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Driving change: Unlocking data to transform the front office

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Driving change: Unlocking data to transform the front office

  1. 1. Driving Change Unlocking data to transform the front office
  2. 2. Driving Change Unlocking Data to Transform the Front Office 2 Data is the common language that all front office teams must speak fluently—but that’s only the beginning • Building future-readyfront office teams (marketing, sales and customer service). • Eliminating data silos between the front office teams. • Using data to ask and answer the right questionsabout what customerswant. • Developing the rightinsights and goals from the correctdata sets to extractgreater value and optimizethe customerlifecycle. More than half of front office leaders expect greater than 11% growth in net profits and revenues over the next three years. Achieving this will require: 1
  3. 3. Driving Change Unlocking Data to Transform the Front Office Using data as the lever for future-ready transformation Driving Change Unlocking Data to Transform the Front Office 3
  4. 4. Driving Change Unlocking Data to Transform the Front Office Front office leaders of marketing, sales and customer service share one purpose: Enhancing the customer lifecycle. Every interaction should be a seamless experience—after all, the best way to achieve growth is by offering new and better services to the customers you already have. But providing that seamless experience is challenging when marketing, sales and customer service operate in silos. A future-ready transformation involves breaking down these silos to turn the customer journey into a stronger engine for growth. 4 Using data as the lever for future-ready transformation
  5. 5. Driving Change Unlocking Data to Transform the Front Office Since the customerjourney isn’t linear, uniting marketing, sales and customer service allows for a holisticapproach to acquisitionand retention. There are also a myriad pressures on leaders across the front office. Identifying and solving for the push and pull of these forces at speed and scale is critical to compete effectively. 5 Using data as the lever for future-ready transformation
  6. 6. Driving Change Unlocking Data to Transform the Front Office Aligning the customer lifecycle with growth goals across the marketing, sales and customer service teams requires using data as the lever for change and looking for specific signals within that data. What is the data lever? It’s the application of data, analytics and AI to enhance business performance and stakeholder experiences. But data is only useful if it answers the right questions.When it does, organizations can determine the right insights to transform the organization. 6 76% of front office executives say the organization has data in wide use or at scale, believe that number will be 100% in three years. 2 Using data as the lever for future-ready transformation
  7. 7. Driving Change Unlocking Data to Transform the Front Office Widening the funnel is no substitute for a holistic front office transformation. Use of intelligent sales, for instance, can increase lead qualification productivity by up to 75%. And more than half (55%) of leading companies say they can translate customer data into actions, compared to 26% of everyone else. But success may be short-term at best if companies aren’t asking the right question they want the data to answer. 7 Using data as the lever for future-ready transformation
  8. 8. Driving Change Unlocking Data to Transform the Front Office Sharing and using the right data across marketing, sales and customer service will ultimately guide the technology, talent and processes needed to create real-time and relevant interactions across all customer touchpoints. 8 Still receive annual service calls about the car you traded in three years ago?Or marketing emails from vendors you last worked with at a different job? These are typical signs that front office teams aren’t sharing data and operate in inefficient, ineffective silos. Using data as the lever for future-ready transformation
  9. 9. Driving Change Unlocking Data to Transform the Front Office The steps for transformation Driving Change Unlocking Data to Transform the Front Office 9
  10. 10. Driving Change Unlocking Data to Transform the Front Office Accenture’s 2021 reports, Make the Leap, Take the Lead and Fast-Track to Future-Ready Performance showed that: 10 The steps for transformation • Leaders in technology adoption and innovation are growing twice as fast as Laggards. • Future-ready organizations, just 7% of the sample, operate more profitably and efficiently than those at lower operations maturity levels. New research modeling has discovered a Multiplier Effect—that is, certain strategic steps can accelerate the journey to operations maturity and quickly realize the benefits that come with it.
