CUSTOMER ANALYTICS: HOW TO MAKE

BEST USE OF CUSTOMER DATA

July, 2015

 Omer Minkara, Research Director,

Contact Center & Customer Experience Management

Report Highlights

p2 p5 p7 p9

96% of companies Companies using Customer analytics Customer analytics

struggle with making customer analytics users are 89% more users are 87% more
effective use of report 58% greater likely to map buyer likely to identify how
customer data. improvement in journeys to tailor each channel
employees’ ability to business activities. contributes to their
do their jobs well. business results.

Aberdeen research shows that 96% of companies are not fully

satisfied with their ability to use data (both customer and
operational) in CEM programs. This report highlights how Best-
in-Class firms overcome this challenge by using customer
analytics. We’ll specifically highlight how customer analytics
helps firms improve performance and how savvy organizations
incorporate it within their business activities.
 Customer Analytics: How to Make Best Use of Customer Data

2
Companies Struggle with Putting Customer Data to Good Use
Poor customer data
What’s the first step to succeed in meeting and exceeding
management customer expectations? For many firms, the answer is following
practices are not just and implementing the latest buzzwords and best practices (e.g.
omni-channel and journey management). While it’s certainly
a nuisance; they are a
valuable to know ‘buzzword du jour,’ Best-in-Class firms excel by
crucial challenge first handling the basics: getting data right.
impacting
Findings from Aberdeen’s March 2015 Big Data in CEM: The Path
organizational to Productive Employees & Happy Customers study revealed
health. that businesses incur approximately $1.45 million each year in
unnecessary costs. This results from employees’ inability to
easily access the right information needed to manage customer
conversations. Additional findings from the aforementioned
Definitions study revealed that 96% of organizations suffer from ineffective
For the purposes of this research, use of data in CEM programs. This is where customer analytics
Aberdeen makes the following (see sidebar) comes into the picture. Figure 1 shows that as a
definitions:
percentage, customer analytics users are 41% more likely to
Customer Experience report being satisfied with their ability to use data in CEM
Management (CEM): Aberdeen programs, compared to non-users (45% vs. 32%).
defines CEM as a continuum of
business activities across multiple Figure 1: Lack of Analytics Results in Poor Use of Data
touch-points (channels and Unsatisfied with use of data in CEM activities
devices) that are executed on an Satisfied with use of data in CEM activities
70%
enterprise level to manage business
activities across the entire 60%
customer lifecycle. 50% 9% 34%
40%
Customer Analytics: The use of
30%
analytical tools to analyze
20% 45%
structured and unstructured 32%
customer and operational data in 10%
order to manage (and fine-tune) 0%
buyer interactions (e.g. marketing, Customer Analytics Users Non-users
sales, commerce and service) Percent of respondents, n=211
across multiple channels.
Source: Aberdeen Group, July 2015

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 Customer Analytics: How to Make Best Use of Customer Data

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Note: Respondents were allowed to select a range of options to indicate their
satisfaction levels (1: Not Satisfied, 5: Fully Satisfied). Companies in the satisfied
category are those that selected 4 or 5 while those in the unsatisfied category are
those that selected 1 or 2.

It’s also important to point out the wide gap between the
percentages of firms not satisfied with use of data. To this point, Analytical tools help
non-analytical firms are nearly four times more likely to struggle firms enhance their
with establishing a data-driven CEM infrastructure, compared to ability to generate
those that use analytics (34% vs. 9%). In other words, analytics
vital insights from
is a necessity for organizations to make better use of data.
customer data. As a
The Financial Value of Customer Analytics result, they pave the
Now that we have uncovered that analytics is a must-have for way for personalized
firms aiming to build and sustain a data-driven CEM omni-channel
infrastructure, let’s also observe the financial benefits associated interactions resulting
with this savvy approach. Figure 2 shows a series of financial in better business
measures influenced by CEM activities where customer analytics
performance.
users outperform non-users in year-over-year improvement.

