10 Commandments of Customer Experience (CX)

CX 10 Commandments

This is my shortest post by far.  I received these 10 CX thoughts last night in a dream.  When they came unto me, they seemed self-explanatory, so I saw no need to elaborate or provide examples.  Full disclosure; I did have several adult beverages before I went to sleep:

 

  1. Strive to know your customers as you would know yourself.

 

  1. Thou shalt be “Customer-Centric” and put no other products, services or stakeholders before thee.

 

  1. Thou shalt not make any graven image of customers, such as idol segments. Instead, thou will treat customers as individuals with personalized touch.

 

  1. Thou shalt not spam customers by carpet bombing with frivolity (causing them to take names in vain).

 

  1. Thou shalt not contact customers on Sunday…or any day for that matter, unless given permission and there is a relevant service or offer to discuss.

 

  1. Thou shalt be empathetic and listen to customers, and act with fairness.

 

  1. Thou shalt not kill off customers with WMDs – “Weapons of Math Destruction” – such as artificial intelligence (AI) algorithms with bias.

 

  1. Love thy customer, their loyalty, and their journey, and calculate a true LTV (Lifetime Value), not just a year’s worth.

 

  1. Thou shalt not steal profits from the Customer Innovation Till. A tithe of earnings will be put in said till for pursuing true innovation.

 

  1. Thou shalt not covet thy customer’s wallet or share of wallet. You will get yours if you obey the other commandments.

Event-based marketing (EBM) & CEP use cases for CRM

Updated: February 3, 2020

Introduction – The Key Event Types

First, check out my latest article on this topic recently published: Shush – Listen for customer signals with event-based marketing & service —- Out of that article surfaced these distinct event categories:
Event Category Example
Account status Average bank account balance trending down (by X standard deviations)
Behavior-Account Roaming charges incurred or within x% of the limit
Behavior-Device Failure of device/machine
Behavior-Person Digital browsing – showing purchase interest/intent
Calendar Major shopping holiday approaching
Contract-Account Changes in the account/contract terms & conditions
Environmental Severe weather alert – hurricane warning
Forecast Model score updated – Churn/attrition score rises above a threshold
Inactivity No activity (of a certain type) in the last 30 days – e.g., no deposits
Law/regulation Change in the overall privacy policy
Milestone Birthday – Age changes (milestones such as 18, 55, 65, etc.)
Product/Service Replenish – consumable products, such as printer ink
Product-wide/Service-wide The interest rate on all accounts of type X increases by x%
Profile-Person Investable assets increase (or decrease) by x% (or crosses a threshold)
Transaction status Order status change (disruption in availability, timing)
Below you’ll find an inventory of event-based marketing (EBM) and complex event processing (CEP) use cases for customer experience management.  In each, the system senses behavior and alerts a user or another system to the unusual activities or conditions that warrant further investigation or action.

Vertical Complex Event Processing Use Cases

Fiserv: Consumer Banking and Credit Cards

  • Unusual account activity (e.g., large deposits/withdraws)
  • Unusual account activity trend (e.g., average daily balance down by two standard deviations)
  • Inactivity pattern (e.g., no transactions in last week)
  • Missed transaction (e.g., missed direct deposit)
  • Credit card spend activity use pattern (by spending category)
  • Insufficient funds pattern
  • Web or mobile click activity indicating an interest in a product

Insurance

  • Fraudulent claims activity

Operations

  • Predictive maintenance systems

Media and Communications

  • Dropped call pattern or degradation of signal/service
  • A customer has increased roaming (or other unusual account usages) behavior
  • Customer in route to a foreign country pattern
  • Popular programming based on a set-top box and social media insights
  • Prepaid consumption detection and stimulation
  • Churn detection

Healthcare

  • Claims fraud
  • Care interruption pattern
  • Fitness monitoring
  • Hygiene procedures pattern
  • Healthcare patient monitoring

Horizontal Complex Event Processing Use Cases

Customer Service Center / Retention Department / Loyalty

  • Customer struggling to get help pattern
  • Payment due
  • Strange returns activity
  • Customer likely wants to cancel service
  • Customer’s birthday
  • Customer’s service anniversary (e.g., been a customer for X years)

Marketing / Cross-sell & Up-sell

  • Customer online interest in a product or service
  • Customer in store interest in a product or service
  • Customer in the proximity of a store
  • Customer usage stimulation – Drop off in use of a product/service
  • Increase in use of a product/service
  • Loyalty Program – Monitoring points activity
  • Loyalty Program – Monitoring points expiration date
  • Monitoring social sentiment
  • Monitoring social influencer

Non-CX use cases

Here are some examples that are not for CX, but instead to improve business and operations efficiency:
  • Algorithmic stock trading such as if Stock A rises by X% and Stock B doesn’t automatically buy Stock B
  • Transportation security and fraud detection such as an id card used twice in a short time frame (e.g., piggybacking) or high volume transactions on a new account – and then automatically alerting the right parties
  • Detecting transportation congestion and incidents, and proactive notification of alternative routes
  • Inferred detections suggesting that a vehicle has crashed (and severity of crash), such as when an airbag has deployed
  • Communications security such as false alarms going off in a certain time window, not followed by other alarms that would be expected (false positive alarming)
  • Communications security such as network monitoring for detecting denial of service attacks, and alerting the right parties of this situation

Customer Engagement – From BI Guesswork to Prescriptive AI

Customer Engagement approaches, and the technology used to enable them, have evolved immensely over the last 25 years.  Two distinct eras define this period, as well as a major technological shift to real-time systems with AI feedback loops.

Prescriptive AI

The BI Guesswork Era

During the advent of the Business Intelligence (BI), Marketing Technology and Campaign Management era (circa 1990), marketers had limited predictive powers.  In many cases, when it came to what individuals really needed, they resorted to guesswork.  They channeled their energy to perfect efficiencies in targeting and automation.  Their main emphasis was finding an approximate audience for products so they designed promotions for large segments of the population. They fixated on finding segments that fit into certain “likelihood to respond” buckets, and then repeatedly tested timing, messages, and creative content by peppering those segments with treatments.  In other words, they identified massive groups, matched offers to these groups, and then used technology to systematize their marketing.