  11. 11. Driving Change Unlocking Data to Transform the Front Office Pressing the data lever is particularly impactful in terms of leaping from the predictive to future-ready tiers: 11 There are four main levers that organizations can press to accelerate operational maturity: technology (adding automation and solutions that enhance collaboration between IT and the business), process (adding leading practices), data and talent (workforce strategies, including human + machine capabilities). Pressing the data lever has the greatest impact on achieving future-readiness. *Percentage of organizations at this maturity level today. N=1,100. Source. Accenture Research and Oxford Economics Intelligent Operations Survey, 2020. The steps for transformation
  12. 12. Driving Change Unlocking Data to Transform the Front Office Organizations must take a holistic approach to transformation using data as the lever. Every element of operations (such as IT) should be advanced without hurting brand trust. Here’s how: 12 Identify and coordinate Conceptualize what a future-ready state looks like and strategize how to reach it by applying transformation to each area, harmonizing the process across operational teams and silos. Do the same with the customer journey in mind, allowing for each front office leader to work across silos with heads of the other teams to achieve shared KPIs and goals. Collaborate across business and tech Only 50% of all organizations say they will have business-tech collaboration at scale in three years' time. Just 15% of marketing executives say that business-technology collaboration is happening at scale currently.3 For sales it’s 9%. Reducing these barriers to data and connection improves communication, connects organizations on goals and allows for the teams to share and act on the same insights. The steps for transformation
  13. 13. Driving Change Unlocking Data to Transform the Front Office 13 Accelerate change Automate at scale to augment human talent, commit to making data-driven decisions (with better data), and scale cloud investments to speed up transformation. Data needs to be the common language that connects front office teams and drives collective action toward business goals. Position yourself to get—and stay—ahead Build ecosystem partnerships with companies that innovate in terms of speed and service. Just 46% of front office leaders said they’ve improved their ecosystem partnerships over the past three years.4 Seek out partners that can help deliver the seamless experience that customers want. The steps for transformation
  14. 14. Driving Change Unlocking Data to Transform the Front Office Achieving these transformational steps begin with using, reading, translating and acting upon the right data. Driving Change Unlocking Data to Transform the Front Office 14 • Marketing can tailor campaigns to strengthen the brand and connect customers to new products and services. • Sales can see why some prospects became customers and others did not and can refine the process accordingly. • Customer service can have greater visibility into customer’s data to predict and anticipate needs. For example, today’s banks need to be able to identify where their customers are in their financial journey, so that: Having and sharing data won’t help if organizations aren’t using it to be more customer-centric. The steps for transformation
  15. 15. Driving Change Unlocking Data to Transform the Front Office Achieve the art of the possible Driving Change Unlocking Data to Transform the Front Office 15
  16. 16. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 16 Achieve the art of the possible Accenture Research has found that 71% of future-ready organizations prioritize data over intuition when it comes to designing their operating model. That number drops significantly as you look at the predictive, stable and efficient tiers.5 Pulling the data lever, as future-ready organizations do, requires: • Accelerating the aggregation of internal and external data and using the cloud to power analytics, data science and AI. • Scaling analytics, on-demand, to drive insights and support decision making. • Establishing anAI roadmap with a talent and tech strategy to help scaleAI deployments broadly across the organization.
