22 Jan Video: Good to great – The data difference in customer experience
Originally published on Which-50
While using data to deliver experiences has become table stakes, leaders are leveraging data in more nuanced ways, according to Ben Sharp, head of revenue ANZ at Pureprofile.
Understanding and comprehending consumer data from different sources is what is separating experiences, according to Sharp. At the top end organisations are leveraging data to deliver personalised experiences while at the bottom data mismanagement is killing experiences.
Sharp gave Which-50 a personal example of an organisation who is getting consumer data right. He said the use of customer data by Qantas was providing customer experience at a level that justified its use.
“As a result of capturing this data Qantas do send me offers, they also serve me content and when I make a booking it is actually a great customer experience,” Sharp said.
“I actually feel as though they know me and I’m willing and I’m more than happy to share my data with them because it seems as though it’s being done for my own personal benefit and it’s being done to deliver a great customer experience.”
Big Data Blues
Access to consumer data has exploded with digital technology, but while useful, big data is far from a panacea, Sharp said.
“Big data is great but if you have way too much data and you’re not quite sure what to do with it then that’s overwhelming.”
The key, according to Sharp, is breaking data into “actionable chunks”.
“Let’s park big data for a second and actually think about what are the data points that are going to be most effective for the way in which you operate your business and roll out your marketing plan.”
But leveraging data is still a challenge for many organisations, Sharp says, and requires a “fair bit of change management”
“We all know people have muscle memory about the way of operating and it does take some time to not only change a process but also to get people to commit to that process to deliver the right outcome for your business.”
But getting it right can help drive organisational change, according to Sharp.