7 Principles for Contact Mgt Unica MIS2011 Final

8/6/2019 7 Principles for Contact Mgt Unica MIS2011 Final

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7

Principles of EffectiveContact Management Advanced approaches

especially for attendees of Unica MIS 2011

COVALENTMARKETING

Cristene Gonzalez-Wertz

Stanton Willins



Contact

Management

A well-governed set of principles thatdeliver an engaging, interactive dialogue

with each customer that exist across theorganization 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.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.Don’t 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

It’s not simply the analyst’s responsibility to dig into the data.

It’s yours, too.

effectiveexecution

The Lie ofAverages



effectiveexecution

Start by playing around -

these are snapshots fromIBM’s Many Eyes Data Visualizer



ideal customerexperience



effectiveexecution

The best way to arrive at frequency is through rigorous

testing and analysis

TheLaws ofFrequency

1. Sporadic communication doesn’t give the customer an sense of a

shared relationship. Too strenuous a rule breaks the process.

2. Frequency based rules only prevent – they don’t 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.





True

Transparent

Straightforward

Fluid

Cascading

Inspiring

SharedSocial

Original

Trustworthy

Personal

CreativeRespectful

Interesting

Valuable

Altruistic




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


ti l



• 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



It’s not about using all of your data -

it’s 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



high-velocity organization

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 can’t 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

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Consideration Application Duration!"#$#%&'()*+'($% ,&-'$$%."#$#%#/'-.$% 0'-%."*$%+1#%2#-*')%

Campaign

Campaign Campaign

Campaign Campaign

!"#$#%

*()*3*)456$%

!"5.%

74)8#.%

!"*$%

&"5((#6%

&525&*.9%


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

hi h l it



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 customer’s interests

• Sequenced communications

• Multi-channel coverage


hi h l it




CriteriaCounts

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 andRankings

InteractionRules

Optimization

Options

! "#$%&'()*+,-+()./-)/*0)/*')*)$%*12)1+)3/()4*03)56)'*,0)

! "#$%&'()3/()7-&3/(8+)8(91-+)./-).1%%)/*:()*)0(4*8*3()(;-83)

!"#$%&'()

! <*#121=()8(:(+&()>-8)3/()?3/)@&*83(8)

! A-$&0)-+)(;-830)3/*3)'81:()3/()98(*3(03)$&03-2(8)%-,*%3,)

! B0()3/()$&03-2(8C0)48(>(88(')$/*++(%)->)$-22&+1$*D-+)

! E81-81D=()$-+3(+3)1+)./1$/)3/()$&03-2(8)10)2-8()1+3(8(03('F)8(G($3)4812*8,)48-'&$30)H803)

! I1213)*%%-.*J%()$-+3*$30)3-)K)(:(8,)L).((M0)

! N-)+-3)(#$((')3/()(;-83C0)2*8M(D+9)J&'9(3)->)OKPQR666))

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()

hi h l it



17

People Layer

Technology Layer

UnderstandThe customer’s

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 customer’s choice

and success acrossconversations

Discuss Harvest Apply

ExperimentReporting

Experiment Layer


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



Documents

7 Principles for Contact Mgt Unica MIS2011 Final