By: Sahir Anand

Sahir Anand — Mon, 07 May 2012 19:09:36 +0000

IBM’s acquisition of Tealeaf brings to fore an important point about effectively communicating and leveraging Tealeaf capabilities with end-users. Companies need customer-centric initiatives that are geared towards aligning the overall operations, organizational structure, and job-roles with the customer’s vision of the brand. The customer needs to be at the center of all decisions. The objective is to map detailed customer big data, affinity, and customer buying/referral-related preferences analysis to all parts of the organization.
The goal of all internal and external business process and technology changes that are being implemented is to be more relevant to customer needs and create personalized experiences in stores and other sales channels. From a business strategy standpoint, Best-in-Class companies are striving to establish organization-wide customer-centric capabilities for creating ‘true customer champions’ to fulfill customer-related and day-to-day job responsibilities all across the organization starting at the CEO-level. The second and most important pillar of this strategy is associated with augmenting customer-data based business processes and associated customer-data insights and customer intelligence solutions. Robust customer data, segmentation, and a deep focus on customer analytics are the varied elements of this strategy. This is where Tealeaf capabilities will be critical for driving actionable insights and results.
Capturing customer’s mindshare and buying senses relates to all relevant customer buying affinity data and insights shared seamlessly across procurement, supply chain, merchandising, marketing processes etc. It is essential to cover all channels including store clusters, price bands, and customer segmentation types. As a result, omni-channel customer recency, frequency, and monetary (RFM) can become a sustainable exercise.

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By: Sahir Anand