Personalisation paper

Personalisation
Henley Centre for
Customer Management
Aly Richards
September 2016
www.hccmsite.co.uk

This paper is produced by Aly Richards for Henley Centre for Customer
Management members.
There is no restriction on copying provided that the statement of copyright
and identification of source is retained on all subsequent copies.
This is not a research paper, it is a practical guide to getting started with
Personalisation. As such, there are no case studies in this paper.
Copyright © TIMI Exchange Ltd August 2016
All rights reserved.

What do we mean by personalisation?
Personalisation
According to Wikipedia “Personalised marketing, or one-to-one marketing, is a marketing
strategy by which organisations leverage data analysis and digital technology to deliver
individualized messages and product offerings to current or prospective customers.”
Sounds simple enough. Wikipedia, by its nature, needs to simplify and as you probably al-
ready know, it is more complicated than that. This is because there are many variations of
how you do the personalisation, what you personalise and through what delivery mecha-
nism. But we can break it down into more approachable chunks -
Content
We can “personally”
address our recipient
- “Dear Mary”.
We can curate and deliver
content that meets Mary’s
needs or help her get start-
ed on a journey.
We can build structured
content journeys that cre-
ate a personal experience.
We can deliver content
to Mary no matter what
channel she is in.
We call this
Next-Best-Content.
We can track the journeys
being “travelled” to under-
stand our marketing funnel.
Offers
We can use statistical pre-
dictions to understand
Mary’s behaviour and find
her the right offer.
We can use real-time de-
cision engines to re-con-
figure propositions to meet
the specific needs of Mary
by understanding her cur-
rent context.
We can “bundle” offers
that make a better propo-
sition for Mary.
We can apply rules in re-
al-time that determine if
Mary is eligible for our offer
or not.
Actions
The actions that we take
are more than just the de-
livery of sales and market-
ing messages. We can also
take action to retain a cus-
tomer, deal with a risk, or
personalise a service.
We can “matrix” these
strategies as a series of pre-
dictions to determine what
is the best action that we
should take now. If there
is a credit risk, for exam-
ple, that might take priority
over a sales message.
We call this
Next-Best-Action.

What Personalisation should I do?
Personalisation
When considering what to do when it comes to Personalisation you can take one of two
approaches to it; “top down or bottom up”.
A top-down approach would look at your marketing goals and design an engagement
strategy that helps you achieve these goals. An engagement strategy considers the au-
dience first and designs journey maps that will purposefully take your audience towards
your goals. With this approach, you can then discover the moments of truth for your cus-
tomer where personalisation should be applied. This, in turn, will determine the channels
and tools that you need to achieve that personalisation.
With a bottom-up approach, you might consider channels or tools first. For example, you
may decide to implement campaign automation. Many companies have taken this ap-
proach and have ended up with communication silos as each tool makes its own rules.
This is not a particularly customer centric approach but it will deliver some business results.
By taking the engagement mapping approach, for example, you will set out your con-
tact strategy before you start building campaigns and therefore avoid miscommunica-
tions. (If your organisation has taken this approach, it is not too late to fix it, you can build
engagement maps and then integrate them across your existing landscape.)
As the adage goes, the whole is greater than the sum of the parts, so top down overall is
a more effective approach to take.

What does Customer Journey Mapping involve?
Personalisation
A good trend is one that simply identifies something that
has always been happening. Customer Journey Mapping
(CJM) fits that bill. Your customers have always been go-
ing on journeys. The fact that we have only now started
to properly map those journeys is quite astonishing when
you think about it. CJM is an evolution of CRM and al-
though the conceptual underpinnings of CRM are hard-
ly questioned, the implementation challenges are enor-
mous, as is evidenced by commercial market research
studies.
Did you know that approximately 70% of CRM projects
result in either losses or no bottom-line improvement in
company performance (Gartner Group)? That is a very
shocking number when you consider how much has been
invested in CRM implementations over the last 15 years
or so.
Your next question will be probably be “Why?”
As marketers we have a myriad of challenges and choic-
es to make in order to optimise and get the best results
from our efforts and it can feel like we are operating in
a world of rapidly diminishing returns for our marketing
budgets. The latest solution to be found within CRM and
digital marketing is Customer Journey Mapping (CJM).
Like many solutions that claim to be new, it has been
around for a while but it has recently taken on a very
specific meaning around digital journeys and therefore
has become yet another technical solution to what is ac-
tually a much more human challenge. Technology can
be intoxicating though and distract us from the real chal-
lenges because it can help us advance and enable us to
do lots of clever stuff. There are downsides from adding
more and more patches to fix or take advantage of a
new situation though.

