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By embracing big data and predictive analytics to create multidimensional customer proles, companies can make more informed business decisions that better anticipate consumer needs, wants and desires.
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Executive Summary
Customers today can access an unprecedented volume of information via varied channels before making an informed purchase. For organizations, this means continuously learning from customer behavior to stay relevant. But while there is no dearth of customer data available, organizations often grapple with the challenge of developing clear, complete and fully updated proles of their customers. In a 2012 study, conducted by Columbia Business School and New York American Marketing Association,1 39% of corporate marketers said their companys customer data was collected too infrequently and was not up to date. Meanwhile, a January 2013 study by Aberdeen Group2 found that top-performing companies are more likely than others to use a rich set of data sources to feed their predictive analytics models, including internal transaction data and unstructured or real-time data, to provide actionable guidance for decision-makers (see Figure 1).
Leaders
93% 75% 57% 56% 56% 40% 38%
Followers
74% 80% 29% 36% 36% 18% 29%
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The use of big data and analytics can be extended to customer relationship management (CRM), as companies need to combine structured and unstructured data with powerful analytics tools to create a multidimensional customer prole. This white paper describes a solution concept and implementation approach to developing a multidimensional customer prole and deriving actionable insights with the help of big data and analytics.
Many times, data integrity is questionable; for instance, a promotional mailer may use a customer address from the CRM system, but if the customer has relocated, the promotion campaign is rendered ineffective. replace actual data insights on individual customers.
Agency data is based on extrapolated customer surveys, which can never Customers no longer use only company-operated channels. Consumers have
a much broader footprint through social media to broadcast their experience with the companys products or services or even their intent to switch to a competitors offerings.
For any sales and marketing team, it is vital to keep current with the pulse of the customer, and this cannot be accomplished by relying solely on internal enterprise data.
Because of these factors and with the fast uptake of social, mobile, analytics and cloud technologies (the SMAC Stack), creating customer proles without semi- or unstructured data can render an organization uncompetitive and even irrelevant.
However, this does not happen automatically; semi- and unstructured data that supplies information on customer activity in the external world needs to be analyzed and indexed before it can be melded with structured data from enterprise systems and delivered in the form of a multi-dimensional customer prole. We call this process AIM (or analyze, index and meld) & Deliver. The multidimensional customer prole is like a coin with two sides; the face of the coin depicts the structured data elements of the customer, and the back depicts the unstructured data elements. When both of these aspects are melded and delivered together, the true customer prole can be derived. The multidimensional customer prole can also be visually represented by a sphere (see Figure 2). Note that when you slice this sphere, you can look at various aspects of the customer and company from both structured and unstructured perspectives. Once the multidimensional customer prole is available, it opens up multiple use cases that drive real-time actionable insights. The insights can be made available
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Figure 2
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Events Life events Photo Mobile Apps Games Audio Video Docs Sharing Favorites Web/mobile clickstream Product pages visited Frequently used Web site Search keywords Device preferences Competitor purchase interest Social E-mail Chat Direct mail Contact center Interaction history Professional Job prole networks Skill set
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Comments Company Web site Browsing behavior Location Intelligence Current residence Frequent visits Travel/vacation Points of interest Blogs Boards Micro-blogs Forums
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Figure 3
and customized for different stakeholders in the form of decision matrices/maps that can be leveraged for real-time data-driven decision-making. The effectiveness of decisions using this approach drives continuous closed-loop feedback (see Figure 3). An example of this is real-time cross-sell offers, in which the decision matrices/ maps can vary for different stakeholders (see Figures 4 and 5). Using the multidimensional customer prole derived from big data and analytics, the contact center agents, sales representatives and any other customer-facing personnel have access to the exact real-time offers they need to entice customers or prospects. This kind of decision-making is more operational in nature and targeted to the timing of the customer trigger. At the same time, the multidimensional customer prole can deliver the muchneeded fuel to power analytics for executive decisions. In order to understand which offers performed well and the changes needed to improve the offer management process, executives would need a dashboard providing planning insights such as purchases made to date, potential pairing across products and categories, and customer prole acceptance levels to boost success rates.
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Figure 5
Implementation Approach
To implement the solution, we recommend a four-phased approach (see Figure 6).
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Analyze
Entity extraction Document clustering
Index
Attribute matching Customer name matching
Meld
Link structured data Link customer to enterprise applications
Deliver
Real-time customer profile Location intelligence
Phase 2
Define stakeholders and detail the use case. Assess business relevance, technology and economic hurdles.
Phase 3
Phase 4
Figure 6
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Index
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Figure 7
The key steps involved with combining these two different genres include:
Analyze
the different types of data, clustering them based on specied parameters and extracting entities, such as customer name, organization, product name, location, etc. enabling fast ltering and searching by people, places, company names or other entities.
