Sales Conversation Guide PERSONALIZATION … EVERYWHERE Help ... B2B companies that make product research, ... enterprise systems, etc.) – Assisted digital experiences, in which

Sales Conversation Guide

PERSONALIZATION EVERYWHERE Help clients build customer engagement, sales, and loyalty by using advanced analytics to deliver more relevant communications and experiences that make it easier for every individual to achieve their intent.

Sales Conversation Guide: Personalization Everywhere 2

Sales Conversation Guide — Personalization Everywhere

TABLE OF CONTENTSHow to Use this Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Personalization Basics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Market Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Personalization Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Personalization Applied to Marketing and Experiences . . . . . . . . .7Why Personalization? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Identifying Sales Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Opportunities in Other Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Typical Pain Points without Personalization . . . . . . . . . . . . . . . . . . 11Client Challenges with Personalization . . . . . . . . . . . . . . . . . . . . . . . 11

5-step Guide to Your First Conversations . . . . . . . . . . . . . . . . . . . . 13I. Deliver the Elevator Pitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13II. Discuss Accenture’s Point of View . . . . . . . . . . . . . . . . . . . . . . . . . 14III. Help Clients Quickly Assess Their Personalization Maturity 17IV. Ask Targeted Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19V. Consider Which Services to Sell . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Why Accenture? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Appendices

Appendix 1: Detailed Discussion, Discovery and Qualification Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Appendix 2: Accenture Offerings . . . . . . . . . . . . . . . . . . . . . . . . . 32Personalization Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Appendix 3: Personalization by Industry Vertical . . . . . . . . . . . 38

Appendix 4: Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39



HOW TO USE THIS GUIDEThis Conversation Guide is designed to help you:

■ Understand why personalization is important to Accenture clients

■ Initiate conversations with potential buyers

■ Know which questions to ask

■ Qualify opportunities

■ Position and differentiate Accenture Interactive

■ Sell chargeable work across multiple offerings more quickly



PERSONALIZATION BASICSMarket DynamicsWhile personalization can also be used in communications and experiences for employees and business partners to raise effectiveness, satisfaction, retention and loyalty, this guide focuses on personalization for external audiences: customers and prospective customers.

Companies that have used IT to optimize processes for their own efficiency and growth—and expected prospects, customers, and buyers to adapt—are starting to pay the price:

Loss of emotional connection—impersonal treatment by Interactive Voice Response systems and stick-to-the-script service reps created a market where people rush to market disruptors that offer a better experience — from big box stores to Amazon, or taxis to Uber.

Digital empowerment—even though people are disconnected emotionally, they’re much better connected digitally. They can choose Netflix and Hulu over Comcast, or Quicken Loans over their local bank — and they know it.

Value of time over money—for many busy people, time is more valuable than money. They won’t wait on the phone or enter their name and address a third time if alternatives charge them a little more for a better, faster experience.

Experiential competitors—clients face direct competitors ramping up investments in personalization and new, experiential competitors. These companies outside the client’s industry (like Amazon, Netflix, and Uber) raise expectations for what good, simple, and personalized should be — leading customers to think, “why can’t you do that?”

Consumerized expectations in B2B—B2B buyers expect speed, simplicity, and personalization based on digital experiences in their own lives. As a result, more of them make business purchases through consumer sites like Amazon, and prefer B2B companies that make product research, configuration, purchase, and account administration easier. These B2B clients (and their direct competitors) also face experiential competitors.



Personalization DefinedPersonalization dynamically interprets an individual’s intent and uniquely tailors communications and experiences to help the individual achieve that intent as quickly, easily, and pleasantly as possible, across digital and physical touchpoints, at scale.

Accenture recognizes two general categories of Personalization:

Personalized Marketing—using content and data in campaigns to generate, convert, and measure demand more effectively, including:

– Outbound demand generation to uncover latent intent (programmatic advertising, email, social, etc.)

– Inbound demand capture to learn more about individual intent (search-engine marketing, landing page optimization, triggered email/text messages, etc.)

Personalized Experiences—personalization of digital experience design, flow, content, and recommendations to help individuals achieve their intent and convert more easily, including:

– Self-serve digital experiences (commerce, loyalty, curated content, information, news, enterprise systems, etc.)

– Assisted digital experiences, in which company employees (in-store/in-branch sales, enterprise sales, customer service, etc.) are provided with content and experiences that help them personalize interactions with individuals.

Note that all of the above require Personalized Content.



For individuals, Personalization is:

IN OTHER WORDS: PERSONALIZATION IS NOT:

Data-Based Built on actual information about individual customers/prospects

“Personas” or archetypes based on the opinions and preconceptions of industry or branding experts

Dynamic Adapting content to changing consumer attributes, behavior, and context

Addressing consumers by name but still treating them the same as others across interactions

Seamless Unified and coherent across time, place, channel and touchpoints

Disconnected across channel or department: website vs. call center, for example

Unique Content and options tailored to individual consumers’ intent, not one-size-fits-all/most

Generic “personal” touches, like “exclusively for smart consumers like you”

In Context Appropriate to the time, place, season, weather, and stage of the customer journey

“Data-blind” events like a swimsuit discount offers to customers located where a week of rain is forecast, or review requests to customers who have returned the product.

For organizations, Personalization shifts focus from inward to outward—away from selling to individuals, toward helping individuals buy, with:

■ Tools and data deployed to help individuals meet their own goals, not just meet corporate business objectives

■ Experiences designed around individual intent, not around products, processes or internal company constructs to which individuals must adapt their thinking and navigation

■ More value for individuals’ time not just their money

■ Priority for relationships over transactions, to build loyalty that overcomes price sensitivity and competitive challenges



PERSONALIZATION APPLIED TO MARKETING AND EXPERIENCESTOUCHPOINT NON-PERSONALIZED PERSONALIZED

OUTBOUND MARKETING

Email Same email to all customers, usually at the same time

Subject line, layout, and content (message, offer, product recommendations, and selected images) targeted to unique customer segments and profile attributes (demographics, firmographics, behavior, purchase history, etc.).v

Time of send corresponds with past recipient behavior (if available).

Landing page associated with campaign also optimized (layout, content, and behaviors) for targeted segments.

SMS/Text Same message and offer to all customers, usually at the same time

Message and offer targeted to unique customer segments.