Personalisation
As a result of this increasing complexity, you may be
experiencing…
• Internal silos that are causing inefficient and inef-
fective communications. This may be leading to du-
plication, increased costs, annoying your customer
and could be increasing churn.
• A need to get more out of our existing platforms –
they are not working together and therefore you are
miscommunicating with your customers and proba-
bly delivering bad experiences.
• Every channel seems to be creating its own market-
ing plan with its own objectives.
• Marketing to sales conversion rates are declining
and your audience is disengaging with you.
• There is a lot of complexity to what you are doing
which is causing confusion as to who is saying what
to your customers.
But, you are still expected to deliver on commercial re-
sults.
And whilst there are point solutions for many of these
challenges it is difficult to find a unifying solution – a
theory of everything for marketing. Applied properly,
and not just as a technical “patch”, Customer Journey
Mapping provides a solution for these challenges and
creates a unifying strategy for marketing and an ap-
proach to determine what personalisation is required.

The Definition Debate
Personalisation
There is a lot of confusion and disagreement over what a customer journey actually is. So
let’s start with a basic definition of Customer Journey Mapping:
“A customer journey map is a framework that enables you to improve your customer ex-
perience. It documents the customer experience through their perspective helping you
identify areas for improvement.”
How brands currently do this is to use data and insight on what customers are doing (be-
haviour analysis) to create great digital journeys for customers. Generally though these
journeys are used for UX design so that it is more about speed of the process and making
sure that the path to the sale is as swift and simple as possible for the customer. None of this
is bad and we have all had much better experiences as a result of a brand doing this. But
this approach is more about increasing conversion of the small number that make it to your
website rather than ensuring more of your audience make it there in the first place.
Its shortcoming is its failure to consider the entirety of the customer’s journey and while
it feels customer-centric, it is not necessarily considering all their needs. The weakness of
current thinking around Customer Journey Mapping is that limiting it to the UX experience
completely misses the point about customer engagement. The customer engages with
the brand, not an aspect of the brand in a single channel. As such, if a mature customer
journey map is going to take the audience on a complete end-to-end journey from their
initial needs-based thinking and research all the way through to purchase, receipt of prod-
uct/service and beyond, then it is vital that we both minimise the risk of losing the customer
along the way and that we stay consistent in how we are engaging and communicating
with the customer. This is why a true customer journey must be mapped across all customer
touchpoints which means that it must stretch beyond just the marketing and digital func-
tions.
A customer journey map is a framework that
enables you to improve your customer experience.
It documents the customer experience through their
perspective helping you identify areas for
improvement.
“
”

But what really is a customer journey?
The best way to think of a customer journey is by considering firstly the content that the
customer needs to consume for both their decision making process and becoming a
customer and then secondly the content you need them to receive when they are
experiencing your brand or product. This is because every step of their buying process
involves the consumption of some form of content, be it the content they need when
initially researching through to the content they need when actively considering your
product or service, through to the content they receive from you post-purchase.
Having such a complete view of the customer journey allows you to step back from pro-
cess and UX and consider the actual psychological buying journey of the customer and
what they will actually read, watch, view or, in the case of your call centre, hear as they
progress through the journey. It should be noted that this is a much broader definition
of content than perhaps you are familiar with and it is not restricted to brochures, blogs,
websites and so on, but is any communication that the customer consumes including,
for example, call centre scripts.
Because of this expanded view of the journey we refer to an “audience engagement
strategy” when building our customer journey maps; in other words, the wider approach
that will see every customer engagement touchpoint integrated around a unifying strat-
egy. Therefore, it does not matter whether you as the customer have called in through
the contact centre, responded to a piece of e-mail marketing, engaged through social
media, or simply watched an advertisment on television, your single journey with the
brand will be governed by a single audience engagement strategy defined by your
journey maps. By implication though, it means that all these moving parts of your organ-
isation – systems, processes and people - will be involved to some extent with the Cus-
tomer Journey Mapping process.
This is more than simple semantics, this is an entire approach that will transform the
organisation into one that is truly customer-centric in deed and not just word. But, for a
customer journey map to work for your company, you must first have a clear under-
standing of what your goal actually is.
Personalisation

