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  • admin 9:51 am on November 14, 2017 Permalink
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    Four tips to delight your CFO and unlock the value of data assets 

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  • admin 9:51 am on April 21, 2017 Permalink
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    Standing With Women in Tech: Tips for Success 

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  • admin 9:51 am on October 19, 2016 Permalink
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    Holiday Marketing Tips: How to Smoothly Steer the Digital Marketing Sleigh 

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  • admin 9:52 am on July 26, 2016 Permalink
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    3 Snapchat Marketing Tips to Help Catch Unique Moments 

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  • admin 9:46 am on December 18, 2015 Permalink
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    Top 10 analytics tips from Data Marketing 2015 conference 

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  • admin 9:46 am on November 11, 2015 Permalink
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    Teradatas Bob Fair offers retail CPG marketing tips 

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  • admin 9:51 am on April 21, 2015 Permalink
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    4 Tips for Getting Digital Transformation Right 

    Although digital electronics has been in existence for many decades with its widespread use in computers and electronic equipment of all kinds, recent use of the phrase digital transformation is confusing as if digital is a newly invented word for the web, social media and social networks!

    Here are 4 tips for leveraging the new trend in digital for discovery analytics, strategic intelligence and operational intelligence for optimising business performance.

    What is Digital?

    In 1975, Kodak invented the digital camera, which is now an integral part of all smart devices! It’s a pity, Kodak did not see the success of its own digital innovation, left it for its competitors to claim the glory – (possibly because Kodak thought it was still in the chemical business and failed to see the shape of things to come!).

    RadioShack, the digital electronic retailer was once the go-to shop for innovators and engineers for a range of products, has filed for bankruptcy as it seems to have failed to transform itself into the new market dynamics. At the same time, Amazon is considering using the RadioShack stores as showcases for the company’s products, as well as potential pickup and drop-off centres for online customers, thereby underscoring the need for exploiting convergence of all kinds, including the online and offline channels often called omni-channel.

    In essence, digital is all about adapting to the changing attitudes and behaviours of customers by leveraging the ubiquitous availability of broadband networks and connected smart devices that now reach over 7 billion people around globe to communicate and interact with customers better than what competitors can do. In doing so organisations can complement the new use of digital, (i.e. Online portal, online chat, social network, social media) with existing digital tools such as SMS, MMS, e-mail that they are currently using for communicating and interacting with customers.

    Business Model

    Thinking that digital is about social networks, online search and streaming videos is a mistake. Also, trying to replicate the advert-supported business models of Over The Top (OTT) Internet companies mentioned earlier is not relevant for most organisations that have high infrastructure costs, contractual obligations and service level commitments with their customers. As otherwise, many organisations would have long adopted the models of the Free To Air (FTA) broadcasters or newspaper publishers.  However, some of the innovations in interaction, communication and sharing brought about by the OTT players are very relevant that can be supplemented and integrated within the existing business models of the organisations.

    Value Chain

    Digital is not just about omni-channel campaigns for marketing purposes. It is an enabler and part of end-to-end integration of the organisation’s business processes to achieve strategic capabilities, remembering that an organisation’s capabilities are not confined to those it owns and is strongly influenced by resources outside the organisation which are an integral part of the chain between product or service design through production and marketing to the use of the product or service by consumers.

    The linkages and relationships between the various activities are often the basis on which competitive advantage is achieved. So, Michael Porter’s value chain model (M.E.Porter, Competitive Advantage: Creating and sustaining superior performance, Free Press, 1985) is more relevant in the digital era where the need for real-time capabilities and active operational intelligence become the standard operating model. In fact, one executive of a multi-national organisation operating in Australia admitted that they have had Online Portal (i.e. Web Pages) for a long time but they have not been successful in translating this capability to online-commerce due to lack of seamless integration between their value chain partners.

    Advancement in digital technologies allows organisations to be loosely coupled and yet allow for easy integration by means of RESTful APIs and JSON to achieve strategic capabilities.

    Experience curve

    Boston Consulting Group (BCG) studied organisational performance showing direct relationship between volumes of production and declining cost which they called the experience curve. The premise of BCG is that in any market segment of an industry, price levels tend to be similar for similar products. Therefore, what makes an organisation more profitable than the other must be the level of its costs.

    The component parts that contribute to declining costs are self-learning (i.e. efficiencies from learning to do job better), specialisation (i.e. division of labour) and scale (i.e. reduced capex with volume growth). The experience curve is not confined to the mass production industrial era for which it was designed. In the digital era wherein volume, velocity and variety dominate and learning cycle is shortened due to fast turnaround times, the experience curve needs to be supplemented with discovery analytics for translating insights into learning, decision and action.

    In summary, convergence of all kinds is rapidly changing the market dynamics. Making sense of the dynamic changes requires a clear vision and an ability to make the best decision possible. Failing to recognise the impact of the change often leads to short-sightedness resulting in wrong decisions and ultimately the demise of the enterprise as evidenced from history. New wave of digital and Big Data technologies are playing a crucial role in the convergence of traditional data warehousing into Unified Data Architecture (UDA) to support discovery analytics and enable active enterprise intelligence.

    Stay tuned for what digital means to the Public sector, Media and Entertainment and Telecom industries respectively.

    Sundara Raman is a Senior Communications Industry Consultant at Teradata. He has 30 years of experience in the telecommunications industry that spans fixed line, mobile, broadband and Pay TV sectors. He specialises in Business Value Consulting, business intelligence, Big Data and Customer Experience Management solutions for communication service providers. Connect with Sundara on Linkedin.

