Module 3 Adapative Customer Experience Final


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  • The consumer need to be “connected” is stronger than ever.And in a virtual world that “connection” is satisfied and enabled by the internet and social media – where consumers are turning at unprecedented rates. At the same time, our businesses are under more scrutiny than they’ve ever been – by our governments, and by the consumers themselves. Organizations are fighting to maintain their brand health and to keep pace with how fast information travels online. Brands are literally built and taken down over night. And the power of the consumer is greater than it has ever been with the internet and social media being the world’s largest “global soapbox” from which consumers are talking.
  • 1.5 B people around the globe are online with 600,000 of them on social media. Social media is big and ubiquitous. And lest we think this is an activity which is unique to our nieces and nephews… it’s happening across all demographics and age bands with the 35+ group being one of the fastest growing demographics, in fact. From choosing a hotel on the other end the planet, through to getting input on which doctors to go so and politicians to vote for, consumers are turning to social media at unprecedented rates to shape their decisions. Consumers are putting less stock in what companies say about themselves, and asking their ‘friends’ and networks what they think before they act, and before they buy. And that rather public evaluation of our brands has the ability to impact our brand health more than it ever has. So, if the real brand sentiment regarding our companies is “out there,” how do we get our arms around the data and tap into it? The answers are in the data….
  • When we think social media often the first thing that comes to mind is “facebook” and “twitter,” but social media is much broader than that. Social media essentially is a category of online media where people are talking, participating, sharing, networking, and bookmarking online.It can range from wikis to blog platforms to video platforms. When SAS says social media, we mean the sum of all social mediums that is out there. We define it that way because consumers today aren’t restricted to one vehicle or platform. They interact where they interact. And for business people the natural question becomes, how do I tap into the full range of what is being said to better understand the forces affecting my business and the opportunities for improvement?
  • - accessing open sourced "bad word lists" "common spam phrases and sources" (e.g. coupon chatter)need to track rule changes so people can report on it... audit trail...only admin users allowed
  • Address the consumer’s service issues and questionsMitigate or respond to negative comments or threatsReinforce a customer’s positive sentimentBroadcast comments to other customersReward with offersFacilitate customer consideration process e.g. consumer comparing hotel options for a vacation
  • Module 3 Adapative Customer Experience Final

    1. 1. Real-Time Analytics & Attribution
    2. 2. • Noah Powers – Principal Solutions Architect, Customer Intelligence, SAS• Patty Hager – Analytics Manager, Content/Communication/Entertainment, SAS• Suneel Grover – Solutions Architect, Integrated Marketing Analytics & Visualization, SAS – Adjunct Professor, Business Analytics & Data Visualization, New York University (NYU)
    3. 3. The Digital Self
    4. 4. Module 3Adaptive Customer Experience
    5. 5. Adaptive Customer Experience Marketing Decisions Customer Experience Analytics Customer Experience Targeting & Personalization Social Media Analytics Case Studies Information Management & Analytics ERP CRM EDW Online Social Other Data Sources
    6. 6. Current Industry Perspectives
    7. 7. Customer Experience Management“A solution that enables the management and delivery of dynamic,targeted, consistent content, offers, products, and interactionsacross digitally enabled consumer touch points."
    8. 8. “The Emergence Of Customer Experience Management Solutions”Delivering Cross-Touchpoint Customer Experiences Drives Need For New Capability © 2011, Forrester Research, Inc. Reproduction Prohibited
    9. 9. “The Emergence Of Customer Experience Management Solutions”CXM-Driven Sites Represent A Very Different Site Management Paradigm © 2011, Forrester Research, Inc. Reproduction Prohibited
    10. 10. “The Emergence Of Customer Experience Management Solutions”CXM Solutions Will Emerge From The Convergence Of Many Solution Categories © 2011, Forrester Research, Inc. Reproduction Prohibited
    11. 11. “What Does The Web Analytics Industry Want To Be When It Grows Up?”Web Analytics Supports Marketing © 2011, Forrester Research, Inc. Reproduction Prohibited
    12. 12. The Challenge Of Traditional Web Analytics Enterprise digital measurement has been driven by two major trends: 1. The use of tags to collect user behavior  Time consuming, difficult, and cumbersome  Not a typical IT activity 1. The reliance of SaaS vendors to provide aggregated reporting for digital marketing  Lack of deep data access  Little or no ability to perform advanced analytics “Both of these trends are at crisis point in 2012.” 12 Copyright © 2011, SAS Institute Inc. All rights reserved.
