CI - Customer Intelligence: High-impact Strategies - What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors

Kevin Roebuck

Description

The Knowledge Solution. Stop Searching, Stand Out and Pay Off. The #1 ALL ENCOMPASSING Guide to CI.

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Customer intelligence (CI) is the process of gathering and analysing information regarding customers; their details and their activities, in order to build deeper and more effective customer relationships and improve strategic decision making .

Get the edge, learn EVERYTHING you need to know about CI, and ace any discussion, proposal and implementation with the ultimate book - guaranteed to give you the education that you need, faster than you ever dreamed possible!

The information in this book can show you how to be an expert in the field of CI.

Are you looking to learn more about CI? You're about to discover the most spectacular gold mine of CI materials ever created, this book is a unique collection to help you become a master of CI.

This book is your ultimate resource for CI. Here you will find the most up-to-date information, analysis, background and everything you need to know.

In easy to read chapters, with extensive references and links to get you to know all there is to know about CI right away. A quick look inside: Customer intelligence, Attitudinal analytics, Brand community, Business augmentation services, Catriona Campbell, ClickTale, COPC Inc., Customer data integration, Customer dynamics, Customer experience, Customer experience analytics, Customer experience systems, Customer experience transformation, Customer feedback management services, Customer insight, Customer integrated system, Customer interaction management, Customer intimacy, Customer involvement management, Customer lifecycle management, Customer reference program, Customer relationship management, Customer service, Customer service training, Customer Value Models, Demand chain, Enterprise relationship management, EOS CCA, Extended Relationship Management, Facing (retail), Foviance, Help desk, House call, Incentive program, Institute of Customer Service, Kampyle (software), Lead scoring, Music on hold, National Asset Recovery Services, Outsourcing relationship management, Product support, Relationship Management Application (RMA), Sales process engineering, Service guarantee, Service rate, Social CRM, Speech analytics, Customer support, SWIFTNet InterAct Realtime, SWIFTNet InterAct Store and Forward, Tealeaf, Technical support, The International Customer Service Institute, Touchpoint, Usability Sciences ...and Much, Much More!

This book explains in-depth the real drivers and workings of CI. It reduces the risk of your technology, time and resources investment decisions by enabling you to compare your understanding of CI with the objectivity of experienced professionals - Grab your copy now, while you still can.

Sujets

• Computers
• Informatique
• General officer
• General

Informations

• Publié par: Emereo Publishing
• Date de parution: 24 octobre 2012
• Nombre de lectures: 0
• EAN13: 9781743339053
• Langue: English
• Poids de l'ouvrage: 3 Mo

Extrait

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Contents

Articles Customer intelligence Attitudinal analytics Brand community Business augmentation services Catriona Campbell ClickTale COPC Inc. Customer data integration Customer dynamics Customer experience Customer experience analytics Customer experience systems Customer experience transformation Customer feedback management services Customer insight Customer integrated system Customer interaction management Customer intimacy Customer involvement management Customer lifecycle management Customer reference program Customer relationship management Customer service Customer service training Customer Value Models Demand chain Enterprise relationship management EOS CCA Extended Relationship Management Facing (retail) Foviance Help desk House call Incentive program

1 2 3 4 10 12 14 15 17 19 21 22 23 23 24 25 26 27 27 28 29 30 42 45 46 47 51 55 57 69 70 71 73 74

Institute of Customer Service Kampyle (software) Lead scoring Music on hold National Asset Recovery Services Outsourcing relationship management Product support Relationship Management Application (RMA) Sales process engineering Service guarantee Service rate Social CRM Speech analytics Customer support SWIFTNet InterAct Realtime SWIFTNet InterAct Store and Forward Tealeaf Technical support The International Customer Service Institute Touchpoint Usability Sciences

References Article Sources and Contributors Image Sources, Licenses and Contributors

Article Licenses License

78 79 80 80 83 84 88 88 89 91 94 94 95 97 98 99 101 102 106 107 109

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Customer intelligence

Customer intelligence

What it is Customer intelligence(CI) is the process of gathering and analysing information regarding customers; their details and their activities, in order to build deeper and more effective customer relationships and improve strategic decision [1] making .