Figure 2: Customer Analytics Users Maximize their Revenue

23.2% Customer Analytics Users Non-users
24%
Year-over-year percent change

19.8% 19.5%
20%

16%
11.5%
12% 10.0%
8% 5.9%
3.5% 4.7%
4%

0%
Revenue from Revenue from Cross-sell and up- Improvement in
n=211 net-new customer sell revenue annual customer
customers referrals service cost
Source: Aberdeen Group, July 2015

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 Customer Analytics: How to Make Best Use of Customer Data

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As depicted above, the benefits of customer analytics extend
through both the top line and bottom line of an organization. As
for the former, firms putting analytical firepower on their side
How Customer Analytics Helps boost revenue from net-new buyers, expand share of customer
Reduce Costs? wallet through cross-sell and up-sell effectiveness, and drive
incremental spend through referrals from loyal buyers.
While growing revenue is
important, controlling business Customer analytics help firms improve their performance across
costs is equally crucial for long- these revenue-centric metrics by more than twice year-over-
term health of businesses. year, compared to non-users. Organizations aiming to grow their
Companies empowered with
revenue should take note of these findings (also see sidebar).
analytics are able to trim their
service costs by more than twice
Financial benefits are often the first criteria companies evaluate
as much year-over-year,
compared to those lacking before deploying or renewing technology spend. The findings
analytics (10.0% vs. 4.7%). above help companies alleviate questions related to the
monetary benefits of investing in customer analytics, but what
Success in reducing service costs is
about operational benefits such as net promoter score (NPS –
enabled by using analytics to
identify root-causes of issues see sidebar on next page), first contact resolution rates and
leading to customer frustration and employee engagement? Figure 3 shows that analytical firms also
unnecessary costs, and taking enjoy far superior outcomes across these metrics, compared to
appropriate actions to mitigate
their counterparts.
these problems – hence decreasing
costs.
Figure 3: Analytics Helps Firms Optimize Operational Results
24% 21.0% 21.0% Customer Analytics Users
Year-over-year percent change

20% Non-users
16.7% 16.3%
16% 13.3% 13.6%
12% 9.2%
8%
3.7% 2.5%
4%
0%
-0.2%
-4%
Number of Employee First contact Customer win- Net promoter
n=211
positive engagement resolution back rate score
mentions
through social Source: Aberdeen Group, July 2015
media
channels

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 Customer Analytics: How to Make Best Use of Customer Data

5 Definitions
Findings from Aberdeen’s March 2015 CEM Executive's Agenda
2015: Leading the Customer Journey to Success study show that For the purposes of this research,
Aberdeen makes the following
balancing buyer needs while enhancing financial results is the
definitions:
top objective driving modern customer experience programs.
The performance findings depicted in the above figure show that Net Promoter Score (NPS): A
analytics-enabled businesses are indeed optimizing their performance metric used to gauge
customer satisfaction – see related
operational activities to meet evolving customer needs. For article to learn how it’s measured.
example, they enjoy far greater annual increase in NPS,
compared to their peers (9.2% vs. 2.5%). They also report 58% Employee Engagement: A
greater year-over-year improvement in employee engagement performance metric that also
defines a state of being by the
rates, compared to non-analytical firms (21.0% vs. 13.3%). This employees. It’s often measured
latter metric reveals that enabling employees with relevant through employee feedback
insights derived from analytics helps these knowledge surveys where companies identify
workers be more satisfied in their roles as well as be more the percentage of employees who
identify themselves as highly or
attentive to the needs of customers. fully committed to organizational
goals and values, while being
Let’s now observe how customer analytic users attain the satisfied in current roles.
financial and operational results that differentiate them from
competitors.

How to Differentiate your Business through Customer Analytics? “Our customer insights capability
– driven by analytics – provides us
As a reminder, the ability to enable employees with relevant and
with rich data on buyer behavior,
timely insights - derived from analytics - requires organizations trends and expectations which we
to first ensure the accuracy and relevancy of data. A common use to deliver better interactions.
challenge companies face when doing so is the ability to Blending these insights with the
introduction of a ‘customer
integrate data captured across multiple interaction channels fairness’ approach helps us meet
such as the web, social media, email and in-store point-of-sale expectations throughout the
(POS). According to the Big Data in CEM study, more than half of customer journey.”
all (56%) businesses lack a unified view of the data captured
~VP of Operations Strategy in
across multiple channels and stored in systems such as Large Global Energy Company
customer relationship management (CRM), marketing
automation, e-commerce and enterprise resource planning
(ERP). This increases the risk of organizations delivering
inconsistent messages to buyers.

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 Customer Analytics: How to Make Best Use of Customer Data

6
Which Technologies Do the Best- Customer analytic users understand the importance of getting
in-Class Use to Convert Data into data governance right, and are therefore 42% more likely than
Insights?
non-users to standardize data captured across multiple
Web reporting & analytics: Best- channels to ensure ease of integration (51% vs. 36%) – Figure
in-Class: 84% vs. All Others: 61% 4. They are also 27% more likely to indicate that employees are
able to have a unified view of the customer data facilitated
Business intelligence: Best-in-
Class: 82% vs. All Others: 45%
through integration of disparate systems (52% vs. 41%). See
sidebar for the wide range of technologies used by analytical
CRM: Best-in-Class: 79% vs. All firms to capture, store and manage data.
Others: 69%
Figure 4: First Establish a Unified View of the Customer Journey
Database Management: Best-in- Customer Analytics Users
Class: 67% vs. All Others: 49% 59% Non-users
60% 52% 51%
50%
Real-time reporting & alerting: 41% 40%
40% 37% 36%
Best-in-Class: 62% vs. All Others:
28% 30%
18%
20%
Data quality / integration: Best-in-
10%
Class: 58% vs. All Others: 34% Employees can access Integration of customer Standardize customer Integration of internal
customer data through and operational data data across the data about customers /
Digital dashboard / visualization their mobile devices across enterprise organization prospects with external
tools: Best-in-Class: 58% vs. All systems data to enrich customer
profiles
Others: 27% Percent of respondents, n=211 Source: Aberdeen Group, July 2015

Customer sentiment intelligence: Capturing and integrating new insights on customer behavior
Best-in-Class: 49% vs. All Others: and feedback are important; however, companies must tie those
16%
insights with historical buyer data in order to have a clear view of
Predictive analytics: Best-in-Class: the customer journey. This requires organizations to integrate
46% vs. All Others: 11% existing data captured and stored across enterprise systems
with new insights to develop and enrich customer profiles.
Offer optimization: Best-in-Class:
Analytical businesses are more than twice as likely to have this
45% vs. All Others: 12%
capability as their less savvy counterparts (40% vs. 18%).
Speech analytics: Best-in-Class:
32% vs. All Others: 10% Customer profiles are dynamic; they evolve over time based on
changes in buyer needs as well as the dynamics of the overall
Real-time decision assist & marketplace. As such, companies must use technology tools
guidance: Best-in-Class: 29% vs. All
such as journey analytics to identify commonalities between
Others: 7%

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 Customer Analytics: How to Make Best Use of Customer Data

7 Don’t forget that each

how behavior of customers with similar profiles evolves through customer has unique
various stages of the buyer’s journey. Customer profiles can be
needs. Segment your
observed through numerous perspectives, including geography,
product purchase, total spend and demographics. Figure 5
customer base, and
shows that analytical firms are 89% more likely than non-users use analytics to map
of analytics to map the journeys of different customer groups the journeys of buyers
(51% vs. 27%). within the same
Figure 5: Use Analytics to Uncover & Manage your Customer’s Journey
segments.
Customer Analytics Users
58% 58% Non-users 57%
60%
51%
50% 47%
45%
40% 35%
30% 27%

20%
10%
Leverage service Ensure consistency Ability to distinguish Create models of
interactions as sales between customer most profitable customer buying
opportunities messages delivered customers behavior processes to
across multiple channels map 'customer journey'
Percent of respondents, n=211 Source: Aberdeen Group, July 2015

