We've been talking about Adaptive Intelligence (AI) for a while now. As a refresher, AI is is the real-time, multidirectional sharing of data to derive contextually appropriate, authoritative knowledge that helps maximize business value.
Increasingly in inquiries, workshops, FLB sessions, and advisories, we hear from our customer insights (CI) clients that developing the capabilities required for adaptive intelligence would actually help them solve a lot of other problems, too. For example:
A systematic data innovation approach encourages knowledge sharing throughout the organization, reduces data acquisition redundancies, and brings energy and creativity to the CI practice.
A good handle on data origin kickstarts your marketing organization's big data process by providing a well-audited foundation to build upon.
Better data governance and data controls improve your privacy and security practices by ensuring cross-functional adoption of the same set of standards and processes.
Better data structure puts more data in the hands of analysts and decision-makers, in the moment and within the systems of need (eg, campaign management tools, content management systems, customer service portals, and more).
More data interoperability enables channel-agnostic customer recognition, and the ability to ingest novel forms of data -- like preference, wearables data, and many more -- that can vastly improve your ability to deliver great customer experiences.
This morning, as I was writing this blog post, I got an email from one of my colleagues, saying "Is it weird that since Google bought Nest, I no longer want one?" Her sentiment isn't that unusual because, as it turns out, plenty of people feel like Google + Nest = HAL. (It's hard to miss the resemblance)
My colleague Frank Gillett just published a post outlining a collection of ten key thoughts about the acquisition. As the privacy-identity-personal data wonk advising Forrester's marketing strategy clients, I thought I'd drill down on some of the more salient points for those issues.
As 2013 comes to a close, it's clear to me that much of the rhetoric about privacy's death was not only premature but downright wrong. Just in this past week, there have been several events that point to how very alive and critically important the topic of privacy is:
The US Senate Committee on Commerce, Science, and Transportation released a report (in advance of a public hearing) about the practices of the data brokerage industry, and how they impact consumers. The report claims that "data brokers operate behind a veil of secrecy, subject to limited statutory consumer protections." This certainly portends the possibility of new legislation being introduced by the committee in 2014.
US District Court Judge Richard Leon ruled that the bulk collection of millions of Americans' call records likely violates the Fourth Amendment of the Constitution. While conflating surveillance with marketing privacy is a dangerous thing, I suspect that this ruling will draw further attention to the volume, scale, and methods of data collection, irrespective of who's doing the collecting.
Yesterday, FTC Commissioner Julie Brill published an essay on AdAge.com that calls on data brokers to join -- or, rather, establish -- an initiative called "Reclaim Your Name." The goal of the program would be to provide a single portal where consumers could see what data the industry has collected about them, provide options to opt in and out, and to correct data that might be inaccurate.
While the commissioner's article is a bit heavy on the "big data" rhetoric, her point is well taken: We have entered an era where the volume of data that individuals make available about themselves -- often inadvertently -- is increasing daily. Unfortunately, guidelines for how marketers and the larger data industry collect and use personal data are in short supply. This conflict is one of the major challenges that our industry faces in the coming decade: How can brands excel in the age of the customer if they're constantly under scrutiny about their privacy and data practices?
Acxiom, one of the world's largest data brokers, recently launched its own version of the kind of portal Commissioner Brill calls for. AboutTheData.com lets individuals see a subset of the data Acxiom knows about them, provides correction and opt-out opportunities, and aims to provide consumers with education about the data industry as a whole.
Yesterday, Acxiom, one of the world's largest data brokers and a key player in the marketing services ecosystem, launched an important new consumer service (still in Beta) called "About The Data." It's an initiative to show consumers some of the data that Acxiom has compiled about them, to provide education around how certain types of data are sourced and used, and to let users correct and/or suppress the use of these datapoints for marketing purposes.
This is a big deal. Why? Because it's pushing Acxiom (and, frankly, the entire third-party data industry) way out of its comfort zone on a few levels.
First, this is not a company that is used to dealing with consumers on a mass scale. Acxiom's DNA is fundamentally B2B; learning how to communicate to, and design tools for, individual consumers is a massive undertaking, and it shows in the UI. For example, when I attempted to register my address with a "#" preceding my apartment number, the format was rejected without any indication that symbols were disallowed in that field. As a tech-savant, it only took me one more attempt to figure that out, but not all consumers are so savvy. Similarly, clicking the "Home" button on the navigation bar logs users out without any notice or warning.
As an analyst on Forrester's Customer Insight's team, I spend a lot of time counseling clients on best-practice customer data usage strategies. And if there's one thing I've learned, it's that there is no such thing as a 360-degree view of the customer.
Here's the cold, hard truth: you can't possibly expect to know your customer, no matter how much data you have, if all of that data 1) is about her transactions with YOU and you 2) is hoarded away from your partners. And this isn't just about customer data either -- it's about product data, operational data, and even cultural-environmental data. As our customers become more sophisticated and collaborative with each other ("perpetually connected"), so organizations must do the same. That means sharing data, creating collaborative insight, and becoming willing participants in open data marketplaces.
Now, why should you care? Isn't it kind of risky to share your hard-won data? And isn't the data you have enough to delight your customers today? Sure, it might be. But I'd put money on the fact that it won't be for long, because digital disruptors are out there shaking up the foundations of insight and analytics, customer experience, and process improvement in big ways. Let me give you a couple of examples:
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:
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.
Eighteen months ago, when I started down the path of what would become our body of Personal Identity Management (PIDM) research, there were only a few customer intelligence professionals who gave much credence to the picture we were painting. What a difference a year makes. Today, privacy, data governance, consumer empowerment, and understanding "the creepy factor" are core to the conversations I have with CI pros in both marketer and vendor organizations.
At the center of those conversations is often the question, "Who are the players in tomorrow's consumer data ecosystem?" We've just published a report, Making Sense of a Fractured Consumer Data Ecosystem, that reviews the strengths and weaknesses of four existing vendor categories plus three emergent business models. These include:
Consumer data giants: Companies, like Acxiom, Epsilon, Experian, and Infogroup, that have an opportunity to become consumer-friendly data managers but are at greatest regulatory risk
Reputation management providers: Companies, like Intelius and Reputation.com, that could help consumers manage data access but need to focus on their B2C business models to do so
Online services giants: Companies, like Google, MSN, and Yahoo, that already have access to highly personal data but serve too many masters
We've spent a lot of time in the past year looking at how the customer intelligence services landscape is changing. For one thing, it's a heck of a lot more chaotic: everyone from management consultants to systems integrators to KPO vendors is putting a stake in the ground of CI services. We've also seen a dramatic shift in the way some digital & direct agencies and database MSPs are thinking about their most strategic client relationships. This change has been so noticeable that, a few months ago, we actually published research that defines a new business model: The Customer Engagement Agency (CEA).
It's no surprise that clients and vendors alike are excited about this model. These agencies help elevate customer intelligence within the client organization. They bring attention and focus to the importance of customer knowledge, and they work hard at infusing that knowledge throughout every customer touchpoint. They measure customer value, not just marketing campaigns. And they help clients use CI to answer questions about everything from product development to logistics and resource management.
But, this is an emerging market — the players are evolving from very different backgrounds; they offer substantially different "value-added" capabilities; and many of them have proprietary methods and models that make it hard to compare apples to apples.
That's why we've just kicked off a Customer Engagement Agency WaveTM that will publish in the fall. If you're intrigued with the idea of working with a CEA, I encourage you to: