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Mastering Customer
Journey
Management
A 45-minute webinar
with Dr Graham Hill &
inQuba
Understanding Customers
Call to Adventure… Customer-responsive personalisation is up
to 44x more effective at driving sales than company-driven
communications
Source: Koen Pauwels 2023, de Haan, Wiesel & Pauwels 2016
‘Which Type of Digital
Ads Boosts Sales,’
July 23 2023
44x more effective
Rule 1. You need to understand customers, their jobs
and journeys they employ to get them done and how
they measure success
Source: Discovery Vitality 2024
Rule 2… And design modular products, services and
experiences that can be adapted to fit individual
customer’s journeys
Source: Discovery Vitality 2024
Rule 3. But first, you need to identify that the
customer has entered the market, and what they want
from you
Source: Discovery Vitality 2024
Rule 4… Then offer them a personalised proposition that helps
him get their job done better than the alternatives, (and of
course, buy your product)
Source: Discovery Vitality 2024
Rule 5… And orchestrate all the contacts in the
customer's end-to-end buying journey, their
sequencing and flow
Source: Discovery Vitality 2024
Rule 6… The customer will asses the peak, trend and
ending of their buying experience with you (and with
others)
Rule 7… Get it right and you increase the likelihood
that the customer will buy from you again in the
future
Call to Action… inQuba's Journey Analytics will help
you understand what customers want, and its
Journey Orchestration will help you give it to them
Case Study Vitality
CUSTOMER PROFITABILITY PLAYBOOK
CUSTOMERS
REACH THEIR
GOALS
Customers must
progress along the
journey and keep moving
forward and not drop off
along the journey and
not incur unnecessary
costs
PROFITABLE
BUSINESS
Profitable business is
achieved if customers
reach their goals and
either buy new or
additional solutions or
continue to spend on
current solutions.
Equally the customer
journeys needs to
manage costs to
improve profitability
CUSTOMERS
ACT ON
NUDGES
The nudges sent to
customers must both
be read by them and
they need to resonate
with the content to
move them forward in
the journey
CUSTOMERS
RECEIVE
VALUE
The customers must
perceive value in the
solution that is being
offered to them. The
delivery of value to
the customer is a
pre-requisite for
moving forward in the
journey.
CUSTOMERS
PROGRESS
TOWARDS
GOALS
Customers must be
nudged along the
customer journey and
when they do stall, the
right interventions need
to put in place to move
them forward. This may
be digital nudges or
people nudges.
Systemic poor
experiences must also
be improved through
project initiatives
MANAGE
CUSTOMERS
THROUGH
JOURNEYS
Customers must be
targeted and
communicated to, along
a journey. They need to
be identified and tracked
to ensure that they can
be managed on the
journey
Tools
Utilised
REAL JOURNEYS & REAL INSIGHTS
Transactions from
LOB and CRM Systems
Example: LOB or Workflow Records
Quantitative Feedback Qualitative Feedback
Very good!
Charlotte Weaver
Today, 17:40
Wow @TransAtlantic, I’m a little
frustrated by the slow pace of
this claim…
@charlotte99 Today,
15:40
Transactional Emotional
Idle Journey Points
(no further action)
Elapsed Period
CUSTOMER JOURNEY DEFINITION
Start Points
Neutral Points
Drop Off Points
Goal Points
JOURNEY POINT CONNECTORS
Website Clicks and
Ad Links Flowgear
Power Automate
eMail
Communications
Transaction Sources
Batch Transaction
and Event Files
Rest API and
Webhooks
CONTACT MATCHING
• The matching of contacts is summarized as
follows:
– Matching first occurs on the Contact ID
– Where Contact IDs don’t match but there is
a match on another attribute, the Contact
IDs merge
– Where no Contact Attributes can be
matched, a new contact is created
New Data
Contact ID
Matches
Details Updated
(Email, etc.)
Contact ID
Doesn’t Match
Email Address
Matches
Contact IDs
Merged
Email Address
Doesn’t Match
Mobile Matches
Mobile Doesn’t
Match
Facebook/Twitter
Matches
No Social Match
New Contact
Created
Messages matched to the
audience. The right creatives and
tone to drive the right outcomes
3. CONTENT
2. AUDIENCE
4. BEHAVIOURAL
NUDGE TIMING
Messages that are synchronized to the
needs of the customer at that point in
the Journey
Understanding the
Experiential/Emotional state that the
architype is feeling at this point in the
Journey
1. EMOTIONAL STATE
Profiled audience grouped by
architypes to ensure matching of
message and profile
ORCHESTRATION BASED UPON EMOTIONAL CONTEXT
CUSTOMER CONTEXT
Engagement,
activities, goals,
products
Value delivery
perception,
customer
experience, brand
perception
Single View
Personal data
including
demographics,
contact details
Rules driven
cohorts based on
any of the other
data that allows
personalised
treatment
THE POWER OF THE NUDGE
Journey
Start
Neutral
Point
Neutral
Point
Goal
Web Nudge
Call Centre Call
WhatsApp
Chat
WELLNESS PROGRAM
ONBOARDING
USE CASE : HEALTH INSURER
The international leader in healthcare wellness want to ensure that their
customers were actively engaged in their wellness program. The journey
consisted of 4 sub journeys each with a different set of benefits that aims to
drive signup of those benefits.