Mapping the customer journey provides employees with

numerous advantages. If a customer is unsatisfied, these insights We recently invested in a
help employees track back historical interactions and technology that helps with rich
determine root-causes of issues resulting in negative results, insights into customer data
captured across multiple
and alleviate these problems to reduce the likelihood of
channels. Before deploying the
them occurring in the future. Insights into the customer technology we had information
journey also enable organizations to identify the paths leading on only 5% of our buyers whereas
buyers to become happy and loyal to the business. today it is 18% of our clients. This
enhanced visibility helped us
The aforementioned analyses are done through using analytics grow annual sales by 3% since
deploying the technology.
to identify the correlation between certain activities and
customer behavior. The findings from this process are invaluable ~VP of Marketing in Small
in customer targeting activities highlighted in Figure 5. These Software Firm
include identifying the most profitable buyers and having

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 Customer Analytics: How to Make Best Use of Customer Data

8
relevant insights on client needs in order to convert a service
interaction into a sales opportunity. Those are key activities that
help firms guide customers through a specific journey aimed
at driving loyalty and greater client spend.

Figure 6 shows that firms with analytical firepower are putting

“Lack of visibility into their data-driven strength to use by also identifying the factors
understanding which activities
driving cross-channel customer traffic. For example, if a
drive desired CEM outcomes
resulted in focusing on wrong business uses six channels to interact with buyers, it’s crucial to
parts of the business that have the understand which of those six touch-points are preferred by
greatest impact. As a result, we customers across various stages of their journey. This helps the
created products and solutions
organization use the right channels for specific activities, and
that aren’t aligned well with
customers’ problems, and have hence reduces unnecessary costs related to using the wrong
experienced erosion in our channels. Customer analytics users are far more likely to have
bottom-line.” this capability in place, compared to non-users (43% vs. 18%).

~VP of Large Global HR Services Figure 6: Use Analytics to Uncover Buyers’ Cross-Channel Habits
Company 69%
70% Customer Analytics Users
62%
60% Non-users
49%
50% 43% 43%
40%
30% 22% 23%
20% 16%
10%
0%
Established KPIs to Ability to report Effectiveness of each Customer behavioral
measure effectiveness of customer engagement customer interaction data is used to
customer engagement performance results by channel is assessed at determine factors that
activities role and job function least on a monthly basis drive cross-channel
customer traffic
Percent of respondents, n=211
Source: Aberdeen Group, July 2015

Savvy firms enabled by analytics also use their technology

capabilities to gauge the effectiveness of each channel in
driving desired results. This means having established key
performance indicators (KPIs) to assess how the firm performs in
meeting buyer needs. Examples of these metrics include
customer satisfaction, customer lifetime value, return on
marketing investments and first contact resolution. Each

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 Customer Analytics: How to Make Best Use of Customer Data

9
business is unique and, therefore, most businesses are likely to
have a unique combination of metrics they use to assess how
they meet the needs of buyers within their target markets.
However, once these metrics are in place, it’s vital to utilize
Don’t use multiple
analytics to determine how each channel contributes towards
specific objectives throughout the customer journey. This helps
channels without
firms understand if they are using the right channels through knowing how each one
various phases of the buyer journey and, if not, allows them to fits through the
fine-tune their activities accordingly. Analytical organizations are customer journey. Use
87% more likely than their counterparts to have this activity in analytics to determine
place (43% vs. 23%).
the impact of each
Recommendations channel, and tailor
your activities
Never in history have buyers had as much (and as easy) access to
information to make educated buying decisions as they do accordingly to utilize
today. This drives significant changes in the business landscape. the right channels for
Companies that fail to understand and address the needs of the right activities.
their buyers are quickly disappearing. Even those operating in
industries with oligopolies are merging with others or going out
of business. In other words, no business relying on profits to
survive and thrive can afford to ignore meeting and exceeding
the needs of empowered customers. However, Aberdeen
research shows that only 4% of organizations are fully satisfied
with their ability to use data to accomplish this goal.

