O novo consumidor é o consumidor hiper conectado.
Ele tem acesso a mais opções e mais informações do que nunca.
O novo consumidor tem grande desenvoltura nos meios digitais, utiliza seus devices para pesquisar, comparar e realizar compras, transações financeiras.
Dados:
- A internet estava presente em 63,6% dos lares e em 94,8% deles havia celulares sendo usados para se conectar à rede.
- Em 92,3% dos lares brasileiros pelo menos um morador possuía celular.
- A Região Centro-Oeste do país foi a que apresentou o maior número de celulares. Lá, o aparelho móvel estava presente em 96,9% dos domicílios. A Região Sul ficava em segundo lugar, com 94,8%, seguida pelo Sudeste, com 93,7%. Os menores percentuais foram observados no Nordeste (88,2%) e no Norte (88,1%).
(- IBGE)
- Para 60% das pessoas, o acesso à internet é “smartphone-centric” (isto é, o smartpohne é o dispositivo preferencial)
(- Google Consumer Barometer 2017)
O Whatsapp é a rede social mais usada no Brasil, com penetração de 91% entre a população que tem acesso à internet no país.
(- IBOPE Conecta 2017)
Nearly 40% of consumers have left a website because they were overwhelmed by too many options
(- Accenture POV Personalization @ Scale/2017)
Opções demais: From 50,000 products in 100,000 sq. ft. stores to 10 million products on a 4” screen.
Como ele sabe se está escolhendo o melhor produto? Poderia conseguir algo melhor em outro lugar?
A escolha pode ser paralisante
Conteúdo demais: Solicitations, offers, promotions, social streams…
Product sites, third-party research, news, reviews, ratings, blogs…
Pouco tempo: Ultra-competitive workplace, overscheduled families, always connected…
As experiências vivenciadas no mundo digital e a rápida troca de informações configuram a era das Expectativas Líquidas
As boas experiências do consumidor em uma marca líder despertam empatia e vínculo emocional e determinam a base de comparação para todas as demais, independentemente do setor ou indústria.
Exemplo:
“Será que os bancos não poderiam me indicar opções de produtos personalizados da mesma forma que a Netflix?”
“Como um serviço do meu banco pode ser tão engajador e personalizado como o iTunes?”
“Como acompanhar a contratação de financiamento de forma simples como se acompanha a entrega de um PEDIDO da Amazon?”
Digital – sim, mas não só. É preciso pensar na estratégia omnicanal, em como proporcionar uma experiência fluída entre os canais, e como o mundo físico se integra aos canais digitais.
O atendimento humano complementa as interações que o cliente tem com os canais digitais.
Mais relacional e menos transacional. O consumidor já se serve bem nos canais digitais, e vai esperar cada vez mais apoio consultivo nos canais assistidos.
Proativo, preditivo e pessoal: Acompanhar os dados, predizer o comportamento do cliente e antecipar ações antes que o problema aconteça.
Força de trabalho: Não se trata de ter inteligência artificial substituindo humanos. Mas sim equilibrar as capacidades de seres humanos e máquinas para proporcionar um atendimento de excelência ao consumidor.
Digital... Mas não digital em tudo: Shift from multi-channel to Omni-channel – with an emphasis on channel to channel experiences.
Organizations must put in place new systems, structures and strategies to optimize physical experiences. Re-skilling will be critical, and organizations must ensure their workforce is willing and able to learn, relearn, and relearn again. They must also ask themselves: what future structure, brief and role should there be for digital departments or heads of digital as digital becomes ubiquitous and increasingly invisible?
(- Fjord Trends 2018)
Proativo, preditivo e pessoal: Acting on deeper service insights to predict customer behaviors and proactively engage before there is an issue.
Inbound and outbound service touch points (customer care, IVR, web portals, shops) rely on personalized information about the customer based on usage, sentiment, and behavior insights. For example, a service agent knows customer’s history of all previous complaints/ interactions via all channels, and is able to start from where the customer left last, without the customer having to restate her issue from the beginning, allowing expedited resolution to satisfy customers more quickly, makes them feel the company knows and cares about them, and improve resolution time and cost KPIs.
