Make the ‘New Deal’ handshake with Your Customers! Gain full and up-front permission to use their data.

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Loyalty cards and loyalty programs have existed for many years in the retail trade. Discounts, benefits, special offers, stickers and much else have been tried, but with mixed or no success. In practice, the stores have found it difficult to develop and strengthen customer loyalty, and this probably because we as customers are so price-conscious.

Omni-Channel is on the way
However, most chains also work on introducing more channels and utilizing the increasing amount of information on the individual customer. The industry talks about ‘omni-channel’, i.e. when it takes a unified approach towards the individual customer, regardless of whether this is face-to-face at the store, in the web shop, via phone or via mail. Many talk about Omni-Channel and 1:1 but very few actually do it. This area both holds great potential and considerable challenges.

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Guest blog: 5 Useful things about experimentation that business can learn from the world of science

By Stefan Ahrens, Sr. Solutions Architect, SAS Germany

556Recently, there has been a hot debate about a Facebook experiment where users unwillingly participated in a psychological study with manipulated news feeds. While the fact that Facebook customers are involved without their prior consent is an entirely valid discussion, let’s not throw away the idea of experimentation entirely.

Quite the contrary, experiments – done the right way – can help us gain knowledge with a minimum amount of exposure by those that are affected. In other words, if you know how to set up the experimental conditions in a proper way, you may be able to get the same amount of information – with a lower number of what in statistics we would call „experimental units“. It goes without saying, that it’s still a good idea to seek approval by your customers before you start experimenting on a grand scale.

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Fem spørgsmål og svar: Ledelse af velfærd

I SAS institutes klumme i Jyllandsposten var det for nylig vores direktør for forretningsudvikling Lars Kirdan, der besvarede 5 spørgsmål om velfærdsledelse ovenpå de store reformer. Læs den nedenfor.

Hvis du interesserer dig for udviklingen i den offentlige sektor, og ikke mindst de nye ledelsesudfordringer, så skulle du også kaste et blik på den seneste rapport fra Tænketanken Public Governance.

God læselyst!

Lars Kirdan

Lars Kirdan

Hvilke ledelsesudfordringer præger den offentlige sektor?

-Hvis vi ser på den offentlige sektor som ramme om velfærdssamfundet, kan man godt pege på nogle aktuelle ledelsesudfordringer relateret til produktionen på de store velfærdsområder.

En række reformer er haglet ned over skole-, børne- og ældreområdet. Finansieringsproblemer og voksende efterspørgsel efter sundhedsydelser lægger et meget stort pres på velfærdsproduktionen.

Reformerne er derfor ude og røre ved den enkelte lærers, sagsbehandlers og sygeplejerskes hverdag. Hele systemets evne til at hænge sammen fra frontlinjen, hele vejen forbi rådhuset og kommunalpolitikerne og til statsligt niveau er til test.

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Fem spørgsmål og svar: Intelligent forsyning

Michael Helveg Larsen, Relationship Manager hos SAS Institute, svarede for nylig på 5 spørgsmål  i Morgenavisen Jyllandsposten om forandringer i energisektoren og i forsyningsselskaber. Her kan du læse (eller genlæse) artiklen:

Hvilke forandringer er på vej i energisektoren og i forsyningsselskaberne?

Michael Helveg Larsen-De fleste selskaber i forsyningssektoren har deres rødder som offentlig infrastruktur. De bevæger sig som hovedregel mod en mere skarp og præcis kommunikation med deres kunder og slutbrugere. Udviklingen erofte drevet frem af konkurrence i et delvist liberaliseret marked. Samtidig er sektoren underlagt et meget stort forandringspres, fordi miljø, klima og energi står højt på befolkningens dagsorden.

Desuden er vi i gang med et skift til vedvarende energikilder. Det åbner for en række problemstillinger med at producere, transmittere og levere elektricitet. Når energiproduktionen varierer med vind og sol, får vi brug for intelligente målere og forbrugsmønstre. Det vil medføre nye prismodeller og en mere avanceret og kompleks relation til os forbrugere.

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Bliv klar til at håndtere de digitale borgere

Måden, vi i dag indgår i dialog med borgere på, er i hastig forandring, hvilket er med til at stille nye krav til nuværende arbejdsgange og bagvedliggende systemer hos en lang række offentlige aktører. Vi skal ikke bare arbejde mere effektivt, men også tilpasse os nye kommunikationsformer som mobile applikationer og sociale medier.

