Real al-Time Time measurement asurement - Function nctional al - - PowerPoint PPT Presentation

Real al-Time Time measurement asurement -

Function nctional al method thodolog

• logy, fact

t

• r fallacy

llacy

Andri dries es Noeth eth

Section 7 Section 6 Section 2 Section 3 Section 4 Section 5

Wh What at is is real real-time time?

Section 1

Section 7 Section 6 Section 1 Section 3 Section 4 Section 5

Tr Trad adit itiona ional l me meas asure urement ment vs. vs. Real Real-tim time

Section 2

Section 7 Section 6 Section 1 Section 2 Section 4 Section 5

4

Im Important portant di differences fferences

Section 3

Section 7 Section 6 Section 1 Section 2 Section 3 Section 5

Cu Cust stomers

• mers’

ps psycho ychological logical jourr jourr jo journ urney ey

Section 4

Section 7 Section 6 Section 1 Section 2 Section 3 Section 4

Re Reme membering mbering se self lf vs. vs. Ex Expe perienc riencing ing se self lf

Section 5

Section 7 Section 5 Section 1 Section 2 Section 3 Section 4

In Integrating tegrating

Section 6

Sy Systems stems

2

Section 6 Section 5 Section 1 Section 2 Section 3 Section 4

Wh What at do does es th the e fu future ture ho hold ld

?

Section 7

Course Title |This is the slide title

Objectives ives

Get a better understanding of what real-time measurement is How does real-time measures differ from traditional research methods Look at the differences between the two measures The psychological experience of the customer and how it relates to the different measures How they can be integrated to provide a more robust measurement

Section 7 Section 6 Section 2 Section 3 Section 4 Section 5

Wh What at is is real real-time time?

Section 1

Course Title |This is the slide title

Wh What at is is re real al-time time

Definition:

“A system in which input data is processed within milliseconds so that it is available virtually immediately” Rreal-time typically come from the engineering, telecommunications and computer industry where certain computerised processes or machines give instantaneous feedback while the event occurs. The graphics in a action game are rendered in real-time by the computer's video

• card. This means the graphics are updated so quickly, there is no noticeable

delay experienced by the user. In the past it could take months to collect a couple of hundred face to face interviews using traditional research techniques. With new technologies you literally have millions of megabytes of data with the push

• f a button in real-time.

Course Title |This is the slide title

Real Real-tim time e vs vs. . Ne Near ar re real al-time time

Market research

In the market research industry this real-time relay of data, i.e. instantaneous processing of the event during the event itself, is still in its infancy. Technology like eye tracking, biometrics and portable MRI scanners are only recently being used as reliable and effective ways of collecting consumer data. Most “real-time” data is collected using SMS, online of telephonic surveys

Interaction with call center agent

Event Measure event Capturing data Reporting

SMS,

• nline or

telephonic evaluation Transfer data to system server Results displayed

• n a

dashboard

Time delay = “Near real-time” No time delay = Real-time

Section 7 Section 6 Section 1 Section 3 Section 4 Section 5

Tr Trad adit itiona ional l me meas asure urement ment vs. vs. Real Real-tim time

Section 2

Course Title |This is the slide title

Real time vs. Tradition

• nal

al

Lets look at the major differences between these two measures: Near real-time research Traditional research

Time delay Measurement happens in the event

• r very close to the event

Measurement happens at a later stage after the event Questionnaire length Usually short; 1-5 questions Usually longer; 10-60 minutes Data volumes Large amounts of data (1000-5000 interviews per wave) Limited data points (usually less than 1000 per project) Reporting Immediate reporting Time delay to reporting Metric Transactional measure Strategic measure Data depth Feedback Insight Frequency Measures very frequently, daily and weekly data collection Measures less frequently, maybe once

• r twice a year

Measures Measures the very short term, the momentary experience Measures the long term or the memory

• f the experience

Deals with Experiencing self Remembering self

Section 7 Section 6 Section 1 Section 2 Section 4 Section 5

4

Im Important portant di differences fferences

Section 3

Course Title |This is the slide title

Operatio iona nal l vs. Strategic ic

1

Adapted from: Gartner Report in J Kirkby, J. Wecksell, W. Janowski, T. Berg – March 2003 - The Value of Customer Experience Management

Vision & goals Customer relationship management strategy Operational customer experience management

Balanced Scorecard Customer value proposition metrics

Number of Metrics / Volume of Data

Effectiveness reporting Action reporting

Vision & goals Customer relationship management strategy Operational customer experience management Vision & goals Customer relationship management strategy

Contact with the customer Operational customer experience management Vision & goals Customer relationship management strategy METRICS

• Brand Image
• Market Position
• Customer acquisition
• Value (share of wallet & loyalty)
• Retention
• Strength of relationship
• Brand experience dimensions
• Key attributes of brand image
• Key attributes of product & service
• Key service levels
• Satisfaction
• Complaints
• Individual service levels
• Resolution of problems

Strategic reporting

Vo Volu lume mes s an and ty d type pe of

• f da

data ta

2

Tien, J. M., (2006). Data mining requirements for customization. International Journal of Information Technology and Decision Making.