Use of customer analytics helps businesses excel in building a

data-driven infrastructure for their CEM programs. If your
business is not among the 4% of organizations that have truly
mastered how to capture and use data to manage omni-channel
interactions through the buyer journey, then we highly
recommend you adopt the following activities to join the ranks
of these savvy organizations:

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 Customer Analytics: How to Make Best Use of Customer Data

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 Establish and maintain a single view of customer data.
Multi-channel is the new normal for all businesses. The
CEM Executive's Agenda 2015 study shows that 100% of
businesses are using at least two channels as part of their
Even if you have the CEM programs – in fact, an average business uses four
most sophisticated channels. The specific channels used by each firm vary;
analytics capabilities, however, a common challenge among all organizations is
the results generated the ability to establish a unified view of all the
will only be as interactions taking place across multiple touch-points. If
effective as the employees in your business have different views of the
customer interactions, then we recommend working with
accuracy and
your IT team to identify the enterprise systems used to
timeliness of the data capture data across all CEM channels. Once you do,
used to do the leverage the data management prowess of your IT team
analysis. As such, to synchronize data capture and flow through disparate
build and maintain systems to eliminate data silos within your business.
healthy data  Use journey analytics to map the progress of different
governance practices buyer groups. Customer behavior is influenced by
that will help you myriad factors; however, buyers with similar
characteristics (e.g. demographics and geography) tend
maximize your
to be more likely to have similar preferences compared to
investments in buyers with different characteristics. As such, it’s vital to
analytics. segment your customer base and apply analytics to
determine commonalities and trends between how
buyers within a specific segment progress through the
journey of their interactions with your business. This
sheds light into their preferences, and helps you identify
and execute targeted strategies designed to lead similar
buyers through specific stages to increase the likelihood
of their journey, leading to loyalty and greater spend. If
you haven’t yet mapped the journeys of your buyer
segments and created tailored workflows to help

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 Customer Analytics: How to Make Best Use of Customer Data

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employees guide customer interactions, we highly
recommend you to do so.
 Assess and optimize your CEM activities through
analytical tools to drive maximum results.
Understanding the needs of customers and the journey
they take while interacting with the business is helpful;
however, equally important is organizations’ use of these
insights. Analytics helps firms with the invaluable
intelligence needed to personalize customer interactions,
increase client spend and enhance brand awareness.
Accomplishing these results hinges on companies
regularly tracking and measuring how each CEM activity
influences their KPIs. The resulting insights enable firms
to repeat successful activities, and abandon and replace
those that don’t yield desired outcomes. Laying this
foundation will help you set your business on course for
continuous performance improvements and long-term
success.

For more information on this or other research topics, please visit www.aberdeen.com.

Related Research
Customer Analytics for the CMO: Happy CEM Executive's Agenda 2015: Leading the
Customers, Greater Revenue; July 2015 Customer Journey to Success; February 2015
Customer Analytics for the Modern Sales Leader: Big Data in CEM: The Path to Productive
Use Data, Sell More; July 2015 Employees & Happy Customers; February 2015
Analytics in Customer Service: Data-Driven Flash Forward: 2015 Customer Engagement
Service Excellence; July 2015 Channels Adoption; November 2014
Voice of the Customer: How to Convert Feedback
into Better Results; April 2015
Author: Omer Minkara, Research Director, Contact Center & Customer Experience Management
([email protected]), LinkedIn, Twitter

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 Customer Analytics: How to Make Best Use of Customer Data

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About Aberdeen Group
Since 1988, Aberdeen Group has published research that helps businesses worldwide improve their performance.
Our analysts derive fact-based, vendor-agnostic insights from a proprietary analytical framework, which identifies
Best-in-Class organizations from primary research conducted with industry practitioners. The resulting research
content is used by hundreds of thousands of business professionals to drive smarter decision-making and improve
business strategy. Aberdeen Group is headquartered in Boston, MA.

This document is the result of primary research performed by Aberdeen Group and represents the best analysis
available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted
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