3. Why Data Analytics?
• Big Data market revenues for software and services will grow from
$42B to $103B in 10 years, 10% yearly [Wikibon]
• Big Data software market will grow 14% in 2018 [Forrester]
• 79% of executives agree that companies that do not embrace Big Data
will lose their competitive position [Accenture]
• By 2019, AI platform services will cannibalize revenues for 30% of
market-leading companies [Gartner]
4. What makes Data Science team successful?
• Diversity: technology skills, domain knowledge, communication, IT
• Prioritization based on business needs
• Data is the foundation for success
• Experience with tools
• Outside expertise and embedded teams
• Continuous training
• Experimentation and innovation
• Change management
5. Why (not) outsource Data Science?
Pros
• Access to skills in short supply
• Industry expertise
• Easy scalability and a quick path
to analytics maturity
• Ensuring ongoing data
protection compliance
• Greater potential to leverage the
value of data
Cons
• The risk of choosing the wrong
provider
• Cost vs. value trade-offs
• Losing control of data storage
and of analytic models
• The need to own the data
management strategy
• Potential for conflicts
6. What client should (not) do?
Do
• Ask the important questions
(due diligence)
• Think in terms of experimenting
• Be totally open
• Engage team members
Don’t
• Don’t be looking for a magic
bullet
• Don’t outsource to a company
that just aggregates
• Don’t disregard data security
• Don’t be passive
7. Customer Intimacy
compete on SCOPE
”We understand our
customers and provide them
the products and services
they need”
Product Leadership
compete on SPEED
”Our products and services go
above and beyond the usual
offerings“
Operational Excellence compete on SCALE
”Our focus on efficiency allows us to provide consistent
products and services at the lowest cost”
What is the strategy? Value Disciplines
8. What is the strategy? Value Disciplines
Operational Excellence
• Narrow product
lines
• High expertise in
chosen areas of
focus
• Focus on cost,
efficiency and
volume
Product Leadership
• Search for new
products, new
markets, and new
techniques
• Experiment with
trends
• Initiate change to
which competitors
must respond
Customer Intimacy
• Strong customer
focus
• Relationship driven
• Quick movement in
developing markets
• Efficient operations
as market mature
9. Customer Intimacy ≠ Customer Service
Business Decisions Traditional Customer Focus Customer Intimacy
Marketing We have good customer service We understand your needs and our organization is aligned to deliver
a unique solution
Pricing Cost plus customer service Value pricing for a complete and customized solution
Sales Customer focused sales people
supported by customer service
The entire organization sells and supports the customer
Customer Service Transactional and reactive; we
are best at responding to fires
Proactive, good customer service a given; we focus on end-to-end
experience
Relationships Build strong relationship Build deep multi-level relationships that drive insight and knowledge
Innovation Use research and VOC to build
products and services
Use insights to build processes and solutions that create a total
experience
Customer
Knowledge
Understand needs Create a complex system of gathering information and an easy
system of providing data to all functions of the customer experience
Financials Invest in service and calculate
ROI
Invest in the system and build shareholder value through locked-in
relationships and cash flow
Overall Goal Make customer happy Become part of customer's value chain that they can't live without
10. How to achieve Customer Intimacy?
• Increase customer touchpoints
• Social networking
• Customer service management: gain and keep trust
• Customer segmentation
• Data integration
• Organizational alignment
• Reward Employees
• Business leadership
11. Need more customer touchpoints?
• Sale papers
• Customer service
• Call centers
• Direct mail
• Emails
• Apps
• Blogs and content
• Search engine queries
• Websites
• Blogs
• Events
• Sponsors
• Mobile messaging
• SMS
• Store or Facility appearance
• Packaging
• Employees
12. How to gain and keep trust?
• Solve service problems before they reach the customer
• Honor customers’ “perceived contract”, not the company’s legal
contract
• Identify and commit to a few crucial “nondelegable” decisions that
must be kicked up to a senior manager
• Be generous with customers when you absolutely must break your
service promise to them
• Include an explanation with an apology for a service failure
• Use realistic slogans
13. What may help?
• Everyone do customer support, including CEO
• Visit customers IRL
• Ongoing customer development
• Physical reminders
• Your office belongs to people you serve: logos, posters, coffee mugs,
customer autograph wall, portraits of best customers
• The empty chair
14. Corporate culture driven by personal example
Avoid self-orientation
Trust
What is definitely required?
15. What to read?
1. Tony Hsieh, Delivering Happiness
2. Erica Olsen, Strategic Planning Kit For Dummies
3. Harvard Business Review
4. cio.com
5. next slide ⇒
16. References
• The Exponential Growth of Data
• 10 Charts That Will Change Your Perspective Of Big Data's Growth
• The pros and cons of outsourcing data analytics
• The secrets of highly successful data analytics teams
• Outsourcing Data Science to Ukraine: 8 Do’s and Don’ts
• Strategic Planning: Leading with Customer Intimacy
• Customer Intimacy is not the same as Customer Service
• Leonard L. Berry, How Service Companies Can Earn Customer Trust and Keep It
• 6 Strategies To Improve Customer Intimacy
• How to be a customer-intimate company
• Ashley Greene, Customer Intimacy: How to Maintain It at Scale
17. Who’s the speaker?
Michael Makukha
michael.makukha@wide.vision
Facebook: @makukha
LinkedIn: @makukha
CEO and Co-owner of Wide Vision, Data Science
expert, speaker, mentor, researcher, visionary.
Interests: Data Management, AI, Futurology,
Scenario Analysis, Fintech.
