Leverage Customer Data to Deliver a Personalized Digital Experience

Leverage Customer Data to Deliver a

Personalized Digital Experience

facebook.com/perficient twitter.com/PRFT_Transformlinkedin.com/company/perficient

#PerficientDigital

2#PerficientDigital

Perficient is a leading technology and

management consulting firm serving Global

2000 and enterprise clients throughout

North America.

We deliver digital experience, business optimization

and industry solutions that enable clients to improve

productivity and competitiveness, strengthen

relationships with customers, suppliers, and

partners, and reduce costs.

ABOUT PERFICIENT

3#PerficientDigital

PERFICIENT PROFILE

Founded in 1997

Public, NASDAQ: PRFT

2014 revenue $456.7 million

Major market locations:

Allentown, Atlanta, Ann Arbor, Boston, Charlotte, Chicago, Cincinnati, Columbus, Dallas,

Denver, Detroit, Fairfax, Houston, Indianapolis, Lafayette, Milwaukee, Minneapolis, New

York City, Northern California, Oxford (UK), Southern California, St. Louis, Toronto

Global delivery centers in China and India

>2,600 colleagues

Dedicated solution practices

~90% repeat business rate

Alliance partnerships with major technology vendors

Multiple vendor/industry technology and growth awards

4#PerficientDigital

PRESENTERS

Bill BuschEnterprise Data Lead

[email protected]

@bigdata73

5#PerficientDigital

DISCUSSION ITEMS• Understand the role of analytics in a digital

transformation

• Understanding organizational maturity

• Recognize the different types of analytical

organizations

• Understand the benefits of creating an

analytics COE

Analytics & Digital Transformation

7#PerficientDigital

THE NEW DIGITAL ENVIRONMENT HAS COMPLEX ELEMENTS

8#PerficientDigital

KEY CXO-DRIVEN DIGITAL TRANSFORMATION INITIATIVES

1. Improve processes that expedite changes to digital

properties, i.e. website updates new mobile or social

platforms, etc. (80%)

2. Update website and eCommerce programs for a

mobile world (71%)

3. Integrate social, mobile, web, eCommerce, service

efforts and investments to deliver an integrated and

frictionless customer experience (70%)

4. Update customer-facing technology systems (66%)

5. Further research into customer digital touch points (63%)

6. Overhaul customer service to meet the expectations of

digital customers (46%)

– The 2014 State of Digital Transformation, The Altimeter Group

9#PerficientDigital

DT INITIATIVES LEAD TO BIG QUESTIONS

1. Improve processes that expedite changes to digital

properties, i.e. website updates new mobile or social

platforms, etc. (80%)

2. Update website and ecommerce programs for a

mobile world (71%)

3. Integrate social, mobile, web, ecommerce, service efforts

and investments to deliver an integrated and frictionless

customer experience (70%)

4. Updating customer-facing technology systems (66%)

5. Further research into customer digital touch points (63%)

6. Overhaul customer service to meet the expectations of

digital customers (46%)

– The 2014 State of Digital Transformation, The Altimeter Group

Which processes and how do I improve?

Which programs do my customers desire to

have on their mobile device?

Which programs do my customers desire to

have on their mobile device?

What systems should I prioritize first?

What are my customers perceptions of their

interactions with our company?

What are my customers perceptions of their

interactions with our company?

10#PerficientDigital

ANALYTICS ENABLES BETTER DT DECISION MAKING

Understand Your Customers

Prioritize DT Activities

Predict Customer Actions

Optimize Your Customer Experience

Automate Analytical Decision Making


BROAD-BASED ANALYTICS CAPABILITY IS REQUIRED FOR DT

Prioritize DT activities

Predict customer actions

Optimize your

customer experience

Understand your customers

Automate optimal

decision-making


ANALYTICS NECESSARY THROUGHOUT THE CUSTOMER JOURNEY

Analytics Maturity


TRANSFORMING THE DATA ENVIRONMENT

Increase value

attainment and

business

enablement

Uncommitted

IT drives the initial forays into Big Data

and analytics with little business case

support

Engaged

Active analytics and data initiatives

with limited enterprise exposure

Dynamic

Business-aligned and driven analytics

across the enterprise

Differentiated

Analytics and data capability is used to

enable industry leadership

1

2

3

4

More in-depth review of analytics and digital

data management maturity is available in our

webinar Align Business Data & Analytics for

Digital Transformation. Visit Perficient.com to

watch the replay.


ANALYTICS CoE – BUSINESS AND IT HAVE DIFFERENT ROLES

Drive utilization

within business

processes

Increase

Business

Enablement

Information

Technology

• Analytical skill development

• Business analytical best Practices

• Model management

• Enable users to more easily find

and access data

• Create analytical workbenches

• Automate model management

Example ActivitiesRole

Business Teams


ANALYTIC CoE ORGANIZATION MODELS

Dispersed and

Un-Coordinated Centralized Steering &

Virtual CoE

Steering

Committee

Standards

and Best

Practices

Centralized Steering & CoE

Steering

Committee

Standards

and Best

Practices

CoE

CoE

Steering

Committee

Centralized Steering &

Decentralized CoE

CoE CoE CoECoE


PATHS TO PERVASIVE ANALYTICS

CoE

Steering

Committee

CoE

Steering

Committee

CoE

Steering

Committee

CoE CoE CoECoE

CoE

Steering

Committee

CoE CoE CoE


• Stakeholder interviews

• Primary research

• Key customer journeys

• Maturity and opportunity assessments

Capability

Insight

1

Future-State

Formulation

2

Road Map

and

Rollout

Planning

3

Execution and

Optimization

Develop actionable insights

that frame the current and

needed capabilities

Identify needed capabilities

and align to initiatives.

Highlight gaps in people,

governance and technology

Prioritize initiatives based on

effort and impact to guide

implementation

• Core initiatives definition and scoping

• Future analytical state

• Required governance and identify frameworks

• COE charter

• Road map and implementation plan

• Identification of quick wins vs.long-term initiatives

• Investment and resource analysis

• Work stream planning

• Change management planning

HOW TO GET STARTED


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DIGITAL

TRANSFORMATIONPART TWO: HOW CUSTOMER

EXPERIENCE DRIVES

DIGITAL TRANSFORMATION