Timing based on past customer responses (if available), except for time-bound offers/promotions.

Landing page optimized (layout, content, and behaviors) for targeted audiences.

Display Ad Same ad copy/creative to all customers

Ad copy (message, offer, and image) targeted to unique audience segments.

Landing page optimized (layout, content, and behaviors) for targeted audiences.

INBOUND MARKETING

Search Engine Marketing

Same ad copy to all customers

Ad copy targeted to unique audience segments, based on intent signaled by search terms, geography, etc.

Landing page also optimized (layout, content, and behaviors) for targeted audiences.

Email (Triggered)

Same email to all customers

Email subject line, layout, content (message, offer, product recommendations) and timing—as well as landing page layout, content, behaviors—based on customer’s last action, stage of journey, and recipient’s profile and explicit or learned preferences.

Retargeting Display Ad

Same copy/creative to all customers

Ad creative (message, offer, and image) targeted to unique audience segments. Landing page also optimized (layout, content, behaviors) for targeted audiences



TOUCHPOINT NON-PERSONALIZED PERSONALIZED

SELF-SERVE EXPERIENCES

Website Same for everyone Optimized content (messaging, offers, and product recommendations) for targeted customers / audiences.

Ecommerce Same for everyone Optimized content (messaging, offers, and product recommendations) for targeted customers / audiences.

Kiosk ATM user sees standard post-session promotion

ATM user sees post-session promotion based on profile or past behavior through other channels, e.g. if they had been searching mortgage rates or college loans online or in-app, they could see a promotional rate and option to sit with a person in the bank (during business hours) or click a button to receive a follow-up call to learn more.

ASSISTED-SERVICE EXPERIENCES

In-Store/Branch Sales People

Customer greeted with generic ‘Can I help you?’

Customer greeted with ‘Can I help you find something that matches your preferences or prior purchases?’ by employee with tablet who can be prompted with recommendations based on customer’s profile and what customer states as their intent for that visit. With permission, employee can see exactly what customer had browsed, and recommend size based on particular fit of an item.

Sales People Standard pitch based on product features

Pitch tailored based on what is known about prospect prior to first call, or (if a current customer) guided selling based on prior purchases, product usage, industry, role, preferences and other data

Customer Service

Representatives

Standard customer service treatment to all customers

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.



Why Personalization?Strategically, Personalization is a survival issue:

Demographics require it—Millennials are 26% of the population, 90% of new families, and a growing force in business decision-making — and they already expect a Personalized experience. As older groups grow more familiar with digital interactions, they will, too.

Company efficiency isn’t enough—mass-oriented practices adopted for efficiency have distanced organizations from the individuals they serve with one-size-fits-all, top-down policy-driven interactions and experiences. Efficiency is necessary, but it has typically been at the expense of the customer; organizations must consider how to make interacting with them more efficient for their customers.

Competitors will force the issue—to compete with born-digital companies, organizations must transform their technologies, processes, and even people. Department-level initiatives can be useful first steps, but may not scale or combine effectively without a transformation in philosophy and culture.

Tactically, Personalization drives sales, builds loyalty, and improves enterprise performance by:

Applying expertise in data, technology, and user experience to create personal experiences that more customers enjoy more thoroughly

Connecting “islands” of interactions into a coherent personal relationship between an organization and the individuals it serves

Building long-term revenue through increased visits, conversion rate, ticket size, and customer loyalty

Differentiating the brand experience to be one individuals prefer, in order to overcome price sensitivity and generic substitutes

Improving business agility to respond more quickly to challenges, either internal (e.g., excess inventory) or external (e.g., evolving customer preferences)



IDENTIFYING SALES OPPORTUNITIESAny organization that interacts with people can improve those interactions by personalizing them. But for some, the drive to Personalize is more relevant than for others.

Optimal prospects for Personalization are those that have:

■ Relationships with individuals, either directly or through company-owned dealers or stores — not through third-party distributors, representatives, or stores

■ Extensive, high-quality customer data, such as:

– Data Management Platforms (DMPs) for customer data related to marketing

– Web traffic, browsing, and search metrics – Purchase records – Online portal log-in and usage – Comments from social media – CRM systems for Sales or Support

■ Potential for emotional connectedness (as with Coke, Disney, or Harley-Davidson), so that customer relationships matter

■ Products that are experiences (Hospitality or Media and Entertainment), or depend heavily on experiences (Banking or Retail)

■ High customer lifetime value—long relationships, high acquisition costs, and resulting high cost of churn (Banking, Insurance, most B2B)

■ Generic offerings, where switching and substitution are easy (Online Retail, Distribution, Industrial Commodities, Telecom)

■ Large product catalogs in highly competitive markets (Retail—General Merchandise, Retail—Specialty Retail)

■ Seamless customer experience is a corporate mandate (Retail, Banking)

See Appendix for Personalization by industry vertical for more detail

11


Opportunities in Other InitiativesPersonalization can make other initiatives more effective, and deliver stronger ROI. If you are currently selling, or have recently sold, any of the following project types, or the client is pursuing initiatives like these, Personalization should be discussed immediately.

■ Ecommerce

■ Content management

■ Big data or customer analytics

■ MDM, CRM 3.0, or UCID

■ Loyalty programs

■ Customer journey assessments

■ Service Design initiatives

■ Organizational transformation

■ “Program of the future”

Typical Pain Points without PersonalizationLack of Personalization can often be identified as the root cause of:

Poor experiences—when it’s too hard to find, buy, or consume products and services, customers grow dissatisfied and prospects look elsewhere

Operational friction across siloed online, mobile, in-store, sales, and service teams—like time wasted repeating names, credentials, and problem descriptions, or having to re-navigate to the last interaction point when switching devices.

Loss of market share or desirable segments, especially to born-digital companies—and fear of falling behind.

Shrinking and aging customer base, as clients fail to attract younger customers who expect personalized experiences.

Failure to reach high-end segments because of generic or frustrating experiences, forcing them to compete on price.

Poor ROI from disconnected technologies due to a history of tactical decision-making by organizational silos and integration investments focused on making things work, but not making them simple from the user’s perspective.

Disruption is not limited to any particular segment – the shift in customer expectations is pervasive. The impact of changing customer expectations on most industries is a question of when, not if.

