7 principles of contact mgt unica mis 2011 final
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7
Principles of EffectiveContact ManagementAdvanced approaches
especially for attendees of Unica MIS 2011
COVALENTMARKETING
Cristene Gonzalez-Wertz
Stanton Willins
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ContactManagement
Awell-governedset of principles thatdeliver an engaging, interactive dialogue
with each customerthat exist across theorganizationand supports both effectively
So how can something that sounds so simple,
be so bloody difficult?
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Every one of your marketers wants a slice of the
customer pie effective Contact Management
means not everyone should have one
Because most companies treat
Contact Management like
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1.The bell curve is not your friend it obscures the detail you need tohave to be effective. 1 in 10 may not be 10%.
2.Dig into the tails understand what the drivers of performance are atboth ends
3.Dont just report on test plan performance dimensionalize the
customers responding to each offer/segment/channel in the test plan
4.Slice and dice your data use a data visualization tool to allow you tosee performance and drill down easily
Its not simply the analysts responsibility to dig into the data.
Its yours, too.
effectiveexecution
The Lie ofAverages
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effectiveexecution
Start by playing around -
these are snapshots fromIBMs Many Eyes Data Visualizer
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idealcustomerexperience
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effectiveexecution
The best way to arrive at frequency is through rigorous
testing and analysis
TheLaws ofFrequency
1. Sporadic communication doesnt give the customer an sense of a
shared relationship. Too strenuous a rule breaks the process.
2. Frequency based rules only prevent they dont encourage.
3. A customer in the buying cycle may want a different experience than
someone involved in a maintenance cycle. Find traceable events.
4. Remove the on-boarding period from on-going frequency rules itshould be treated in a designed set of customer-specific streams.
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True
Transparent
Straightforward
Fluid
Cascading
Inspiring
SharedSocial
Original
Trustworthy
Personal
CreativeRespectful
Interesting
Valuable
Altruistic
idealcustomerexperience
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1. Consistency is the friend and the enemy in customer experience2. You have to map the strategy specifically and granularly
Products Customer Information Customer Preferences
Customer Lifecycle3. The key is in how the customer values you, not how you value the customer
Prioritize break fixes and value moments Focus intently the high value moments for each customer cohort
The ability to tie to specific types of customer triggers,
events and experiences must be included in your strategy
heGeneralization
Problem
idealcustomerexperience
ti l
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Align internal andexternal data
Determine *customer*tone and manner
Trend and opportunity
analysis
Determine value Determine collaboration
potential (public/private) Determine response
voice and expertise
Participate
Understand
Serve
Determine weak signals Assess strategic import Focal product categories Determine core markets
Identify influencers
Measure value of inputand interactions
Share internally - develop
organizational knowledge
- Multiple players, in multiple positions. Deep/wide/ shallow/narrow. Dialogues and stories. Development
Determine sources/locales
Assess community rules Assess content relevance
Monitor
- Few observers/ broad but shallow scope. Pockets of knowledge, threads, jigsaw pieces. Discovery
Align to organizationalexperts
Determine match/fit Determine message
points
- Few players, laser focus. Lots of little pieces - transactional. Public to private model. Manage knowledge Delivery
Localized learnings, butaggregated and published- shared when interesting(for discovery ordelivery)
Hobbyists and Loyalists
Community and MediaManagers - best personfor the content and themedia
Beach-heads, outposts
and throngs
Detect sensing model -keywords, triggers
Determine contextsensitivity
Determine outlets/sources
Correlate: commonsources of frustration
Channel concerns Missing web content
Public to private forum Use service organization Develop specialized skills
and integration formultichannel
Share internally - serviceis just the catcher
Update channel andmessage approaches
Actively try to reduce
triaged service
conversationalmarketing
i f d
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Its not about using all of your data -
its about using more of the right data
Not AllData isEqual
informedinteractions
Value and Valuable
Engagement
Market-basket
Brand/category
Self service adoption
hi h l it
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high-velocityorganization
1. There can only be one king - the overriding principle that drivesoptimization. Sure, you can model your way into more than one, but still...
2. The debate must be resolved across the participants or anarchy will rule.
3. It requires governance and policing. The first is policy. The second iswhere it gets teeth. You need to determine if you want to solve the problemor make everyone feel good. You cant do both.
4. Business rules are not mathematical optimizations. Unica Optimize enablesmultiple criteria considerations that traditional rules engines cannot
Optimization
Rules
You need to focus on three key dimensions:
consideration, application and duration
hi h l it
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Consideration Application Duration!"#$# &'()*+'($ ,&-'$$ ."#$# #/'-.$ 0'- ."*$ +1# 2#-*')
Campaign
Campaign Campaign
Campaign Campaign
!"#$#
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high-velocityorganization
Primary optimization:
Sales Revenue Profitability Cross-sell/Wallet Share Customer Experience
Retention and Loyalty
Advocacy Capacity/Resource Utilization
Place
customers intooperational
segmentsacross an
organization -via a centralized
view
Determine the
tests in which acustomer can
participate
Run policy
exclusions toremove
customers fromspecific
communications
Allocate the
customerpopulation based
on budgets,organization/BU
commitments and
hierarchies
Attach offers to
customers sizedbased on testing
matrix andsegment sizing
Provide offer
details andmechanisms to
channelmanagement
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The challenge with governing is trying to not
rewrite the constitution every time
Rules are
meant to
be Broken
Recalls/Crises/Losses Changes in terms
Disaster recovery
Relevant new product launches
Desirable and responsive features Opening up new channels/application that areclosely aligned to the customers interests
Sequenced communications
Multi-channel coverage
high-velocityorganization
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high-velocityorganization
CriteriaCounts
You need to establish a set of rules that are can
be invoked as needed. But be cautious of
continuous change
CustomerPreferences
Capacity
Rules
Ratings andRankings
InteractionRules
Optimization
Options
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BusinessRules
! N- +-3 2*1% *+ -;(8 >-8 48-'&$3 %1+( .13/1+ 56 '*,0 -> * $-24(D+9 48-'&$3 %1+( -;(8! S> 4-%1$, 481$( 10 &+'(8 # -8 -:(8 ,R (#$%&'( >8-2 04($1H$ (;-830! T+$( # +&2J(8 -> 8(04-+0(0 /*:( J((+ '(3($3('R 8(*%19+ *''1D-+*% 4*8D$14*+30 3- *+-3/(8 $*24*19+
! U*0$*'( 4*8D$14*+30 3- $*24*19+0 1+ 3/10 -8'(8VW'(4(+'(+$, 1+ T4D21=( +-3 1+ $*24*19+0X! Y&$M(3 $&03-2(80 .13/ 2-'(% 0$-8(0 1+ 3/(0( 8*+9(0 3- 481-81D=( 2*1% :-%&2(
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17
People Layer
Technology Layer
UnderstandThe customers
needs and wants
Detect Listen Learn
Process Layer
ExperimentDefinition
Explore
potentialsolutions
Evaluate Attach
ExperimentDesign
Develop
the rightinteractions
Offer Align
ExperimentExecution
Deliverthrough all
channelsconsistently
EngageCommunicateMonitor
ExperimentPerformance
Affirmthe customers choice
and success acrossconversations
Discuss Harvest Apply
ExperimentReporting
Experiment Layer
high-velocityorganization
Social Media
External data
Owned data
Insights
Projection &Prediction
Products & Programs
Policies/Constraints
Micro-segments
Pricing
Rewards
Incentives
Channels
Interactions
Training
Queueing
Measurement
Social Media
Owned Channels
Other media
Findings
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