1.
Driving Growth with
Marketing Analytics
Jill Enabnit
U.S. Bank

2.
“How can analytics influence
customer satisfaction?”

3.
“Which marketing programs
ring the cash register –
and how do we find
more like that?”

4.
“What are we doing about
this Big Data thing?”

5.
Questions and answers……
are becoming more

6.
ProfitabiliyMatrix
Retention
RegulatoryImpacts
OpenSource
NetLiftModeling
GeographicAssessments
DesignofExperiments
BigDataPlanning
Triggers
K-MeansFactor
StructuredSemi-StructuredAndUnstructuredData
IncrementalRevenue
ProcessImprovements
NextBestActionReactiveOpportunities
NewDataSources
RealTime
SelfServiceReporting
CFPB
LogisticRegression
Clickstream
PathingAnalysis
ClientAdvocacy
DataGovernanceControls
DataModeling
LifeEvents
Solutions
Search&Display
TransactionAnalysis
ServiceToSales
MarketingMixOptimization
Segmentation
CustomerExperienceFocus
OmniChannelStrategy
ReturnOnInvestment
IncentivePlanning
$$$
RiskTolerance
Hadoop
OrganicGrowth
Behavioral Economics

7.
Where to begin?

8.
III.
Is this the right
choice for the
enterprise?
II.
Have we provided
incremental
revenue?
I.
How does it
impact our
customers?
Identify simple tenets

9.
Single View of the Customer
Life
Events
Channel
Usage
Credit
Risk
Segments
Service
Interactions
Balance
Drivers
Marketing
History
Note: Sample data fields
Clickstream
Patterns
Transaction
Behaviors

10.
veraging customer data for many u
Retention
Tactics
Treatment
Strategies
Marketing
Actions
Measures
& Metrics
Capital
Allocation
Conversational Data
Next product to market?
Out of pattern transactions?
Activate or deepen relationship?
Approve this loan?
Pay this overdraft?
Authorize this transaction?
Likely to attrite?
Appropriate concessions?
Meaningful potential?
Marketing Analytics Data
Expand or contract?
Need a new branch?
Channel investments?
Increasing return?
Champion or challenger?
Met strategic objectives?

11.
cs actively shape the U.S. Bank Customer Exp
“Conversational Data”
about customers’
financial objectives &
existing relationships
Prioritized offers and
consistent treatment
for each customer
Behavioral Insights
Mining up to 17
million transactions
each day to identify
out-of-pattern
behaviors that may
signal needs
Predictive Analytics
Evaluating customer
value, purchase
propensity and
future potential for
over 17 million
customers
Relationship
Strategies
Converting insights
into decisions and
guidance passed to
customer facing
employees & systems
Teller Pops
24-Hour Banking
ATMs Internet Banking Mobile
Direct Mail
Branches Specialized Sales
Email

12.
Blending marketing analytics with needs-based
sales processes allows bankers to provide
better solutions to customers
The Andersons
Model Score: 248
LiSA Segment:
“Kids First”
Need:
Reduce Debt Service
Mr. Anderson, I’d like
to show you how we can
use a home equity loan to
reduce your monthly
payments.
“Conversational Data”
allows us to tailor the
product benefits and
selling process
Michael M.
Model Score: 249
LiSA Segment:
“Upscale Investor”
Need:
Smooth Cash Flow
Michael, since nearly half
of your income comes
from bonuses, a home
equity line could improve
your cash flow.
Banker

13.
I.
How does it
impact our
customers?
II.
Have we provided
incremental
revenue?
III.
Is this the right
choice for the
enterprise?

14.
Or a resurgence?

15.
nuous improvement to increase confid
Deepen Defend
Improve Build
Create
Hypothesis
Design
Tests
Observe
Behavior
Measure
Results
Strategic
Framework
Champion/Challenger
Test & Learn
Performance
Period
Evaluation
Branch Trade Area Profile
MAIN STREET OFFICE Branch Manager: John Smith
101 Main St. NE Parent Market: Minneapolis-St. Paul-Bloomington, MN-WI
Minneapolis, MN 55413 * Assume branch trade area radius of 1.50 miles
Competitor Information & Market Share As of June 30, 2009
Top Competitors USB Market Share
Rank Deposits ($M) Branches
1. Wells Fargo
2. U.S. Bank
3. Ameriprise
4. Marshall & Ilsley
5. TCF Financial
All Other
Total Trade Area
Branch Type Avg. Deposits/Branch ($M) Deposit Growth/Yr. (2003-08)
< Traditional < In-Store < Branch Trade Area  Overall Bank Institution < Branch Trade Area  Parent Market
Market Demographics
Age of Population Income Race/Ethnicity
Per Capita & Household ($K)
< Branch Trade Area  Parent Market < Per Capita < Household < Branch Trade Area  Parent Market
Market Analytics & Performance Solutions Page 1 of 3
U.S. BANK CONFIDENTIAL - NOT FOR DISTRIBUTION
Diversity Index
(Baseline=100)
Branch
Trade Area
Parent
Market
115 81
Median Age
(Years)
Branch
Trade Area
Parent
Market
31.2 35.8
Growth/Year
(2008-13P)
Branch
Trade Area
Parent
Market
6.0% 3.7%
4
24
43
7
4
1
3$946
$437
$1,281
$19,467
$10,719
$4,704
$1,380
6
2
1
3 3
1
2
1
WF USB AMER M&I TCF
$1,531
$1,176
$1,380
$315
$109
WF USB AMER M&I TCF
6.1%
(1.3%)
0.0%
44.7%
81.2%
WF USB AMER M&I TCF
Deposits Branches
24%
8%
Branch Trade Area Parent Market
9% 5%
Branch Trade Area Parent Market
12.1%
21.1%
24.8%
14.5%
11.0%
7.5%
6.8%
2.2%
0-14 Yrs.
15-24 Yrs.
25-34 Yrs.
35-44 Yrs.
45-54 Yrs.
55-64 Yrs.
65-84 Yrs.
85+ Yrs.
$31.4
$36.6$36.8
$73.7
Branch Trade Area Parent Market
50.0%
26.0%
12.0%
7.0%
0.1%
2.0%
6.1%
5.0%
White
Black
Hispanic/Latino
Asian
Hawaiian/
Pacific Islander
Indian/Alaskan
Other
2+ Races
Upgrade treatment strategy and create new hypotheses

16.
Build the right competencies

17.
- Response vs Net Lift
- Triggers with models
- New data sources (Big
& Small)
- Design of Experiments
- Channel Optimization
- Marketing Mix
Be willing to test
Not one „Holy Grail‟ answe

18.
And now it's time to
S.T.A.R.T. your journeySavings Today And Rewards Tomorrow
……and
understand the
enterprise
impact

19.
III.
Is this the right
choice for the
enterprise?
II.
Have we provided
incremental
revenue?
I.
How does it
impact our
customers?

20.
M A P S F E S T 2 0 1 2

21.
M A P S F E S T 2 0 1 2

22.
Value can differ significantly across
campaigns
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
Alerts
Balance
Product

$420
Campaigns by Number of Contacts and
Average Value/Contact
Logarithmic Scale
Average Monthly Contacts
AverageValueperContacts

23.
A penny is a penny…..new or not

24.
Is the juice
worth
the squeeze?

25.
Building incremental revenue one bps a

26.
Understanding the enterprise impact of

27.
III.
Is this the right
choice for the
enterprise?
II.
Have we provided
incremental
revenue?
I.
How does it
impact our
customers?