Although some of those marketers drew on basic models (such as RFM – Recency, Frequency, Monetary), which provided rough guidance on how deep to mail into a file, most didn’t even do this.  Typical response rates were 0.5% at best.  During this period, the average adult was receiving about 50 pounds of junk mail a year – coined junk mail because the promotions were irrelevant 99.5% of the time.  Thus, the majority viewed this activity as frivolous, mocking it with nicknames and jokes.  Regardless, marketers were unrelenting as they continually carpet-bombed until consumers either responded or learned how to opt-out.

Their tools of choice were crude in nature.  They were slow, not fine-grained, and certainly not customer-centric.  Usually, the campaign flowcharts they devised utilized basic analytics where deterministic queries ran against databases returning huge customer lists called segments.  If there was any further segment refinement, they relied on business intelligence technologies like OLAP (Online Analytical Processing) and dashboards to support their intuition.  Even as some of the more sophisticated marketers attempted predictions, providing those models with feedback was nearly impossible due to the batch processing nature of the flows and platforms they employed.  As shown in Figure 1, although some crept up the analytics value chain toward being predictive and answering the question “What will happen?” most fell short.

Figure 1:

business intelligence

Source: http://www.bi-bestpractices.com/view-articles/5642

Using a backward approach, engineers pre-developed the product, and marketers wrangled the packaging, promotions, and messaging to the audience – again using more guesswork than analytics.  It was difficult to react contextually, at scale, to actual individual needs, so instead they focused on groups of customers.

And so they executed bulk outbound communications at scale. With promotional ammunition in hand, readily available data afforded them reasonable targeting coordinates, and computers and devices served as the delivery mechanisms. The marketplace and emerging technology supported a numbers game and rewarded short-term economic gains.  Longer-term loyalty and longitudinal effects took a back seat.

By the turn of the century, direct marketers were plodding ahead using ever-richer consumer profiles that enabled them to focus promotions on increasingly smaller segments.  And even though in 1995, Peppers & Rogers had coined the term “1:1 marketing,” enterprise marketers were no where near direct conversations with individual consumers.  Still constrained by scale, they were stuck communicating to segments, albeit smaller and smaller ones.  What they didn’t realize was they were about to hit a wall (Figure 2)

Figure 2:

Real-Time Evolution

By 2005, marketers had the tools to perform hyper-targeting.  They aggressively tested different incentives, creative elements, and fine tuned things based on response metrics.   Scoring models were refined, though the expense was large, and the iterations long.  The results didn’t so much alter someone’s behavior, but more provided alternatives to consider, often ones that still had borderline relevance to a current need.

Often the goal, instead of steadfast loyalty, was simply to increase immediate purchases with minimal marketing waste.  In theory, if targets responded and steadily purchased, no matter the purchase, more purchases should follow.  Supposedly then, over the long haul, the business accomplished its goal of capturing more share of wallet.

Around 2010, some leading edge marketers who realized the value of a real-time approach, began hitting that wall.  The foundation of the system they had spent 15 years building was the wrong foundation.  It was a platform built for segmentation, and it supported the wrong approach. They needed a “Real-time 1:1” platform, customer-centric prescriptions, and a more dynamic feedback loop.

Enter the Prescriptive AI Era

Good marketers have always been similar to psychologists in that they study consumer behavior. With today’s data and technology, it’s possible to take engagements one-step further – diagnosing, and treating those customers to alter their behavior methodically over time.  Stealing a page from the broadcast advertisers’ playbook – who use “subliminal seduction” – many marketers are marching toward implementing systems that use incremental and proactive drip therapy to persuade inner minds toward brand myopia.

The only piece missing from the puzzle is a real-time platform.  Traces of this began appearing in 2010, as big data systems, parallel computing, solid-state storage, and other technology advances drove computing costs radically down, and speeds up.

Today the pieces are in place, and more are climbing aboard, as real-time platforms have fully emerged and are cheaper and more reliable.  It’s now feasible to use customer-centric prescriptive tactics at scale and get huge lift over baseline approaches.  Models can predict behavior to an amazing degree of accuracy.  The artificial intelligence (AI) models both diagnose and – using Decision Management – proactively prescribe next-best-action engagement treatments.

Figure 3:

next-best-action

Everyone knows engagement professionals today have more channels.  They’re no longer constrained to broadcast media delivery systems (that lack dynamic feedback loops), and can now use digital response media and even physical surveillance.  And with this plethora of channels, they can administer and perfect personalized, contiguous, and hypersonic stimuli-response strategies.  Essentially, they can employ an always-on brain, powered by rich consumer data, advanced machine learning algorithms, and a 24 x 7 continuous learning loop.

What’s more, these machine learning technologies and embedded predictive algorithms can work in a very deliberate and intelligent way, dynamically creating conditional content and promotions, each time consumers reengage on a digital channel.  Incremental repeated responses (or lack thereof) allow these models to learn, tune themselves, and in essence direct and alter the future – programming individual behavior.  Customers are enticed to reveal ever-increasing amounts of personal information, in exchange for points or some privilege, trusting the exchange is amenable, and the information use one-dimensional.

All of this behavioral activity – social, purchase, demographic, and so forth – is recorded, with the aim of feeding it back into those same algorithms that iterate to find new patterns, refine predictions, and subsequently inform Decision Strategies that recommend the next series of treatments.  In some cases, these systems can even run autonomously, using advanced data science techniques such as genetic algorithms, game theory, and reinforcement learning.  System designers seed the rules of the game, configure the objective function and constraints, and then push “Go.”  The designers and their business counterparts peer in on occasion to monitor whether goals, such as higher loyalty and profit, are trending in the right direction.

Figure 4:

AI Learning Loop

Although this suggests overt manipulation, it’s not necessarily malevolent.  Provided customers have choice (and are well informed and discriminate), and businesses operate ethically (on a level playing field), the economic scales can still balance, and brands that provide products and experiences with the best value can still prevail, and consumers get a fair exchange of value.  You may have noticed, however, a few important “ifs” in this last statement.

Whether we like it or not, we now live in the Prescriptive Era, where the mission of brands is to get to know us, maybe even better than we actually know ourselves. That might sound crazy, but consider this statement from a recent article, “The Rise of the Weaponized AI Propaganda Machine” [i] where an analytics firm compiled data on Facebook likes and built millions of consumer behavior profiles, subsequently fed into an AI political campaigning machine:

“With 300 likes, Kosinski’s machine could predict a subject’s behavior better than their partner. With even more likes it could exceed what a person thinks they know about themselves.”

