predictive models don’t predict! Relevance ROI Relationship Consumer Creative Gain insight response execution
  • 8. Problems with the status quo Data quality Modeling error Privacy Predictive models don’t predict! Relevance ROI Relationship Consumer Creativity and insight focus on the response company’s problem, not the customer’s
  • 9. Problems with the status quo Data quality Modeling error Privacy Predictive models don’t predict! Relevance ROI Relationship Poor customer Creativity and insight focus on the company’s problem, not the customer’s experience
  • 10. Problems with the status quo Limited learning opportunities Data quality Modeling error Privacy Predictive models don’t predict! Relevance ROI Relationship Poor customer Creativity and insight focus on the experience company’s problem, not the customer’s
  • 11. The customer perspective The individual’s relationship management problem My suppliers Mortgage provider British Airways Executive Club How do I keep my details up to data Bank account 1 National Film Institution with all of them? Bank account 2 Royal Shakespeare Company Credit card 1 Charity 1 How do I manage permissions? Credit card 2 Charity 2 Credit card 3 Doctor How do I get best value? Credit card 4 Dentist Pension provider 1 Fitness Club Pension provider 2 Taxi company National Savings Retailer 1 Life insurance Retailer 2 Gas and electricity Railway company 3 Water company Railway company 4 Landline telephone London Transport Mobile telephone Expedia Home service insurance Travelocity Car insurance Subscriptions 1 – Harvard Business Review Automobile Association Subscriptions 2 – Business Week Home and contents insurance Subscriptions 3 – Fortune Travel insurance Subscriptions 4 – Marketing magazine Retail loyalty card Subscription TV Local cinema loyalty scheme Amazon All of them gathering data, profiling, modeling, targeting, messaging
  • 12. Where we came from Organisations as managers of customer data • Companies collecting data about customers • Data as a tool in the hands of the organisation
  • 13. Where we came from CRM Direct marketing
  • 14. Where we are moving to Individuals as managers of their own data • Individuals collecting data about their own lives • Data as a tool in the hands of the individual
  • 15. Where we are moving to CRM Direct marketing VRM ‘Intent Casting’
  • 16. The customer in charge
  • 17. The customer in charge Expression
  • 18. The customer in charge Expression Filtering
  • 19. The customer in charge: benefits for marketers Limited learning opportunities Data quality Modeling error Privacy Predictive models don’t predict! Richer, better data Privacy enhancing Relevance ROI Relationship Poor customer Creativity and insight focus on the experience company’s problem, not the customer’s
  • 20. The customer in charge: benefits for marketers Limited learning opportunities Data quality Modeling error Privacy Predictive models don’t predict! Richer, better data More certainty Privacy enhancing Less waste Relevance ROI Relationship Poor customer Creativity and insight focus on the experience company’s problem, not the customer’s
  • 21. The customer in charge: benefits for marketers Limited learning opportunities Data quality Modeling error Privacy Predictive models don’t predict! Richer, better data More certainty Privacy enhancing Less waste Relevance Positively helpful ROI to customers Relationship Poor customer Creativity and insight focus on the experience company’s problem, not the customer’s
  • 22. The customer in charge: benefits for marketers Limited learning opportunities Data quality Modeling error Privacy Predictive models don’t predict! Richer, better data More certainty Privacy enhancing Less waste A genuine Relevance Positively helpful customer service ROI to customers Relationship Poor customer Creativity and insight focus on the experience company’s problem, not the customer’s
  • 23. The customer in charge: benefits for marketers Accelerated learning Limited learning opportunities Data quality Modeling error Privacy Predictive models don’t predict! Richer, better data More certainty Privacy enhancing Less waste A genuine Relevance Positively helpful customer service ROI to customers Relationship Poor customer Creativity and insight focus on the experience company’s problem, not the customer’s
  • 24. A different model The dumb letterbox Lets everything in … And nothing out
  • 25. A different model The smart letterbox Stops unwanted things coming in
  • 26. A different model The smart letterbox Stops unwanted things coming in Signals what I want to come in
  • 27. A different model The smart letterbox Stops unwanted things coming in Signals what I want to come in Provides additional information
  • 28. A different model The smart letterbox Stops unwanted things coming in Signals what I want to come in Provides additional information While protecting my privacy
  • 29. Pie in the sky?
  • 30. Pie in the sky? Digital Asset Grid
  • 31. Pie in the sky? Digital Asset Grid
  • 32. Pie in the sky?