    13. 13. What We Hear From Clients Partner: Adobe Omniture, WebTrends, etc.  No real-time data options  1-2 day data access delay Web Behavioral Data for ARPU & Churn  Current State: Page view level » “Data structure is challenging…not traditional DBMS” » “Not receiving level of detail appropriate for predictive modeling” » “Proactive marketing limited by web data availability” Constraints 13 Copyright © 2011, SAS Institute Inc. All rights reserved.
    14. 14. Problems Create Opportunity Opportunity #1 Opportunity #2 Opportunity #3 Ability To Collect Pre-Processing Data Leveraging Adv. Analytics& Own Granular Data For Marketing & Analytics & Marketing Automation 14 Copyright © 2011, SAS Institute Inc. All rights reserved.
    15. 15. Business Challenge Themes1. How can we improve our time-to-readiness?2. How can we reduce the amount of time needed to stitch together online & offline data? Opportunity #1  Web Behavior Table: ~ 1 day lag  Data Warehouse Load: ½ -1 day lag Ability To Collect& Own Granular Data 15 Copyright © 2011, SAS Institute Inc. All rights reserved.
    16. 16. Web Behavior Daily Table Extracts Opportunity #2  After ~2 days has passed…  Data is still not ready 1. Raw state 2. Need to roll up to session, visitor and Pre-Processing Data subscriber levelFor Analytics & Marketing 16 Copyright © 2011, SAS Institute Inc. All rights reserved.
    17. 17. Remember - Where We Want To Get To… CRM Data Enrichment Data Integrated Marketing Data Table (Customer ID, 12345) (Name, John Smith) (Gender, M) (Age, 42) (Life Stage, FL) (HH Income, 75K-100K) (Children Ind, 1) (HH Education, College) (HH Value Score, Above Avg) (CC Propensity, 0.57) (Visit Recency, 12) (Session Count, 7) (Session Avg. PV, 4) (Engagement, High) (Content Goal, 1) (Sticky Goal, 0)Online History Data (Session Affiliate, Org Search) Current Session Data 17 Copyright © 2011, SAS Institute Inc. All rights reserved.
    18. 18. Digital DataCollection Process 18 Copyright © 2011, SAS Institute Inc. All rights reserved.
    19. 19. Dynamic Data Collection Global Tagging: Collection at the browser level by adding one insert, that never changes, to each page of your site: <SCRIPT language="JavaScript"type="text/javascript“src=“…………….."></SCRIPT> Dynamic content recognition  Automatic collection of ALL activity (Subscriber or Anonymous)  Highly accurate granular data - timed to the millisecond Dynamic collection rules  Choose to collect the level of detail to meet your PII Policy 19 Copyright © 2011, SAS Institute Inc. All rights reserved.
    20. 20. Real-Time Data Capture 20 Copyright © 2011, SAS Institute Inc. All rights reserved.
    21. 21. Stitching Web Sessions Together Customer (name, email, account id, etc.) Visitor (Digital ID) Visitor (Digital ID)Session 1 Session 2 Session 1 3 Session 2 4 Session 3 5 21 Copyright © 2011, SAS Institute Inc. All rights reserved.
    22. 22. Digital DataTransformation ProcessFrom Data to Decisions: ~80% Data ~20% AnalysisAccess/Preparation 22 Copyright © 2011, SAS Institute Inc. All rights reserved.
    23. 23. Transform: Data Pre-Processing Pre-built data preparation processes (i.e. automation) Configurable rules which can be operationalized, monitored, and adapted over time  Data integration with online (real-time or batch) and offline data streams focused on the individual » Log in info and/or PII data defines match key 23 Copyright © 2011, SAS Institute Inc. All rights reserved.