Whether you buy this or not, the fact remains that consumer profiles are becoming richer and consumer behavior predictions more accurate.  Data are exploding, as are the algorithms voraciously feeding on them.

Brands compiling this data and wielding their algorithms do it because they say they want to know us better.  Presumably, this enables them to continuously add value, deliver insights, help automate our lives, and make attractive recommendations.

Ostensibly then, for consumers, it comes down to a few simple questions:

  • How much is our data worth to us?
  • What’s the value of the insights that brands provide when they use our data?
  • Are we getting an equitable exchange?
  • Can we trust brands to honor their commitments regarding the use of our data?
  • Do we understand the fine print in those agreements?

Consider the mission statement for Datacoup, a data company based in New York, who have gone one step further and are trying to make a marketplace where consumer’s have a more direct exchange of value for their data:

“Our mission is to help people unlock the value of their personal data. Almost every link in the economic chain has their hand in our collective data pocket. Data brokers in the US alone account for a $15bn industry, yet they have zero relationship with the consumers whose data they harvest and sell. They offer no discernible benefit back to the producers of this great data asset – you.”[ii]

So are you getting value for the data you’re giving up?  Are the “Prescriptions” you get in return an equitable exchange?  Are you aware of what happens to your data after you release it?

A Day in the Life of Your Data

We all joke about the eye-glazing 56 page “Terms and Conditions” from Apple that we always accept and never read.  We want the free software, and don’t worry about the consequences. However, if you use that approach for everything you do online, that mindset is dangerous.

Consider this for a moment.  Most firms have language that allows them to send your data to affiliates, which is a fancy word for other companies. Once floating in the ecosystem, it’s grinded, distilled, and appended to other copies, until records of your preferences, habits, and behavioral are expressed in 5,000 or more different ways.  If it’s wrong, it doesn’t matter, because you don’t own it, don’t have access to it, and can’t change it.  In many ways, it’s another version of you, right or wrong.

Is Prescriptive AI Working?

So back to the question of whether it’s helping.   It’s fair to say there are cases where it adds value.  Here are some examples:

  • You decide you aren’t satisfied with your telecommunication services. You’ve made it obvious (with various signals) you’re considering other alternatives.  Your current provider prescribes an attractive bundle that satisfies your needs. You get a better bundle of services, and your provider retains you.  The bundle is custom tailored for you, using AI.
  • You have investments with a firm. You provide additional data on your financial goals, risk tolerance, and other investments, and they provide advice (prescriptions) on how to achieve your goals over time, within the parameters you set.  They provide various alternatives and education that prove useful to your financial planning.   Presumably, some of those alternatives include additional investments with them, and turn out to be good choices.
  • Your health plan suggests meaningful diet, exercise, and other tips that promote a healthy lifestyle. They are custom tailored to you, based on your family history, age, and other personal data you provide.   They reward you with lower premiums or credits.

These are just a few examples, and many more exist across industries such as travel and leisure, automotive, insurance, and retail.  And while good exchanges do exist, there are plenty of examples where the prescription doesn’t justify the information surrendered because the value exchange is unbalanced, or the prescriptions are ineffective.

Final Thoughts

In her book, “Weapons of Math Destruction[iii],” Cathy O’Neil writes:

“Many of these models, like some of the WMDs we’ve discussed, will arrive with the best intentions.  But they must also deliver transparency, disclosing the input data they’re using as well as the results of their targeting. And they must be open to audits. These are powerful engines, after all.  We must keep our eyes on them.”

She highlights important considerations we must heed.  I’m not convinced we’re spiraling toward a dystopian society regarding the use of prescriptive AI for customer engagement, but I do believe a balance is necessary between efficacy of these systems and fairness.  As responsible marketers, we should be mindful of the ramifications of the models we use for prescriptive purposes, and as consumers, it’s our job to demand transparency, choice, and a level playing field.

[i] Anderson And Horvath, https://scout.ai/story/the-rise-of-the-weaponized-ai-propaganda-machine, January 2017

[ii] Datacoup, https://datacoup.com/docs#faq, February 2017

[iii] Cathy O’Neil, 1st edition, Weapons of Math Destruction (New York: Crown), 2016.

3 Tips to Drive Business Value with CX – Fortified with REAL AI

With a first name of “Artificial,” AI has certainly entertained us with its virtual possibilities.  Stories of wholesale disruption by robots and fully automated lives make for good movie material, but as of yet, AI hasn’t dominated the marketplace, consumer experiences, or business applications in a monumental way.  AI has the potential to change our daily lives, yet for most, its impact so far has been nominal.

Real AI

As a businessperson concerned with driving better customer engagement, you’re no doubt interested in this topic, yet probably carry some healthy skepticism about the potential for return from your AI investments, and the risk of them failing.

Congratulations!  Your suspicion is not only natural, it’s warranted.  Here are three tips for how to maximize value from your AI investments, and minimize any risk of disillusionment.

1.    Provide predictions about Customer Intent

No doubt, you have scores of business intelligence systems that compile and codify data.  They provide customer profiles, program dashboards, and other scorecard reporting of historical results.  Although informative, these systems aren’t predicting anything.  As such, they are rear view mirrors, providing a view of the past, but not anticipating and generating ideas regarding courses of action that may lead to more optimal outcomes.

Any investment in AI aimed at improving customer engagement must include capabilities to predict customer motivation.   Why are they calling?  Are they already upset?  Are they highly likely to be shopping for another provider?  What product or service best suits their true needs?  How valuable is this customer over their projected lifetime?

Answers to these questions are always guesses, yet pragmatic AI systems today use proven statistical methods to minimize errors in predictions, calibrate themselves with feedback loops, and provide confidence intervals so users understand their range of applicability.

For example, it’s feasible today to have a portal providing your marketing employees with accurate predictions such as:

  • Customer value
  • Churn likelihood
  • Loyalty to brand

 

For service agents, predictions like:

  • Customer sentiment
  • Reason for calling
  • Nature of problem

 

For sales personnel:

  • Price sensitivity
  • Available budget
  • Perception of value

 

Effective AI has to improve your ability to understand what impels your customers to behave the way they do, or the way they may act in the near future.  Work backward from these insights, and demand that your AI systems and vendors can prove they have experience extracting insights from available data, and in predicting and surfacing these items.

2.    Make dynamic suggestions to better serve the Customer

Consumers do business with brands that provide repeatable value.  That value comes from not just positive product use, but also from an enjoyable and smooth buying process, a friendly and efficient on-boarding experience, and stellar service.