(- Accenture POV Personalization Everywhere)
DYI para DI4ME: Enhanced automation & technologies (and groupings) to fundamentally transform customer experiences and enable faster and more personable “human” interactions
Valor na interseccção entre humanos e tecnologia: Customer-company interactions are increasing exponentially. Given the amount of data, the complexity and customer’s need for immediacy, no human can efficiently and effectively manage this growth; and in the process are forgetting their customers.
Operational Roles > Insight-Driven Roles
Mono-Skilled Roles > Multi-Skilled Roles
Generalist Roles > Specialized Roles
Technology-Oriented Roles > Creative Roles
What humans do best: lead, improvise, create, judge, empathize
What machines do best: transact, iterate, predict, evolve
The goal of personalization is not about cross or up selling. Nor is it about the right product in the right place at the right time.
The goal of personalization is to use data to make it easier for customers to find & consume what they want, how and when they want.
DEMOGRAPHICS: Millennials and other digital natives expect personalized experiences from all brands they interact with.
Company efficiency isn’t enough: Mass-oriented practices adopted for operational and cost efficiency have distanced companies from their customers with one-size-fits-all, top-down, policy-driven interactions and experiences.
Re-setting customer expectations: Organizations that have successfully developed personalized experiences are raising the bar for companies in across all industries.
A hiperpersonalização não é oferecer tudo, pra todo mundo em todos os canais.
A hiperpersonalização trata de selecionar as opções realmente relevantes para cada indivíduo, baseado em seu comportamento de consumo e interação anterior, além de demografia, comportamentos, preferências e interação com outros produtos/empresas – e oferece-los no momento apropriado de suas jornadas, pelos canais de sua preferência, respeitando sua privacidade e liberdade de escolha.
A hiper personalização demanda uma base analítica que possibilite acumular, correlacionar e interpretar dados de clientes.
Precisa de ferramentas que possibilitem converter esses dados de forma dinâmica e ubíqua nos canais e formatos que melhor atendam as expectativas dos clientes.
COOL OR CREEPY?
Using the data to predict the right product, place, and time is an outdated concept that many consumers find invasive.
Although there’s room for brands to offer more personalized experiences to consumers, many are currently prioritizing the wrong tactics—and more critically, they’re not paying attention to what consumers say they actually want.
We asked consumers how creepy or cool they found certain personalization approaches, such as apology emails after a poor online experience or in-store associates armed with their purchase histories. According to the data, the most invasive approach is using consumer location to offer personalized deals.
According to the survey, 41 percent of consumers find it creepy when they receive a text from a brand or retailer as they walk by a physical store, 40 percent find it creepy when they get a mobile notification after walking by a store, and 35 percent find it creepy when they get ads on social sites for items they’ve browsed on a brand website.
Respondents indicated that the coolest engagement tactics used by brands today are sending apology emails after offering poor in-store or online experiences (45 percent) or an apology message on the brand website (41 percent).
(- Accenture Pulse Check 2018)
By shifting from the what to the why, this new approach to customer-brand relationships will set the scene for an era in which we put the personal back in personalization, paving the way for brands to architect previously unimagined experiences
RELEVANCE IS IN THE ‘WHY’: True personalization is not knowing what choices a customer makes; it’s understanding why they make them.
To understand the motivation behind the choice, companies must uncover the customer’s needs, wants, beliefs and preferences.
THE PERSON BEHIND THE PURCHASE: Understanding the customer on this personal level helps brands create experiences that anticipate and fulfill future needs, decisions, and purchases uniquely to each individual. It puts the “personal” back into personalization.
(- Accenture: The Art of Knowing Me)
By shifting from the what to the why, this new approach to customer-brand relationships will set the scene for an era in which we put the personal back in personalization, paving the way for brands to architect previously unimagined experiences
RELEVANCE IS IN THE ‘WHY’: True personalization is not knowing what choices a customer makes; it’s understanding why they make them.
To understand the motivation behind the choice, companies must uncover the customer’s needs, wants, beliefs and preferences.
THE PERSON BEHIND THE PURCHASE: Understanding the customer on this personal level helps brands create experiences that anticipate and fulfill future needs, decisions, and purchases uniquely to each individual. It puts the “personal” back into personalization.
(- Accenture: The Art of Knowing Me)