1、Sponsored by Pulse Survey REAL-TIME ANALYTICS The Key to Unlocking Customer Insights accessible and usable data; the ability to predict, optimize, and forecast using trusted algorithms; and organizational support for experimentation. However, the survey reveals sizable gaps between the importance of

2、 these key capabilities and how successful companies have been in achieving them. FIGURE 5 “There is a mandate from the top down to be able to perform real-time analytics FIGURE 5 THE IMPORTANCE AND EFFECTIVENESS OF REAL-TIME CAPABILITIES This graphic shows the percentage of respondents indicating t

3、hat each factor listed is very important in creating a foundation for real-time customer analytics and customer interactions, followed by the percentage saying their organization is successful in achieving it IMPORTANCE SUCCESS The ability to translate data into actionable insight at the optimal tim

4、e Data accessibility (right data to right people at the right time) The ability to access and use all available data (e.g., customer activity) in a seamless fashion The ability to predict, optimize, and forecast using trusted algorithms Organizational support for experimentation The ability to add/e

5、nhance data with new sources The ability to deploy proven analytic models and test new ones The ability to incorporate results into updated algorithms to provide closed-loop marketing Rapid prototyping/testing of analytical models 83% 22% 80% 21% 73% 18% 64% 19% 61% 23% 61% 19% 60% 17% 59% 14% 55% 1

6、5% SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, MARCH 2018 5Harvard Business Review Analytic ServicesPulse Survey | Real-Time Analytics: The Key to Unlocking Customer Insights faster decision making; and improved collaboration between marketing, sales, services, and operations. FIGURE 1

7、1 Four out of 10 respondents say real-time customer analytics also can lead to increased innovation, as well as the introduction of new business models, products, and services. Those numbers are even higher58% for both benefitsamong those who rate their real-time customer analytics as very effective

8、. More than half of respondents say they are seeing significant increases in customer loyalty and retention, and improvement in their understanding of the customer journey, as a result of their investment in real-time customer insight. Even more importantly, a significant number say they are reaping

9、 topline benefits as well44% report significant increases in growth and revenue generation, and a third have seen notable increases in customer lifetime value. FIGURE 12 (Those highly rated real-time customer analytics organizations reported even higher levels of benefits in the areas of customer re

10、tention and loyalty, growth and revenue generation, customer lifetime value, profitability, and speed to market.) Such improvement in key financial and customer metrics lines up with FIGURE 11 REAL-TIME BENEFITS Percentage of respondents citing each benefit as one of the top three from resulting rea

11、l-time customer analytics Improved customer experiences Streamlined operations/increased sales and marketing effi ciencies Speedier decision making Better collaboration between marketing, sales, service, and operations Increased innovation Introduction of new business models, products, and services

12、Better ability to compete with digital disruptors 54% 85% 58% 53% 40% 44% 33% SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, MARCH 2018 0708090100 FIGURE 12 PERFORMANCE ENHANCEMENT Percentage of respondents who say their organization had seen significant increases in the follow

13、ing performance areas as a result of their use of customer analytics Customer retention/loyalty Understanding/strength of the customer journey Growth/revenue generation Customer lifetime value Ability to quantify marketing ROI Profi tability Employee satisfaction/engagement 58% 51% 44% 33% 29% 26% 2

14、5% SOURCE: HARVARD BUSINESS REVIEW ANALYTIC SERVICES SURVEY, MARCH 2018 11Harvard Business Review Analytic ServicesPulse Survey | Real-Time Analytics: The Key to Unlocking Customer Insights & Driving the Customer Experience Develop and prioritize use cases. Outline a few initial applications for rea

15、l-time analytics, clearly defining the business objectives for each and prioritizing them based on value and viability. Get your data in order. Ideally, companies will have the budget and CEO-level support to create a foundational customer data asset that provides a 360-degree view of the customer.

