As part of my routine calling of past contacts, I called a bank that I had worked for in the past, and I told them about a predictive modeling software solution that gives community banks a structured way to create and enforce a sales culture within branches
They said, “we’re already doing that.”
But I think maybe not.
Just below, I alluded to “the old days” still being with us. Does anyone remember driving past a bank branch (or even seeing an ad from a bank) and seeing the words “Loan Sale” on a banner? I am embarassed for the folks who’d put those banners out. That’s one step above simply begging a customer for business.
There are various degrees of business intelligence involved with marketing. I’m going to relate several different marketing angles that I receive from three different book stores. See if you can tell the difference:
1. As someone who has purchased or rated [BOOK] by [AUTHOR], you might like to know that [THIS NEW BOOK] will be released on August 15, 2009. You can pre-order yours at a savings of $8.48 by following the link below.
2. YIPPEE! Bargain books abound at [Bookstore], or
3. John, loyalty has its perks–here’s a $10 coupon just for you!
Another leading “Rewards” program sends me “40% off an item of your choice” coupon. It’s embedded with a “30% off all Dummies(r) Guides” (which I’m NOT currently shopping for), and “Hit DVDs Sale — $4.99 Selected Titles” (which I’m also NOT currently shopping for.)
All three of those aproaches are the type you’ll see in a variety of different marketplaces. But who is the one that’s really going to appeal directly to me as the customer? Clearly, the Amazon.com appeal (#1 above) is the most sophisticated, because it’s actually a part of an individual relationship that they know they have with me, and it’s one that they nurture.
Which do you think is most effective?
“The opportunity is to move from sense-and-respond decision-making to a predict-and-act model.” — Ambuj Goyal, General Manager of I.B.M.’s information management business.
There’s a lot to be said for not proceeding too quickly in an economy like this one. There’s also a lot to be said for knowing the future.
That’s the gist of the message to learn from IBM’s acquisition of SPSS, whose website features “customer intimacy” and “knowing what your customers will do, before they do it.”
In the old days, there was “test marketing.” In fact, today’s Wall Street Journal shows evidence that the “old days” are still with us. Today’s WSJ features a story about Procter and Gamble and a test market of a product they’re calling “Tide Basic” (a scaled-down version of their industry-leading Tide brand of laundry soap.)
P&G of course wants to know the future. They want to know how this product will be received, and so they have manufactured a little bit of it, which is “currently for sale in about 100 stores throughout the South.”
This is the “sense-and-respond” model of business marketing — P&G will measure actual sales of the new product and decide whether to roll it out, based on those sales.
With its acquisition of SPSS, IBM has just bet $1.2 billion that that model of decision-making is going to be too slow for future marketers. In fact, the NY Times article linked above suggests that most of the major software companies are continuing to invest heavily — to the tune of more than $15 billion — in the notion that more companies will rely on the “predict-and-act” scenario in the future:
Major technology companies have made a flurry of such purchases in recent years, grabbing suppliers of software that helps businesses and governments organize and analyze data to make better decisions. The industry segment is broadly known as business intelligence software. In the last couple of years, I.B.M., Oracle, SAP and Microsoft have collectively spent more than $15 billion buying makers of such software.
I think this is so important to understand that I’m planning a series of postings on this topic. Please stay tuned, and feel free to ask any questions that you might have.