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Principles of Effective Contact Management

Advanced approaches especially for attendees of Unica MIS 2011

COVALENT MARKETING
Cristene Gonzalez-Wertz Stanton Willins

Contact

Management

A well-governed set of principles that deliver an engaging, interactive dialogue with each customer that exist across the organization and supports both effectively

So how can something that sounds so simple, be so bloody difficult?

Because most companies treat Contact Management like

Every one of your marketers wants a slice of the customer pie effective Contact Management means not everyone should have one

effective
1.The bell curve is not your friend it obscures the detail you need to have to be effective. 1 in 10 may not be 10%. 2.Dig into the tails understand what the drivers of performance are at both ends 3.Dont 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 to see performance and drill down easily

execution

The Lie of Averages

Its not simply the analysts responsibility to dig into the data. Its yours, too.

effective
Start by playing around these are snapshots from IBMs Many Eyes Data Visualizer

execution

ideal customer

experience

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execution

The Laws of
Frequency

1. Sporadic communication doesnt give the customer an sense of a shared relationship. Too strenuous a rule breaks the process. 2. Frequency based rules only prevent they dont 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 it should be treated in a designed set of customer-specific streams.

The best way to arrive at frequency is through rigorous testing and analysis

ideal customer

experience
True Transparent Straightforward Fluid Cascading Inspiring Shared Social Original Trustworthy Personal Creative Respectful Interesting Valuable Altruistic

ideal customer

experience
1. Consistency is the friend and the enemy in customer experience 2. You have to map the strategy specifically and granularly Products Customer Information Customer Preferences Customer Lifecycle

The

Generalization

Problem

3. 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

conversational
Listen Understand

marketing
Learn
Align internal and external data Determine *customer* tone and manner Trend and opportunity analysis

Engage
Determine value Determine collaboration potential (public/private) Determine response voice and expertise

Harvest

- Few observers/ broad but shallow scope. Pockets of knowledge, threads, jigsaw pieces. Discovery

Determine weak signals Assess strategic import Focal product categories Determine core markets Identify inuencers

Measure value of input and interactions Share internally - develop organizational knowledge

Participate - Multiple players, in multiple positions. Deep/wide/ shallow/narrow. Dialogues and stories. Development

Determine sources/ locales Assess community rules Assess content relevance Monitor

Align to organizational experts Determine match/t Determine message points

Community and Media Managers - best person for the content and the media Beach-heads, outposts and throngs

Localized learnings, but aggregated and published - shared when interesting (for discovery or delivery) Hobbyists and Loyalists

- Few Serve sensing players,- laser focus. Detect model

keywords, triggers Determine context sensitivity Determine outlets/ sources

Lots of little pieces - transactional. Public to private model. Manage knowledge Delivery Share internally - service Public to private forum is just the catcher Use service organization Correlate: common Update channel and Develop specialized skills sources of frustration message approaches Channel concerns and integration for Actively try to reduce Missing web content multichannel triaged service

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interactions
Not All Data is Equal
Value and Valuable Engagement Market-basket Brand/category Self service adoption

Its not about using all of your data its about using more of the right data

high-velocity organization
Optimization
1. There can only be one king - the overriding principle that drives optimization. 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 is where it gets teeth. You need to determine if you want to solve the problem or make everyone feel good. You cant do both. 4. Business rules are not mathematical optimizations. Unica Optimize enables multiple criteria considerations that traditional rules engines cannot

Rules

You need to focus on three key dimensions: consideration, application and duration

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Consideration
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Application
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Duration
0'-%."*$%+1#%2#-*')%

Primary optimization: Sales Revenue Protability Cross-sell/Wallet Share Customer Experience Retention and Loyalty Advocacy Capacity/Resource Utilization

!"#$#% *()*3*)456$%

Campaign

!"5.% 74)8#.%
Campaign Campaign

!"*$% &"5((#6% &525&*.9%

Campaign

Campaign

Understand

Evaluate

Attach

Constrain

Offer Attach offers to customers sized based on testing matrix and segment sizing

Align Provide offer details and mechanisms to channel management

Place Determine the customers into tests in which a operational customer can segments participate across an organization via a centralized view

Run policy Allocate the exclusions to customer remove population based customers from on budgets, specific organization/BU communications commitments and hierarchies

high-velocity organization
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 are closely aligned to the customers interests Sequenced communications Multi-channel coverage

The challenge with governing is trying to not rewrite the constitution every time

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Optimization Options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

Criteria Counts

Interaction Rules

Customer Preferences

Capacity Rules

Ratings and Rankings

Business Rules

You need to establish a set of rules that are can be invoked as needed. But be cautious of continuous change

high-velocity organization
Understand Explore Develop Deliver
The customers needs and wants
Process Layer

potential solutions

through all the right channels interactions consistently

Offer Align

Afrm

the customers choice and success across conversations

Discuss Harvest Apply

Detect

Listen

Learn

Evaluate

Attach

EngageCommunicate Monitor

Social Media Owned data External data

Insights Projection & Prediction

Products & Programs Pricing Policies/Constraints Rewards Micro-segments Incentives

Interactions Channels Training Queueing

Measurement

Social Media Owned Channels Other media

Findings

Experiment Layer

People Layer

Experiment Experiment Denition Design

Experiment Execution Knowledge

Experiment Performance

Experiment Reporting Collaboration Governance and Management

Resources
Technology Layer

Responsibilities

Data

Analytics

Tools

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conversational

informed
experience
high-velocity organization

marketing

interactions
ideal customer