CI and CRM Customer Intelligence is a key component of effective customer relationship management (CRM), and when effectively implemented it is a rich source of insight into the behaviour and experience of a company's customer base. As an example, some customers walk into a store and walk out without buying anything. Information about these customers/prospects (or their visits), may not exist in a traditional CRM system, as no sales are entered on the store cash register. Although no commercial transaction took place, knowingwhycustomers leave the store (perhaps by asking them, or the storeperson, to complete a survey) and using this data to make inferences about customer behaviour, is an example of CI.

Process Customer Intelligence begins with reference data–basic key facts about the customer, such as their geographic location. [2] This data is then supplemented with transactional data–reports of customer activity. This can be commercial information (for example purchase history from sales and order processing), interactions from service contacts over the phone and via e-mail. A further subjective dimension can be added, in the form of customer satisfaction surveys or agent data. Finally, a company can use competitor insight and mystery shopping to get a better view of how their service benchmarks in the market. By mining this data, and placing it in context with wider information about competitors, conditions in the industry, and general trends, information can be obtained about customers' existing and future needs, how they reach [3] [4] decisions, and predictions made about their future behavior.

Example sources of data for CI Speech analytics–used to monitor telephone conversations taking place between companies and customers, using [5] phonetic analysis or speech to text to find keywords and phrases, classify call types and identify trends. Click Tracking–used to monitor the popularity and usage of corporate web sites, this data can provide clues to product interest and buying intention. For example, a company may infer a customer is interested in purchasing a [6] particular service if they are spending time browsing specific product pages. Customer Relationship Management–software solutions used for Salesforce automation and to manage customer relationships which can store data on the quantity, type and category of customer and prospect contacts. Frontline data capture which may (or may not) form part of a CRM software solution, but which is used by front line agents to record more subjective data regarding customer contacts, such as the root cause of the customer picking up the phone (e.g. they received their bill) or their emotional state.

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Customer intelligence

Customer satisfaction and market research surveys, often mined via text analytics, which can additionally be applied, for customer intelligence purposes, to contact center notes, e-mail, and other textual sources.

Benefits Customer Intelligence provides a detailed understanding of the experience customers have in interacting with a company, and allows predictions to be made regarding reasons behind customer behaviors. This knowledge can then be applied to support more effective and strategic decision making–for example, understanding why customers call makes it easier to predict (and plan to reduce) call volumes in a contact centre.

References [1] Shaw, Robert, Measuring and Valuing Customer Relationships (2000) Business Intelligence ISBN 9781898085331 [2] (http://www.oracle.com/oramag/profit/05-may/p25feature.html) Capturing Customer Intelligence–Oracle [3] (http://www.crm2day.com/customer-intelligence/) Customer Intelligence by CRM Today [4] http://www.g2i.org/article/2005/09/customer-intelligence [5] http://www.nexidia.com/solutions/contact_center [6] http://www.webtrends.com/Products/WebTrendsVisitorIntelligence.aspx

Attitudinal analytics

Attitudinal analyticsis a marketing technology application that involves the integration of online surveys that capture visitor intent and critical demographic attributes with the tracking of explicit behavior through click stream monitoring on websites. This quantitative user experience collects data from thousands of user sessions rather than hundreds. This data is typically compared against key performance indicators for performance, customer satisfaction and overall customer experience success or failure. Reports of finding and recommendations are used to improve a website or customer experience program that is heavily dependent upon the use of an online campaigns driving traffic to a website or collection of sites. Offline measurement can also be incorporated to extend the customer experience understanding to illuminate what elements of the online experience impacted offline behavior such as [1] purchasing in a store or visiting a branch office. Several vendors provide attitudinal analytics solutions as stand-alone offerings. Leading web analytics players are [2] also providing partner integration frameworks to better integrate silos of intent, attitudinal and behavioral data.