  • 33. Pie in the sky? Sudden interest in a growing market
  • 34. Examples of new personal data management services ‘e-relationship management’ My suppliers My relationships British Airways Executive Club supplier dashboard Bank account 1 National Film Institution Bank account 2 Royal Shakespeare Company • inspect and correct Credit card 1 Charity 1 Credit card 2 Charity 2 • automatic updates Credit card 3 Doctor Credit card 4 Dentist • permissions dashboard Pension provider 1 Fitness Club Pension provider 2 Taxi company • digital letterbox National Savings Railway company 1 Life insurance Railway company 2 Gas and electricity Railway company 3 Water company Railway company 4 Landline telephone London Transport Mobile telephone Expedia Home service insurance Travelocity Car insurance Subscriptions 1 – Harvard Business Review Automobile Association Subscriptions 2 – Business Week Home and contents insurance Subscriptions 3 – Fortune Travel insurance Subscriptions 4 – Marketing magazine Retail loyalty card Subscription TV Local cinema loyalty scheme Amazon
  • 35. Examples of new personal data management services ‘e-relationship management’ Attribute verification • identity assurance • attribute checking • profile building
  • 36. Examples of new personal data management services ‘e-relationship management’ Attribute verification Contact/permissions management A dashboard controlling: • what information is shared • with who • for what purposes • when • via what channels • whether personally identified or not
  • 37. Privacy as a personal setting Telefonica O2 Customer digital dashboard UK CEO Ronan Dunne "We want our customers to have the confidence to engage with their own information and data. "Our trial gives customers a digital dashboard sharing with them all the information we have about them, why we have it, what services it is used for.“
  • 38. Examples of new personal data management servicesExamples of new personal data management services ‘e-relationship management’ Attribute verification Contact/permissions management Profile building and sharing • verified attributes • transaction and other histories • additional volunteered information • reputation scores • permissioned information sharing including purpose, terms, conditions
  • 39. Examples of new personal data management services ‘e-relationship management’ Attribute verification Contact/permissions management Profile building and sharing Specification building • goals, preferences, priorities • circumstances, trade-offs, constraints • ‘matching and connecting’ process • advice seeking and giving
  • 40. Examples of new personal data management services ‘e-relationship management’ Attribute verification Contact/permissions management Profile building and sharing Specification building Intent casting • ‘what I’m in the market for right now’ Plus • buyer profile, including verified attributes, reputation score • contact and permissions settings • specification
  • 41. Volunteered Personal Information VPI: information individuals could tell organisations if they wanted to and if they saw good reason to Admin/updates Who I am Identity data Verified attributes Lifestyle (income, profession, no of children etc) Transactions What I do Behaviours Personae Values, views and feelings My views and feelings My questions (what’s possible? how to? what if?) The questions I ask Preferences What I want Current interests Current priorities and purposes Future goals, plans and intention
  • 42. Benefits of new information sharing relationships Data quality Data processes Commercial Corporate/brand Improved data accuracy Reduced data acquisition Reduced cost to serve Higher levels of trust costs Data more up-to-date Reduced go to market Improved brand & Reduced data costs corporate reputation Data more complete management costs Personalised and Improved differentiation, Access to previously Improved analytics, customised services competitive positioning inaccessible information new insights More personalised Improved customer Improved ID assurance Reduced opt-outs, customer service acquisition and loyalty higher permissions Improved marketing ROI Improved market share, Reduced guesswork, Improved innovation revenues error, waste Improved relevance and Lower product/service New growth higher response rates development costs opportunities Reduced regulatory Reduced fraud, risk burden
  • 43. Company reactions Against • Mindset • Legacy systems and skills • Priorities • Scale • Risk
  • 44. Company reactions Against • Mindset • Legacy systems and skills • Priorities • Scale • Risk For • Brand / reputation
  • 45. Company reactions Against • Mindset • Legacy systems and skills • Priorities • Scale • Risk For • Brand / reputation • Strategic direction
  • 46. Company reactions Against • Mindset • Legacy systems and skills • Priorities • Scale • Risk For • Brand / reputation • Strategic direction • Cost efficiency benefits
  • 47. Company reactions Against • Mindset • Legacy systems and skills • Priorities • Scale • Risk For • Brand / reputation • Strategic direction • Cost efficiency benefits • A learning / innovating opportunity
  • 48. Summary Key trends in personal data • Information as a tool in the hands of the individual • Individuals as managers of their own data Become the customer’s trusted • Individuals as points of integration information partner of data about themselves & their lives • Privacy as a personal setting (vs an organisation’s policy)
  • 49. DDMAWhen Customers Take Charge December 13 2012 alan.mitchell@ctrl-shift.co.uk