CeBIT Big Data 2012 - Murray Howe, Executive manager, Digital Strategy and Innovation, Suncorp
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Transcript of CeBIT Big Data 2012 - Murray Howe, Executive manager, Digital Strategy and Innovation, Suncorp
Convergence of Digital
channels & [email protected]
Not quite as advertised
1. Suncorp context
2. Strategic positioning
3. Application, Implementation,
Innovation
1. Suncorp context: Who we are
�One company. Many brands
�8.5 million customers
�Touch 40% of adult Australians
�Banking Insurance Wealth
Resourcing
Investment
1. Suncorp context: Journey
From To
Operational Strategic
Patchwork Community of practice
Feast or famine Continuous investment
Line management Board
Functional Value chain
Ignore Defend...embrace
Management attention
Management focus
Strategic posture
Planning
2. Strategic positioning
1. 2. 3.
2. Strategic positioning
1.
2.
Lower the cost of growthSelf service
Shift from high to lower cost to serve channels
Optimise sales & retention at point of contact
Leverage common platforms and capability
Superior customer experiencesReduce customer effort
Strengthen brand connections
2. Strategic positioning
Transaction to Customer
centric
•Recognise and collect data from
throughout the value chain
•analyse large volumes of
interaction data
•think of ourselves not just as a
F/S company but also as a Data
company
• Full service experience (aided
or self) initiated online
• Consistent experience off-line
across channels (call centre,
branch, advisor)
• Conversation is remembered
between transaction contacts
• Social conversations are
accounted for in anticipating
future conversations
Complex easy; easy faster
• Make the complex simple and
the generic personal
• Make it easy to match product
solutions to individual needs
• recommend related products
• Recognise to personalise
channel experience
���
Deliver service x-channel over
time
3 strategic outcomes for digital
2. Strategic positioning
Transaction to Customer
centricComplex easy; easy faster
���
Deliver service x-channel over
time
We need this
To get theseTo get these
1. Rich source of interaction data
2. Easiest to deploy
3. Marketing opportunity is obvious
4. Potent mix for disruptive innovation
2. Strategic positioningConvergence of data and digital
1.Application
2.Implementation
3.Innovation
3. Dimensions to consider
Resolve ‘why’ to invest
Resolve ‘how’ to invest
Potent mix for disruption
3. ApplicationReal time marketing today
Latency of days to weeks
� Transactional � Structured � Constrained capacity
�Manual � Batched � Authenticated customer
3. ApplicationReal time marketing tomorrow
Latency of milliseconds to hours
� Transactional � Structured
� Behavioural� Interaction� In & out of
system
� Unstructured
� Unconstrained capacity
� Machine learning
� Real time� Near real
time
Current
interaction
3. ApplicationMedia optimisation > channel attribution
Introducer Influencer Closer Sale
Introducer Influencer Closer Sale
Introducer Influencer Closer Sale
Introducer Influencer Closer Sale
100%
100%
33% 33% 33%
25% 50% 25%
3. ApplicationMedia optimisation > content performance
Content relevance
L
H
HCost of engagement
Performance
Search
Integrated
Brand
3. ApplicationMedia optimisation > content performance
Content relevance
L
H
HCost of engagement
Performance
Search
Integrated
Brand
�
�
3. ImplementationInteraction architecture > today
Visitors
Web front endsTransactions
only
Transactions
only
Operating
systems
Management
systems
Marketing response
Interaction Post Interaction
3. ImplementationInteraction architecture > tomorrow
Visitors
Web front endsTransaction
data only
Transaction
data only
Operating
systems
Management
systems
Interaction
data
Interaction repository &
engine (simple real-time
analytics)
Near real-time
complex analytics
Marketing
response
Interaction Post Interaction
3. ImplementationOrganisational structure > from
Traditional Boundaries
Marketing
Brand DM AnalyticsChannels
Sales / Service
Product /
PricingITPR
3. ImplementationOrganisational structure > to
Marketing
Brand DM AnalyticsChannels
Sales / Service
Product /
PricingITPR
New X-Functional Relationships
Digital
Data
3. ImplementationOrganisational structure
From this To this
3. ImplementationInvestment can be phased
now
next
later
Analyse
Test retrieval
Capability
Capacity
Discover value
Act
Business rules
Experiment
Demonstrate
Roll out
Collect
New data
Test storage
3. Innovation
Deloitte Digital Disruption 2012
60% of incumbents face digitally led disruption
�Disruptive innovation seeks to redefine value on
which existing business models are based
�Disruptive innovations thrive in emerging markets
which are hard to analyse and often too small for
incumbents
�Disruptive innovations initially appeal to fringe
customers and are less profitable than existing
segments
3. InnovationIncumbents struggle with disruptive innovation
�Knowledge sharing is encouraged x-functionally
�Operational systems are simple and adaptable
�Experimentation is low cost and rapid with learning
focus
� Information is valued as core asset
3. InnovationAgile businesses leverage data & digital capabilities
Thank you