16、Those that dont can prioritize those use cases that are possible given data currently available. Map out the transformation. Determine the technology infrastructure (e.g., data platforms, decision engines, content management systems) and organizational changes necessary to deliver the desired outcom

17、es. Consider usability from the start. Ensure that analytics solutions and dashboards can be used by employees throughout the organization. Consider co-locating analytics developers and data scientists with real-time analytics users. Build for scale. Make sure your technical infrastructure can handl

18、e the volume and speed of your real-time data aspirations. Add data, capabilities, and technologies over time. Those who are successful in adopting real-time customer analytics embrace a culture of experimentation and continual learning and layer in new data, systems, and functionality over time. Th

19、ey also track the results of real- time decisions and modify rules and analytics accordingly. “While its important to figure out the strategy, at the end of the day, 95% of the work is in doing itstarting small and seeing results,” says Niessing. For most companies, future growth will depend on it.

20、“Understanding customers and anticipating their needs at point of interaction is going to be essential to a companys ability to compete in the future,” says Forresters Purcell. the results Jacobs has seen among his clients: One saw a 20% increase in sales productivity, another achieved a 25% reducti

21、on in attrition, one earned an additional 35% in annual revenue, still another saw a two-thirds reduction in cost per customer acquisition, and one large bank saw an eight-point jump in its Net Promoter Score. “Those are significant numbers,” says Jacobs. “Getting it right is significant.” Thats bee

22、n the case for both Telefnica Chile and H&R Block over their multi- year journeys. “Real time adds value,” says Weger of H&R Block, where the ROI on a number of real-time fronts is actually tracked in real time. “Its not just about driving profits, but also increasing satisfaction, which leads to cu

23、stomer retention and ultimately better profitability.” Where Should Companies Begin? The broad adoption of real-time analytics takes a significant investment of time, effort, and resources. In fact, many companies find the idea of transforming their entire organization overwhelming. But experts say

24、its important to recognize that these efforts are most successful when theyre iterative. Transformation doesnt have to happen all at once it just has to happen. “A lot of incumbent companies end up backing away from this because they only think about it in the biggest terms and, as a result, can nev

25、er get started,” says Niessing. “You have to learn to crawl before you can walk or run.” Those seeking to master the real-time customer analytics life cycle can take a number of actions to increase the likelihood of their success: Start at the top. The people, process, and technology changes require

26、d to deliver differentiated customer experiences based on real-time analytics are significant and require support and investment at the C-level. Put the customer first. Think from the outside in, rather than the inside out, working backward from the customer problems you want to solve. REAL-TIME CUS

27、TOMER ANALYTICS TRANSFORMATION DOESNT HAVE TO HAPPEN ALL AT ONCE IT JUST HAS TO HAPPEN. Pulse Survey | Real-Time Analytics: The Key to Unlocking Customer Insights & Driving the Customer ExperienceHarvard Business Review Analytic Services12 Figures may not add up to 100% due to rounding. REGIONS 37%

28、NORTH AMERICA 35% EMEA 20% ASIA/PACIFIC 8% REST OF WORLD JOB FUNCTION 15% GENERAL/ EXECUTIVE MANAGEMENT 15% MARKETING/PR/ COMMUNICATIONS 9% SALES/BUSINESS DEVELOPMENT 8% IT AND STRATEGIC PLANNING OTHER FUNCTIONS WERE REPRESENTED BY 7% OR LESS OF THE BASE KEY INDUSTRY SECTORS 14% BANKING 13% HEALTH C

29、ARE 12% RETAIL 11% MANUFACTURING 8% TELECOM 7% FINANCIAL SERVICES OTHER SECTORS WERE EACH REPRESENTED BY 6% OR LESS OF THE RESPONDENT BASE SENIORITY 19% EXECUTIVE MANAGEMENT/ BOARD MEMBERS 42% SENIOR MANAGEMENT 31% MIDDLE MANAGEMENT 8% OTHER GRADES SIZE OF ORGANIZATION ALL RESPONDENTS ORGANIZATIONS

30、HAD MORE THAN 500 EMPLOYEES 54% 10,000 OR MORE EMPLOYEES 12% 5,000-9,999 EMPLOYEES 34% 500-4,999 EMPLOYEES METHODOLOGY AND PARTICIPANT PROFILE A total of 560 respondents drawn from the HBR Advisory Council and the HBR audience of readers (magazine/newsletter readers, customers, HBR.org users) comple

31、ted the survey. hbr.org/hbr-analytic-services Copyright 2018 Harvard Business School Publishing. CONTACT US hbranalyticserviceshbr.org MC208640518 SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. indicates USA registration. Other brand and product names are trademarks of their respective companies. 109676_G77055.0518