As consumers experience a brand during those journeys, they rack up the score, keeping tally of the relevance and effectiveness of the systems and people they encounter along the way.

Any AI system worth its salt should provide ranked suggestions either directly to customers, or to customer facing employees such as:

  • Next Best Offer: The most relevant product needed, and an individualized incentive on it that will be both compelling, yet still economically affordable to the business.
  • Next Best Service Action: The best thing an agent can do next to maximize the chance of reaching an effective and efficient solution to the service problem at hand.
  • Next Best Sales Activity: The best action for a salesperson given available leads, accounts, contacts, and opportunities.

For the marketers responsible for providing next best offers, AI systems should help them recognize buying patterns, automatically perform tests, filter out offers that don’t apply, and statistically rank the best content & promotions for the right individuals.  AI should even suggest the best timing for those recommendations.

For service workers, AI should deflect routine service requests to automated or self-service channels, guide agents on complex service cases, surface potential solutions to issues, and help gauge the sentiment of the customer during the process.

For salespeople, AI should predict the best contacts to engage with in an account, the activities most likely to move an opportunity to the next sales stage, and which accounts to spend energy on to maximize close rates and quota attainment.

3.    Install a system that learns in Real-Time

Your world changes every day.  As a professional, you wake up every day to news of competitive threats, new opportunities, and market conditions that vary the effectiveness of the strategies you employed yesterday.

If you were slow to react, or simply ignored these factors, you’d fully expect your overall business performance to degrade, so you listen carefully to these environmental conditions, and you adjust accordingly.

Think about your AI systems the same way.  They must include adaptive mechanisms, where recommendations made are monitored, in real-time, and dispositions are fed back into the machine, so it can learn from its success and mistakes.   Marketing, service, and sales systems receive feedback constantly in the form of customers either ignoring your treatments, or responding to them, so ensure your AI system uses them.  Your AI system should rapidly improve its performance, as it’s fed more data, and as it tunes itself.  If it’s not, after a short trial period, start asking some hard questions to your provider.

Make sure your results (even if delayed), are monitored, measured, and understood. An accurate measurement of the real business value from AI comes when you understand the baseline, and can measure the lift you get when you employ the insights and recommendations delivered by AI.

Track response rates, conversion rates, incremental revenue, return on investment, and compare to what your vendor promised, what you expected, and what you need to achieve.

AI is a broad topic, yet to improve customer engagement and your outcomes, boil it down to these 3 things; understand customer intent, make relevant suggestions, and learn in real-time so your performance improves over time.   If you do these, you will realize REAL value from AI.

AI in CX: Real or Superficial Intelligence?

Artificial Intelligence

By all accounts, 2017 has ushered in the dawn of the newest Artificial Intelligence (AI) era. Most technology hype cycles follow typical paths, quickly shooting up, often followed predictably thereafter by a meteoric reentry to reality.  Typically, the entire flight takes place over a decade or so, as the fuel of inflated hype burns out, and the gravity of commercial application pulls down on its excitement to test its true value.

AI, however, seems different. It has appeared, drew much fanfare, and then disappeared several times already – more akin to a comet, flaring a tail of excitement with each new orbit.  As it reemerges, nearing the heat of expectation once again, it lights up with a spectacular plume, flung into space for another long dark hiatus.

AI history suggests five such orbits already – so is it destined for cold dark space soon?

Superficial AI

Regardless of the metaphor du jour, what we must inspect is the true value returned today, not the imagined expectations of tomorrow. The best test of commercial viability is not an intelligence test; it’s whether consumers are getting more value, and if the business offering the products & services are using AI technology as leverage, providing those things with higher margins.

For example, my mobile device is now my phone, my Garmin, my camera, my alarm clock, my digital assistant, my video recorder, my dictation device, my virtual reality device, and so forth.  20 years ago, it might have cost me $5,000 for these services.  Today, I get it all for $500 – $700.

We’re all under pressure to do more in the same amount of time.  To that end, these devices have become indispensable – they are essential to modern day survival – adapt to them, use them efficiently, or you’re passed by.

Therefore, by some measures and definitions, AI has delivered this time around.  Personally, I don’t care when a big company announces their sixth AI acquisition, or what their advertisements or creative animations say.  In my view, the proof is if customers are buying, are satisfied with those purchases, and are reporting their lives are easier, more productive, and more enjoyable.

Businesspeople must apply the same tests.  Can they deliver better customer experience with AI?  Are their product & services measurably smarter and more efficient?

If they aren’t passing those tests, then it’s just superficial AI.

Real AI Value in CX

AI – Automated Intelligence

As we all admire the latest bright tail of inflated expectation, let’s study what AI has really contributed to delivering better customer experience (CX) this time around.

For starters, look again at that magical device, the smartphone.  It streams location data, activity levels, browsing preferences, timing behavior, and the like.  Businesses consume this contextual data, and use decision hubs infused with AI algorithms that in less than a second calculate a next best action or insight.  That’s real!   Big banks, telecommunication / technology firms, and retailers are doing this today to improve acquisition, on-boarding, cross selling, and retention rates.

For consumers, the insights automatically delivered include recommended products, drive time estimates, calendar reminders, and service alarms. Alerts & notifications remind when bills are due, when fraud occurs, or when more exercise is required to meet goals.  Cars drive & park themselves, thermostats learn, and media services understand consumer preferences.   Customers can interact with machines by simply speaking to them.

For the marketers responsible for engagement strategies, AI now recognizes buying patterns, automatically performs A/B and multi-variate tests, which ranks the best content & promotions for the right individuals, and even suggests the best timing for those recommendations.  For salespeople, AI predicts the best contacts, opportunities, and accounts to spend energy on to maximize close rates.  For service workers, AI deflects simple service requests, and guides agents on complex service processes to improve time to resolution, ultimately improving customer satisfaction.

Simply put, there can be little argument that AI has delivered value during this orbit, much of it in the form of automation as opposed to higher-level intelligence.  Fewer marketers deliver more relevant and better-timed tactics.  AI assisted sales means higher quality pipeline with sharper close rates. Contact center managers relish shorter handle times and more efficient call resolution with less staff, and consumers enjoy shorter wait times and voice / bot-assisted service. For those using AI, NPS and customer satisfaction scores are on the rise.