Digitaliseringsstyrelsen peger i den sammenhæng på, at mere end 84% af den danske befolkning i dag anvender digitale kommunikationsformer dagligt, hvilket også afspejler sig i, at en stor del af borgernes tid og færden generelt foregår via forskellige former for digitale kontaktflader.

It-understøttelse skaber resultater
Udover, at de offentlige aktører skal magte en lang række nye interaktionsformer, så oplever vi hos SAS, at digitaliseringen også skaber mulighed for at få mere indsigt i både den enkelte borger og forskellige grupper i befolkningen. Indsigt, som kan kombineres med eksisterende viden, og dermed anvendes på mange forskellige måder.

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Optimize your marketing decision-support with data

This Friday I read a comment from recent research on marketing decision-making, which said that the majority of marketers still rely on gut feeling. Noticing at the same time that these marketers point at data as a potential key asset for the marketing department, it seems to support what I see in my everyday engagement with marketers: That most are still unaware of 1) what types of decisions that can and should be supported by data, and 2) how to derive these insights.

In an earlier blog, I emphasized that as marketing continue to increase budgets to create strong brands and compelling customer experiences through a proliferation of touch points, the challenge is to ensure that we have the best possible foundation for decision-making. In most cases, there is a multi-million dollar question at stake on an annual basis and consequently, answering the two questions above becomes of increasing importance for us in order to enable our businesses to act in today’s competitive environment.

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The Quantum Patient - Why statistics and data visualization is key to improvements in patient outcomes

 

Marl-WolffMark Wolff, Ph.D., consultant in SAS Health and Life Sciences Global Practice team, has spoken at health care conferences in several countries. His latest journey took him to Sweden and Denmark, and I met him when he had just delivered his key note at a conference at Karolinska Institut in Sweden.

Mark Wolff was overly exited about this experience at Karolinska, an organization that works to investigate how results from clinical research can be converted more rapidly into new and improved treatments related to the 4 diagnosis (type 2 diabetes, breast cancer, heart failure and arthritis).

-Imagine speaking to a room full of some of the the smartest and most influential people in health care. For example, my host was a past member of the Nobel Prize committee for Medicine and Physiology!, he told me.

The measurable aspects
The title of his presentation - The Quantum Patient - refers to measurable aspects of patient outcomes. Several from the audience came up to him to talk projects and exchange business cards after the presentation, so his messages must have been quite inspirational.

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Kundeloyalitet – et klistermærke eller en by i Rusland?

proven-valueKundeloyalitet er noget, som alle retailere stræber efter og altid har gjort en dyd ud af at prioritere – eller hvad…?

Alle retailere er klar over, at kundeloyalitet medfører mere trafik og flere kunder, som køber flere varer med højere avance til følge, og ofte er disse kunder også generelt mere tilfredse og tilbøjelige til at anprise din butik.

Men hvor kundeloyalitet i gamle dage var lettere og mere håndfast at spotte og følge op på, så er det blevet en noget udefinerbar størrelse i dag.

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Social channels – expanding the marketing mix

I recently spoke to a marketing executive at a large retailer, who had a vision of being able to deliver the right offers to the right people across all relevant channels. Having mastered the existing analogue and digital channels, it was now time to tie together the social media efforts and in this way create a more complete picture of the customer experience.

The vision is to know exactly what your target audience is exposed to on social platforms, to understand the synergy between your social efforts and the other parts of your mix of marketing efforts – and to have all that in one single system.

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Guest blog: Why shifting baseline impacts big data analysis

By Carsten Schmidt, Fellow, Henry Corporation

Carsten Schmidt, Fellow, Henry Corporations

Carsten Schmidt

In a 1969 manifesto titled “Design with Nature," a landscape architect named Ian McHarg introduced a concept called the shifting baseline.

The concept essentially describes a form of “generational blindness,” which means that our experiences and immediate views limit our perception of reality. Otherwise stated, our reference point for any given analysis or perspective determines our initial approach and the final result.

Let’s imagine for a moment that data in itself is merely a mirage of wisdom. Whether we apply our knowledge of history and engage our ability to think and consider are ways we can be more wise.

To think beyond our immediate knowledge; to change reference points; to include unstructured data; and to consider for a moment what we may not know…That is to imagine! And that is what fosters great ideas.

From a business perspective, accumulated big data (i.e. measurable, historic data) until recently has been comprised of structured digital trails—proliferation of so-called unstructured data generated by all our digital social interactions—and of analogue workflows.

However, in order to extract knowledge from big data, we may also need to emphasize what has not happened: we should find ways to query the absence and to think beyond our baseline.

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