Commentaries and insightful analyses on the world of finance, technology and IT.

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July 12, 2010

Effective Utilization of Data to Drive Marketing 2.0

The evolution from static web pages to more dynamic (web 2.0) web sites has forever altered the interaction between business and consumer. In order to be more competitive, companies need to adopt new tools to understand changing customer needs and pursue strategies which drive communication and collaboration both externally and internally. 

 

Companies have adopted the internet route to sell products online. Many have also optimized the traditional delivery channels with the latest Customer Relationship Management (CRM) technologies. Today, online market has become more crowded with multiple players striving to create new prospects and increase online presence and market share. This has put significant pressure on marketing spend and has changed the traditional sales cycle. Companies must a) reach the customer faster b) advertise in a way that gives more power to consumer and c) include a feedback mechanism to build new or enhance products and service etc. Banks, Telco's, and Retailers are also making every effort to obtain deeper insights into consumer behavior in order to create more impactful and profitable online relationships.

 

Millions of people currently log on to Facebook, Twitter, MySpace and YouTube, and the numbers are growing every day. These social sites are using Web 2.0 technologies. With these dynamic and semantic websites, marketers have access to a broad array of new tools and techniques.  A well thought out strategy which combines elements of a virtual advisor, podcasts, blogs, video, RSS, and social networking will be vital to the new marketing mix.  Some sites map the feedback received thru social media. Some sites enable surveys thru Ajax. More and more companies follow 'online usage', 'time spent on the site' etc.

 

Organizations are now changing their marketing spends--creating financial blogs, tie-up with industry experts, and re-allocating their traditional advertisement or marketing spend dollars to educate consumers, create positive waves and listen to well-connected digital consumers through online communities and social web sites.

 

The following 3 key elements will play a significant role in Marketing strategy moving forward:

 

1)   Consumer Data

This is the vital information about the consumer. It may be available if the consumer is a registered user of a product/site or information has been obtained on the buyer's opinion about the product/service. This enables companies to understand consumer behavior and reactions faster and in an interactive manner through Analytics and the underlying technology.

 

2)   Analytics 

Powerful analytics tools help analyze the raw consumer data and integrate it with other tools in order to change the marketing mix--product, delivery channels, pricing, etc. If consumer data is the foundation of a marketing strategy, Analytics is the blueprint--a reference point to lay out your online/overall marketing strategy.

 

3)   New Internet Technology (Web2.0 & 3.0)

New technologies (e.g., HTML 5) will help companies offer better content delivery to consumer and act as a catalyst between consumer and the product, without compromising any privacy of their consumers and new prospects data.

 

Companies need data that enhances the user experience and improves their own web site's effectiveness. This is often limited to online behavioral information, providing a limited view of a website user's interests, needs, motivations and capacity to spend.

 

Companies can use various data assets (within privacy regulations) along with the appropriate technology framework / solutions to help target online content and enhance consumer's online experience. Companies can understand the real motivators, interests and purchasing power of consumers--removing the guesswork in the marketing to conversion cycle.

 

Dynamic internet technologies will improve consumer insights. To be successful in the competitive world, companies will need be more agile and adopt these new technologies and integrate throughout the marketing mix.

 

July 7, 2010

An Incentivized Anarchy

Are you conservative ...or a 'branded' pessimist? Are you ignored for being sceptical?

That's what you get, for being a wet blanket in bright times - Pretty much the status of risk managers in the times leading up to the crisis. You could argue that they were simply doing what they were paid for. Think again - So were the people who ushered them out.

Way before the Aug 2007 trading freeze, certain banks had started accumulating heavy mortgage loan losses and property prices were saturated. Did they go un-noticed?

I often catch myself convincing that the drawbacks of my latest impulse gadget purchase aren't significant - The business had strong "incentives" to paint a picture that the bad news was just a temporary blip and normalcy would be restored on sub-prime arena.

During the thick of events, banks had become simple "production houses", working over-time to 'produce' loans to meet the demand for securitized instruments; and with a purely revenue driven incentive structure, the lenders took the plunge.

In my last blog, I spoke about the organisational 'motivation', rather, the lack thereof, in ensuring an accurate capture of Oprisk events (owing to same capital charge irrespective of risk bucket). This time around, I thought of looking through of the individual 'motivation' elements viz. compensation and incentives and their role in fuelling the crisis.

Misaligned incentive structures are anything but new, and any sane individual exploits every such possible opportunity to reduce his / her financial or career impact. Despite yielding beneficial results in the short term, competitive edge and performance sustainability in the longer run are sabotaged due to the high degree of uncertainty.

The prime reason accountability cropped up, is to ensure an effective decentralisation. As pretty as it may sound, the current state clearly evinces the need for a mechanism to enforce accountability, which, in effect, is the incentive structure.

And decentralisation is one area where technology has proved counter-productive; but has the potential to do way more. If Basel can factor risk of assets, why not we factor the risk in an income stream? This would allow setting and tracking of risk tolerances at an individual level while also aligning it with changes in risk appetite at the org level, instead of leaving them to be some values on paper, as they are today - Technology can prevail as a differentiator and integrator, all at once. Besides, as a metric, risk adjusted incomes help in evolving a better incentive structure, one that is consistent with, and enforces the realization of the business objectives. (At Infosys, these transcend mere concepts whereby technology has been harnessed to integrate the chain from operational risk strategy to execution.)

At the firm level, a concept of risk adjusted profits can be introduced to indicate to the stakeholders, the extent of risk undertaken to achieve the said profits. This would eventually boil down to how the business compensates the employee and the inducement of the employee to undertake risks. There is a lot to debate here, which is better saved for later.

So, should you ask your boss, the pay hike you've always wanted?!

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