CHALLENGES
The challenges to overcome included:
• Ensuring active engagement in the program to reduce lapsing of members
• Explaining a relatively complex program to new members and ensuring that the
messagingg was clear and succent.
• Ensuring that the customers were only targeted one set of messages at a time
• Ensuring that there was active engagement from customers in the program through the
use of compelling multimedia
• Making sure that the messaging for any customer takes into account their context and if
they have engaged with the benefit
A solution was crafted to actively engage customers and ensure that they signed up in one of
four benefits.
Poor
Experience
Lost
Revenue
Lack of
Focus
ACTIVE REWARDS JOURNEY
Active Rewards:
Activation Comms
Button
selection
renders a reply
text with same
wording
Embedded URLs behind
each of these buttons
will take respondents to
the Discovery portal
where they will sign-in
and get redirected to the
page specific to each
reply option
Active Rewards:
Reminder for idle
respondents
To be sent 48 hours after the first message if member
has not activated AR
Clickable link
to specified
URL
Active Rewards:
Guidance on earning
reward
Once the benefit is active, send engagement confirming
their activation and offering them guidance on how to
earn their reward
Clickable link
to specified
URL
Active Rewards:
Reminder for idle
respondents
To be sent 5 days after the first idle message if member
has not activated any benefit
Clickable link
to specified
URL
Active Rewards:
Post activation survey
Super easy
Not too bad
Complicated
Super easy
Not too bad
Complicated
Super easy
Not too bad
Complicated
VISUALIZING THE JOURNEY
COMPARING DROP OFFS TO GOAL ACHIEVEMENT
Goal Achievement
Drop Off
ENGAGEMENT REPORTS
UNIQUE ENGAGEMENT PATHS
0
200
400
600
800
1000
1200
1
10
19
28
37
46
55
64
73
82
91
100
109
118
127
136
145
154
163
172
181
190
199
208
217
226
235
244
253
262
271
280
289
298
307
316
325
334
343
352
361
370
379
388
397
406
415
424
433
442
451
460
469
478
487
496
Number
of
Customers
Unique Paths
Unique Engagement Paths
3842
50% of Customers
7774 Total Goals
BUSINESS IMPACT
A very significant increase in engagement
Actuarially proven reduction in lapses
BUSINESS IMPACT
A shift from onboarding to usage
Very granular prompts and incentives to drive
outcomes
Thank you!

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inQuba Webinar Mastering Customer Journey Management with Dr Graham Hill

  • 1. Mastering Customer Journey Management A 45-minute webinar with Dr Graham Hill & inQuba
  • 3. Call to Adventure… Customer-responsive personalisation is up to 44x more effective at driving sales than company-driven communications Source: Koen Pauwels 2023, de Haan, Wiesel & Pauwels 2016 ‘Which Type of Digital Ads Boosts Sales,’ July 23 2023 44x more effective
  • 4. Rule 1. You need to understand customers, their jobs and journeys they employ to get them done and how they measure success Source: Discovery Vitality 2024
  • 5. Rule 2… And design modular products, services and experiences that can be adapted to fit individual customer’s journeys Source: Discovery Vitality 2024
  • 6. Rule 3. But first, you need to identify that the customer has entered the market, and what they want from you Source: Discovery Vitality 2024
  • 7. Rule 4… Then offer them a personalised proposition that helps him get their job done better than the alternatives, (and of course, buy your product) Source: Discovery Vitality 2024
  • 8. Rule 5… And orchestrate all the contacts in the customer's end-to-end buying journey, their sequencing and flow Source: Discovery Vitality 2024
  • 9. Rule 6… The customer will asses the peak, trend and ending of their buying experience with you (and with others)
  • 10. Rule 7… Get it right and you increase the likelihood that the customer will buy from you again in the future
  • 11. Call to Action… inQuba's Journey Analytics will help you understand what customers want, and its Journey Orchestration will help you give it to them
  • 13. CUSTOMER PROFITABILITY PLAYBOOK CUSTOMERS REACH THEIR GOALS Customers must progress along the journey and keep moving forward and not drop off along the journey and not incur unnecessary costs PROFITABLE BUSINESS Profitable business is achieved if customers reach their goals and either buy new or additional solutions or continue to spend on current solutions. Equally the customer journeys needs to manage costs to improve profitability CUSTOMERS ACT ON NUDGES The nudges sent to customers must both be read by them and they need to resonate with the content to move them forward in the journey CUSTOMERS RECEIVE VALUE The customers must perceive value in the solution that is being offered to them. The delivery of value to the customer is a pre-requisite for moving forward in the journey. CUSTOMERS PROGRESS TOWARDS GOALS Customers must be nudged along the customer journey and when they do stall, the right interventions need to put in place to move them forward. This may be digital nudges or people nudges. Systemic poor experiences must also be improved through project initiatives MANAGE CUSTOMERS THROUGH JOURNEYS Customers must be targeted and communicated to, along a journey. They need to be identified and tracked to ensure that they can be managed on the journey