Personalisation
Defining your maps is about how you align the target objective of your audience – i.e. to
satisfy a need or desire – with your own commercial objective – i.e. to sell your product
or service to that target audience.
What should, therefore, be clear is that this is not the same as your sales cycle. A custom-
er journey map is about their journey. Such journeys are not linear and are very personal.
In other words, a customer’s journey is highly unlikely to follow the nice straight lines of
your sales cycle or funnel definition and instead each person will take a different route
and undergo different decision-making processes. The customer journey maps, when
combined, are about creating a matrix of storylines so that an individual could start an-
ywhere within the process and end up engaged with you, potentially buying your prod-
uct if that is your desired business outcome.

CUSTOMER JOURNEY MAPPING OVERVIEW
At this point you are probably thinking that this sounds great but how do you make it a reality as
non-linear, personalised journeys sound extremely complex to deliver in their own right let alone con-
sidering the complexity that already exists in our organisation. However, the reality is that
customer journeys can be broken down into bite-sized chunks that will enable you to slowly bring on
board each of your channels and communications silos. It begins, as you might expect,
with the audience…
PERSONAS
The most important part of any customer journey is your audience. Personas are
ways of understanding your audience based on key behaviours and preferences.
Unlike segments which focus solely on demographics, personas focus on behaviour
CATALYSTS
Every journey has to start somewhere and we call these starting points the
catalysts. In other words, what are the events/reasons that start our
customer on their journey
INTENT
Understanding the intent of our customer ensures that we are providing a
journey that resonates with their actual decision-making process instead of
being aligned with your sales process
MARKETING ENGAGEMENT
All act one elements of the journey consist of all forms of marketing engagement
with your audience, which includes PR, Above the Line, Print, Social Media,
Websites, Blogs, SEO, Display/Digital avertising and outbound email campaigns
ACT 1
SALES ENGAGEMENT
Engagment Mapping allows us to join our marketing engagement with our sales.
Most businesses do a great job at the awareness piece in marketing and do very
well in refining their sales process either in person or via their website. Customer
Journey Mapping allows you to join your marketing engagement with your sales
ACT 2
CUSTOMER ENGAGEMENT
Once customers have purchased something from a business they typically start
a customer journey that is completely detached from the journey that got them
there in the first place. Customer Journey Mapping ensures that the customer’s
journey is connected, increasing satisfaction and upsell opportunities
ACT 3

Personas
Personalisation
The key to success is your audience and so it is there that we must begin; and this, of
course, throws up a mountain of challenges. For a start you will always have multiple au-
diences and purists will argue that every single individual person is a unique audience.
They may be right in theory, but the practical delivery of such a one-to-one marketing
approach makes it largely untenable unless you happen to be a hyper-focussed B2B
brand. For any other company it is about bundling your audiences together into logical
persona groups.
You will note that we have used the neutral term ‘persona groups’ not ‘segments’. Yet
again this is not semantics, this is about breaking with some of the bad habits of most ex-
isting marketing strategies. Most traditional segmentation fits criteria that has only limited
bearing on a customer journey. Rather than comparing and contrasting, let us outline
what we are looking for when defining a persona grouping: What are their interests and
needs? What do they care about or kept awake thinking about? Who do they listen to,
respect and turn to as influencers? What are their actual buying intents?
You can probably see that questions such as these (and there are many more) are
quite different to standard approaches to segmentation, although there are still some
basic things we need to know such as what do they read, watch and consume? How-
ever, such insight is only the start of the audience insight process. It needs be layered
on top with some attitudinal understanding that will allow us to, ultimately, understand
their personas.
CATALYSTS
Every journey has to start somewhere and we call these starting points the catalysts. In other
words, what are the catalysts that start your audience on their journey. We simplify this by put-
ting this in the audiences’ voice. For each catalyst that you can think of it should be phrased as
follows “I need to…” and then create your catalyst. For example, I could be looking to replace
my car therefore my catalyst would be “I need to buy a new car”.
(It should be obvious at this point, but just in case; this is your audiences’ catalyst and start point
and that is not where they start your process or enter your website.)

INTENT
Personalisation
Understanding the intent of your customer ensures that you are providing a journey that
resonates with their actual decision-making process. Again we simplify this by putting
this in the audiences’ voice. For each buying intent that we want to define it should be
phrased as “In order to…” and then create your intent phrase. In the above example it
could be “In order to cater for three children”.
The catalyst and buying intent can then be put together to create a specific journey
map: “I need to buy a new car in order to cater for three children.”
The number of catalysts and the number of buying intents determines the actual variety
of journeys your customers could be on.
Why are the catalysts and intents so important? Put simply, if you do not identify these
two key data points then you cannot create the variety of content that your audience
will relate to. Think of yourself as that new car buyer who needs to comfortably seat three
young children in their new vehicle. If you, as a car manufacturer, only provide content
about speed, efficiency, off-road capability and so on, then you will not be relevant to
this particular target audience. Produce content about how easy it is to get three chil-
dren’s car seats in the back, how easy it is to clean the seats, power up their tablets and
so on and so forth and you are considerably more likely to not only keep the audience
engaged but actually progress them on the customer journey.
Even more importantly, by tracking their
content consumption, you can stay rele-
vant throughout their journey. Whether they
go into the dealership or receive post-pur-
chase comms from you, it can always refer
back to these sort of content insights and
therefore ensure that you are staying con-
textually relevant to your customer.

THE CUSTOMERS JOURNEY
Marketing
Engagement
ACT 1
ACT 2
ACT 3
Sales
Engagement
Customer
Engagement
Ordinary World: Our car buyer has recently expanded his family
and now has three children. His current car is getting a little old
and tired and things are getting a bit cramped when they all go
out for a trip together. Thoughts start to turn to replacement and
so the online research begins.
Call to Action: As his research progresses, he starts to drill down
on people carriers.
Resistance (fear, uncertainty and doubt): As the implications of
the cost and losing his saloon car become real he experiences
fear, uncertainty and doubt (the FUD factor).
Proof: If you want him to continue on his journey then proof
that the people carrier is a good driver’s car is also needed
while also convincing him that it is the only logical solution to his
cramped car issue.
Threshold (buying threshold): Our man is persuaded to consider
taking a test drive in a people carrier.
Consider: Now it is time for a full on investigation and considera-
tion of what/why and how a people carrier would suit their needs
as a family better.
Compare: He now reviews the different makes and models to de-
termine which the best one for his family is.
Receive: Delivery day, that new car smell!
Experience: Time for a day trip with the whole family, bikes on the
back and big picnic all packed. What a great day out! Loads of
room for everyone and everything. But how are you going to keep
him engaged with your brand? This is more than just checking to
make sure the car is OK but making sure that it is meeting the reason
he bought the car in the first place – is it suiting his family needs?
Acknowledge: As time progresses you cannot just leave it to your
customer to acknowledge the wisdom of his buying decision. If you
want to retain his loyalty or, depending on your product or service,
set him up for cross-sell or up-sell, then you need to be continuing
that content engagement. But whatever content you provide must
not lose sight of what you know about his purchasing journey or you
risk losing your relevancy.
Advocate: Do you have a loyalty scheme you need to get him in-
volved in? Can he proactively advocate around your product,
service or brand? When you are looking at advocacy it is more than
just retaining the customer or selling more, it is about making a
customer for life who can also help you commercially.

CREATING ENGAGEMENT MAPS
Once we have the basic structures we can start to build maps for each of our
goals:
For each part of the journey we can define the content and the experience that
we want to create for the customer. The journey maps that we define here be-
come the “living” documentation for the customer engagement strategy. Being
“alive” is the key point to note here; the maps should not simply be a nice exer-
cise that we do and then we put on the shelf never to be referred to again. They
should be used to constantly define the content that is needed to support every
aspect of the journey. As such, the customer journey mapping goes beyond mere
documentation and should also support ongoing improvements and changes
by closely monitoring performance against the maps. It is by implementing “live”
maps that we will be able to prove a return on our investment for the different ex-
periences, activities and content that we create. It is also through the maps that
we can determine where we need to add personalisation.
At the beginning we talked about the many challenges that you as a marketer
may be faced with at the moment and we put forward the idea that Customer
Journey Mapping was a solution to this problem. You should now be able to see
that the logical approach is to put customer journey maps in place that support
the customers’ entire journey. These maps then help you to produce content so
that it is about satisfying your audiences’ needs prior to any decision-making and
through the whole decision-making process, keeping them engaged. If you can
support your customer throughout their entire journey you will not lose them and
they are far less likely to wander off somewhere else to meet their needs.
If you build the maps to span your channels and communications silos as we sug-
gest then you will address the issues of miscommunication that will in turn lead to
better commercial results and a better return on your marketing investments.
Personalisation