All of these outcomes are commercially feasible.  Every business (not just the avant-garde) must rapidly incorporate these proven technological capabilities.  Hesitate, and the likely result will be eventual irrelevance.

What’s next – In my lifetime?

With all this said it’s back to our question.  Can AI keep delivering, or is it bound to let us down soon?

As humans, we love to dream.  That’s important.  In fact, regardless of how fast machines move forward, it’s still something that separates us from them.   We envision a fanciful future, and plot our course toward it.  Along the way, we stumble, get humbled, get up, and plot again.  This is our nature.  Each step along this evolutionary path, we create and refine machines that help us achieve our dreams.

Our vision seems unchanged.  We long to make life easier and more enjoyable for more of us.  To do this, we must continue to refine our existing tools, and invent new ones that assist us, and make up for our physical and human limitations.  No different from our first instruments, modern day smart tools take over tasks we were never very good at, or simply couldn’t do. They help feed us, optimize our resource consumption, and make our very survival possible.  We are already dependent on them, and there is no turning back.

This is also true for customer experience tools.  Our expectations are high and climbing.  We expect to interact with brands that listen, understand our preferences, react accordingly, and when something goes wrong, can turn on a dime and make things right instantly.

When I enter a website, I expect the search to be intelligent, the user experience to be delightful, and the checkout process to be flawless.  If I chose to do all this while mobile, I expect the same experience on my smartphone.  If I need help, my first reaction is, “why did things go wrong in the first place…how could this have been prevented,” and then I test if resolution comes fast with low effort – and does the business learn from the mishap.

This is the new normal.  Unfortunately, many brands today are not delivering on this type of customer experience.  The bar is high, but the elevation of game is not so much a demand from technology as from organizational re-tooling and reorganization to accommodate for technologies already commercially available.

Technological advancements will continue to accelerate.  Smarts will show up in more devices. We will demand our machines become more human, especially in delivering customer service and better experiences.  As humans, we love a personal touch, a social exchange, a sense of community and belonging.  So far, machines have not been able to deliver on any of these aspects.  That’s changing.

Presently, there is very interesting research going on to bring more human-like aspects to machine interactions. Google’s DeepMind research lab has made impressive gains in speech synthesis (text-to-speech) in a project known as “WaveNet” where robotic voices are becoming a lot less robotic.  Similar advances in Chabot research is leading to smarter bots able to remember details, learn right from wrong answers, and hold basic conversations.  You can try one of the better ones at http://www.mitsuku.com/

These developments are exciting.  The possibilities are enormous.  Yet until these become commercially viable and noticeably better with true customer engagements, you should train your eyes on what is real in AI today.  For now, focus your investments and efforts on delivering real CRM value from AI tech today in the form of things like simple service request deflections, intelligent routing to the right agent, relevant product recommendations & next best offers (based on individual behavior profiles), and guiding salespeople with next best activities.

Meanwhile, keep close tabs on these other AI CX innovations as they progress, take some calculated risks on a few promising areas, and prepare for the next revolution of AI.  The AI comet will be back shortly.

Rise of Machine Marketers – Transforming CX

Machine marketers are smarter marketers, always using machines for advantage.  But this isn’t new.

Direct marketing was born out of the ability to exploit addressable media as the way to garner feedback on whether their enticements were working.  Catalogs and snail mail with reply forms, evolved to email, telemarketing, and other mechanisms – smarter marketers understood guesswork would never win over using data, technology, and the scientific method.

Machine Marketers

Database Marketing

In the 90’s, the ability to more massively codify and share customer data, and use it to steer marketing campaigns drove a revolution. It sparked a major shift of media spending away from general advertising using TV & Radio, to addressable programs.  Database Marketers, the offspring of Catalog Marketers and ancestors of Machine Marketers, scraped for individualized customer information to power personalized treatments – where direct response open rates, response rates, and conversion rates kept score.

They loved data because when they used it to drive targeting in their programs, the patient responded. Realizing their treatments were working, they wanted more data, wanted it fast, and wanted it in pure forms. Native sources worked well, but they sought alternate supplies in the forms of public, compiled, and modeled data – anything to test for a slight edge.

A new market formed with a vast array of players, arising to meet the growing demand for customer data.

The 2nd Coming of Big Data

Then, a number of things happened. Even more individualized data poured onto the market.  Consumers shopped and bought online.  Consumers went mobile.  Consumer devices of all kinds started streaming behavior data.  Consumers readily traded personal information for points and promises.

Hardware continued to plummet in price and better software meant cleaner and more accessible data.  Data compilers flourished, with data as their raw material, and database & data science technology their assembly line, and the internet their logistics network.

Database marketers had struck oil again, but this time it was BIG – and IoT data was the source of their new bubbling crude.  Data refineries appeared everywhere.

Internal IT had competition – their 90’s data warehouses rendered obsolete by a Big Data revival.  Open source databases like Hadoop, were faster and ran on commodity hardware. SaaS providers offered a variety of big data subscription services, and agencies used bigger and faster hosted databases.

There was but one small problem. Insights weren’t leaping out of these primordial big data reserves.

Data Science and Data Mining Come of Age

Meanwhile, mad “Data Scientist” marketers continued to manipulate and tune their statistical models to improve lift. Early on, they realized that algorithms devised hundreds of years prior could now be fine-tuned and fully unleashed to predict which customers were more likely to respond and buy their products.

Less sampling with faster machines and more data meant better results.  Suddenly, more people became interested in what they were doing.  People were peering over their shoulders. The press told stories of firms predicting a pregnancy before grandparents even knew.  Adding fuel, the biggest brands on the planet (Google, Facebook, Amazon, et al) got into the game, doing big reveals, seemingly weekly, on the methods to their data science madness.

It was time to give this a makeover, market it, and commercialize it.  “Geez,” said the creative marketer. “We can do that!”

AI and Machine Learning – The re-launch

Our story takes us to circa 2012.  The time was right.  Cars were beginning to drive themselves; IBM’s Watson had won Jeopardy; Google was predicting our search terms and winning at the game Go.  Our iPhone was conversing with us, and Amazon & Netflix were courting us with recommended products to buy and movies to watch.

Honestly, no new science unexpectedly sprang forth, but as happens old science around for decades (decision trees, neural nets, Bayesian learning), became an overnight – well let’s call it an over 5 year – sensation.

