In my previous blog, I talked about the importance of and expectation from customers for personalisation. One very important fact to consider is that personalisation doesn’t immediately need to be about an individual, as many of us want the same things as many others. So at the very least address this first. It is amazing how many organisations don’t. Like segmentation and creating personas or look-a-likes. This can be done in silo within a channel
Create a Map
Start with mapping where the touchpoints are and what customers leave behind at that stage. What information should you collect? What information do you have the right to hold? And if you hold it what should you be doing with it?
Don’t collect for the sake of collection. Score it. How is this valuable to us? What is the risk of collecting it? By collecting it how does this improve things for the customer? Do I need to know someone’s name to recognise their commitment? Doubtful, we have many identifiers these days…
Also look at the spaces between these touchpoints – are they really there or are you just going quiet or not collecting anything at that point?
Then work out how to make your life easier. How do I bring them together to create a picture? How do I make sense of it and quickly?
Keep up with the Fluidity of the Customer
However it’s not just about bringing things together for a snapshot. Customers are changing all the time. They are growing older, having families, getting rich, becoming poorer, moving around, travelling so how do you pin-point the important amongst such fluidity in your customers?
Also first party, second party, third party data – how do we use and blend these data sets to constantly refocus a picture that regularly goes out of focus the minute we can see it…
New data sets and touchpoints are being created all the time and you need to be able to absorb these new sources in a consistent fashion.
Data Stewardship needs to become more than just best practice around storage, management and ownership, it needs to be a commercial role that understands the value of accurate, complete and clear data.
Understand the customer to sell them more?
No. Well yes. But not just that. Collecting and creating a view of the customer is to recognise so you can understand then act. However, so much Customer Insight is about recognising them but not understanding them. Once you start to understand you can begin to predict behaviour and need and change. This can lead to the right message, right service and right experience, at the right time and enhanced product and proposition and inform your own change as an organisation.
What do we need to make the above happen?
The ingredients are different for each organisation but broadly everyone needs the right people, process and structure, technology and understanding of the impacts to make this happen.
You need to have the data in the first place and the commitment to capturing it and using it. People will use the term data strategy and this is something bigger, but get the basic will in place first.
Selecting technology is not an easy process and with so many voices, so many features you need to get it right to avoid costly mistakes. The right technology isn’t about just selecting the best scoring technology in the quadrant or wave but what fits your organisation and keeps the costs and change reasonable and within the realms of your ability and organization maturity.
We often rung maturity assessments to find that is likely a business will make the investment in the technology and stand no chance of adopting or getting value from it because of the maturity in the rest of the business.
People, Process, & Change
You need to make sure that when you make investments in technology its met by the investment you need in people so that will get the value from it. You may need to structure differently to absorb the benefits this data picture provides for you starting to think about it.
Our advice would always be to take advice… but if you take one thing from the above it would be to map the touchpoints and the gaps and that will set you on the path.
Written by Dan Telling
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