Big Picture
Personalisation
Designing “live” engagement maps means that we then need to integrate them
with all our other communications activity and technologies. The detail of the
integration and the points at which you apply personalisation will vary based on
the technologies that you have implemented or that you are planning to imple-
ment. The following “plumbing” diagram gives and overview of what the major
components are and how they fit together.
The next decision that you will be considering is what tools to use and how so-
phisticated does it need to be? There is a spectrum of functionality and com-
plexity that you can look at...

What is the spectrum of functionality and
complexity when it comes to Personalisation?
Personalisation
With a “what” there is then always a “how”. The “how” in the case of personalisation
can be very simple such as applying a rule, or it can be very complicated mathemat-
ics and scenario testing to determine the best action to take. This, therefore, creates a
spectrum of complexity and functionality with the tools that are available. The following
diagram gives an overview of what functionality exists and as you move more to the
right the nature of the personalisation gets more complex. As you might expect, the
more you get to the right the more expensive these tools are!
Note of caution; marketing technology is a very fast moving space with new ideas and
techniques emerging all the time, this diagram is therefore only correct at time of going
to press!
The following list describes each of these capabilities to clarify functionality and the dif-
ferences between each.

Personalisation
Rules
Generally ‘If, then, else’ test type statements that will guide a process. The tests are gen-
erally against statistic attributes or can be responses to questions. There is no insight and
therefore little flexibility in managing a conversation. Useful for processes were the out-
comes are of a fixed nature.
Predictions
Statistical predictive models built by looking at trends in data to find patterns. The model
is then a mathematical formula that customer data can be applied to in order to give
a score or a prediction of how likely a customer will exhibit a behaviour. The models can
be applied to targeting for example, within campaign selections. Campaign tools can
generally only use one model for a particular selection. Predictions are used by both re-
al-time marketing and real-time decisioning in different ways.
Real-time Marketing
Applying models and creating a campaign that is not executed outbound, it sits and
waits for the customer to turn up and then is presented to the customer on the inbound.
It is not context sensitive meaning that it is not optimized to what the customer just said. It
is broadcasting on a one-to-one basis! The real-time part is that it is presented in real-time,
but there is no processing done in real-time. It should be noted, that this will produce rea-
sonable results for a lot of organizations.
Real-time Decisions
Models are scored in real-time when the customer interacts (any channel). Multiple mod-
els can be ‘fired’ and matrixed together with business rules in order to be reactive to the
customer’s responses. A bi-directional negotiation is possible allowing for bundling and
deals to occur that are specific to the customer.
Next-Best-Content
Customer journeys are planned and delivered through Engagement Maps. The content
decision engine tracks the audiences journey in order to determine what content to serve
next and where (channel) to serve it in order to drive the person towards the goal.
Optimization
Generally applied to campaign management, allows the campaign manager to opti-
mize which campaigns a customer would receive based on the optimization that they
specify. This could be the budget that they have, response rate or revenue for example.
Management Support Tools
These are tools that provide support for management to make better business decisions,
things such as scenario planning for media spend. They don’t affect the one-to-one inter-
actions with customers. As such they are used more for efficiency purposes as opposed
to revenue generation.

What goes where?
Personalisation
You may be feeling a little confused at this point as we now have customer journey maps
and we have personalisation technologies and it is not clear where everything fits. The
following marketing technology “stack” diagram is drawn against the customer journey
framework we have described above. From this you will then be able to chose which
technology suits your business for each area. Unfortunately, there is still not one platform
that can do it all despite the claims of many vendors! This is why you need the journey
maps as the way to tie it all together.