Client Challenges with PersonalizationClients struggle with issues that limit their ability to address Personalization threats and opportunities:

Technology and Execution: cross-functional challenges ■ Proliferation of technology and uncoordinated acquisition has led to fragmented adoption and immature use of technology across the board – including multiple instances of duplicative technologies

■ Need to normalize technologies and better balance investments to optimize execution and performance

■ Need to orchestrate technologies for a holistic personalized experience

■ Greater agility to continually adapt to new technologies, marketing channels, and data



User Experience: not just how it looks, but how it works ■ Shift from a two-dimensional focus on “look and feel” toward a multi-dimensional perspective that prioritizes making it easier for users to accomplish their objectives, and consideration for the broader customer journey

■ Service design in the new concept, with a blueprint that defines ongoing, dynamic interactions between customers and the provider

■ Increased focus that brings the best of offline, one-to-one personalization into the digital experience

Data: volume, centralization, interpretation and application ■ The need for a universal ID to connect online and offline customer data

■ The need to enhance data to adapt to new products, customers, or slow-moving categories

■ Clients struggles with data across dimensions: data volume, interpretation and optimal use to support desired interactions

■ The need to normalize the view of the customer across multiple data sources and repositories, and use it to inform the systems that interact with customers



5-STEP GUIDE TO YOUR FIRST CONVERSATIONSI. Deliver the Elevator PitchBuyers today are faced with too much choice, too much content, and not enough time. On top of that, they have moved from shopping at 50,000 square-foot stores with 50,000 products to 4-inch screens with 10 million products.

This is exacerbated by systems implemented over the last 30 years to drive efficiency and scale, which have also distanced companies from their customers and accustomed them to impersonal treatment.

So with customers increasingly overwhelmed and feeling unim-portant—where loyalty largely still relies on price—the question every incumbent should be asking is, would my customers buy from me if another company made their lives easier, made buying more enjoyable, and catered to them on a more personal level? Many companies are getting their answer the hard way.

[For companies not doing personalization] Some industries are being impacted faster than others, but any company —B2B or B2C—that relies on selling to individual decision-makers is at risk if they fail to personalize.

[For companies doing some personalization] Many companies that are achieving stronger sales and loyalty through pockets of personalization are struggling to scale it across their business.

Accenture has identified the elements required for our clients to successfully achieve personalization at scale—and hence, to successfully lead their market in customer sales, satisfaction, loyalty and lifetime value.



5-STEP GUIDE TO YOUR FIRST CONVERSATIONS

II. Discuss Accenture’s Point of ViewUse the Personalization Everywhere Stage 0 deck, handouts, or whiteboard to familiarize clients with our unique perspective on Personalization success:

■ The 4 R Personalization Model ■ The 5 Keys to Personalization at Scale

Discussion of the Customer Genome should be included if you have more than an hour.

The 4 RsPersonalization uses data to curate interactions and experiences, including marketing, shopping, and services. The breadth of that definition can create a lot of confusion, which is why Accenture developed the 4R Personalization Model.

The 4R Model is a construct for considering what is required to replicate the best offline personalized experience in a digital environment, so Personalization can be delivered at massive scale.

The Model also lays the groundwork for assembling the technologies that drive personalization, including data management platforms (DMP) for recognition; CRM profiles for remembering preferences (or a Customer Genome for more sophisticated personalization); third-party data sources for relating to the context of customer intent, and a combination of technologies for curating recommendations, such as recommendation engines, rules engines, and optimization tools.

Ensuring a client can recognize, remember, recommend and be relevant is an important set of guiding principles toward success of any personalized marketing or experiences.

RECOGNIZE

RECOMMEND

REMEMBER

RELATE

Identify both known and unknown customers and prospects through data from CRM, DMP, device, social, and other sources.

Consider what customers/ prospects have browsed, bought, returned, rated, etc. in their history, as well as under-standing why they made those decisions.

Present the most relevant content, o�er, products, etc. based on a customer’s unique actions, passions, preferences, and needs.

Consider the context of the customer’s current location, time of day/year, weather, channel, journey stage, and other data that may further clarify their intent.

ACCENTURE 4-R PERSONALIZATION MODEL




The 5 Keys to Personalization at ScaleMany clients have started personalization initiatives in pilots or pockets of the organization, and some have seen positive results. However for most, those results have been limited to specific channels or departments, or are dependent on manual processes or too few people to perform them at scale.

We have identified the five key areas clients must develop in order to achieve personalization across marketing and experiences at scale; these are also the key challenges for many clients experimenting with personalization:

1. Orchestration—There are more than 100 technology products that claim personalization. Accenture can help clients understand rules engines vs. recommendation engines vs. optimization engines and how these tools can be orchestrated to work together to deliver personalized marketing and experiences across touch points. We can also help clients select the right technologies for their needs and help them implement and instrument them to their needs.

2. Single view of each customer or prospect—Personalization relies on analytics — the richer the data about an individual, the more and better personalization is achievable. Accenture can help capture a greater under-standing of each individual’s unique preferences, needs, and passions, which is key to driving personalization. This is accomplished through Accenture’s Customer Genome.

3. Operationalize—Accenture can help clients shift from personalization pockets/pilots to cross-organizational, always-on, continuously optimized personalization at scale, by helping establish the operating models, processes, and governance needed to ensure that personalization creates the performance impact expected across campaign, content, and commerce platforms.

4. Organization—The four previous elements will achieve sub-optimal results, or could completely miss the mark, if lacking enough people with the right cross-organizational talent to scale, or a truly customer-centric culture. Some of the most important shifts in thinking and culture are:

5. Seamless—Personalization in any single channel can be helpful. But uneven personalization from channel to channel can cause frustration for the individual when the company appears to have ‘forgotten’ who they are or what it should have learned from their last interaction. Accenture can help clients create a seamless personalization experience across channels.




Examples of Cultural Shifts

FROM A FOCUS ON: TO A FOCUS ON:

Selling Enabling buying

Pursuing company’s purpose Adopting customer’s purpose

Marketing that promotes products

Marketing that seeks intent

Getting customers to do what you want

Helping customers do what they want

One-size communications/campaigns to groups based on your schedule

Tailored communications/campaigns to individuals based on relevance

People who can push campaigns

People who can tell systems how to interact

Experiences designed around products and process

Experiences designed around people and their purposes

Service employees who justify their action based on company policies

Service employees empowered to take action to satisfy customers

Behavioral loyalty based on rewards for purchases

Emotional loyalty based on gratitude for making things easier or more relevant

Giving customers more for their money

Giving customers more for their time

Efficiency for the company Efficiency for the customer




III. Help Clients Quickly Assess Their Personalization MaturityClients vary widely in their capability for and readiness to adopt Personalization. Some lack even the necessary data, capabilities, and interest.