References [1] http://www.amazon.com/Actionable-Web-Analytics-Business-Decisions/dp/0470124741 Actionable Web Analytics [2] http://www.omniture.com/press/373 Omniture

Case Study http://www.usabilitysciences.com/category/case-studies/

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Brand community

Brand community

Abrand communityis a community formed on the basis of attachment to a product or marque. Recent developments in marketing and in research in consumer behavior result in stressing the connection between brand, individual identity and culture. Among the concepts developed to explain the behavior of consumers, the concept of a brand community focuses on the connections between consumers. A brand community can be defined as an enduring self-selected group of actors sharing a system of values, standards and representations (a culture) and recognizing bonds of membership with each other and with the whole. Brand communities are characterized in shared consciousness, rituals and traditions, and a sense of moral responsibility. The term "brand community" was first presented by Albert Muniz Jr. and Thomas C. O'Guinn in a 1995 paper for the Association for Consumer Research Annual Conference in Minneapolis, MN. In a 2001 article titled " Brand Community", published in the Journal of Consumer Research (SSCI), they defined the concept as "a specialized, non-geographically bound community, based on a structured set of social relations among admirers of a brand." This 2001 paper recently has been acknowledged by Thomson Scientific & Healthcare to be one of the most cited papers in the field of economics and business. Many brands provide examples of brand communities. In computers and electronics: Apple Inc. (Macintosh, iPod, iPhone), Holga and LOMO cameras, and Palm and Pocket PC Ultra-Mobile PCs. In vehicles: Ford Bronco, Jeep, Miata, Mini Cooper, Saab, Saturn and Subaru automobiles, and Royal Enfield and Harley-Davidson motorcycles. In toys: Barbie and Lego.

References  Algesheimer Rena, Utpal M. Dholakia et Andreas Hermann (2005),The Social Influence of Brand Community: Evidence from European Car Clubs, Journal of Marketing, 69 (July), 19-34.  Amine Abdelmajid and Lionel Sitz (2004),How Does a Virtual Brand Community Emerge? Some implications for marketing research, Marketing: Where Science Meets Practice , Esomar Conference, Warsaw.  Brown Stephen, Robert V. Kozinets and John F. Jr. Sherry (2003),Teaching Old Brands New Tricks: Retro Branding and the Revival of Brand Meaning, Journal of Marketing, 67 (July), 19-33. [1]  Kalman David M. (2005),Brand Communities, Marketing, and Media  Mullins Ran (2003),Giving New Meaning to Branding, BusinessWeek Online, (January)[2]  Muniz Albert M. Jr. and Thomas C. O’Guinn (2001),Brand Community, Journal of Consumer Research, 27 (March), 412-32.  Muniz Albert M. Jr. and Thomas C.’OGuinn (1995),Brand Community and the Sociology of Brandsin Kim P. Corfman and John G. Lynch (eds), Advances in Consumer Research, 1996, Volume 23, Provo, UT: Association for Consumer Research, pages 265-266.  Muniz Albert M. Jr. and Hope Jensen Schau (2005),Religiosity in the Abandoned Apple Newton Brand Community, Journal of Consumer Research, 31 (March), 737-47.

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Brand community

External links [3]  Building Brand Communities - a slide show. [4]  Brand Communities: For the Love of Brands - A Brand Community White Paper. [4]  Nurturing a Natural Brand Community - A Harley-Davidson Case Study. [4]  Building Community Around a Commodity - A Duck Brand Duck Tape Case Study. [5]  Brand Communities, Marketing, and Media White Paper - Content Strategy for Maximizing Brand Attraction.

References [1] http://www.contentboxer.com/1958/terrella_contentboxer/149/ [2] http://www.businessweek.com/smallbiz/content/jan2003/sb2003016_2946.htm [3] http://www.slideshare.net/smack416/building-brand-communities [4] http://smackinc.com/publications.cfm [5] http://www.terrella.com/bcmarketingwp2.pdf

Business augmentation services

Business augmentation servicesis a specialized set of services for managing and nurturing a company in the business of technology and assuring steep growth with clients and sales prospects. It involves using business concepts like branding and strategic planning as well as disruptive technology to organize, automate, and generate business processes—principally product design and sales activities, but also those for marketing, patents ( IAM ), customer service, and technical support. The overall goals are to innovate in "360 degrees", in other words, to utilize technology and business ideas in unison and simultaneously to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing, client service, production, and design all while exponentially increasingly the value of the company and its products in the [1] customer's eyes. The service set was created based on the belief the business is driven by technology. Once a company embraces this service set, specialized individuals well-versed in these concepts become necessary to execute them. Once simply a label for a category of software tools, today, it generally denotes a company-wide business strategy embracing all technology as well as client-facing departments and even beyond. When an implementation is effective, people, processes, and technology work in synergy to increase profitability, and reduce [2] operational costs.

