Real al-Time Time measurement asurement - Function nctional al method thodolog ology , fact t or fallacy llacy Andri dries es Noeth eth
Section 1 Section 2 Section 3 Wh What at is is real real-time time? Section 4 Section 5 Section 6 Section 7
Section 1 Section 2 Section 3 Tr Trad adit itiona ional l me meas asure urement ment Section 4 vs. vs. Section 5 Section 6 Real Real-tim time Section 7
Section 1 Section 2 4 Section 3 Section 4 Im Important portant Section 5 di differences fferences Section 6 Section 7
Section 1 Section 2 Section 3 Cu Cust stomers omers ’ ps psycho ychological logical Section 4 jourr jourr jo journ urney ey Section 5 Section 6 Section 7
Section 1 Section 2 Re Reme membering mbering se self lf Section 3 Section 4 vs. vs. Section 5 Section 6 Ex Expe perienc riencing ing se self lf Section 7
Section 1 Section 2 Section 3 In Integrating tegrating Section 4 2 Section 5 Sy Systems stems Section 6 Section 7
Section 1 Section 2 Wh What at do does es th the e Section 3 fu future ture ho hold ld Section 4 Section 5 ? Section 6 Section 7
Course Title | This is the slide title Objectives ives Get a better understanding of what real-time measurement is How does real-time measures differ from traditional research methods Look at the differences between the two measures The psychological experience of the customer and how it relates to the different measures How they can be integrated to provide a more robust measurement
Section 1 Section 2 Section 3 Wh What at is is real real-time time? Section 4 Section 5 Section 6 Section 7
Course Title | This is the slide title Wh What at is is re real al-time time Definition: “A system in which input data is processed within milliseconds so that it is available virtually immediately ” Rreal-time typically come from the engineering, telecommunications and computer industry where certain computerised processes or machines give instantaneous feedback while the event occurs. The graphics in a action game are rendered in real-time by the computer's video card. This means the graphics are updated so quickly, there is no noticeable delay experienced by the user. In the past it could take months to collect a couple of hundred face to face interviews using traditional research techniques. With new technologies you literally have millions of megabytes of data with the push of a button in real-time.
Course Title | This is the slide title Real Real-tim time e vs vs. . Ne Near ar re real al-time time Market research In the market research industry this real-time relay of data, i.e. instantaneous processing of the event during the event itself, is still in its infancy. Technology like eye tracking, biometrics and portable MRI scanners are only recently being used as reliable and effective ways of collecting consumer data. Most “real - time” data is collected using SMS, online of telephonic surveys Time delay = “Near real - time” No time delay = Real-time Measure Capturing Event Reporting event data Results Interaction SMS, Transfer displayed with call online or data to on a center telephonic system dashboard agent evaluation server
Section 1 Section 2 Section 3 Tr Trad adit itiona ional l me meas asure urement ment Section 4 vs. vs. Section 5 Section 6 Real Real-tim time Section 7
Course Title | This is the slide title Real time vs. Tradition onal al Lets look at the major differences between these two measures: Near real-time research Traditional research Measurement happens in the event Measurement happens at a later stage Time delay or very close to the event after the event Questionnaire Usually short; 1-5 questions Usually longer; 10-60 minutes length Large amounts of data Limited data points Data volumes (1000-5000 interviews per wave) (usually less than 1000 per project) Reporting Immediate reporting Time delay to reporting Metric Transactional measure Strategic measure Data depth Feedback Insight Frequency Measures very frequently, daily and Measures less frequently, maybe once weekly data collection or twice a year Measures Measures the very short term, the Measures the long term or the memory momentary experience of the experience Deals with Experiencing self Remembering self
Section 1 Section 2 4 Section 3 Section 4 Im Important portant Section 5 di differences fferences Section 6 Section 7
Course Title | This is the slide title Operatio iona nal l vs. Strategic ic 1 METRICS • Brand Image Vision & goals Vision & goals Vision & goals Vision & goals • Market Position Strategic • Customer acquisition reporting • Value (share of wallet & loyalty) Customer relationship • Retention Customer relationship Customer relationship Customer relationship • Strength of relationship management strategy management strategy management strategy management strategy • Brand experience dimensions Balanced Effectiveness Scorecard • Key attributes of brand image reporting Operational customer • Key attributes of product & service Operational customer Operational customer • Key service levels experience management experience management experience management • Satisfaction Customer value • Complaints Action proposition metrics reporting • Individual service levels Contact with the • Resolution of problems customer Number of Metrics / Volume of Data Adapted from : Gartner Report in J Kirkby, J. Wecksell, W. Janowski, T. Berg – March 2003 - The Value of Customer Experience Management
Volu Vo lume mes s an and ty d type pe of of da data ta 2 Basic transactions captured during Processed data; operations derivations, Processed groupings, patterns, information together etc. with experiences, belief, values, culture Processed knowledge together with insights, theories, models, context Data Information Knowledge Wisdom Real Time Traditional Tien, J. M., (2006). Data mining requirements for customization. International Journal of Information Technology and Decision Making.
Fe Feed edba back ck vs vs. . Insight Insight 3 Real Time Traditional PEOPLE
Time delay between n measure res 4 More Emotion Effec fect Memory Less IN 24hrs 2 weeks 1 month 3 months Time me of measu asurement rement
Pe Perc rcep eption tion vs vs. Re . Real alit ity
Section 1 Section 2 Section 3 Cu Cust stomers omers ’ ps psycho ychological logical Section 4 jourr jourr jo journ urney ey Section 5 Section 6 Section 7
Customer ers s psychol olog ogic ical al journey Association • The psychological baggage consumers bring affect the Pre experience with them to an experience pre- • These affect the customers expectations they experience have • What consumers seek from an experience. Expectations of an • What they expect influences how they judge experience the experience. Value in use • How consumers interact with an experience Interacting with the & psychologically and physically experience Subconscious • What companies actually do has an impact value here This is the functional • Experience is remembered and socialized outcome of dealing Memory of the with the organisation • Integrated into current beliefs, values, experience and the context subconsciously • Ultimately what is remembered is what is real perceived value • Socialisation and rationalisation turns Learning Association memory into learning. with the • This learning is what stays with us and is experience used to influence future decisions
Section 1 Section 2 Re Reme membering mbering se self lf Section 3 Section 4 vs. vs. Section 5 Section 6 Ex Expe perienc riencing ing se self lf Section 7
Measurin ing g what? Pre experience Measured in Expectations of an real-time experience Experiencing self Interacting with the experience Memory of the experience Remembering Measured self traditionally Learning
Exper perien iencing cing self lf vs. Remembering embering self Lives in the moment Live from memory Rationalizes and Experiences the now socializes experience Knows and cares Knows the past and about the present cares about the future Experiencing Remembering self self Reacts emotionally Reacts sensibly Forgets most time Experience 600 million slices, remembers time slices significant ones TRACKS AND ENJOYS EVERY MAINTAINS THE MOMENT STORY OF YOUR LIFE
Experienci encing ng self vs. Remember erin ing g self Experiencing Remembering self self Irrational passions Rational, moral, and appetites logical Feeling YOU Thinking YOU
Section 1 Section 2 Section 3 In Integrating tegrating Section 4 2 Section 5 Sy Systems stems Section 6 Section 7
Differen ence ce in process Real-time Traditional CEM Strategic vision Daily / weekly feedback Detailed measure Identify immediate issues Strategic changes Operational changes Cultural changes Behavioral changes Behaviour changes Improved customer experience Operational changes Improved customer experience Cultural changes
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