The deluge of customer data shows no signs of abating. The perpetually-connected customer leaves data footprints in every interaction with a brand. This presents tremendous opportunities for customer insights professionals and analytics practitioners tasked with analyzing this data, to not only get smarter about customers but ensure that the insights get appropriately used at the point of customer interaction.
When we asked customer analytics users about the challenges and drivers of customer analytics adoption, we found that data integration and data quality continue to inhibit better adoption of customer analytics while users still want to use analytics to improve the data-driven focus of the organization and drive satisfaction and customer retention.
Forrester’s Customer Analytics Playbook guides customer insights professionals, marketing scientists and customer analytics practitioners into this new reality of customer data and helps discover analytics opportunities, plan for greater sophistication, take steps towards building a customer analytics capability and continually monitor progress of analytics initiatives. It will include 12 chapters (and an executive overview) that cover different aspects of customer analytics.
The analytics community is experiencing a rebirth. A renewal. A renaissance. Why? Data is bursting from every corner, from every device, allowing brands to deliver relevant messages and offers to its customers. So, being an analytics connoisseur is important now more than ever. I mean, who else is going to play with all this data . . . and actually enjoy it?
Organizations must develop relevant marketing strategies across devices -- to different customers -- and have the advanced measurement and analytic frameworks to fuel decisions. And the perpetually connected customer is forcing organizations to act quickly, so near-real-time insights are paramount. My past research addresses this, specifically, how analytics professionals can use attribution as a way to understand the true value of each interaction point. This is even more complex because of the increase in cross-device usage. As a result,analytic pros are using savvy ways to connect information and to measure cross-device impact and incremental value.
Standing in an aisle of a big box retailer, I bought a new electric shaver from a competing retailer’s online store. The store’s shaving display reminded me that my razor was dying. Not knowing which to choose, I twitched for my iPhone, scanned a barcode, read several reviews, explored competing products, found the best price, and ordered it with free shipping. I saved $75 over the same model I could have purchased then and there.
My example is commonplace today. Perpetually connected customers – 42% of US online adults and 37% in Europe – can engage brands at any place, any time, and at any velocity. The technology trends that lead retailers to worry about showrooming touch every industry. Each brand must anticipate connected customers’ demand for information, reviews, and engagement. They must realign technology, processes, and talent to recognize customers in microseconds, using real-time signals to predict their needs and paths to purchase. And they must see that this problem can’t be solved with faster technology alone.
Do you manage or make decisions about your company's customer loyalty program? If so, we want to hear from you. We're teaming up with Loyalty360, The Loyalty Marketers Association, to investigate loyalty program size, organization, performance, strategies, and challenges. Take our 2013 Customer Loyalty Program Benchmark survey, and we'll send you complimentary a copy of the resulting research.
Spot trends and see best practices to incorporate into your loyalty strategy.
Compare your program performance, spend levels, and loyalty technology adoption to those of other loyalty marketing professionals.
Provide justification for a business case in your 2013 loyalty road map.
The survey will close on Friday, February 15, and the completed research report will publish later this spring. I will also present the findings in a free Webinar and in advisory sessions to interested clients.
New Year’s resolutions were so last month. But if devising a mobile loyalty strategy wasn’t already on your to-do list, you should add it ASAP. All signs point to continued explosive growth in consumer adoption and use of mobile devices across the customer life cycle — from discovery to purchase and beyond. And as the charter for loyalty programs expands to encompass emotional as well as transactional engagement, mobile will be crucial to meeting evolving consumer expectations. Still not convinced? Taking your loyalty program into the mobile channels yields three key benefits:
More access to your members. Most loyalty programs interact with members through purpose-driven activities such as enrollment, online profile completion, point-of-sale (POS) transactions, and reward redemption. But this approach has a limited line of sight into further opportunities for engagement. Enabling a mobile strategy literally puts the loyalty programs in members' hands — wherever they are in the customer life cycle — and creates the potential for a wider range of customer interactions.
Expanded member knowledge. Empowered consumers increasingly rely on mobile devices as companions to their interactions with a brand and generate behavioral, transactional, and location data. Since mobile channels are highly trackable, loyalty programs that collect that information can create deep customer insights that drive personalized communications, experiences, and offers.