    The post 4 Tips for Getting Digital Transformation Right appeared first on International Blog.

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  • admin 10:33 am on April 10, 2015 Permalink
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    Webinar: Tips for Modernizing a Data Warehouse 

    A new TDWI Checklist Report examines the updates and enhancements that many data warehouses need to address new requirements for big data analytics. The webinar panel will debate and discuss the drivers, technologies, and user best practices for data warehouse modernization.
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  • admin 9:54 am on February 5, 2015 Permalink
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    4 Tips for Improving Customer Satisfaction with Data Analytics 

    Customer Experience Management (CEM) is a major talking point in a number of industries, including Telecommunications, Financial Services, Retail and even the Public Sector. While there is no homogeneous definition and processes associated with CEM, the industries seem to understand what CEM is meant to do for them, namely, drive a greater level of customer-focus / customer satisfaction; generate new revenue streams; and help maximise profits.

    Here are some tips for improving customers’ experience and how analytics will help in maximising customer satisfaction and market share.

    1. Product or Service

    This may seem obvious on the surface but requires a good understanding of the differences that will help in managing customer expectations. Gone are the days when the only thing that mattered was the ‘3Ps’ (Product, Price and Place) when it comes to growing market share. There are many industries that don’t have physical products or inventories. For many Financial and Telecom service providers, ‘Service’ is their product. This allows for greater flexibility and agility for creating service products at different price points that will appeal to the target market segment.

    This is in contrast to products (i.e. consumer equipment) that requires upfront capital expenditure for production as well as significant operating expenditure for the sales distribution network and inventory. Customer satisfaction of using consumer equipment is inherent in its engineering design quality and reliability whereas for service products it arises from the reliability of the infrastructure that delivers the service.

    It could be frustrating if the set top box fails to deliver the premier sports show that you may have been waiting for! What if the ATM is out-of-order when you needed the cash? You are most likely to be frustrated with your mobile service provider if you are unable to make that emergency call after several repeat attempts!

    Path Analysis is a good tool to predict failures of consumer premises equipment and/or infrastructures before they arise and helps to proactively manage customer expectations. Here is an example from the telecom network performance. Path Analysis is also good for predicting ‘path to purchase’ and ‘path to out of stock situations’ during customer acquisition stage of customer life cycle management.

    Path_Analysis

    2. Product Development

    Creation of ‘service product’ at competitive pricing is relatively easy compared with manufacturing of consumer premises equipment which requires breakeven points to be profitable. However, many organisations create service products that are ‘one size fits all’.

    Mortgage financing and mobile price plans are examples of this type of ‘inside out thinking’ in product development. Consider a customer with $ 70 mobile plan that gives her 700 minutes of talk-time, 3GB of data and 4000 SMS per month. If she only uses 200 minutes and 1 GB per month then she is overpaying the service provider – likely not a very happy customer. Why not develop a personalised price plan that fits the individual customer’s life style?

    This type of ‘outside in thinking’ requires discovery analytics to understand customer’s buying decision / behaviour to tailor a product that is aligned with her / his life style. Every telecom service provider has the detailed data of their customers’ service usage which they can use to simulate various tariff plans that provides the best margin while helping the customer save. This is their ultimate weapon that their competitors don’t have! Can there be better way for agility in customer retention?

    Social network analysis can provide clues about a customer’s calling circle and sphere of influence. When combined with Affinity analysis it will provide strong indications of the propensity for the customer to take up a product / service that fits the customer’s needs.

    3. Customer Service

    When it comes to Customer Service there is no inventory to keep or product catalogue to maintain, but its success solely relies on the skills of well trained staff / partner network who can deliver quality service. In other words, quality of experience (or lack of it!) is realised at the time at which the customer service is delivered – every single time. Paying attention to this subtle difference in ‘service’ delivery and managing customer expectation is the key to keeping a satisfied customer.

    Proactive analysis of customers’ sentiment about new product launches and/or issues with a current product or service could be analysed from social media well ahead of a customer’s intention to contact the Call Centre. Discovery analytics performed using Text Analytics and/or Sentiment Analysis functions on Call Centre contact notes and social media data will enable new insights to be gained about competitors as well as own products/service as perceived in the market. A well trained Customer Service staff can use the insights gained from discovery analytics to help improve customer satisfaction.

     

    4. Channel Management

    Cutting costs of channel by reducing retail outlets often leads to creation of low cost channels such as telesales and online without considerations for the customer’s preference. Significant number of customers are not willing to accept offers on telesales channels.

    Response rates of online channels can also be generally low leading to ineffectiveness of these channels. Geospatial analytics overcome these limitations to spot customers who frequently visit retail stores and those who don’t. Identifying stores that are closer to where customers live provides the opportunity to find stores that are good at selling particular offer and / or good at resolving problems. Those customers who visited your online channel can also be directed to a close by store to bridge the online-offline gap.

    Is your organisation well positioned for the next generation of discovery analytics competency?

    Sundara Raman is a Senior Communications Industry Consultant at Teradata. He has 30 years of experience in the telecommunications industry that spans fixed line, mobile, broadband and Pay TV sectors. He specialises in Business Value Consulting, business intelligence, Big Data and Customer Experience Management solutions for communication service providers. Connect with Sundara on Linkedin.

    The post 4 Tips for Improving Customer Satisfaction with Data Analytics appeared first on International Blog.

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