Analytics as a weapons guidance systems? This could only be the second post in two-part series by our guest blogger Peter Lavers.
You may recall that, in his first post, Peter made the case for data being the new marketing battleground. He argued that Marketing and CRM are in exciting times because is it now economically viable to unlock the incredible value of data. Value that’s often hidden in inaccessible and disconnected company databases.
So, over to Peter, to explain how turning his attention to analytics has got so attack minded…
Why analytics are weapons guidance systems
In my first post, I asserted that customer data is the new marketing battleground. But, data isn’t a weapon in itself – it needs to be generating insight that directs deployment. Analytics are therefore the ‘weapons guidance systems’. That can accurately deploy insight, through all your marketing tools (your arsenal). This can improve personalisation and immediacy, to win more share of attention and wallet.
We all say that strategy is important, and nevermore is this true when considering the application of insight because there is so much data! Our Customer Strategy needs to be clear about the ‘battlefronts’ on which to deploy and win:
“The expert in battle seeks his victory from strategic advantage and does not demand it from his men.”
This post considers such battlefronts. The drivers of value, that the new analytics tools are helping to be realised, into hard commercial benefits. By value I mean profitability. Too many marketing strategies are concerned only with Market Share, but this is bad Customer Management. It takes no account of the quality of the acquired customers (and can lead to all sorts of counter-cultural and short-termist behaviours), but that’s another subject.
Understanding the Customer Management Battlefronts
Winning sales from first-time buyers and conquesting sales from other brands. Our data analytics need to be ever-refining and honing our insight. To provide targeting and propensity, to improve our conversion rates. Highly importantly, also to measure and manage the cost-to-acquire. This still isn’t a key measure in most businesses.
Winning long-term customer loyalty. Whether that means continuity, repeat sales or renewals, etc. Are our retention analytics still based on product lines, rather than customers? It is essential that the business has agreed definitions. It needs measures of its active customer base. Plus, the cost-to-serve. Thereby, the value derived from that base, and the attrition rates from different value groups/segments. This should be setting the baseline from which Acquisition and Cross-sell targets are set.
In many sectors, just getting customers to buy more frequently will significantly improve profitability. It’s easier said than done, though. Our analytics should be uncovering the insights needed. Into their ability and propensity to buy more frequently. So that, marketers can cost-effectively target these individuals.
Cross-sell and Up-sell
Selling extra and higher margin product lines/categories to existing customers. This looks like an obvious thing to do, and many customer strategies major on this element of value creation. In my experience, however, I have seen dramatically differing results from similar strategies. I have come to a couple of conclusions about cross-selling/up-selling campaigns:
o We have to earn the right! Too many strategies leap to cross-sell to customers without first earning their TRUST. I believe trust is probably the most valuable asset that gets ignored in most organisations (until they lose it). Our analytics can help in defining, measuring & managing the behaviours that relate to trust.
o Cross-sell success is a function of Acquisition & Retention quality. I have witnessed Market Share-grabbing programmes that lead to the acquisition of low value or unprofitable customers. Who are then compounded by ‘loyalty’ programmes. Ones that are only about tactical purchasing behaviour (i.e. not about trust and commitment). The cross-selling teams then get beaten up about missing their targets. All these symptoms can be diagnosed with good analytics.
Giving customers a positive exiting experience. Plus, staying in touch (with selected ex-customers) to make it easy for them to return. Lost customers are often written off as unlikely to return, or simply dumped back in the prospect pool and treated as if there was no relationship. Joined-up analytics can qualify and identify the best win-back targets. Your marketing teams can then sensitively re-connect with and warm them, to regain their business. You will be surprised at the results.
Next steps with your Weapons Guidance Systems
You will note that each of these battlefronts is dependent of analytics and insight. Your strategy needs to decide on which fronts to ‘hold firm’ and on which to win strategic advantage. It’s unwise to try and win at everything!
Your sales and marketing plans then deploy the ‘weapons’ (tools & techniques). Using them to meet these objectives; using your analytics as the guidance systems to ensure that targets are hit.
We live in exciting times. New and advanced analytics are becoming more accessible (at relatively lower cost) than ever before. I’d particularly encourage you to make sure that you are up to speed with:
· IoT (IoE) analytics. The world is changing fast and customers will soon be super-connected but time-poor.
· Artificial Intelligence (AI), Machine Learning and Cognitive. Sometimes the machine really will make better decisions than humans!
· Real-time personalisation, which is utterly dependent on analytics.
· The compliance (GDPR) and ethics of data management and analytics. Who will customers trust with their data?
These are all more reasons why I’ll be attending the SAS AnalyticsX conference in Amsterdam in October. These are topics that will be debated and demonstrated.
One of my clients recently told me that their CX driven transformation programme has resulted in 25% of their employees now being Data Scientists. He’s got the message. Have you?