Others have launched effective efforts that need to scale. And a few are Personalization experts who may still need help with specific issues.

The prospects you encounter, and solutions you propose, will depend strongly on the Personalization maturity of the client.

Present or distribute printed versions of Accenture’s five stages of Personalization maturity, and ask the client to locate themselves on it.

STAGE 1 STAGE 2 STAGE 4 STAGE 5STAGE 3

JOURNEY TO DIGITAL PERSONALIZATION JOURNEY TO DIGITAL AGILITY

PERSONALIZATION AT SCALE

MINIMALPERSONALIZATION

Digital experiences and campaigns for audience segments based solely

on expert judgment and simplistic business rules

SELECTIVE PERSONALIZATION

Personalized experiences and campaigns based on

A/B testing and data-driven recommendations and

audience targeting

MANAGEDPERSONALIZATION

Industrialized operating model for managing

processes, governance, and platform instrumentation to

support personalized experiences and campaigns

OMNI-CHANNELPERSONALIZATION

Centralized decision management to create

contextualized personalization and create

a seamless experience across channels

ENTERPRISEDIGITAL AGILITY

Orchestrating across all channels to enable and manage goal setting for

corporate level KPIs, such as margins, revenue, and

excess inventory




STAGE 1. Minimal Personalization—digital experiences and campaigns for audience segments are personalized according to “personas,” expert judgment, and business rules, not data.

Implications: At such organizations, Personalization will be poorly understood, or a “hobby project” of a single individual, for example running A/B testing on the website.

STAGE 2. Selective Personalization—experiences and campaigns are personalized within individual channels based on A/B testing, recommendations, and audience targeting. But there is no cross-channel orchestration, so personalization is either incomplete or inconsistent.

Implications: Here, Personalization may be assigned to a small team within Marketing, tasked with executing personalized campaigns or web interactions. Career motivations of this team probably include expansion of their responsibilities, staff, and budget.

STAGE 3. Managed Personalization—experiences and campaigns are personalized according using an industrialized operating model that not only maintains cross-channel consistency of interactions, but manages processes, governance, and platform instrumentation for consistent control.

Implications: Different teams—web, mobile, campaigns—may share responsibility for Personalization. Team leaders may fear that centralizing or expanding Personalization may reduce their scope of responsibility, or result in a “land grab” by other teams. Escalation to executives with strategic responsibilities may be necessary to advance.

STAGE 4. Omni-Channel Personalization—personalization decisions are elevated to a strategic level, assuring that all interactions between customers and the enterprise, regardless of organizational unit, are context-appropriate and consistent.

Implications: These are mature (and rare) organizations that consider Personalization an enterprise transformation with active participation by Chief Strategy Officers, Chief Executive Officers, or Boards of Directors as well as Chief Marketing Officers and Chief Information Officers responsible for customer relationships and data resources.

STAGE 5. Enterprise Digital Agility—Personalization is orchestrated across all channels using coordinated sense-and-react capabilities built on advanced technologies to drive corporate-level KPIs, such as growth margins, revenue, and excess inventory.

Implications: These organizations —of which very few exist—typically have a clear idea of what they want to accomplish, but may still need assistance reaching their goals quickly.




IV. Ask Targeted QuestionsOnce a client has estimated their level of Personalization maturity (as shown on page 17 and in the Stage 0 deck), use the following questions to a) validate what stage the client is at, and b) start to qualify and shape the opportunity to help them evolve and accelerate their personalization capabilities and subsequent business outcomes.

For each of the 5 Keys, start with the “Stage 1” question and work toward the right until you get to the client’s self-identified stage, then move on to the next row, noting cases in which the client’s organization is not as advanced as their estimate would indicate.

Specific answers about technologies, data, analysis, etc. should be captured to build a granular view of the client’s Personalization environment.

QUESTIONS BY PERSONALIZATION MATURITYSTAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5

5 K

EY

S TO

PE

RSO

NA

LIZ

ATI

ON

@ S

CA

LE

Orchestration What personalization technologies have you invested in?

Have you begun to activate your use cases with your DMP?

Are there any concerns you are paying for duplicative technologies?

Have you orchestrated the data flow across these platforms?

Which technology is managing the orchestration of the experience (i.e. rules engine, etc.)

Single View of Customer

What type of data are you capturing today on your customer?

Who is your DMP provider?

What data sources are you looking to add to drive personalization?

Have you begun to centralize the data driving personalization?

What innovations are you looking at to leverage the centralized holistic view you now have?

Operationalize What processes are in place to manage the personalization of campaigns and ad buys?

Are you seeing any constraints from a content production perspective?

Which experiences are being managed with established operating models, governance, and processes?

Have you started to centralize your operating model to gain economies of scale?

How have your processes evolved to enable senior execs to manage the business through the platform?

Organization Do you see any challenges with a legacy culture unprepared with the shift to data driven personalization?

Are you using internal or external resources for your test and learn program?

Do you have sufficient talent in place to run your operating model at scale across the full digital experience

Have you centralized the talent across all experience touchpoints?

How have your senior execs evolved to embrace and leverage the agility provided by the platform?

Seamless What are your goals for driving a seamless experience?

Are your tests evaluating both the campaign and landing page for performance?

Have you developed a universal ID framework?

Is the same intelligence driving the experience across channels?

How are you balancing internal KPIs with providing a personalized experience?




V. Consider Which Services to SellFamiliarize yourself with our Personalization sub-offerings and how other AI services (Campaigns, Content, Commerce and Experience) are differentiated by, and more effective for clients, through personalization.

Consider whether to:

■ Discuss a specific QuickStart consulting project (such as workshop, assessment, or pilot); see Appendix 2: Accenture Offerings

Or

■ Suggest you will review the client’s insights with the appropriate SMEs and;

■ Schedule a follow-up conversation, at which point you will be able to suggest a path forward.



