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Customer Management - A Practioners Perspective


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Tata Tele Services, having devised measurable strategy and short/mid-& long-term oriented execution strategy to roll out the Integrated Marketing Management solution. Analytics as an area has started to fuse into the Operations and in process of building "Data Based Decision Support" across various functions of the Organization. Importantly how Analytics has gotten interspersed with the Enterprise's Strategic and Operational activities.

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Customer Management - A Practioners Perspective

  1. 1. make connections • share ideas • be inspired India’s Largest Analytics ForumPresentation TitleMayank SahaiAdditional Vice PresidentHead – SAS & BITata Teleservices Ltd Copyright © 2011, SAS Institute Inc. All rights reserved.
  2. 2. Agenda Expectations at the beginning of the project Campaign Management Data Mart (CMDM) Customer Intelligence (CI) studio Analytics and intelligence building Insights and DashboardCopyright © 2011, SAS Institute Inc. All rights reserved.
  3. 3. Expectations at the beginning of the project In an increasingly competitive Indian telecom market, declining ARPU, high investments and operational costs… Revenue Customer Cost Enhancement Delight OptimizationThe obvious expectations. Copyright © 2011, SAS Institute Inc. All rights reserved.
  4. 4. Campaign Management Data Mart (1/3)Rome was not built in a day Keep building Start utilizing from steadily without the beginning to losing focus achieve quick wins Using whatever is available in CI, Predictive Analytics will start showing instant results Business relevance and prioritization of the source systems for integration forms the basis of the adoption at the initial stages. Copyright © 2011, SAS Institute Inc. All rights reserved.
  5. 5. Campaign Management Data Mart (2/3)Uncharted grounds always throw surprises.. Source systems are very different from each other Identifying and prioritizing • Different Format the information which is • Different ways of communication relevant to the business • Different access mechanism from different sources and • Different technology • Different criticality etc.. harmonizing them in CMDM is critical The selection of variables are based on business priorities which is followed by integration with relevant source systems Copyright © 2011, SAS Institute Inc. All rights reserved.
  6. 6. Campaign Management Data Mart (3/3)How we are cracking it While the team is busy simplifying the complexity Low hanging fruits behind the sources systems, similar systems can be already put to work clubbed and put to execution Source system itself can further be broken into phases which will give instant gratification to users resulting in higher acceptance and openness to change. Copyright © 2011, SAS Institute Inc. All rights reserved.
  7. 7. Campaign Intelligence (CI) studioFast, Easy, Effective way of campaign management Rapidly create, modify and execute campaigns Completely automated Close looping and analyze results faster Easy to repeat and replicate Chose from the available CMDM CI Studio channels for communication Refine to improve future campaign performance Continuous improvement in the quality, relevance and effectiveness of the campaigns is a significant leap from the pre-SAS era Copyright © 2011, SAS Institute Inc. All rights reserved.
  8. 8. Analytics and Intelligence BuildingThrough deep analytics see things in a new perspective Attributes at global level Analytics Usage pattern * Micro Pre-empt Segment Universe Spending trends user with Association span identified of users behavior attributes Recharge / Payment habit Etc etc … * Using SAS Predictive Engaging micro segments with: analytics and data mining • Best possible plan to suit user’s capabilities: need • discover and analyze • Understand and arrest reasons SAS Enterprise Miner streamlines the complex data, for churn data mining process to create highly • find useful insights with • Forecasting key customer accurate predictive and descriptive confidence and act on it demands and proactively acting models to make fact-based on them decisions. • Hypothesis testing A big leap from reactive to proactive approach toward managing customer forecasting, churn and satisfaction in almost custom-made fashion Copyright © 2011, SAS Institute Inc. All rights reserved.
  9. 9. Insights and Dashboard (1/2)Standardization on insights and review mechanisms Top management Standardization of information flow across the organization Easy and quick Drill down approach to the root cause Segments that can be intervened Middle management immediately Effective review and KPI setting for resources and processes Work force Through standardization, smart segmentation, accurate and real time insights the reaction time reduces and proactive interventions increases Copyright © 2011, SAS Institute Inc. All rights reserved.
  10. 10. Insights and Dashboard (2/2)Real life: things to keep in mind Cascading goal and reviewing performance has become effective and efficient As the business users start receiving complex but quick insights through dashboards, the demand for more complex enhancements begin to come from across the levels. Expect being bombarded with new requirements from across the levels and functions. [though a healthy sign of positive change] Managing increasing demand for new dashboard along with other development activities might require effort to ensure fine balance Copyright © 2011, SAS Institute Inc. All rights reserved.
  11. 11. Cross functional engagementit’s a symphony ! Business users SAS SAS Project management Development team IT, Network and other source systems A sustained coordinated and focused efforts are required to creating effective, efficient and meaningful SAS tools Copyright © 2011, SAS Institute Inc. All rights reserved.
  12. 12. Conflict ManagementReal life : Managing conflict help in thriving • Cont. adding new Tools • Dishing out new Features • Cont. Refining • Covering new Areas • Gradually Covering new • Cont. Growing • Defined work force • Automating more and areas • Cont. Evolving • Long term execution plan more data in an integrated • Becoming Robust • Cont. Demanding for SAS deployment manner SAS Development New capabilities on the anvil Current live SAS systems Users As the ad-hoc requests starts to grow, it As users grow in numbers and realize the potential of SAS become hard to deliver long term plans. they want more and more from live systems creating a continuous demand for refinement & enhancements On one side higher user adoption is desirable but not losing focus of long term capabilities is key. Copyright © 2011, SAS Institute Inc. All rights reserved.
  13. 13. Change ManagementReal life : Change is a gradual but continuous process Movement from individual to integrated view is a gradual but continuous process Culture Process System Teams aligned toward a same goal Specific change in system The process change will trigger the requires very specific change in resource behavior and will lead change in the process to cultural change in due course of time Change should be brought in small steps but in a systematic way Copyright © 2011, SAS Institute Inc. All rights reserved.
  14. 14. make connections • share ideas • be inspiredIndia’s Largest Analytics ForumThank You Copyright © 2010, SAS Institute Inc. All rights reserved.