If Loyalty 1.0 was all about discounts, points, and miles, Loyalty 2.0 is all about differentiation and engagement. Competition for customer attention is steeper than ever, and companies are always looking for innovative ways to set their loyalty programs apart. But the loyalty landscape is chock full of shiny pennies (and some not-so-shiny pennies) claiming to offer a solution to this engagement problem. Throw rapidly evolving technologies, channels, and tactics into the mix, and marketers have a lot to consider when deciding where to make their bets.
If you’re nodding your head, you aren’t alone, and you are in the right place. Cutting through the clutter is exactly what our latest report, “TechRadar™ For Customer Intelligence Professionals: Customer Loyalty Programs, Q1 2013” (subscription required) is all about. We spent the past several months investigating the current maturity, business value-add, and future trajectory of 13 loyalty tools, including affiliate networks, card-linked rewards, coupons, location-based services, mobile applications, program websites, and social rewards. At a high level, we came away with two key observations:
You've heard me go on and on about the importance of personal identity management (PIDM), and the principles you'll need to adopt to thrive in a PIDM-enabled ecosystem, for a year now. You've heard statistics like:
Today, Oracle announced that it will acquire Eloqua, a marketing automation firm. Oracle positions the deal as a comprehensive customer experience cloud that enables business to create an integrated, end-to-end process of marketing, sales, service, and support. I look forward to insight from my colleague Lori Wizdo on what the Oracle-Eloqua deal means for a marketing and sales alignment.
I think the deal has larger ramifications for the future of all customer relationship marketers and marketing vendors. Here’s my take on the deal:
I am a measurement geek. I get great joy from analyzing data, measuring customer behavior, and assessing marketing campaigns. It’s something that I’ve done for years, across different organizations, agencies, and service providers. And that’s why I’m so interested in attribution measurement — it’s a data geek’s dream. Connecting data and unveiling the dimensions of customer behavior and interaction paths is fascinating; it provides an enormous amount of information about customers and prospects, their preferences, and how they want to interact with a brand.
However, attribution measurement requires more than just analyzing data. It requires coordination of lots of moving parts. Data needs to be connected; technologies need to communicate with each other; resources need to work together; and organizations need to agree on metrics and analysis standards. It’s not an easy task. And speaking from experience, attribution measurement is a long, complex journey.
My most recent report, “Are You Ready For Cross-Channel Attribution?,” enables organizations to score their attribution maturity across six core component areas: strategy, organization and resources, technology, data, analytics, and optimization. Once an organization tallies up its scores in each area, it can determine where it falls on the attribution maturity spectrum: novice, intermediate, proficient, or expert. This framework allows organizations to pinpoint their attribution strengths and determine attribution gaps. Also, the framework provides organizations with specific recommendations on what attribution-related tasks they need to focus on to become experts.
When we set out to evaluate the new breed of firm that we call "customer engagement agencies," we sent our initial screener to an incredibly long list of firms -- over sixty, in fact! -- ranging from MSPs to digital agencies to management consultancies. We felt that we needed to cast a wide net if we wanted to understand the range of approaches vendors take to customer engagement: how they use data and analytics, the channels they enable with customer intelligence, and how they service their most strategically engaged clients. As the responses rolled in, a hypothesis began to take shape in my mind: The emerging customer engagement agency model hails from two mature markets -- digital/direct agencies and database MSPs -- and, depending on provenance, these evolving agencies take one of two primary approaches to customer engagement.
Turns out, I was on the right track, though the reality is not quite so black and white.
In our final evaluation of 13 vendors in The Forrester Wave: Customer Engagement Agencies, Q4 2012, we did find different strengths and weaknesses depending on legacy business model, but ultimately EVERY firm still has a long road ahead of evolving its people and processes to support CEA clients. We also found, though, that each CEA we evaluated is working hard to connect the dots between strategy, analytics and execution in order to optimize customer experience and profitability. And that can only be a good thing for the marketers and CI leaders who are visionary enough to hire them.