  • 15. REAL JOURNEYS & REAL INSIGHTS Transactions from LOB and CRM Systems Example: LOB or Workflow Records Quantitative Feedback Qualitative Feedback Very good! Charlotte Weaver Today, 17:40 Wow @TransAtlantic, I’m a little frustrated by the slow pace of this claim… @charlotte99 Today, 15:40 Transactional Emotional Idle Journey Points (no further action) Elapsed Period
  • 16. CUSTOMER JOURNEY DEFINITION Start Points Neutral Points Drop Off Points Goal Points
  • 17. JOURNEY POINT CONNECTORS Website Clicks and Ad Links Flowgear Power Automate eMail Communications Transaction Sources Batch Transaction and Event Files Rest API and Webhooks
  • 18. CONTACT MATCHING • The matching of contacts is summarized as follows: – Matching first occurs on the Contact ID – Where Contact IDs don’t match but there is a match on another attribute, the Contact IDs merge – Where no Contact Attributes can be matched, a new contact is created New Data Contact ID Matches Details Updated (Email, etc.) Contact ID Doesn’t Match Email Address Matches Contact IDs Merged Email Address Doesn’t Match Mobile Matches Mobile Doesn’t Match Facebook/Twitter Matches No Social Match New Contact Created
  • 19. Messages matched to the audience. The right creatives and tone to drive the right outcomes 3. CONTENT 2. AUDIENCE 4. BEHAVIOURAL NUDGE TIMING Messages that are synchronized to the needs of the customer at that point in the Journey Understanding the Experiential/Emotional state that the architype is feeling at this point in the Journey 1. EMOTIONAL STATE Profiled audience grouped by architypes to ensure matching of message and profile ORCHESTRATION BASED UPON EMOTIONAL CONTEXT
  • 20. CUSTOMER CONTEXT Engagement, activities, goals, products Value delivery perception, customer experience, brand perception Single View Personal data including demographics, contact details Rules driven cohorts based on any of the other data that allows personalised treatment
  • 21. THE POWER OF THE NUDGE Journey Start Neutral Point Neutral Point Goal Web Nudge Call Centre Call WhatsApp Chat
  • 22. WELLNESS PROGRAM ONBOARDING USE CASE : HEALTH INSURER The international leader in healthcare wellness want to ensure that their customers were actively engaged in their wellness program. The journey consisted of 4 sub journeys each with a different set of benefits that aims to drive signup of those benefits. CHALLENGES The challenges to overcome included: • Ensuring active engagement in the program to reduce lapsing of members • Explaining a relatively complex program to new members and ensuring that the messagingg was clear and succent. • Ensuring that the customers were only targeted one set of messages at a time • Ensuring that there was active engagement from customers in the program through the use of compelling multimedia • Making sure that the messaging for any customer takes into account their context and if they have engaged with the benefit A solution was crafted to actively engage customers and ensure that they signed up in one of four benefits. Poor Experience Lost Revenue Lack of Focus
  • 24. Active Rewards: Activation Comms Button selection renders a reply text with same wording Embedded URLs behind each of these buttons will take respondents to the Discovery portal where they will sign-in and get redirected to the page specific to each reply option
  • 25. Active Rewards: Reminder for idle respondents To be sent 48 hours after the first message if member has not activated AR Clickable link to specified URL
  • 26. Active Rewards: Guidance on earning reward Once the benefit is active, send engagement confirming their activation and offering them guidance on how to earn their reward Clickable link to specified URL
  • 27. Active Rewards: Reminder for idle respondents To be sent 5 days after the first idle message if member has not activated any benefit Clickable link to specified URL
  • 28. Active Rewards: Post activation survey Super easy Not too bad Complicated Super easy Not too bad Complicated Super easy Not too bad Complicated
  • 30. COMPARING DROP OFFS TO GOAL ACHIEVEMENT Goal Achievement Drop Off
  • 33. BUSINESS IMPACT A very significant increase in engagement Actuarially proven reduction in lapses
  • 34. BUSINESS IMPACT A shift from onboarding to usage Very granular prompts and incentives to drive outcomes

Editor's Notes

  1. Example solution screens (hinting at product existence now..)
  2. FNB USE CASE