WHY ACCENTURE?Accenture offers unparalleled resources for clients to Personalize at scale:

■ Deep, proven experience in Personalization and digital marketing (refer to industry-relevant case studies)

■ Flexibility, with a full range of services matched to each client’s goals, readiness, and budget

■ Comprehensive understanding and ability to integrate Personalization across digital marketing technologies and platforms, including legacy solutions

■ Speed, with managed personalization services available quickly, at lower cost, so clients can Personalize across multiple regions and brands while they ramp up in-house talent and capabilities

■ Talent, including deep resources of hard-to-find digital marketing expertise both on and off shore, plus market-leading partnerships

■ Expertise in adjunct areas such as traditional and non-traditional digital agency services, with user and experience design talent in depth

■ Recognition as a leader with the offerings and scale to implement effective solutions worldwide:

Sarah Sikowitz and Anjali Yakkundi. “Accenture Interactive Is a Leader among Digital Experience Service Providers,” The Forrester Wave™: Digital Experience Service Providers, Q4 2015 (San Francisco: Forrester Research, Inc. November 4, 2015).



APPENDICES



APPENDIX 1: DETAILED DISCUSSION, DISCOVERY AND QUALIFICATION QUESTIONSUse or adapt these questions to discover key information about your client’s Personalization requirements, including:

■ What potential does Personalization offer their business? (Business relevance)

■ What are they doing today, with what staffing, coordination, and tools? (Current state)

■ What kind of experiences do they deliver? (Experience quality)

■ What are their plans? (Path forward)—this guides which service offering to propose.

■ What’s standing in their way? (Barriers and constraints)—this helps identify change management and resource barriers.

CHALLENGE QUESTION INSIGHT

BUSINESS RELEVANCE

Customers Who are your customers, and how do you segment them?

In consumer markets, look for segments like millennials, who respond well to Personalization.

In business markets, explore ways to segment and target buyers as well as companies.

If responses are too broad (B2B is segmenting organizations, not buyers; broad consumer segments like “Moms”), may need to create personas as a first step toward Personalization

Engagement channels

What channels do you use to engage customers? ■ Website ■ Mobile app ■ Emails ■ Display content ■ Retailv ■ (Others?) _____________________

Set up discussion of cross-channel Personalization—most companies will Personalize some channels but not others, or will Personalize channels separately (and therefore inconsistently).




BUSINESS RELEVANCE – CONTINUED

Customer goals Do you have data from documented customer journeys you can use to understand how customers meet their goals at each touchpoint?

What are your customers trying to accomplish when they use each of those touchpoints? How do you make it easier for them to achieve those goals?

■ Website ■ Mobile app ■ Emails ■ Display content ■ Retail ■ (Others?) ______________________

Without data, you can’t really personalize—it’s just guesswork

Key issue is customer intent—how to identify it, and help them satisfy it.

Company goals What is your company trying to accomplish through each of those customer touchpoints?

■ Website ■ Mobile app ■ Emails ■ Display content ■ Retail ■ (Others?) _______________________

This step helps “marry” customer and company intent, so Personalization can advance both.




BUSINESS RELEVANCE – CONTINUED

Role of Personalization

How is your company using data about customers—attributes, history, behavior, etc.—to create experiences that satisfy their intent and meet company goals?

Examples:

Customers use website for shopping; personalized recommendations simplify that and build conversion.

Customers use retail stores to interact with goods and build ensembles; purchase history helps store associates make better suggestions and build ticket size

CURRENT STATE

Staffing and organization

Who’s responsible for Personalization at your firm?

Personalization should be a C level responsibility, typically the CMO. Multiple answers indicate fragmentation: explore consistency of Personalization across channels.

We are seeing that one of the challenges to scaling is simply having enough resources to execute. Is that a challenge for you?

This is a very common issue due to both costs and finding specialized talent

How many staff are devoted to landing page optimization? Digital media buying?

How many staff are devoted to testing and optimization of product pages, check-out pages, etc.? Managing and refining the recommendation engine?

Personalization needs specialists in specific vendor platforms — rare, expensive skills.

One of the challenges we see is that although everyone is running tests and personalization components of the digital experience, it is often not consistent or comprehensive due to a lack of processes, governance, and operating models that are needed. Do you have these in place?

Amount and direction of investment indicates the client’s aspirations for Personalization.

Which customer interactions do you personalize (use data to tailor the experience)?

Many firms personalize web visits, campaigns, mobile web and apps; fewer digitally enable employees to personalize non-digital touch points: in-store/branch, call-center, live chat, etc.




CURRENT STATE – CONTINUED

Orchestration One of the challenges we see with clients is the inability to orchestrate the various personalization technologies.

Is there any concern you are paying for duplicate technologies?

Have you orchestrated the data flow across these platforms?

Any concerns that you may be missing a key element to your personalization technology ecosystem (rules engine, etc.)?

Most clients have multiple tools that do the same thing and need help orchestrating technology / data as they don’t know how these tools work together.

Seamless cross-channel capabilities

Which customer interactions do you personalize (use data to tailor the experience)? For example, Are your digital marketing and advertising campaigns targeted and personalized so that when people click on the campaign, is the landing page personalized based on their intent and available DMP data?

Many firms personalize web visits, campaigns, mobile web and apps; fewer digitally enable employees to personalize non-digital touch points: in-store/branch, call-center, live chat, etc.

Does your Personalization stay in context across those channels?

Interactions should be both consistent (same purchase history whether at home or mobile) and in-context (recommendations are time-of-day, weather, and device appropriate)

Do you use the same data, consistent rules, and compatible content across those channels?

Data, workflow, and content silos mean jarring, fragmented experiences for customers—“forgotten” purchase history.




CURRENT STATE – CONTINUED

Databases, tools, and techniques

How much do you know about your customers — what data do you collect?

Many firms have hidden silos: call center files, online logins, loyalty programs, POS terminals, etc.

Are there other sources of information you could tap if you had the resources?

Useful data is often ignored for lack of a way to use it. Probe for industry-specific repositories of useful data.

How do you combine the data from those sources?

A Data Management Platform that combines data to serve content as quickly as needed

Who is your DMP provider? Have you begun to activate your use cases with it and your other personalization platforms?