    24. 24. Transform: What’s Possible? Goals Achievement Campaigns Promotion AnalysisUnderstand what is driving Improve understanding of Understand the effectiveness ofvisitors to achieve specific goals marketing attribution and promotional / merchandisingduring their visit effectiveness content within digital property Transaction Analysis User Type Analysis Form Analysis Understand multi-step Understand how people arrive Which forms are used, problem processes including drop out and see the value of what they fields, entered data, time to rates, completion rates, errors, do through behavioural scoring complete, and abandonment etc. rates Content Analysis In-Site Search Which areas attract what types How visitors use in-site search? of visitors? Where they leave How successful they are finding from? How long do they stay? content, products, and services? 24 Copyright © 2011, SAS Institute Inc. All rights reserved.
    25. 25. Transform: Batch 25Copyright © 2011, SAS Institute Inc. All rights reserved.
    26. 26. Transform: Real-Time 26Copyright © 2011, SAS Institute Inc. All rights reserved.
    27. 27. Post Transformation Customer Visitor (Persistent Cookie) Session (Session Cookie) 27 Copyright © 2011, SAS Institute Inc. All rights reserved.
    28. 28. Advanced Analytics 28 Copyright © 2011, SAS Institute Inc. All rights reserved.
    29. 29. What’s At Stake?ANALYTICS TEXT ANALYTICS Finding treasures in unstructured dataFORECASTING like social media or survey tools that could uncover insights about consumer sentimentLeveraging historical datato drive better insight intodecision-makingfor the future BUSINESS INTELLIGENCE OPTIMIZATION Analyze massiveDATA MINING amounts of data in order to accuratelyMine transaction databases identify areas likely tofor data showcasing patterns produce the mostbeneficial to marketing profitable results STATISTICS 29 Copyright © 2011, SAS Institute Inc. All rights reserved.
    30. 30. Digitally Enhanced Analytics Decision Trees Survival Analysis(Bootstrap Forests/Boosting) (Retention / Churn) Two-Step Models Clustering Association / Sequence(Proprietary Segmentation) (Acquisition / Cross-sell) 30 Copyright © 2011, SAS Institute Inc. All rights reserved.
    31. 31. Remember - This Is What You WantProbability scores are the output of predictive models, and are an essential ingredient to making data driven decisions © 2011, Forrester Research, Inc. Reproduction Prohibited
    32. 32. Let’s Imagine A Real-TimeIn-Session Use Case…. 32 Copyright © 2011, SAS Institute Inc. All rights reserved.
    33. 33. DMA Prospect: Acquisition Explores Registration & Returns Back ToProspect Visits Website Partially Completes Home Page ? © 2011, Forrester Research, Inc. Reproduction Prohibited
    34. 34. Application For Real-Time Prospecting Prospect Returns To Explores Registration Home Page On Line Behavior Personalize Website Personalize External Create Real-Time Trigger Advanced Analytics & ExperienceExperience (Re-Marketing) (In-session) Business Rules DMA Register & 2012 Save $500 Register Now © 2011, Forrester Research, Inc. Reproduction Prohibited
    35. 35. Imagine The Opportunity For Relevant & Creative Execution That The DMA Could Leverage With Returning Conference Attendees… © 2011, Forrester Research, Inc. Reproduction Prohibited
    36. 36. Real-Time Triggers & Content Personalization Register & Save $500 Trigger Rule © 2011, Forrester Research, Inc. Reproduction Prohibited
    37. 37. The Interactive Advertising Bureau Perspective 37 Copyright © 2011, SAS Institute Inc. All rights reserved.
