Organize For Digital Intelligence With Three Models

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For Customer InsIghts ProFessIonals Organize For Digital Intelligence With Three Models october 30, 2018 © 2018 Forrester research, Inc. unauthorized copying or distributing is a violation of copyright law. or +1 866-367-7378 2 Organization: The Digital Intelligence Playbook digital analytics Organizations drive insights firms must become insights driven to be competitive. 1 While digital analytics practices have evolved to include increasingly complex cross-device and omnichannel customer journeys, many Ci teams continue to operate in silos — such as email, web, social, and mobile. This prevents them from keeping up with customers' expectations. your digital analytics strategy must evolve from individual digital channel views to the holistic, customer-centric approach forrester calls digital intelligence. 2 digital intelligence practices can deliver customer obsession and significant value, but companies are struggling to build the analytics and optimization organizations that support it because: › cI pros have plenty of tools but don't use them efficiently and effectively. Ci pros have many choices for tools and techniques. 3 however, although these tools have improved effectiveness, Ci pros are missing opportunities to support cross-device customer experiences more efficiently. The head of decision sciences at a global agency gave this advice: "This is a common situation: One digital team is incented to get people to the website. Other teams are incented to drive onsite conversions. The most efficient approach is to drive the highest number of people to the site who are likely to convert. doing that requires two or more teams to work together, track customers, deliver insights that connect the dots, and collaborate with customer experience pros to take actions that improve business outcomes." › Teams with deep customer knowledge are not collaborating. although 82% of global marketing decision makers agree that their organization models encourage cross-functional collaboration, teams neglect opportunities to share and combine customer knowledge to improve outcomes. 4 for example, digital analytics teams are often distant from CrM and customer analytics teams. The teams are segregated; but worse, so is the customer knowledge they possess. The head of marketing at marketing technology firm Tealium observed: "CRM teams know a lot about customers that digital analytics teams don't and vice versa, yet the teams may never have worked together. When they combine forces, they uncover a lot of nuggets that can create business value." › A 360-degree view of the customer is elusive, and pursuing it slows progress. single data repositories that serve multiple digital channels have failed to meet digital intelligence needs. instead of focusing on an intangible "need for all the data" goal, Ci pros must pursue digital intelligence through the lens of the customer experiences that matter most to their firm's business outcomes. focus only on the data relevant to specific customer experience and interaction contexts. Customer profile management systems from vendors like Celebrus, mParticle, and ngdaTa have evolved to support the synchronization of data stored within multiple digital repositories to do just that.

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