Many clients who have recently installed a DMP are still trying to figure out how to get value out of it since it is only a data platform.

Do you link behavioral information from the web with customer profiles?

Even with customer data, many firms can’t infer customer intent from behavior — what do they click past? Where do they go?

What Personalization solutions have you implemented for:

■ Targeted marketing ■ Audience planning ■ Landing page optimization? ■ Recommendations? ■ Business rules for presenting content and offers?

Over 100 marketing technology products claim personalization capabilities. We need to understand the areas of personalization that clients have invested. Clients need to understand that there are different personalization technologies for different purposes, and that orchestration across these technologies is most essential.

What’s the status of integration among those solutions?

Many firms buy but fail to integrate, or even implement, these solutions when integration proves complex. Accenture can help realize the value for which these purchases were made.

What kind of results are you getting from the solutions you’ve integrated? What metrics are you using?

Qualitative evaluations signal low Personalization maturity; simple A/B testing indicates mid-level; multivariate tests and closed-loop optimization signal high levels




EXPERIENCE QUALITY

Single view of customer or

prospect

Do all business units reference the same view of customers, using the same data?

Data fragmentation keeps organizations from seeing and treating customers as complete individuals. This issue applies to B2B interactions when all buyers—even specialists—are treated as identical representatives of one account. Fragmentation goes beyond Customer-360 challenge; the Customer Genome helps clients leapfrog the need for getting all data in one place

Do business groups combine their data into a single repository to deliver a unified customer experience?

Synthesizing data from multiple sources helps clients understand customer intent and context and enables the right offers and experiences.

Delivery of personalized experiences

What challenges are you facing to follow your customers across channels—so every interaction reflects all data picked up in every device, channel, and encounter?

Personalized experiences across anonymous and authenticated spaces drive acquisition, cross-sales, share of wallet, loyalty, and long-term value.

What are your current blind spots and bottlenecks in delivering personalized experiences?

Delivering relevant experiences is a common challenge for complex organizations—connecting data and processes makes them visible.

Do your customers research products online before purchasing? How, and through what channels?

Dynamically generated digital experiences are essential to create relevant experiences and offers at the right time, channel, and context.

Optimizing customer

experiences

How do you measure user experience quality? Raw empirical measures like latency are easy to implement but don’t reflect the user’s view, or business outcomes.

Do you collect data or feedback directly from customers about their experiences?

Combining qualitative data and web analytics can tell you why your efforts are or aren’t working.

What do you do with the data or feedback you get?

Customers get irritated when there’s no follow-up to their feedback—it reinforces the view that they aren’t valued.

What are you doing to optimize customer experiences today?

Optimization depends on testing. Testing done in a disconnected “hobby” fashion can’t accomplish it—it needs to be systematic, continuous, and endemic throughout the organization.




EXPERIENCE QUALITY – CONTINUED

Personalized Customer Care/

Service

Are you able to personalize service communications based on channel and customer preferences? (Topics / thresholds).

Customers only receive service information that they are interested in, and through their preferred channel.

Do you have personalized self-service content (FAQs, app service menu, web layout) to enhance customer experience and make easier for the customer to browse?

Customers usually get lost browsing the self-service channels and don’t know where to get the desired information. Personalization helps simplify this, increasing customer sat.

Do you allow customers to pull status of their latest service request in real time, through their preferred channel, e.g. to get service resolution status on the mobile app.?

To be able to proactively update customers on status before the promised deadline, before customer has to look for it, hence enhancing customer experience.

Do you let customers know of potential outages or downtime for only their services in their geography, through their preferred channel(s)?

Customer gets the most relevant and valuable content proactively, without having to look for status if they face a problem.

THE PATH FORWARD

Vision What companies do you consider Personalization leaders or visionaries? Why?

Surprise answers (i.e., beyond “like Amazon”) may reveal the organization’s goals.

Could you describe the ideal experience for your customers? How do you know what they want?

Do you have an outside-in perspective of your digital experience?

Customers reveal their own ideal experiences through their behaviors—inside-out “insights” with no data to back them up are really just assumptions.




THE PATH FORWARD – CONTINUED

Objectives What do you intend to improve with Personalization:

■ Conversion rate ■ Margins ■ Loyalty ■ (Others?) ____________________

Note that some of these objectives may conflict with one another—for example discounts raise conversion rate but hurt margins.

What’s your timetable to achieve those goals? Personalization is a business transformation, not a “project.”

How ready is your organization to meet those objectives in the specified time? Consider:

■ Staffing ■ Organizational and cultural buy-in ■ Campaign and content support ■ Technology

Few organizations have internal resources needed to execute Personalization quickly—Accenture has deep resources with relevant experience, and the necessary change-management capabilities.

Agility and scale How quickly can your organization scale up to do this for every product in every region? Do you have offshore resources to reduce costs?

Scale and offshore resources are significant Accenture differentiators.

Costs of failure What are the consequences to your organization if you can’t execute?

Customer expectations—especially of younger consumers entering their prime purchasing years—are set by leaders, often “born digital” competitors.




BARRIERS AND CONSTRAINTS

Resistance How do you plan to overcome political, technical, and budget constraints on your plan and schedule?

Larger organizations have silos and entrenched interests that might see Personalization as a threat, and require change management services to overcome.

Change management

How will you make Personalization part of ecommerce, content, and campaign operations, so it lasts beyond pilot and extends throughout the organization?

Accenture leverages its C-level relationships and proven change-management processes to overcome internal barriers and drive cultural change throughout the organization.

Resource constraints

Where will you need the most help? Do you have the necessary:

■ Technology —relevant technologies, all integrated?

■ Organizational alignment — sales and service on board?

■ Skilled resources — do you have all the talent you need?

■ Content — capacity for 1x – 5x more content, with updates every few days?

■ Process management —cross-department workflows in place and working smoothly?

■ Governance — processes to adapt and improve in place?

■ Metrics and testing — tools and processes for continuous improvement?

Accenture can deploy experienced consulting, implementation, and production resources in every discipline relevant to Personalization.



APPENDIX 2: ACCENTURE OFFERINGSPersonalization ServicesAccenture helps clients evaluate, prioritize, and plan their Personalization transformations, and then implement the technologies, processes, and organizational capabilities needed to personalize demand generation and experiences on an industrial scale.