    38. 38. Social Media, Analytics, & Visualization (Stop Time: 6:32 Time Stamp)
    39. 39. Different Views Of The Social WorldConsumer Mindset  The need to be connected and the internet as a way of life  Corporate Mistrust and need for alternate advisors  Power of the consumer voice and social media as the global soapbox Business Forces  Impact of corporate reputation on business health  Increased public scrutiny of business  Greater fight for loyalty and advocacy  Speed of information and brand impacts
    40. 40. Influence On Consumer Buying Process Is Stronger Than Ever • 1.5B+ people online and 1B+ using Social Media Is social media monthly around globe.Impacting Your Brand • Consumers relying on social media and connections to shape buying decisions. • Public evaluation of brands is impacting business health. • The real brand sentiment is “out there” in blogs and commentary and that data is doubling every 18 months. • And the answers and implications of that for your business are in the data…
    41. 41. It’s Important To Engage Customers Where They Are • Social Media is everywhere – it’s not just Facebook and Twitter. • Your customers are there talking about Social Media your brand. Conversations • What are customers saying about you and what impact could that have on your business? Source: The Conversation: Brian Solis and Jess3
    42. 42. Attitudes Toward Social Media The use of social media by our organization 69% will grow significantly Our organization has a significant learning 61% curve to overcome Interest in utilizing social media is growing 57% rapidly within our organizationUntil we can measure social media, it will not be 50% taken seriously Social media is an important component of 46% our overall marketing strategy Use of social media by our organization is a 45% tactical rather than strategic decision Using social media is integral to our overall 42% company goals and strategySocial media has been designated high priority by 32% our organization’s executives It is difficult to see the value of social 29% media for business purposes Social media tools are not very relevant for our 21% business The use of social media for business 11% purposes is a passing fad
    43. 43. Worlds Are Already Colliding…. Search Engine Marketing Website Design/Experience Website E-Commerce Online Campaign Mgmt Analytics Media SocialTV Mix MediaRadio Topic AnalysisPrint Sentiment AnalysisOnline Social Volume AnalysisOut of Home Surveys & Voice of Customer
    44. 44. Social Media Analytics Maturity Model What ROI are we getting on digital campaigns? Have we lowered risk? Social Are we achieving financial and brand-related goals? ScorecardCompetitive Advantage Based on trends, where are conversations going? How can our plan optimize impact on traffic, sales? Planning & Who are the right influencers? Engagement Historic How do today’s online mentions compare to Analysis previous period? … same period 2 years ago? Attributed What are people saying about our customer service? Listening …our product quality? … our prices? …our selection? Basic What are people saying about us? About our competition? Listening Degree of Intelligence
    45. 45. Business Challenges In Social Media • WHAT are consumers saying about your brand? About the• WHERE are consumers talking? competition? • Is volume trending up or down? • WHAT aspects of your business• WHICH sites matter most? drive satisfaction and loyalty?• WHICH sites are more positive? • WHAT questions and unmet Negative? needs emerge? • WHO is creating content about your brand…Journalists? • HOW do perceptions differ Bloggers? Forum members? across the various channels through which customers give you • WHO among these authors is feedback? a threat to reputation? An opportunity for advocacy?
    46. 46. Social Media Analytics Process Flow Listen Engage Leverage• Understand customer • Establish relationship • Deliver value back to sentiment, trends, with “community” and consumers – show that issues and consumer, and gain you heard them opportunities their trust • Leverage insight and• Unearth emerging • Introduce your brand feedback and port back topics, phrases or voice into the across all aspects of your issues relevant to conversation in an business from brand, PR, your business authentic way customer service to marketing
    47. 47. What Matters For Social Media Excellence Data Coverage  Establish direct link to multiple data aggregators and proprietary social media channels… and online channels Data Quality & Relevance  Higher quality data (manage the signal-to-noise ratio)  Relevance of data to business issues  Feeds into marketing measurement framework (media mix) Continuously improving accuracy of data processing  Sentiment analysis, concept extraction, entity identification  Iterate quickly on preliminary results then refine rules Deliver results… deliver ANSWERS  Map insights across departments, enterprise
    48. 48. What Matters For Social Media Excellence (2) Focus on quality of data / results Awareness  Relevant conversations Consideration » Exclude irrelevant mentions  Filtering out noise Intent Focus on action  Consumer insights Web Traffic  Market insights Store  Media insights Traffic  Engagement across social channels Sales
    49. 49. Relevant Social Data Blogs Social Platforms• 2M+ blog posts and  Multiple years of archived comments online conversation history (where available)  Incorporate new websites/data sources asMessage Forums Online News they emerge• 5M unique forum URLs • Coverage of >40,000 traditional media  Global organizations need sources support for multiple languages  Support both external (blogs, Review Sites Customer Care message boards, reviews, & VOC Data news) and internal text data• >100k reviews and posts per day • Call logs sources (company • Customer Emails • Web chats forums/blogs, survey open- • Survey open-ends ends, call center logs, etc.) • Front-line feedback
    50. 50. Taxonomy/Rule EnginesIndustry BaseRetail BankOnline Retail Language Base Telco English Hospitality Spanish French International Base Source- Anti-Spam German Emoticons driven Places (city, ( ) “Bad Words” state, Twitter & TxtAutomotive vernacular (open country, Speak Japanese Symbols (!!) (like Twitter- region) speak) sourced) …. ….