Index the clustered data sets and create structured metadata for each entity,
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Meld the extracted entities with near-perfect attribute matches (i.e., accurate
customer names with existing customer data in the CRM system).
Deliver the augmented customer prole, enhanced with location intelligence for
easy consumption by CRM systems, BI/analytics or any other point solutions.
The use case-driven approach can help map the business requirements tightly with the big data technology design considerations, such as relational storage and query, distributed storage and processing, and low latency/in-memory.
This cost-benet analysis-based approach can help dene the stakeholders and detail the use case while also assessing ROI. It helps answer questions such as:
How do you approach your rst big data implementation? Do you have the information necessary to determine the approach? How can you ensure you receive the business value of the big data journey? What metrics and cost factors affect the success of your big data program?
The output of this step provides the company with a business case and an ROI calculation to ensure management will fund the initiative. More than a proof of concept, this process results in a proof of value and helps customers understand the business relevance, technology challenges and economic hurdles of a typical big data/analytics engagement.
Phase 3: Design the big data architecture and congure the analytics engine.
Once the business use cases have been crystalized, the big data architecture and analytics engine needs to be designed for focused analysis and to derive actionable insights for different stakeholders. This signicantly reduces the time to value and also brings a sharp focus to the expected business outcomes. The use case-driven approach can help map the business requirements tightly with the big data technology design considerations, such as relational storage and query, distributed storage and processing, and low latency/in-memory. This, in turn, leads to a sustainable and scalable architecture. The analytics engine must then be congured for linking datasets around an entity (e.g., what do I know about this customer?) or around a relationship (e.g., how is this customer related to others?) Successfully congured, such analytics can produce qualitatively new insights that result in business value, such as reduced customer churn rate, next best action and better predictions of risk and failure.
Objectives
Delight customers and cross-sell/upsell by making intelligent, realtime recommendations. Create offers and next best offers on the y based on updates to realtime customer proles. Fine-tune offers and channel effectiveness during campaign planning and creation. Service customers proactively using social listening. Use the multidimensional prole to personalize campaigns.
Success Metrics
Increase revenue
generated from cross-sell/upsell offers. Increase share of wallet. Increase customer satisfaction scores.
Increase number of
real-time offers sent. Improve offer acceptance rate. Reduce customer offerrelated spending. Reduce turnaround time for offer.
Reduce marketing
campaign costs. Increase lead conversion.
Positive
Campaign acceptance
rate.
Figure 8
Privacy and regulatory issues: Another issue is regulatory and privacy issues.
For instance, if a consumer grants one company permission to use his or her data, what rules (if any) will regulate how that information is shared across multiple companies? Such questions will become one of the biggest sticking points in terms of trying to navigate the right policies.
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Data collectors also need to make it easier for customers to opt in or out of having their information used, similar to opting into mailing lists or using an unsubscribe option to opt out. When consumers feel theyre getting a tangible benet for their personal information, their resistance to data collection starts to fade. Loyalty and rewards programs are a good example of how companies can persuade customers to reveal more details about behaviors such as shopping habits.
Looking Forward
Leading organizations are already gearing up to create multidimensional customer proles using both structured and unstructured data sources. Complete and continuously up-to-date customer proles enabled by big data and analytics are increasingly an essential tool in the arsenals of organizations across industries and geographies. `
Footnotes
1
Marketing ROI in the Era of Big Data: The 2012 BRITE-NYAMA Marketing in Transition Study, Columbia Business School and NYAMA, 2012, http://www4.gsb. columbia.edu/null/2012-BRITE-NYAMA-Marketing-ROI-Study?exclusive=filemgr. download&le_id=7310697&showthumb=0. Maximizing Customer Lifetime Value with Predictive Analytics for Marketing, Aberdeen Group, February 2013, http://www.aberdeen.com/_aberdeen/public/viewlookinside-pdf.aspx?cid=8362.
Vikas Singhvi is a Senior CRM Consultant with CBCs Enterprise Applications Services (EAS) Practice. Vikass core responsibilities include working on consulting projects in the sales, marketing and customer service domains across industry verticals. He has four-plus years of progressive experience in business strategy, customer relationship management consulting, digital marketing consulting, sales and marketing process consulting and business development. His consulting experience includes extensive multicountry project exposure across the hightechnology, retail, manufacturing-logistics, information services and transportation domains. Before joining Cognizant, Vikas worked with Microsoft India as an APEX (Accelerated Professional Experiences) member, which is a program for highpotential entry-level employees. Vikas received his M.B.A. from the prestigious Indian Institute of Management at Indore, specializing in marketing and strategy. He can be reached at Vikas.Singhvi@cognizant.com.
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Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the worlds leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50 delivery centers worldwide and approximately 166,400 employees as of September 30, 2013, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
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