7

Principles of Effective
Contact Management
Advanced approaches
especially for attendees of Unica MIS 2011
COVALENT MARKETING
Cristene Gonzalez-Wertz
Stanton Willins
Contact
Management
A well-governed set of principles that
deliver an engaging, interactive dialogue
with each customer that exist across the
organization and supports both effectively
So how can something that sounds so simple,
be so bloody difficult?
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
1
1.The bell curve is not your friend it obscures the detail you need to
have to be effective. 1 in 10 may not be 10%.
2.Dig into the tails understand what the drivers of performance are at
both 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 to
see performance and drill down easily
Its not simply the analysts responsibility to dig into the data.
Its yours, too.
effective
execution
The Lie of
Averages
effective
execution
Start by playing around -
these are snapshots from
IBMs Many Eyes Data Visualizer
ideal customer
experience
2
effective
execution
The best way to arrive at frequency is through rigorous
testing and analysis
The
Laws of
Frequency

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 it
should be treated in a designed set of customer-specific streams.

True
Transparent
Straightforward
Fluid
Cascading
Inspiring
Shared
Social
Original
Trustworthy
Personal
Creative
Respectful
Interesting
Valuable
Altruistic
ideal customer
experience
3
1. Consistency is the friend and the enemy in customer experience
2. You have to map the strategy specifically and granularly

Products

Customer Information

Customer Preferences

Customer Lifecycle
3. 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
The
Generalization
Problem
ideal customer
experience

Align internal and

external data

Determine *customer*
tone and manner

Trend and opportunity

analysis

Determine value

Determine collaboration
potential (public/private)

Determine response
voice and expertise
Listen Learn
Engage
Harvest
Participate
Understand
Serve

Determine weak signals

Assess strategic import

Focal product categories

Determine core markets

Identify inuencers

Measure value of input

and 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 organizational
experts

Determine match/t

Determine message
points
- Few players, laser focus. Lots of little pieces - transactional. Public to private model. Manage knowledge Delivery

Localized learnings, but

aggregated and published
- shared when interesting
(for discovery or
delivery)

Hobbyists and Loyalists

Community and Media

Managers - best person
for the content and the
media

Beach-heads, outposts
and throngs

Detect sensing model -

keywords, triggers

Determine context
sensitivity

Determine outlets/
sources

Correlate: common
sources of frustration

Channel concerns

Missing web content

Public to private forum

Use service organization

Develop specialized skills

and integration for
multichannel

Share internally - service

is just the catcher

Update channel and

message approaches

Actively try to reduce

triaged service
conversational
marketing
4
Its not about using all of your data -
its about using more of the right data
Not All
Data is
Equal
informed
interactions
Value and Valuable
Engagement
Market-basket
Brand/category
Self service adoption
high-velocity
organization
5
1. There can only be one king - the overriding principle that drives
optimization. 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 is
where it gets teeth. You need to determine if you want to solve the problem
or make everyone feel good. You cant do both.
4. Business rules are not mathematical optimizations. Unica Optimize enables
multiple criteria considerations that traditional rules engines cannot
Optimization
Rules
You need to focus on three key dimensions:
consideration, application and duration
Consideration Application Duration
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Campaign
Campaign Campaign
Campaign Campaign
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*()*3*)456$
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74)8#.
!"*$
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high-velocity
organization
Primary optimization:

Sales

Revenue

Protability

Cross-sell/Wallet Share

Customer Experience

Retention and Loyalty

Advocacy

Capacity/Resource Utilization
Understand Attach Constrain Evaluate Offer Align
Place
customers into
operational
segments
across an
organization -
via a centralized
view
Determine the
tests in which a
customer can
participate
Run policy
exclusions to
remove
customers from
specific
communications
Allocate the
customer
population based
on budgets,
organization/BU
commitments and
hierarchies
Attach offers to
customers sized
based on testing
matrix and
segment sizing
Provide offer
details and
mechanisms to
channel
management
6
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 are

closely aligned to the customers interests
Sequenced communications
Multi-channel coverage
high-velocity
organization
high-velocity
organization
7
Criteria
Counts
You need to establish a set of rules that are can
be invoked as needed. But be cautious of
continuous change
Customer
Preferences
Capacity
Rules
Ratings and
Rankings
Interaction
Rules
Optimization
Options
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! N- +-3 (#$((' 3/( (;-83C0 2*8M(D+9 J&'9(3 -> OKPQR666
Business
Rules
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17
Resources
People Layer
Technology Layer
Responsibilities Knowledge Collaboration
Data Analytics Tools
Governance and
Management
Understand
The customers
needs and wants
Detect Listen Learn
Process Layer
Experiment
Denition
Explore
potential
solutions
Evaluate Attach
Experiment
Design
Develop
the right
interactions
Offer Align
Experiment
Execution
Deliver
through all
channels
consistently
EngageCommunicateMonitor
Experiment
Performance
Afrm
the customers choice
and success across
conversations
Discuss Harvest Apply
Experiment
Reporting
Experiment Layer
high-velocity
organization
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
effective
execution
conversational
marketing
informed
interactions
ideal customer
experience
high-velocity
organization