ISO 20252 Certified
Traditional Market Research and Big Data Integration Unlocking the Secrets to Why Customers Act the Way That They Do
Greg Mishkin Vice President, Research and Consulting Market Strategies International
@GregMishkin
www.linkedin.com/in/gregorymishkin
Don Hodson Director, Research and Analytics AT&T Mobility
www.linkedin.com/in/donhodson
2013 was the year of Big Data.
Privacy became a topic of kitchen table conversation.
People are realizing that big data are everywhere.
2013 was the year of Big Data.
they are doing it with
they do
they are doing it
they do it
Who
What
Where
When
Big data can tell you a lot about people.
they are doing it
they are doing it with
they do
they are doing it
they do it
Why
Who
What
Where
When
But it can’t tell you the why.
5
Without knowing why they do what they do… you cannot effectively get them to modify their behaviors.
Ultimately, isn’t that a marketer’s primary job… …to influence how people think of your brand? …to get customers to buy more of your offerings? …to be more loyal to your brand?
brand loyalty
income current needs
future needs
communication
education
location
motivations
aspirations behavior
receptiveness
cultural identity
social network
buying patterns
media
community
brand awareness
reachability
attitudes
fears
Biometrics
Traditional Quantitative
Traditional Qualitative
Mobile Analytics
Web Analytics
Ethnography
Listening Posts
Syndicated Sources
Traditional research reveals why customers feel the way they do.
Big data reveals what customers do.
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Identify the problem
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Identify the problem
Determine who is impacted
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Identify the problem
Determine who is impacted
Find out how to modify actions and attitudes
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Identify the problem
Determine who is impacted
Find out how to modify actions and attitudes
Test and confirm efficacy and ROI
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Identify the problem
Determine who is impacted
Find out how to modify actions and attitudes
Test and confirm efficacy and ROI
Apply to customer base
Product Development/ Remediation Research
Experimental Design
Application to Entire Customer Base
Experimental Survey
Initial Survey
Behavioral Append
Behavioral Profiling
Apply Behavioral Algorithms
Behavioral Survey
Continuous Improvement Cycle TM
Identify the problem
Determine who is impacted
Find out how to modify actions and attitudes
Test and confirm efficacy and ROI
Apply to customer base
New Product Development Promotions Brand Management
Targeted Messaging Customer Experience
Product Improvement / Features Churn Actionable Segmentation Upsell / Cross Sell / Upgrade Loyalty
Customer Satisfaction / NPS
A MULTI-PURPOSE TOOL
Continuous Improvement Cycle TM
DECREASE BUSINESS RISK
INCREASE BUSINESS IMPACT
New Product Development Promotions Brand Management
Targeted Messaging Customer Experience
Product Improvement / Features Churn Upsell / Cross Sell / Upgrade Loyalty
Customer Satisfaction / NPS
Actionable Segmentation
When the right people, companies, infrastructure and data come together, it’s magic.
We can begin to see the world in ways that were previously impossible.
AT&T Case Study
B
A
C
Enables insight into detailed customer experiences across virtually all touch points
Chat On Line
Billing
AT&T Retail Agent
Nat’l Retail
Profile/ Characteristics
Indirect/ Direct Marketing
Warranty Replacement
Usage Data
Network Performance
Many Other Data Sources
Call Centers
20
April May June
New $ $ $ $
NPS by Period Into Contract
The first months are critical for new activation retention and NPS
NPS Among Actives
NPS by Period Into Contract
NPS Among Ultimate Churners
NPS Among Actives
The first months are critical for new activation retention and NPS
Importance of initial provisioning
NPS by Period Into Contract
NPS Among Ultimate Churners
“You never get a second chance to make a good first impression”*
*Quote from Will Rogers
…..…. …..…......….. …..………….
…..….
How does the provisioning process leverage learnings from millions of experiences?
…..….? …..…....…..? …..……….?
…..….?
The path of a churner can be detected and prevented in the provisioning process
…..…. …..…......….. …..………….
…..….
…..….? …..…....…..? …..……….?
…..….?
NPS by Period Into Contract
Importance of initial provisioning
Importance of refinement
NPS Among Ultimate Churners
Maybe we can “… Get a second chance to make a good first impression”
PLAN LIMIT
Are early NPS decline and cost/billing churn driven by provisioning that didn’t address customer needs?
“Mixed Plan”
Plan limits too high given usage Consistently less than plan limit
“Wrong Plan”
Plan limits appropriately sized based on usage
“Right Plan”
Range of Usage: Months Following
Activation
Plan limits too low resulting in usage alerts and $ overages
“Wrong Plan”
Consistently greater than plan limit
xx% OF PLAN LIMIT
Plan fit translates into higher NPS
NPS
Limits too: High Low
“Mixed Plan” “Wrong Plan” “Right Plan”
“Right-sizing” makes the ultimate difference in NPS
NPS by Time in Contract and Plan “Fit”
Period “A”
Period “B & C”
NPS
Period 1
Period 2
“Mixed Plan”
“Right Plan”
“Wrong Plan”
SMS
Direct Mail
Early after activation, examine experiences of new customer
Identify specific resolution(s), if needed, to improve “fit”
Proactively reach out to propose solution
? Proactive “right-sizing” could have great impact on retention and NPS
New $ $ $ $ Email
Feedback refinements maximize ALL performance measures
Learning is used to refine Activation provisioning tools. Constant refinement maximizes efficiencies, reduces post-Activation follow-up and system costs, maximizes early retention and improves customer NPS and AT&T financials.
New $ $ $ $
Integrating traditional research with big data is happening today and is transforming the way AT&T and other companies do business. You should be taking advantage of this innovation, … you can be sure your competition will.
‹#›
Thank You!
Don Hodson Director, Market Research and Analytics AT&T Mobility
www.linkedin.com/in/donhodson
Greg Mishkin Vice President, Research and Consulting Market Strategies International
@GregMishkin
www.linkedin.com/in/gregorymishkin
