2023-06-16 03:10:08
More and more companies are determined to elevate personalization to its maximum power. Actively listening to the user and harmonizing the experience in the different channels is key.
Hyper-personalization has become the last frontier of the customer experience. This is an upward trend that allows companies to offer each of their users a tailored product or service that responds to their specific needs and tastes and, additionally, does so at the right time. The benefits are limitless: providing individualized attention in real time leads to a more positive experience and helps build customer loyalty.
Despite the fact that the user experience is subjective and depends on the perception of each person, it is a measurable element. Advances in technology have made it possible for every customer contact – direct or indirect, and through any channel – to be tracked and measured to draw insights, with the invaluable help of technologies such as big data and artificial intelligence. These issues were discussed at the meeting Towards hyperpersonalization: Customer Knowledge 360, organized by EXPANSIN with the sponsorship of Seidor.
However, there is still a long way to go for companies to take full advantage of all the potential offered by innovation in this regard. For example, seven out of ten companies in the retail sector recognize that customer knowledge still represents an uncovered gap in their digital transformation process, according to a study prepared by Seidor and Esade.
Challenges
“Technology is important to achieve hyper-personalization, but also processes, organization and, above all, cultural change,” explained Javier Alonso, Seidor’s senior marketing and commerce advisor. In this way, the employees who interact with the client must gather information, but also have the resources to give the most appropriate response in each case. Each company must find its own path, adjusting to existing barriers in the form of legacy systems and technology. Alonso stressed that “there is a great dependence on the technical context, but even greater dependence on the organizational context when it comes to being able to offer this hyper-personalization”.
In any case, those companies that achieve it perceive a clear impact in terms of profitability. “Hyperpersonalization can be measured based on two fundamental variables, which measure the success of this digital transformation: customer experience and loyalty,” said the head of Seidor.
From the experience of the companies, “the main challenge is to ensure that the customer has a simple experience, that makes them feel unique and that is in accordance with their needs,” said Pere Corominas, director of centers of excellence at CaixaBank Tech. With the traditional approach of storing information in silos, big data and artificial intelligence make it possible to combine and analyze data from different channels. “This has allowed us to make a leap in recent years: we can cross all the information in real time to present a commercial proposal that suits the client’s interests,” said Corominas.
While this mastery of hyper-personalization can help sell more, companies find retention to be the real key. Jos Pereira, media director of Asisa Seguros, stated that “a happy customer is a loyal customer, more linked to the brand and who acts as its ambassador: retained and loyal customers are the best possible strategy.” In the insurance sector, there are some peculiarities to take into account, as Pereira warned: “You have to differentiate between the different experiences; it must be as pleasant as possible in the sale of insurance, but its use implies that something negative has happened to the client.” “.
For some companies, direct-to-consumer sales coexist with the provision of services to other companies. This was indicated by José Ángel Fernández, corporate director of innovation at Prosegur Cash, who stressed that “we have differentiated strategies depending on the type of client we are targeting. For example, the B2C business requires a great deal of focus on data quality”. . In this way, knowing who the final consumer is is an incalculable advantage for companies. “Knowing the client and his habits allows you to offer total hyperpersonalization,” said Fernndez.
Omnichannel
“The first step is to make the experience simple and transparent: we aspire to provide consistent and agile interaction options to the client, whether they are digital, physical or mixed,” said Carolina de Oro, technology director at AXA Seguros. This ability to offer a harmonized experience across different channels is one of the aspects that makes the difference for the user. For Carolina de Oro, “hitting the way to communicate at all times with the client combining the advantages of the physical and digital world is one of the keys to success”.
César Luengo, director of Mapfre’s client area in Spain, stressed that “the main challenges today are simplification, personalization and immediacy”. In this roadmap to achieve hyper-personalization, “the most important thing is to listen to the customer in the different relationship channels,” commented Luengo, who suggested that some of the options include launching loyalty clubs that offer added value to customers. through agreements with other companies.
Along the same lines, “we are in a transformation process and we give a lot of weight to active listening: it is not just about listening, but about identifying the unmet needs in order to offer new products and services,” agreed Álvaro de Ramón. , head of the Aena customer experience division. In the case of the airport manager, De Ramn concluded that “real time is key in our sector because things happen every second, although we must avoid being invasive.”
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