What happened was how technology revolutions occur.   Attention begot investment, huge investment bought more innovation, and marketable innovations caught more attention – and the virtuous loop was in motion – adequately fed by a rich venture capital environment.

Marketers assembled the pieces into cost effective working solutions. They collected and compiled consumer data sources, cleansed and filtered them, fed them into pattern recognition and self-learning systems, detected opportunities and alerted touchpoint systems, automated waved campaign schedules, and connected their outputs to fulfillment systems.  They did all this via an interconnected stack of private and public clouds, transferring data and insights in seconds.

Michelangelo meets Newton – When Content met Context

CX AI

By 2016, another phenomenon unfolded.  Creative & scientific minds more closely collaborated.

Deep Learning, the science of neural networks, commoditized language and image processing, changing how we interfaced and worked with machines. Clunky interface paradigms gave way to elegant ones that were responsive and rewarding.  Design thinkers (those artsy fartsy types) were no longer an afterthought. Au contraire, they were now a strategic advantage.  Consumers dictated the definition of great customer experience: Relevance, value, simplicity, and visual beauty.

Machine Marketers, ever the opportunistic breed, seized the moment, further refining their targeting and personalizing creative treatments across available channels. Machines further assisted their agency suppliers, assisting them in turning out better, faster, and cheaper creative.  Technology further assisted marketers, auto generating optimal SEO terms, email subject lines, and even catchy tweets.  Machines advised on the optimal time to execute campaigns.  Next best recommendation rankings used statistical probability to find relevant products & services for more refined targets.

Beautiful creative no longer took months to produce.  In many cases, consumers produced content for brands – and the content bottlenecks holding back visual personalization broke lose.

Science and technology glued yet another critical piece into place.  Touchpoint systems where customers interacted could now understand natural language, and instantly fed back contextual data (location, last behavior, weather conditions, intent, mood, and so forth) straight through to systems primed with algorithms that learned in real-time, recalculating next best actions in a conversational mode.

“Computer, find me the closest coffee shop.”…”Ok, I found one 2.5 miles away, do you want directions?”

“Computer, I need a highly rated case for my X phone for under $25.”…”Ok, I found four with 5 star reviews that fit your X phone for under $25, do you want to hear about them?”

Fronted by Natural Language Processing (NLP), personalization engines married conditional & appealing content with contextual recommendations – spawning audio & visual personal assistants.  The result: off the charts lift and conversions.

These were contextual, conversational, and relevant interactions.  This was transformational.

artificial intelligence evolution

Machine Marketers Rise Up

In the end, let’s face it.  Marketers want to do one thing more than anything – sell more stuff.  Yet the smart ones know that the best means to that end is relentless focus on the customer.  Ensure each is a happy camper via an individualized relationship, and satisfaction and profits increase.

Thus, today more than ever, ALL marketers had better face one important fact.  They can’t achieve customer centricity at scale using the tools, data, or organization of yesterday.

Like any profession, winners constantly seek a new competitive edge using the latest technological advances in equipment, repeatedly testing innovations, measuring for improvement, and fine-tuning.

Artificial intelligent interfaces are changing the ways consumers interact with their devices, provide data, and interact with brands.  Data is flowing freely, and although privacy laws seem to ebb and flow, the trend has been toward more data sharing and the ability for the crafty to gain a deeper understanding of consumer behavior.

Technology – cheaper, smarter, more portable, and easier to use, continues to translate into the potential to deliver more relevant and convenient customer experience.  Those that get this, and execute on it, will win.

Machine marketers are those who master using the latest data & technology to their advantage – rising to that challenge, they rise to the top of their craft.

Note:  These views are my own, and not that of my employer

Adtech Martech Convergence – Episode #7

In this 7th short video in my Machine Marketing Series, I give my views on the “Adtech Martech Convergence”  specifically as it relates to using machine learning.

 

I cover four main layers of technology to consider as this conversion takes place:

  • Customer Behavior Data – Why the Adtech Martech convergence may force a better coordination of this data as its compiled  along the customer decision life cycle.
  • Basic Analytics & Insights – I give some examples and why this area isn’t a huge concern or risk area.
  • Advanced Analytics (Machine Learning) – I explain why integration here is key, and give some marketing use case examples.
  • Programmatic Real-Time Automation – I outline key aspects of automation & workflow, and why these areas are essential to combine for a coherent Adtech Martech solution stack.

Machine Learning Ecosystem for Marketing – Episode #6

In this 6th short video in my Machine Marketing Series, I explain the Machine Learning Ecosystem for Marketing and review about 50 major players.

I cover the 6 categories of Machine Learning vendors in the landscape I created with Tier 1 & Tier 2 players:

  • Category 1 – Paid Media / Digital Recommendation Vendors
  • Category 2 – Big Data Cloud Platforms with Machine Learning Services
  • Category 3 – Open Source Machine Learning Tools
  • Category 4 – Business Intelligence Vendors with Predictive Analytics
  • Category 5 – B2B Marketing / Account-Based-Marketing (ABM) / Lead Management
  • Category 6 – Real-Time (Multi-Channel) Interaction Management (RTIM)

In each category I discuss the Tier 1 (largest players) and the Tier 2 (contenders / firms to watch).

Artificial Intelligence 2017 -5 things NOT to underestimate

Here are 5 things you will undoubtedly underestimate about Artificial Intelligence (AI) in 2017

artificial intelligence

“We are Now Controlling the Transmission”

If you aren’t familiar with the 60’s TV series “The Outer Limits” you need to watch this intro (its 58 seconds long).

Artificial Intelligence is controlling more than you realize, and in 2017, it’s going to accelerate.   AI algorithms are already affecting which products & services you see when you perform a search – regardless of the device or interface.  AI is pushing messages, offers, & advice to you that you may never have asked for. Artificial Intelligence is deciding what shows up in your news feeds, on the sites you frequent, and in the apps you use.

Sometimes those results will be relevant and useful.  Yet often, they won’t be that relevant and will have bias.   So beware, be careful, and try to understand better what is showing up and why.  Be an activist.   Consumerism is empowering.  Use that right to force companies into making AI better, in essence taking back some control.

“We know who you are…and where you are…Well kind of”

A little over 2 years ago, I wrote a blog post entitled “Customer Data & Decisions – Reflections of Me.”

The forces I cover in this piece related to the collection of consumer data will continue to accelerate in 2017.

My advice is work to get your own data house in order next year.  Go beyond the obvious, like pulling your credit report, to being prudent about how you safeguard and when you share any of your data.  Its valuable, but its also vulnerable.