    51. 51. Classification / Taxonomy Example (Telco) Customer Long hold time; friendly; helpful; rude; Service knowledgeable; impatient Value & great bargain; good deal; lots of minutes for less; Pricing costs too much; cannot believe my bills; too many fees; roaming charges; bundles; triple plays Network spotty coverage; no signal; I get all bars; great sound; Mobile calls dropped Coverage Network TXT messaging; GCASH; Mobile browsing; roaming; Services content downloads; ring tones; nice screen; easy to use; looks great; too confusing; buttons too small Personal Phone nice screen; easy to use; looks great; too confusing;Line of Business Features buttons too small Customer Long hold time; friendly; helpful; rude; Service knowledgeable; impatient; knowledgeable technician Television & Value & great bargain; good deal; costs too much; cannot Broadband Pricing believe my bills; too many fees; nickel and diming for every feature; bundles; triple plays Network Installation process; satellite; cable; IP TV; hazy Services picture; clear resolution
    52. 52. Sentiment Analysis / Classification Approach Taxonomies and Sentiment Analyses should be customized for each customer to ensure best alignment and accuracy possible Is critical to ensure that the raw data collected is cleaned and organized in order to effectively derive insights Important to measure both document-level and attribute-level sentiment using a hybrid of two primary methods: Leverage advanced text analytics  Statistical Method (Bayes Algorithm, BM25, Pivoted Length Normalization, Smoothed Relative Frequency and Relative Frequency) Leverage human  Rule-Based Method (wide range of Boolean operators used to intelligence & experience develop manual rules for additional control and customization)
    53. 53. Benefits To Social Engagement Enable customer care agents monitoring social media to communicate with consumers in order to…Address the Mitigate or Reinforce a Facilitateconsumer’s respond to customer’s customer service negative positive considerationissues and comments sentiment process questions or threats
    54. 54. Be Part Of The ConversationEnable your organization to participate in onlineconversations by leveraging analytical insights.1. Presents social media messages that are relevant2. Prioritize and dispatch messages to appropriate team members3. View customer information and messages to get a complete context of the conversation4. Collect data regarding the conversation to monitor effectiveness of the interaction5. Apply appropriate treatment to customer concern
    55. 55. Respond To Authors “In Channel”Active feedback channel for events, launches, promotions
    56. 56. This project investigates how social media and online user-generated contentcan be used to enrich the understanding of the changing job conditions in theUS and Ireland by analyzing the moods and topics present in unemployment-related conversations from the open social web and relating them to officialunemployment statistics.Two specific questions were addressed:1. Can online conversations provide an early indicator of impending job losses?2. Can online conversations help policy makers enrich their understanding of the type and sequence of coping strategies employed by individuals?
    57. 57. Sunday Afternoon Preview• Understand how to align activities and resources to strategies and goals• Know how to establish accountability by linking marketing performance to financial measures• Recognize a sound approach to optimizing the marketing mix
    58. 58. Strategy & Planning Marketing Decisions Marketing Mix Optimization Marketing Operations Management Case Studies Information ManagementERP CRM EDW Online Social Other Data Sources
    59. 59. Questions?