Basic transactions captured during

• perations

Processed data; derivations, groupings, patterns, etc. Processed information together with experiences, belief, values, culture Processed knowledge together with insights, theories, models, context

Data Information Knowledge Wisdom

Real Time Traditional

Fe Feed edba back ck vs vs. . Insight Insight

3

PEOPLE Real Time Traditional

Time delay between n measure res

IN 24hrs 2 weeks 1 month 3 months

4

Emotion Memory

More Less

Time me of measu asurement rement Effec fect

Pe Perc rcep eption tion vs

• vs. Re

. Real alit ity

Section 7 Section 6 Section 1 Section 2 Section 3 Section 5

Cu Cust stomers

• mers’

ps psycho ychological logical jourr jourr jo journ urney ey

Section 4

Customer ers s psychol

• log
• gic

ical al journey

Association with the experience

Value in use & Subconscious value

This is the functional

• utcome of dealing

with the organisation and the subconsciously perceived value

Pre experience Expectations of an experience Interacting with the experience Memory of the experience Learning

• The psychological baggage consumers bring

with them to an experience

• These affect the customers expectations they

have

• What consumers seek from an experience.
• What they expect influences how they judge

the experience.

• How consumers interact with an experience

psychologically and physically

• What companies actually do has an impact

here

• Experience is remembered and socialized
• Integrated into current beliefs, values,

context

• Ultimately what is remembered is what is real
• Socialisation and rationalisation turns

memory into learning.

• This learning is what stays with us and is

used to influence future decisions Association affect the pre- experience

Section 7 Section 6 Section 1 Section 2 Section 3 Section 4

Re Reme membering mbering se self lf vs. vs. Ex Expe perienc riencing ing se self lf

Section 5

Measurin ing g what?

Pre experience Expectations of an experience Interacting with the experience Memory of the experience Learning

Experiencing self Remembering self Measured in real-time Measured traditionally

Exper perien iencing cing self lf vs. Remembering embering self

Lives in the moment Experiences the now Knows and cares about the present Reacts emotionally Experience 600 million time slices ENJOYS EVERY MOMENT Live from memory Rationalizes and socializes experience Knows the past and cares about the future Reacts sensibly Forgets most time slices, remembers significant ones TRACKS AND MAINTAINS THE STORY OF YOUR LIFE Experiencing self Remembering self

Experienci encing ng self vs. Remember erin ing g self

Experiencing self Remembering self

Feeling YOU Thinking YOU

Rational, moral, logical Irrational passions and appetites

Section 7 Section 5 Section 1 Section 2 Section 3 Section 4

In Integrating tegrating

Section 6

Sy Systems stems

2

Differen ence ce in process

Traditional CEM Real-time

Strategic vision Detailed measure Cultural changes Behaviour changes Operational changes Improved customer experience Strategic changes Daily / weekly feedback Identify immediate issues Behavioral changes Improved customer experience Cultural changes Operational changes

In Inte tegr gratin ating g me meas asure ures

Strategic vision Strategic CEM measure Identify strategic changes Implement strategic changes Change behaviour Improved experience Real time measure Identify problems Operational changes

How to creat ate e memorab

• rable

le experie eriences nces

Feeling YOU Thinking YOU Experiencing self Remembering self

Emotions Moments Feelings Sensations Memories Pinnacles

Driven long term value

Driven short term spend

Creating ating memorable rable experience eriences s (A)

Advocacy cluster Recommendation cluster Attention cluster Destroying cluster

Happy, Pleased Trusting, Valued, Focused, Safe, Cared for Interesting, Energetic, Exploratory, Indulgent, Stimulated Irritated, Hurried, Neglected, Unhappy, Unsatisfied, Stressed, Disappointed, Frustrated Shaw (2010) Customer experience; future trend and insights.

Creating eating memora morable ble experience periences s (B)

Positive Feelings Negative Feelings

PEAK PEAK PEAK PEAK

Time Neutral

What have we seen

IN 24hrs 2 weeks 1 month 3 months

Time me of measurement asurement

Experiencing self Remembering self

Section 6 Section 5 Section 1 Section 2 Section 3 Section 4

Wh What at do does es th the e fu future ture ho hold ld

?

Section 7

Course Title |This is the slide title

GR GRIT IT re repo port rt 20 2013 13

Clients prefer short term insights to deep understanding of consumer markets I believe that traditional quantitative research is too slow and expensive to meet the needs of clients Clients see traditional primary research as an

• ld fashioned luxury

GR GRIT IT re repo port rt 20 2013 13

Clients prefer short term insights to deep understanding of consumer markets I believe that traditional quantitative research is too slow and expensive to meet the needs of clients Clients see traditional primary research as an

• ld fashioned luxury

Hu Huge ge po poss ssib ibilit ilities ies

big data

biometrics

eye tracking

biofeedback

real real-time time

mobil bile internet

social media analytics

blogs

discussion forums

CATI face to face CAPI ethnography web-ethnography personal interviews focus groups communities text analytics webcams visualization analytics apps based research mobile ethnography virtual environments social networks

gamification

crowd sourcing

facial analytics

neuro ro-mark arketing eting GPS tracking MRI scanning WAP-based research

Market researchers should form part

• f the knowledge community and not

the data community. Data Rich, Information Poor

DRIP DRIP Cr Crea eate te kn know

• wle

ledge dge

"Every day, three times per second, we produce the equivalent of the amount of data that the Library of Congress has in its entire print

• collection. Most of it is irrelevant noise. So unless you have good

techniques for filtering and processing the information, you're going to get into trouble” “Traditional research is being redefined before our very eyes. The game has changed, and the pace of change is only accelerating” – GRIT 2013

Da Data ta ex expl plos

• sion

ion Tr Tran ansf sforma

• rmation

tion

Don’t lose sight of who we are and what our purpose is

Purpose Purpose

Thank ank You u !