What is relevant right now for my customers? What are they eligible for? In addition to embracing the three key pillars above, organizations must quickly:ĭetermine Relevance. All the data and analytics in the world won’t deliver an impactful experience without the ability to put it into action with your customer in the moment of execution (proactive outbound) or in the moment of interaction (anticipated inbound). Use that data to make analytical inferences or predictions to support hyper-personalized experiences.Īction. Take the data you have and determine if it’s merely interesting or if it’s significant enough to act upon it. For telecommunication companies, it’s incorporating the network data into new opportunities to proactively service their customers.Īnalytics. NEXT BEST ACTION PLUSFor banks and insurers, it’s all of the above, plus data awareness of risk and fraud profiles. For retailers, this could be transactional data, online behavior data (not just click stream), and new technologies like social media and beaconing. Your data strategy must include not just your customer information, but also the data that tells you who they are at their core. This seems simple, but is actually quite challenging when you consider all the possible sources. Unfortunately, many organizations are falling short of achieving a true NBA strategy because they are missing key ingredients in the NBA recipe:ĭata. But that competitive asset only truly becomes a differentiator if an organization is able to bridge the agility gaps between its data, its insight, and its ability to put those into action at the moment of engagement with the customer. That competitive asset is an organization’s opportunity to be truly useful to its customers, an opportunity to help, thrill and delight them from a state of apathy to a state of enthusiasm.
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