When you install apps, be thoughtful about which ones you grant permission to track your location.  Did you know that Uber now tracks your location from the time you open the app to 5 minutes after you arrive at your destination?  Uber values that data, and can leverage it in a variety of ways – but do you want them doing that?  What have you received in return?  How will they share that data?

Think about these factors when you decide how much data to share, and spend time to understand how firms are using and compiling YOUR data.   In some cases, you may not have direct control, but nonetheless it’s important to understand what’s happening since after all, it is your data.

I’m not opposed to companies collecting relevant data to feed into Artificial Intelligence systems to use in a responsible way to add value to my consumer experience.  Yet I expect value in return, and I expect a firm to respect my privacy.

You have a vote in Artificial Intelligence evolution.  Don’t let it run amuck

artificial intelligence evolution

You vote with your wallet & purse everyday.  Intelligent devices are popping up everywhere and dropping in price, and firms are dropping Artificial Intelligence into almost everything we buy.  From voice activated appliances, to connected cars, we now live in a world where having a conversation with a computer is commonplace.

Again, what you buy helps decide which AI infused products thrive and which ones die.  Buy wisely.   Perform some reviews.  Render your opinion.   Your opinion on a frying pan may mean a little less to society then your review of how an interaction went with a Chat Bot.

More money than you can imagine will be spent on it

How much will be spent on AI?  No one really knows.   This post has some interesting estimates.  Let’s just say that all of us will underestimate the amount of energy that will be put into AI related research & technologies in 2017.   It’s going to be HUGE – and it’s not just in 2017. This is a revolution happening.

AI will have bias because of its creators & the data it feeds on

Artificial Intelligence actions & outcomes must be monitored & governed by its carbon-based creators.   Yet ironically, its creators are the ones that introduce bias into the AI brain.

From biased data (think about how a hiring bot might make decisions about which candidates are most likely to succeed in a job….it will use past employee performance data…which is biased by the hiring practices of the past), to the bias rules & code from the inventors.

Its incumbent on us all to be mindful of these tendencies, and advocate aggressively against bias in the machine.

Note:  These views are my own, and not that of my employer

Machine Learning Measurement: Episode #5

In this 5th short video in my Machine Marketing Series, I explain Machine Learning Measurement and monitoring techniques.

I cover the concept of a Model Factory and Dashboard where you can:

  • Measure Machine Learning Lift employed in Marketing and CRM programs
  • Monitor Model Features and Model Data use
  • Pit models built for Customer Experience (CX) against each other (Champion / Challenger)
  • View KPIs (Key Performance Indicators) on a business Dashboard

Use these tips & best practices to benchmark against your efforts, and compare how your platform stacks up in using machine learning in your marketing and Customer Experience programs.

 

Marketing Results: Machine Learning Episode #4

Getting positive marketing results for your customer engagement efforts is what it’s all about.

In this episode, I explore what to expect in terms of outcomes when you effectively employ machine learning (ML) and artificial intelligence (AI) in your marketing efforts.

I cover performance ranges I’ve seen actual companies achieve including:

  • Churn & Attrition reduction
  • Response Rates for your marketing execution & tactics
  • Sales Lift increases which means revenue to the bottom line
  • ROMI – Return on Marketing Investment
  • NPS – Net Promoter Score improvements
  • AHT – Average Handle Time reduction

You can use these figures to benchmark against your efforts, or even help you build a business case for embarking on using machine learning in your marketing and Customer Experience programs.

Martech Ecosystem – Major Players – Updated Jan 8, 2025

I created this graphic so you can map out your own partner & vendor Martech Ecosystem. The “Major Players” shown are examples and are not intended to be comprehensive.

It’s a qualitative assessment.  I’ve used my many years of experience with the worlds largest companies – plotting which vendors have emerged as the dominate players in their respective categories.

If you are not already familiar with the extensive work done in this area by Scott Brinker, please check out his website https://chiefmartec.com.  Scott has done a comprehensive job cataloging thousands of MarTech (and other tech) companies in a variety of different areas of specialization.  His latest super graphic stuffs  11,038 companies onto one page (has grown from 3,874 when I made this initial post in 2016).  You can view it here: https://chiefmartec.com/2024/05/2024-marketing-technology-landscape-supergraphic-14106-martech-products-27-8-growth-yoy/

By contrast, my picture is intended to filter that list down to some of the major players in key areas, and is especially useful to larger corporations, or software vendors that seek to operate & partner for selling to enterprise class organizations.

If you would like a copy of this .ppt, please comment in this post that you would like a copy, include your email, and I’ll send it to you.

Marketing Timing & Content: Machine Learning – Episode #3

Great timing & content lead to great marketing tactics and performance.

In this episode, I explore how you can use machine learning (ML) and artificial intelligence (AI)  to improve your message timing and the content you employ – further improving experiences for your customers.

I explore “2 Cool Areas” of Machine Learning & Artificial Intelligence applications – to make your marketing smarter:

  • Timing Optimizing for your Marketing Execution & Tactics
  • Automated Content Generation and Predictive Content Recommendations

My tips are aimed at improving your marketing efficiency & effectiveness.

Machine Learning & AI Use Cases for CRM

Updated: May 6, 2020

Below you’ll find a good organization of classes of AI use cases for CRM (Customer Relationship Management) & CX (Customer Experience).  Presently, there are countless examples of applying Artificial Intelligence (AI) and Machine Learning (ML) to solve a broad class of problems beyond CX, from cancer diagnosis, robots in manufacturing operations, streamlining product development, detecting anti-money laundering, spam filtering, improving cybersecurity, to self-driving cars.

machine learning

Great marketers and CX experts have always been change agents.   As new-age change agents, they focus on AI use cases that enhance CRM, and have either already been proven to lead to successful outcomes, or that show significant commercial promise.

