The Predictive Enterprise - Whats So Special About It?

white paper | 2007
The Customer-Driven Innovation Series: Part 1
The Predictive
Enterprise
a division of Carlson Marketing WorldwideThe Customer Innovation Series: Part I:
The Predictive Enterprise
Executive Overview
magine you are a high-end retailer with tomer experience ahead of time so that atover 300 stores. What if you could predict every location and at every customer interac- >contentshow many customers would walk through tion, impeccable service turns into long-termithe door on a given day? Based on that insight, relationships." Executive Overview ____2what if you were able to staff your retail floor More and more companies like Coach are Customer Interactions:with the right number of sales associates, and realizing the benefits and return of becoming Innovation's New Battle________________even assign associates to individual, high- "customer innovators." They're tapping into a ground 3value customers so the best customer experi- wider range of different data sources to uncov- Case Study: Debenhams____________4ence was delivered at the right time? And as a er predictive insights about customers, using Attributes of theresult of those insight-based actions, you could the insights to identify the right customer Predictive Enterprise__5-8predict how many transactions you would gen- experience ahead of time, then delivering that Case Study: Coach _____9erate and how much sales you would capture. experience at the right moment. In the follow- React or Predict: If you had all this in place, would your compa- ing white paper, we explore this topic in depth. It's Up to You _________10ny be an innovator? We unravel the traditional definition of inno-You bet it would. But it isn't just a pipe vation and explain why customer interactionsdream. At this moment, Coach, the global represent innovation's new battleground. Toretailer of fine gifts and accessories, is help you gauge your company's "customerputting the pieces together. "To get sales innovation readiness," we detail four attribut-right, you need the right people in the right es of the predictive enterprise and how dataplace at the right time," says Patraic Reagan, mining and analytics can be used to enable it.Director of Business Analysis at Coach. "But Also included are the customer innovation sto-to do that, you must be predictive rather than ries of two esteemed international brands,reactive. You have to design the best cus- Coach and Debenhams.
White Paper in BriefWho: How: Senior marketers and decision . Expands the definition of innovation beyondmakers across the enterprise products to include customer interactions. Documents why companies must become What: predictive enterprisesStrategies and tactics forenabling a more innovative, . Outlines four core attributes of the predictive predictive enterprise that enterprise, and how you can attain themmaximizes the value of every . Shows how Coach and Debenhams use data miningcustomer interaction to "get, and predictive analytics to achieve customer keep and grow" customers innovation, strengthen brand and lift sales
©2007 Carlson Marketing. Peppers & Rogers Group is a division of Carlson Marketing Worldwide. All rights protected and reserved. 2The Customer Innovation Series Part 1: The Predictive Enterprise
Customer Interactions: Innovation's New Battleground
Geoffrey Moore, marketing expert and author, which customer will be on the telephone or theonce wrote: "Failure to innovate equals failure to retail floor and which experience is the best onedifferentiate equals failure to garner the profits and for that customer at that moment. The predictiveirevenues needed to attract capital investment." enterprise knows which experience is right for aMost executives would agree, and they've long specific customer before the interaction actuallyplaced innovation near the top of their to-do lists. occurs. It seeks to innovate by anticipating andIn a 2006 BusinessWeek survey, 70% of respon- enhancing different customer interactions priori-dents cited innovation as one of their company's tized by their impact on building and maintainingiitop three strategic priorities. profitable, long-term relationships. It might be thedeci... [download for more]