Assessments For Clients at Maturity Stage 1 or 2, Accenture offers assessments to define their Personalization goals, and map their roadmap toward achieving them.

NAME DESCRIPTION DEAL RANGE IDEAL FOR CLIENT…

Half- or Full-Day Workshop

Explores strategic business objectives in the context of personalization; discusses desired personalized user experience; defines at a high level the data and technology needed to enable personalization

Free to $20K At Stage 1 or 2 that would like to consider investment in personalization strategy

Personalization Accelerator

Quick-win assessment by taking an outside-in evalua-tion across current channels to identify opportunities for optimizing the user experience and business results

Free to $40K

3-4 weeks

At Stage 1 or 2 that has made some personalization investments and needs to baseline current performance

Personalization Transformation Assessment

Assessment of current state, gaps, and roadmap development in application architecture, customer data model, operations model, and service options

$250K to $450K

8-12 weeks

At Stage 1 or 2 that has committed to a personalization strategy and defined business objectives for next 12-24 months

Consulting and platform services For clients trying to achieve Stage 3, but without the internal resources to execute on the basics, Accenture offers a broad range of services in collaboration with our network of specialized partners.


Demand Generation Services

Search engine optimization (SEO) and marketing (SEM), programmatic media buying, experience optimization, digital marketing measurement

Variable based on scope

$2M to $5M

6-12 months

Trying to achieve Stage 3, but don’t have internal resources to execute on the basics

Personalized Experiences for Shopping and Service

Targeting, data management, and measurement/analytics

= QuickStart Offering



Scaling Personalization For clients who maintain active Personalization initiatives but are struggling with scale, Accenture helps them achieve short- and intermediate-term goals with scale-oriented activities and deliverables.


Strategy Development

Detailed strategic assessment, plan of action and milestones focused on enterprise personalization strategy across technology, data, user experience, and organizational execution models.


$2M to $5M

6-12 months

Note that the components can be sold as a lead-in engagement at a more modest price point

That needs to show progress in Stage 3 in next 12 months with primarily internal resources

Tool and Technology Rationalization

Focused on technology stack rationalization. Ideal for companies that intend to consolidate, update, and optimize investments to support personalization strategy.

Orchestration for Technology, Channels, and Devices

Detailed architectural assessment and plan to enable data availability, key platform integration, and people, process, and technology choreography to orchestrate personalization strategies.

Operationalization Organizational support in the form of resources and processes to stand a cross-functional organization and begin to execute on the strategic program with a focus on near term goals and the operational model.

Industrialize Organization and Process

Longer-term organizational support in the form or a cross functional program office to manage the extended organization in the execution and operations of a personalization program.

Change Management Resources dedicated to manage and guide the enterprise through the organizational and process changes required to successfully execute on the Strategic Personalization program. Ideal for historically de-centralized and multi-brand organizations that need help to change the execution paradigm.




Managed services For clients who wish to accelerate their personalization maturity to Stage 3 or 4 and/or free up resources for other priorities, Accenture offerings managed services tailored to client need.


Personalized Marketing as a Service

Includes demand-generation, SEO/SEM, analytics and attribution, landing page optimization, customer and marketing analytics, digital media buying

Variable based on scope and resources

$6M to $20M

12-36 months for initial term

Wants to get to Stage 3 or 4 in six months or less, but lacks internal talent with the right skills to get there that fast

Personalization as a Service

Includes platform management, recommendations, onsite search, personalized content, analytics, and optimization

Specialized capabilities In addition to its deep industry experience and Personalization thought leadership, Accenture has developed skills and intellectual property that offer clients unique value:


Mature Evaluation Framework

Assesses clients’ digital experiences, tools and key performance indicators, guidance and research, future state, and personalization operating model


$250K to $450K

Typically 90-120 days for initial engagement

Solidly in Stage 2 that needs to create strong case for change and budget justification for an aggressive move to Stage 3.

Customer Genome Understand why individuals make choices in order to more accurately personalize the relevance of content and recommendations, and increase likelihood of action/purchase/loyalty [see detailed description below]

With a lot of data, but lacking insights and a viable strategy on how to use it. Minimal data requirements are 1-2 years of transaction data and a viable product catalog. This type of engagement is a lead in to a long- term Genome and data-to-marketing based relationship.

Customer Genome Pilot

Uses customer’s own data to create a quick, impactful, provocative, credible analysis as the foundation of a customer genome baseline and follow-on work

1 – 2 Weeks

$25K to $35K




Customer GenomeAs noted in the 4 R Personalization Framework, remembering an individual’s preferences is fundamental to success. But it’s not enough to understand what choices the customer makes, but more importantly why s/he makes them.

Does the customer prefer hypo-allergenic products or lavender scents, rooms with a king-sized bed, bundled orders, generic options over branded products, cutting-edge or established products?

Understanding why individuals make choices—their underlying motivations and preferences, which more accurately predict future choices than what someone chose in the past—is possible through Accenture’s Customer Genome platform, which provides a living profile of unique customer preferences and the advanced analytics to increase the relevance of personalized marketing and experiences. Personalization based on a Customer Genome enables client to more effectively identify customer intent, and better help them achieve it.

The process combines:

■ Product DNA that deconstructs products into hundreds of attributes that could influence a decision— brand, features, merchandizing, specifications, ingredients, packaging, ratings, reviews and more — to build a data library that can identify why people made their choices, not just what they chose.

■ Interaction DNA that deconstructs content into attributes like offer, message, topic, themes, length, media, time, device and more to understand an individual’s behavior with what they click or consume in order to optimize future interactions.

■ Customer Genome that combines attributes from Product DNA and Interaction DNA (social, mobile, events, campaign, polls, etc.) to capture unique attributes of individuals’ motivations and preferences as they evolve.

The Customer Genome Platform taps into the continuous stream of interactions creating a centralized nervous system of evolving customer knowledge that enables innovative experi-ences across the ecosystem of personalization technologies

Personalized Marketing ServicesAccenture helps clients personalize their marketing in two main areas:

■ Personalized Advertising significantly improves effectiveness of search, programmatic and other advertising through targeting and personalization from the first campaign interaction throughout the conversion cycle.

■ Personalized Campaigns significantly improve effectiveness of email, SMS, and other campaigns by optimizing for layout, recommendations, and content.