  17. 17. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 17 Athletic company Nike uses its Nike Fit app and its combination of computer vision, data science, machine learning andAI to create foot morphology based on 13 data points. This allows Nike to designbetter-fitting shoesandpersonalizedproduct recommendationsbasedonreal-world customerbehaviorsandactions.What’s more,Nikehasinvestedheavilyin predictiveanalyticsanddatavisualization toensurethatinsightsareeasilydigestible andactionable. Case study 6 Achieve the art of the possible
  18. 18. Driving Change Unlocking Data to Transform the Front Office Addressing the lifecycle conversations across front office teams requires predictive tools and talent, to achieve incremental value and to strategize for transformational change across the enterprise. But just accumulating and sharing more data isn’t enough. First, leaders need to ask themselves a few key questions: Driving Change Unlocking Data to Transform the Front Office 18 • What can I learn from other industries? • What tech is my industry adopting? • Can I avoid “throwaway” tech investments? • How quickly and at what cost can I modernize? • When and to what degree do I expect to see an ROI? Achieve the art of the possible
  19. 19. Driving Change Unlocking Data to Transform the Front Office 19 1. Determine whatyou want the data to tell you about your customers.Narrowit to a set of 10-20 basic questions.Otherwise, you’llhave more data but fewer answers and clear insights you can act upon. 2. Create a new data ecosystemthat hinges on self-awareness—thatis, envision a platformthat enables marketing,sales and service to understand their markets in real time. Once there’s alignment on the key questions, it’s time to start working backwards: Evaluation & Research Selection & Conversation New customers Awareness & Influence Activation & Adoption Support & Optimization Customer attrition Advocacy & Loyalty EVALUATION & PURCHASE ADOPTION, EXPERIENCE & EXPANSION 1 2 3 4 5 6 Achieve the art of the possible
  20. 20. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 20 Once this framework and the technologies to support a new data ecosystem are in place, leaders can encourage a change in mindset and ways of working, in five pragmatic steps: Achieve the art of the possible
  21. 21. Driving Change Unlocking Data to Transform the Front Office 21 1. Turn data into insights, using AI In many cases, marketing, sales, customer service and other teams already have, but aren’t sharing, the data to drive intelligent operations.AI tools can transmit the datasets—and the insights they yield—across silos. Intelligent sales can improve lead gen and conversion by 35% or more. Achieve the art of the possible
  22. 22. Driving Change Unlocking Data to Transform the Front Office 22 The insights gleaned from an integrated front office can be used to target customers—both new and existing— for sales, determine proper marketing strategies or offer a stronger customer- service focus. Cross-function insights are key. Sales needs to hear from marketing which tactics connect with customers while customer service must provide marketing with the best tactics to build brand advocates. 2. Drive opportunities through insights Achieve the art of the possible
  23. 23. Driving Change Unlocking Data to Transform the Front Office 23 3. Prioritize clear victories Front office leaders should direct resources toward “easy wins.”This will unite the entire organization around the efforts while also achieving growth. • For marketing, it’s driving plans that will reach the right customers at the right time. • For sales, this means prioritizing the strongest leads. • For customer service, it’s taking approaches that provide the greatest improvement among the most valuable customers. Opportunities must be prioritized based on their customer-lifecycle impact, not on what individual teams produce independently. Achieve the art of the possible
  24. 24. Driving Change Unlocking Data to Transform the Front Office 24 The more the entire front office learns as a unit, the faster the transformation. Results of insights and tactics for sales, for example, should be shared with all front office teams. By establishing a common repository of account information with front- line insights, the entire organization can see which tactics work, and which don’t. 4. Learn as one unit Achieve the art of the possible
  25. 25. Driving Change Unlocking Data to Transform the Front Office 25 Using the insights and results, the front office can then match the right people to the right tasks, leading to more effective long-term change. Rich, analytics-based data can reveal what types of skills or personalities are needed to attract the right customer. Front office leaders can then match the expertise of marketing, sales or customer service talent with the right customer or goal. 5. Match and empower talent Achieve the art of the possible
  26. 26. Driving Change Unlocking Data to Transform the Front Office Company-wide change starts with data Driving Change Unlocking Data to Transform the Front Office 26
  27. 27. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 27 Company-wide change starts with data Several organizations are already taking this new, smarter approach to data as a growth lever, by: Asking the right questions. Aggregating the data. Transforming the front office organization accordingly. 1 2 3