Summary
Personalisation
The apprached proposed here is to map your customer journeys, create content to sup-
port those journeys and then identify where you need to personalise within those jour-
neys. Once that is all identified you can chose what personalisation you need and how
you could execute it.
Customer Journey Mapping (CJM) is therefore at the core of this approach. When Cus-
tomer Journey Mapping is done effectively the sorts of benefits you can realise as a busi-
ness are:
The ability to engage customers through their entire
journey (and increase lead volume).
Almost all consumers now perform a large amount
of their buying journey online doing initial research,
reviewing social media comments, looking at pro-
fessional reviews, user reviews, websites, product
demos, etc. Typically, all of this research is done via
google, which brings up a myriad of different sites
each with their own biases in influencing the audi-
ence in some way. But what if you mapped out all of
this content and created it so that it was all available
on your own content hub and online properties?
Customer Journey Mapping allows you to do just that
by mapping out all the key pieces of information
your audience will need and informs when to serve
it to them to move them along their journey. Using
this approach means your audience does not have
to go elsewhere to find all the information they need
as it is one place, meaning you do not lose them.
When your audience can have their entire journey
with you without the need to go elsewhere, it allows
you to capture data on your audience engagement
throughout their whole journey and understand them
better, but more importantly you get influence them
towards your commercial goal. This ability to main-
tain your audience brought about by CJM then in-
creases your volume of leads moving through to your
commercial goal, improves your search ranking as
you have more of the content your audience wants,
which ultimately makes you more profitable.

Summary
Personalisation
The ability to improve internal alignment
Almost every business suffers from internal silos. This is where different parts of the busi-
ness who all have responsibility in communicating with customers in some way, are not
aligned and instead behave based on their own department/siloed objectives. The so-
cial team for example may be measured on how many views, likes or shares they can
get but not on what the audience do after they have engaged on social media. The
campaign team are measured on open rates and click through rates but then do not
really care where the audience go after they have clicked through. The web team are
measured on the number of website hits and bounce rates… you get the idea. With all
of these silos operating independently of each other yet all of them communicating with
the customer, this results in a disjointed and often conflicting journey for the customer
with lots of comms and content duplication. By mapping your customer’s buying journey
and using this as the backbone for all of the individual silos to organise around (i.e. the
customer which is the shared point of interest), will mean all communications are lined
up, each team knows their role in the customer journey and as such can eliminate dupli-
cation, reduce cost and improve customer satisfaction.
To attribute marketing spend to sales
Often seen as the marketing nirvana by many, being able to attribute sales to marketing
activity is vital for any modern business. Whilst digital has enabled better tracking, data
privacy laws and an explosion in new digital channels has in fact made attribution hard-
er than ever. This is why you get the ‘last click attribution’ effect where literally the last
thing the customer clicked on before the sale is recorded as the cause of sale without
knowing what other comms influenced the customer prior to this. However, by effectively
mapping your customer journeys from initial marketing engagement through to sales en-
gagement and then on to post sales engagement, you will be able to track where and
when your customer engages along each map. This will then allow you to easily see what
elements of the journey contributed in moving an audience through to sale, empower-
ing you as a marketer to see where you should focus your attention moving forward and
what your audience needs to help them move along on their respective journeys.

Summary
Personalisation
To predict future sales
With the above in mind in terms of being able to attribute marketing activity to sales ac-
tivity through customer journey mapping, it will also enable you to predict future sales. If
you map out all of your customer journeys and track their progress along them you will
be able to see clearly which journeys, comms and content are most relevant to your au-
dience, which has the highest level of conversion and what the typical conversion levels
are for each journey. As time progresses this data will improve and allow you to see that
if you invest in a certain part of the journey to generate more leads, then based on your
journey conversion rates, will lead to X number of sales. For the first time businesses will be
able to predict with a great level of accuracy their marketing spend against sales deliv-
ered and future sales performance based on marketing expenditure.
In summary: Customer Journey Mapping is crucial for every modern marketer.
Customer Journey Mapping (CJM) is much more than defining a user experience. CJM
is where you define the audience’s buying journey from their perspective and not your
own. Doing so allows you to provide them with the content and communications they
need to move along a personal, seamless and joined up journey that moves them ever
closer to your commercial goal. When done effectively it will provide a benefit to your
customers as you have helped them find a solution to their problem in an efficient and
helpful way. At the same time it will align your internal siloes and increase the number of
customers created. This will also enable you to predict future sales and ultimately achieve
the marketing nirvana of attributing marketing activity directly to sales.

Personalisation paper

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