Personalization across AI OfferingsWhile Personalization is itself an AI offering, the business value clients realize is dependent on how Personalization is applied across their capabilities and organization. As a result, combining Personalization with other AI offerings delivers the greatest value for clients, and the highest sales for AI.

Personalized ContentAll of personalization – whether marketing or experiences – is dependent upon the content delivered being relevant to the user through various channels and various formats.

Whereas non-personalized marketing or experiences may require only one version of a given content asset, personalization requires multiple versions to address different segments, multiplied by several more versions for A/B or multivariate testing/optimization in each segment, multiplied by the number of languages required.



So the ability to achieve personalization means that high-scale content operations – from planning through distribution – must be seamless.Otherwise the exponential volume of content required to support personalization will not reach the customer in a timely manner,significantly diminishing the effectives and ROI of investments in personalization technology, people, and process.

This presents a tremendous opportunity for clients to get content at scale right, to address their entire content lifecycle as a foundation in order to enable this next level of maturity:

■ Content Strategy Helping organizations assess how to evaluate processes, define future roadmap to maximize performance of content, process and people across content marketing and editorial, management, production, and operations.

■ Content Creation and Production Optimize production for assets for all digital channels, localized on a global basis across 22+ Studios and 10+ Production Centers of Excellence

■ Content Management Tools, process, and services to organize, store and optimize content, including taxonomy and tagging, rights and asset management, analytics and quality assurance

■ Content Distribution Platform-agnostic assessment, implementation and maintenance services that align business and technology strategies – Enterprise Content Management (ECM), Web Content Management (WCM)/Content Management Systems (CMS), Digital Asset Management (DAM), etc.

■ Content Operations and Performance Track and measure digital and advertising content operations, including ad unit development tagging. Content moderation and content operations support.

Personalized Customer ServicePersonalized Customer Service provides context and personal-ization to customer interactions allows a better customer experience as well as delivering the proper balance between proactivity and intimacy for each person, enhancing service experience, increasing NPS, reducing non-useful interactions, and increasing cost savings.

Other Personalized Accenture offerings ■ Personalized Campaigns

■ Personalized Experiences (non-commerce)

■ Personalized Sales

■ Personalized Loyalty

■ Personalized Commerce

Personalization Assets and AcceleratorsAccenture Digital Diagnostics Regularly scans 100% of a client’s digital properties – every asset and process from websites and widgets to social and mobile – for a thorough perspective on integrity of site content, structure, quality and compliance issues that could cause user experience problems.

Accenture Digital OptimizationOptimizes clients’ digital properties (websites, mobile, search, display, social and email) by quickly testing how they interact with each other and with off-line properties.

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Accenture Recommendation EngineIdentifies hidden associations that underlie an individual’s decisions, and generates product recommendations such as “People who bought this item also bought…”, “You might also be interested in…”, “Customers like you also bought/viewed…” Serves recommendations on the fly taking into account the context within which a recommendation is provided.

Accenture Performance OptimizerHelps clients understand their customers and what they’re looking for when they come into stores by using unique processes and analytics. Includes two primary offerings: Customer-Centric Merchandising, which helps clients match retail store space and assortment to customers’ needs; and Portfolio Optimization, which helps manufacturers optimize the product portfolio and assortment in each class.

Accenture Customer InsightDeveloped to provide clients a comprehensive customer insight infrastructure, the solution enables marketing precision and improves the customer experience. Integrated services equip clients to generate insight and value across all dimensions of the marketing and merchandising cycles.

Accenture Clustering Engine“OptiCluster” is Accenture’s proprietary Artificial Intelligence technology for advanced data mining. It embeds the business objective directly into the technology and explores solution quality along three dimensions: Business Objective, Solution Stability, and Richness of Profiles. The AI layer intelligently searches for an optimal solution ensuring segments are highly differentiated by the business dimensions most critical for success.

Cross Channel AnalyticsProvides a single customer view that can deliver insights to improve customer experience, channel spend optimization, and reduction of overall cost-to-serve.

Next Best Action for ServiceEstablishes real-time, contextual, dynamic and personalized dialogues with customers, based on performance, sentiment, and behavior analytics on customer insights. It provides inbound and outbound touch points with a recommendation engine to enhance customer experience.



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APPENDIX 3: PERSONALIZATION BY INDUSTRY VERTICALMost industries try to build personal relationships with customers, so no vertical category should be considered irrelevant for Personalization—including even pure business-to-business plays (W.W. Grainger, Fastenal) where personal relationships with buyers are critically important.

SECTOR INDUSTRY CONSIDERATIONS FOR PERSONALIZATION URGENCY

Business to Business Industrial Personal relationships with buyers at corporate customers, distributors, etc.

Chemicals

Energy (including Retail Fuel)

Natural Resources

High Tech (B2B)

Financial Services Banking (including Payments) Direct consumer relationships; very high lifespan value; excellent data resources

Capital Markets

Insurance

Consumer Products Automotive Face-to-face relationships; high experience value of purchase (especially for luxury goods)

High Tech (Consumer Electronics)

Consumer Goods and Services

Retail

Consumer Services Communications In-person relationships; excellent data resources; experience-intensive offerings* Some industries may face regulatory issues on their use of customer information.

Media and Entertainment

Health

Hospitality

Transportation

Life Sciences*

Public Service*

Utilities

■ High urgency ■ Medium urgency ■ Lower urgency



APPENDIX 4: CONTACTS

Global LeadsPersonalizationJeriad [email protected]

Personalized Campaigns Rob Davis [email protected]

Personalized ContentDonna Tuths [email protected]

Personalized Customer ServiceInés Guzmán [email protected]

North America LeadsPersonalized MarketingScott Tieman [email protected]

Personalized ExperiencesMichael [email protected]

Personalization Accelerator AssessmentsScott [email protected]

Customer Genome PilotsMichael [email protected]

EALA ContactsPersonalization LeadXavier Cimino [email protected]

Personalized MarketingJavier Perez Moinojavier.perez.moino@ accenture.com

Personalized ExperiencesDidier [email protected]

Copyright © 2016 Accenture. All rights reserved.Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

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Documents

Sales Conversation Guide PERSONALIZATION … EVERYWHERE Help ... B2B companies that make product research, ... enterprise systems, etc.) – Assisted digital experiences, in which