But what is AI and how can it be used to take customer engagement to new levels?  To make it simple, think of AI as the application of software technologies using standard hardware for:

CRM AI purposes –

  • Task automation:
    • Doing something in less time with fewer steps
    • Accomplishing something with less total effort
    • Doing something with less or even zero human intervention
  • Detecting, classification, and alerting:
    • Sensing and understanding a current problem (customer is dissatisfied or struggling)
    • Sensing current customer intent (wants help; wants more information; trying to buy)
    • Placing similar things together (customers, products, content)
    • Informing someone or some other system once a certain confidence threshold is reached
  • Predicting something is likely to happen:
    • Customer likely to buy more (or less; or never buy again)
    • Customer is likely to call for service
    • Contract is likely to close
  • Suggesting (in reaction or pro-action) a course of action leading to more optimal outcomes:
    • Doing X will resolve the problem
    • Recommending Z will satisfy the requirement
    • Offering Y will increase customer lifetime value and/or maximize profit

Machines are capable of doing these in a faster, more accurate, and more cost-effective way versus humans doing them manually.  When that happens, the result is a superior customer experience and better business results.

CRM is a technology that improves customer experience (either unassisted or assisted by an employee) as it relates to customer’s interactions with a brand’s marketing, sales, and service, and the fulfillment of commitments by those three functions.

Artificial Intelligence (AI) technologies –

Regarding different sub-areas of Artificial Intelligence and its class of technologies, consider this organization:

(Note: these categories are not mutually exclusive in that a given application may benefit from one or more of these technologies)

  • Machine learning – Algorithms using statistical methods designed to predict or forecast something. The learning is either supervised (i.e., assisted) because we either know the outcome trying to be achieved (or we have a teacher to inform us) and can determine if the model is right or wrong – or unsupervised (i.e., unassisted) because we have no idea of the patterns or outcomes that may be best).  The system “learns” if over time its predictions and performance improve.
  • Text, Video, Audio, and Image Analytics – this code scans unstructured data, and finds entities/objects, and classifies them (and/or extracts them). Deep learning is an advanced form of image analytics – using a technique with layers of brain-like neurons (Recurrent Neural Networks (RNN) or Convolutional Neural Networks (CNN)).
  • Complex Event (Monitoring) Processing (CEP) – an engine fed streaming data from one or more source, which detects certain patterns and then initiates follow on actions or processes.
  • Deep Q&A – using an AI system that has access to previously compiled knowledge sources; it scans, filters, and presents the best likely answers to questions.
  • Natural Language Processing – this code translates spoken voice to text, or to some other form useful as input to another system. It can also do the reverse, translating some other system’s output to spoken voice.  It also can translate from one language into another, or just detect the language.
  • Natural Language Generation – this code takes input (images (still or moving), text, etc..), and generates text descriptions of what its seen or found.
  • Numeric Analytics – this code uses commonplace mathematics (simple formulas) to surface insights, focusing the receipting’s attention to aid their future decisions.
  • Robotic Process Automation – this code repeats tasks that it’s instructed to repeat.
  • Deterministic rules – if/then/else statements that don’t change unless a programmer changes the rule.

Click here for an AI diagram of how I’ve organized these into building blocks so you better understand where each belongs in terms of its contribution to automation or true machine intelligence

AI Automated Intelligence

CRM AI Vehicles –

Regarding implementing AI use cases in CRM for improving customer engagement (e.g., using any code and a combination of the above algorithms), consider these main vehicles:

  • Virtual Assistants – a module designed to aid and assist a human with decision making, problem resolution or task completion including:
    • Chatbots (such as Facebook Messenger)
    • Conversational interfaces (such as Alexa, Google Home)
    • Office assistants built into desktop software or mobile apps (e.g., automatically schedule meetings)
  • Digital Recommendation Engines – ranks and bundles content recommendations, product recommendations, offer recommendations, and service recommendations and uses containers/spots on web, mobile, agent desktops, email, kiosk, and other digital devices to serve these to:
    • An employee or agent to sell a product or solve a service case
    • Engage directly with a consumer through any digital device

CRM AI Use Case Categories –

bigdata_value2

Given these areas, there are hundreds of potential valuable AI use cases for CRM.  Here are some examples:

Marketing

Profiling and Tactic Execution:

  • Predicting missing or outdated customer data values

~Forecast data value using time series, or simple inflation adjustments
~Predict data value from an image

  • Segmentation, clustering, targeting
  • Next best product / service recommendation
  • Next best content recommendation
  • Next best promotional recommendation
  • Next best channel to engage on
  • Next best time to send
  • Next likely transaction (and timing of it)
  • Next best search keyword

Predicting Customer Behavior and Value:

  • Models to predict customer churn
  • Models to predict customer preferences (including a preference for a particular product/service)
  • Models to predict customer lifetime value
  • Models to predict current customer value
  • Models to predict customer wallet share
  • Models to predict customer re-activation

Dynamic Price Optimization

  • Optimize retail price of products/services
  • Optimize incentive levels (discounts) of products/services
  • Optimize price paid for ad buys

Marketing Operations / MRM / Marketing Planning:

  • Tagging/filtering content – Recognize an object in image or video
  • Tagging/filtering content – Match an audio track to known copyright material
  • Tagging/filtering content – Classify image content type
  • Content generation
  • View trending topics
  • Forecast market size, marketing revenue/costs
  • Budget allocation planning/media mix optimization

Influencer Marketing:

  • Content identification

Sales Automation

  • Next best lead
  • Next best sales activity
  • Next best sale rep
  • Sales contracts
  • Sales and demand forecasting
  • Competitive intelligence

Customer Service

Customer Service / Support

  • Next best service, support, training action to resolve a complaint/problem
  • Intelligent routing: Find the next best expert/agent to resolve a complaint/problem
  • Text and images uploaded to support resolving cases
  • Tag and classify support tickets
  • Support process automation
  • Estimating service volumes, wait times
  • Optimize scheduling and support resource utilization
  • Contact center volume forecasting
  • Estimate wait time
  • Optimize scheduling and support utilization optimization

Predicting Customer Service Behavior:

  • Models to predict levels of customer frustration or satisfaction
  • Sentiment analysis with all forms of data.
  • Reasons behind high churn likelihood
  • Models to predict intent (likelihood of a customer calling and why)
  • View trending support topics

Smarter CRM: Machine Learning Episode #2

You want Smarter CRM, don’t you?

In this “Mini-Cast” on machine learning (ML) and artificial intelligence (AI) for marketing & CRM, I outline the numerous applications you can use to improve customer experience.

AI for Smarter CRM
AI for Smarter CRM

In this second episode, I delve into the various areas of AI & ML applied to Marketing, Sales Automation, and Customer Service where ML & AI play huge roles in taking those functions to new levels of insight and intelligence, enhancing productivity, effectiveness, and delivering better customer engagement.

Episode #2 on YouTube: