What needs to be personalised and how to see results without putting pointless efforts into this?
What are the best tools to get data from multiple channels and gain new insights into customer needs?
The first step is to define a data strategy that fits the business challenges, growth goals and overall business model. Data acquisition will be dependant on the type of data as well as the acquisition source, and it can be different for each industry. Once we have a strong data acquisition programme, then the challenge is making is usable and insightful, which again comes back to the strategy. What is the use case? What is the goal? Based on that we craft hypothesis, and we go to the data to inform and validate our hypothesis. For this we look at structured data, unstructured as well as direct customer feedback. It is critical to count with the right data architecture and infrastructure to make sure data is traceable to a single customer, and possible to view at aggregate as well as individual level, so our conclusions are not based on averages which are by nature deceiving.
How to effectively use data to create personalised experience?
All too often we hear about personalisation, but it is either not possible, not needed or not worth it. So the key here is to understand what we believe needs to be personalised and why, and what this personalisation means. I have experienced getting too nuanced in this area, driving a lot of effort but not meaningful results as we focused on very small niches. So the key is to make it seem personalised, although it is a niche-mass message or experience (this means a small enough niche that is distinct from others, but big enough that is relevant for business output). Again, it starts with the use case, which data is relevant so that our customer feels ‘oh, this really is for me, they really get me’ and build back how we get, understand and leverage those data points. Often times, it is not so much about the quantity, but the quality.
How to leverage data from customer satisfaction surveys to increase revenue?
This is very simple, although we make it very complex at times. The simple recipe is: understand the customer pain point and frustration, decide which ones should be fixed based on your busines model, strategy and overall competitive positioning. Then make sure you do fix it, and you let your customers know. It is important to be decisive and intentional, the worse mistake we can make is go soft because we lack resources or commitment, and patch up an already bad experience, which no doubt will be worse. As we get better at this, we actually leverage customer satisfaction to infuse our innovation roadmap and build what our ideal or target audience is requesting, that aligns with our strategy (which is critical to know what we will NOT look to fulfil).
Augusto MAROLLA has been a Disruptive Innovation Director, CRM & Loyalty at P&G. He is a business disruptor, expert in bringing the innovative & agile digitally native entrepreneurial mindset into the corporate structure, enabling companies to grow leveraging 1st party data. In his last role he led the disruption of Pampers communication model, transforming it from a mass media based to a digital, personalised at scale one in the top 10 markets globally by leveraging loyalty, data & CRM. During a 6 years journey, his team incubated, expanded and ultimately scaled to all top markets the new model which is now one of Pampers core business strategies, growing the internal disruption unit ‘StartUp Pampers’ from 4 members to +25 and over 140 partner agency members via a virtual Joint Venture. Along the way, he created new capabilities around product management, growth marketing, experimentation and technology that are now the backbone of Pampers marketing model.