Benefits These tools have been shown to help companies attain these objectives:  Streamlined sales and marketing processes  New markets and instant, assured leadership in these markets through Patents  Higher sales productivity  Added cross-selling and up-selling opportunities  Improved service, loyalty, and retention  Increased product development efficiency (the objective is always a 10x increase)  Better profiling and targeting as well as new customer profiling and targeting  Reduced expenses (the objective is a 10x decrease as shown in disruptive technology)  Increased current market share  Higher overall profitability

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Business augmentation services

Related trends New trends are beginning to take hold in this field. Due to the abundance of technical knowledge, the reduction in cost for said knowledge as well as the growing need for velocity when approaching a new market, companies are beginning to turn into "one-stop-shops" for business and technological services, requiring professionals skilled in both fields. Perhaps the most notable trend has been the growth of tools delivered via the Web, also known as cloud computing and software as a service (SaaS). In contrast with traditional on-premises software, cloud-computing applications are sold by subscription, accessed via a secure Internet connection, and displayed on a Web browser. Companies don’t incur the initial capital expense of purchasing software; nor must they buy and maintain IT hardware to run it on. As with all business fields affected by globalization, many companies around the world have created a niche as BAS groups and currently the new companies are creating value in the stagnated field of outsourced business and IT services.

Challenges Despite the benefits, many companies are still not fully leveraging these tools and services, mostly because the areas that deal with business and technology very often are separate entities, and as such may not fully understand each other. BAS is a set of defined services that fuse these previously incongruous areas into processes that have an impact that has yet to be fully understood. To align marketing,engineering, design, sales, and service to best serve the customer while reducing costs, the company needs to reconcile these areas through BAS, which requires [3] juxtaposing previously irreconcilable objectives effectively . BAS tools, services and work-flows can be complex to implement, especially for large enterprises. Previously these tools were generally limited. Software solutions then expanded to embrace things such as design needs, engineering, deal tracking, territories, opportunities, and at the sales pipeline itself. Next came the advent of tools for other client-facing business functions, as described below. These technologies have been, and still are, offered as on-premises software that companies purchase and run on their own IT infrastructure. Now, companies are emerging to provide these solutions exclusively. In effect, these BAS houses are experts in a relatively new field and as such are not yet widely used by more traditional corporations. Often, implementations are fragmented; isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: siloed thinking and decision processes frequently lead to separate and incompatible systems, and dysfunctional processes, not to mention weak product lines and low market awareness.

Previous types/variations

Sales force automation A sales force automation (SFA) system provides an array of capabilities to streamline all phases of the sales process, minimizing the time that sales representatives need to spend on manual data entry and administration. This allows them to successfully pursue more clients in a shorter amount of time than would otherwise be possible. At the heart of SFA is a contact management system for tracking and recording every stage in the sales process for each prospective client, from initial contact to final disposition. Many SFA applications also include insights into opportunities, territories, sales forecasts and work-flow automation, quote generation, and product knowledge. Newly-emerged priorities are modules for Web 2.0 e-commerce and pricing.

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Business augmentation services

Marketing Systems for marketing (also known as marketing automation) help the enterprise identify and target its best clients and generate qualified leads for the sales team. A key marketing capability is tracking and measuring multichannel campaigns, including email, search, social media, and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. As marketing departments are increasingly obliged to demonstrate revenue impact, today’s systems typically include features for measuring the overall rate of return (ROI) of campaigns.

Disruptive IT service and support Recognizing that disruptive technology is an important differentiation, organizations are increasingly turning to technology platforms to help them improve their clients’experience while aiming to increase efficiency and [4] minimize costs. Even so, a 2009 study revealed that only 39% of corporate executives believe their employees [5] have the right tools and authority to solve client problems.“.