  28. 28. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 28 Case study A telecoms manufacturer operating in more than 90 countries uses a “warranty as a service” solution that accelerates warranty claims processing, end-to-end.The company can accurately forecast consumer demand for spare parts and manage inventory more effectively. Using machine learning to predict when, where and who will need spare parts has increased accuracy in demand forecasting to 75%, and warranty claims are processed 40% faster, which has streamlined operations and boosted customer service. 7 Company-wide change starts with data
  29. 29. Driving Change Unlocking Data to Transform the Front Office 29 Know your customers: Deeplisteningiskey, forinstance;toseeifthe needsofSMBsandlarge customersdiffer. Know your portfolio: Understandwhichofferings inyourportfoliowillappeal towhichcustomers. Beyondthat,aretheregaps differentcustomersare facingthatcanhelpinform yourownbusiness developmentefforts? Serve your customers through digital channels: Evenifyouhavemillionsof customers,largeandsmall, youcanbuildascalableway toconnectwithallof them—whenandhowthey prefer—throughan omnichannelexperience. Ensure an amazing customer experience: Offeringasuperior customerexperience throughallchannels, includingdigital, isnon-negotiable. Make success frictionless: Everythingmusthappen seamlesslyandeffortlessly acrossthefrontoffice functions.Whileahedge fundinNewYorkanda bakeryinBangaloremight havedifferentITneeds, theybothrequireasimple waytounderstandand purchaseyourproductsor services. 1 2 3 4 5 There are five areas of focus for building a future-ready front office: 8 Company-wide change starts with data
  30. 30. Driving Change Unlocking Data to Transform the Front Office 30 Data is a key component of the Value Multiplier. Together,data,talent,technologyandprocessesrepresent theopportunitytoachievefuture-readinessandallthebenefitsthat comewithit—primarilythegreater likelihoodofenhancedefficiency andprofitability. Whileallfourlevers areimportant,for manyorganizationsdataisthe onetoapproachfirst,withafocusonautomation,newtechnology solutionsandcollaborationacrossthefrontoffice—aswellaswithIT. Theinsightsthey’llget caninspiresmarter strategiesforaddressing theotherthreeaspectsoftheValueMultiplier. Company-wide change starts with data
  31. 31. Driving Change Unlocking Data to Transform the Front Office Better data, better decisions Driving Change Unlocking Data to Transform the Front Office 31
  32. 32. Driving Change Unlocking Data to Transform the Front Office 32 Better data, better decisions The key to remember: growth doesn’t come from accumulating more or different data.Success comes from accessing and analyzing data to answer simple, straightforward questions about what customers want, when and how. Do that effectively across front office teams, and experience an accelerated journey toward future-readiness and an enhanced customer lifecycle.
  33. 33. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 33 Here’s where to start: • Remember that less is more—determine which questions you want the data to answer. • Unleash data into insights. • Drive opportunities through insights. • Prioritize clear victories. • Learn as one unit. • Match and empower talent. Front office leaders understand the destination; it’s time to pull the data lever and start the transformation journey. Better data, better decisions
  34. 34. Driving Change Unlocking Data to Transform the Front Office Driving Change Unlocking Data to Transform the Front Office 34 Authors Danielle Moffat Managing Director – AccentureOperations, Intelligent Sales and CustomerOperations, Offering Lead Dave Jones Managing Director,Accenture Interactive Nigel Gilbert Accenture Operations, Marketing Operations, Offering Lead Shannon Copeland ManagingDirector- AccentureOperations,Digital InsideSales,CTO Jeff Laue SeniorManagingDirector AccentureOperations,Digital InsideSalesBusinessLead
  35. 35. Driving Change Unlocking Data to Transform the Front Office Fast-track your journey to intelligent operations and prepare for a future-ready front office. About Accenture Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 674,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com About Accenture Research Accenture Research shapes trends and creates data-driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought-provoking research—supported by proprietary data and partnerships with leading organizations, such as MIT and Harvard— guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors. This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied. References 1. Accenture Research and Oxford Economics Intelligent Operations Survey, 2020. 2. Accenture Research and Oxford Economics Intelligent Operations Survey, 2020. 3. Accenture Research and Oxford Economics Intelligent Operations Survey, 2020. 4. Accenture Research and Oxford Economics Intelligent Operations Survey, 2020. 5. “The Value Multiplier,” Accenture, Manish Sharma, December 2021. 6. “The . AI, Data and Predictive Analytics: A look into Nike’s Formula for Growth,” AI Data & Analytics Network, November 2020. 7. “Telco dials up growth with aftermarket operations,” Accenture. 8. “Five focus areas for building future-ready sales,” Accenture, Shannon Copeland, December 2021.

Notes de l'éditeur

  • 1. Determine what you want the data to tell you about. Your customers. Narrow it to a set of 10-20 basic questions. Otherwise, you’ll have more data but fewer answers and clear insights you can act upon.

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