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Charting a Course to Intelligent Customer Experiences with AI

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Gib Bassett

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Charting a Course to Intelligent Customer Experiences with AI

  1. 1. Gib Bassett, Customer Success Director gbassett@salesforce.com Charting a course to intelligent customer experiences with AI
  2. 2. Forward-Looking Statement Statement under the Private Securities Litigation Reform Act of 1995 This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. Gib Bassett, Salesforce Customer Success 1, Consumer Place “The home for consumer data”
  4. 4. What you should take away from this talk 1. Go back and answer the questions: “How well do we inform, execute and measure the complete customer experience?” 2. Identify aspects of customer experience that should be improved 3. Prioritize these improvements and scope how to address them 4. Focus first on high value quick wins 5. Build and evolve a portfolio of improvements 6. Focus on measuring and communicating business value
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  6. 6. 6 Data & Advanced Analytics: High Stakes, High Rewards
  7. 7. We focus on AI, starting with our data and making certain that data engineering and governance exist. We then look at ML on top of that to solve business problems. Today every company needs to be a data, analytics, and algorithmic company. CIO Javier Polit Nov 2019 AI investments are an important element of Starbucks' digital strategy as we work to grow digital customer relationships. Deep Brew will increasingly power our personalization engine, optimize store labor allocations, and drive inventory management in our stores. CEO Kevin Johnson Oct 2019
  8. 8. Highlights from the Retail and Consumer Goods Analytics Study 2018
  9. 9. Overcoming Barriers When asked about top barriers to AI, enterprises cited finding use cases and defining strategy, security/privacy, risks and integration complexity. Nearly two of three organizations cited finding a starting point as a concern. Identifying Use Cases Look at how you are using technology today during critical interactions with customers — business moments — and consider how the value of those moments could be increased. The CIOs Guide to Artificial Intelligence, February 4, 2019
  10. 10. Analytics in the Service of Better Customer Experience Pre-Shop Shop Post-Shop The Consumer Journey Analytic Options Data Sources External Data Internal Data Use Case Complexity + Time to ValueProjects Moonshots Applications Tools Programming Business Goals Stimulate Demand Fulfill Demand Retain and Grow Relationships Improve Content Relevance, Marketing & Advertising ROI, Brand Value, Engagement Improve Sales, Margin, Category Growth, Market Share, Channel and Promotional Performance Maximize Customer Satisfaction, Loyalty, Referral Metrics
  11. 11. Understand which use cases and domains have the potential to drive the most value, as well as which AI and other analytical techniques are needed to capture that value. This portfolio ought to be informed not only by where the theoretical value can be captured, but by the question of how the techniques can be deployed at scale across the enterprise. Notes from the AI frontier McKinsey Global Institute
  12. 12. If you just have a bunch of little disconnected projects, nobody’s going to get excited. However, if you know that each one is improving things incrementally, when you combine them, they add up to a huge amount of transformation. So a collection of low-hanging fruit is an excellent idea.
  13. 13. Your Consumer’s Journey Consideration Pre-Shop Shop Post-Shop Browse / Buy Service / Referral Your Goals Stimulate Demand Fulfill Demand Retain and Grow Relationships Improve Content Relevance, Marketing & Advertising ROI, Brand Value Improve Sales, Margin, Category Growth, Market Share, Channel and Promotional Performance Maximize Customer Satisfaction, Loyalty, Referral A Cyclical, Non-Linear Journey Metrics 1. How do analytics support this process in your company? 2. What use cases are in place? Could you improve? How to think about your analytics opportunities
  14. 14. Source: McKinsey Advanced Analytics
  15. 15. …Rank the options …and scope the top ones
  16. 16. AI is really about experimentation and continuously improving what you do, versus the reality you need to master. I know it’s overused, but this idea of making it very “okay” to encounter failure along the way is very important in AI, not just in general innovation. CIO Filippo Catalano
  17. 17. Coca-Cola allowed one of its coolers, stocked with product, to serve as Einstein's foil. Einstein Vision recognition easily accounted for the varieties of Coca-Cola stock within the forefront of the cooler display cabinet. Jack Wills is leveraging Einstein for Commerce not only for product recommendations, but also for site search, and in-depth reporting. U.S. Bank uses Einstein Predictive Scoring to identify prospective Wealth Clients, recommend ways to grow existing client relationships, and pre-empt customers from leaving. Kohl’s uses Einstein Recommendations for email to observe behavior and recommend products at an individual level. This allows for custom merchandising at scale and increased exposure to Kohl’s full product catalog.

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