Analytics Relevant analytics capabilities are often interwoven into applications in sales, marketing, and service. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence. Sales analytics let companies monitor and understand client actions and preferences, through sales forecasting, data quality, and dashboards that graphically display key performance indicators (KPIs). Marketing applications generally come with predictive analytics to improve segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaign Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating“buy signals,” marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance personnel also use analytics to assess the value of multi-faceted programs as a whole. These types of analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other support channels, in order to correct problems before they affect satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analyze response times, service quality, agent performance, and the frequency of various issues.

Integrated/collaborative [6] Departments within enterprises—especially large enterprises—tend to function in their own little worlds. Traditionally, inter-departmental interaction and collaboration have been infrequent and rivalries not uncommon. More recently, the development and adoption of the tools and services has fostered greater fluidity and cooperation among sales, service, and marketing. This finds expression in the concept of collaborative systems which uses technology to build bridges between departments. For example, feedback from a technical support center can enlighten marketers about specific services and product features clients are asking for. Reps, in their turn, want to be able to pursue these opportunities without the time-wasting burden of re-entering records and contact data into a separate SFA system. Conversely, lack of integration can have negative consequences: if a system isn’t adopted and integrated among all departments, several sources might contact the same clients for an identical purpose. Owing to these factors, many of the top-rated and most popular products come as integrated suites.

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Business augmentation services

Small business Basic client service can be accomplished by a contact manager system, an integrated solution that lets organizations and individuals efficiently track and record interactions, including emails, documents, jobs, faxes, scheduling, and more. This kind of solution is gaining traction with even very small businesses, thanks to the ease and time savings of handling client contact through a centralized application rather than several different pieces of software, each with its own data collection system. In contrast these tools usually focus on accounts rather than individual contacts. They also generally include opportunity insight for tracking sales pipelines plus added functionality for marketing and service. As with larger enterprises, small businesses are finding value in online solutions, especially for mobile and telecommuting workers.

Social media Social media sites like Twitter and Facebook are greatly amplifying the voice of people in the marketplace and are predicted to have profound and far-reaching effects on the ways companies manage their clients, even to the family [7] level. This is because people are using these social media sites to share opinions and experiences on companies, products, and services. As social media isn’t moderated or censored, individuals can say anything they want about a company or brand, whether pro or con. Increasingly, companies are looking to gain access to these conversations and take part in the dialogue. More than a few systems are now integrating to social networking sites. Social media promoters cite a number of business advantages, such as using online communities as a source of high-quality leads and a vehicle for crowd sourcing solutions to client-support problems. Companies can also leverage client stated habits and preferences to personalize and even“hyper-target”their sales and marketing communications. Some analysts take the view that business-to-business marketers should proceed cautiously when weaving social media into their business processes. These observers recommend careful market research to determine if and where [8] the phenomenon can provide measurable benefits for client interactions, sales, and support.

Non-profit and membership-based Systems for non-profit and membership-based organizations help track constituents and their involvement in the organization. Capabilities typically include tracking the following: fund-raising, demographics, membership levels, membership directories, volunteering and communications with individuals. Many include tools for identifying potential donors based on previous donations and participation. In light of the growth of social networking tools, there may be some overlap between social/community driven tools and non-profit/membership tools.

Strategy Choosing and implementing a system is a major undertaking. For enterprises of any appreciable size, a complete and detailed plan is required to obtain the funding, resources, and company-wide support that can make the initiative successful. Benefits must be defined, risks assessed, and cost quantified in three general areas:  Processes: Though these systems have many technological components, business processes lie at its core. It can be seen as a more client-centric way of doing business, enabled by technology that consolidates and intelligently distributes pertinent information about clients, sales, marketing effectiveness, responsiveness, and market trends. Therefore, before choosing a technology platform, a company needs to analyze its business workflows and processes; some will likely need re-engineering to better serve the overall goal of winning and satisfying clients. Moreover, planners need to determine the types of client information that are most relevant, and how best to employ them.

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