麦肯锡-个性化的未来 以及如何为此做好准备 The future of personalization-and how to get ready for it

June2019

McKinsey

&Company

Marketing&Sales

Thefutureof

personalization—andhowtogetreadyforit

Personalizationwillbetheprimedriverofmarketingsuccesswithinfiveyears.Herearethecapabilitiescompaniesneedtodeveloptostayaheadofthecurve.

byJulienBoudet,BrianGregg,KathrynRathje,EliStein,andKaiVollhardt

◎Getylmages

Theexcitingpromiseofpersonalizationmay

notbehereyet(atleastnotatscale),butit's

notfaroff.Advancesintechnology,data,and

analyticswillsoonallowmarketerstocreate

muchmorepersonaland“human”experiences

acrossmoments,channels,andbuyingstages.

Physicalspaceswillbereconceived,andcustomerjourneyswillbesupportedfarbeyondabrand'sfrontdoor.

Whiletheseopportunitiesareexciting,most

marketersfeelunderequippedtodeliver.ArecentMcKinseysurveyofseniormarketingleaders

findsthatonly15percentofCMOsbelievetheir

companyisontherighttrackwithpersonalization.Butthere'sabigincentivetofigureitout.Today'spersonalizationleadershavefoundprovenwaystodrive5to15percentincreasesinrevenueand10to30percentincreasesinmarketing-spend

efficiency-predominantlybydeployingproductrecommendationsandtriggeredcommunicationswithinsingularchannels.

Positioningbusinessestowinrequires

understandingthethreemainshiftsin

personalizationandbuildingupthenecessaryskillsandcapabilitiestorespondtothem.

Readontolearnwhatitwilltaketowintomorrow'spersonalizationgame.

Threemajorshiftswillmake

personalizationmorepersonal

Overthenextfiveyears,wewillseethreemajorshiftsinpersonalization:

Physicalspaceswillbe'digitized’

Fewerthan10percentofthecompanieswe

surveyedcurrentlydeploypersonalizationbeyonddigitalchannelsinasystematicway.Thatpresentsabigzoneofopportunity.Oneareawherethe

implicationscouldbesignificantisinstorevisits.Oursurveydatasuggestthat“offline”person-to-personexperienceswillbethenexthorizonforpersonalization.Some44percentofCMOssaythatfrontlineemployeeswillrelyoninsights

fromadvancedanalyticstoprovideapersonalizedoffering;40percentsaythatpersonalshoppers

willuseAl-enabledtoolstoimproveservice;and

37percentsaythatfacialrecognition,location

recognition,andbiometricsensorswillbecomemorewidelyused.

Someretailershavealreadystarteddownthis

pathtomovebeyondestablished,thoughstill

rudimentary,personalizationpractices.AtCovergirl'snewflagshipstore,anAl-poweredprogram,enabledbyGoogle'sconversationalDialogflowplatform,

directscustomers,whileaugmented-realityglam

stationsletcustomers“virtuallytry”products-by

alteringthecustomer'simageasiftheproducthasbeenapplied.Butthisdoesn'tmeantheendofthesalespersonorstylist.Thesevirtualexperiencesstillneedthehumantouch.Covergir'sglamstationsstillneedcustomerstotellstylistswhatproductsthey'dliketotry.AsAlevolves,systemscangenerate

recommendationsbasedonanalyzingacustomer'sskintone,facialfeatures,andemotionsinrealtimetotailorwhattorecommendoravoidoffering.

Macy's,Starbucks,andSephoraareusing

GPStechnologyandcompanyappstotrigger

relevantin-appofferswhencustomersneara

store.Otherretailershavebeguntoprovidesales

associateswithappsthatgeneratepersonalized

productrecommendationsforspecificcustomers

automatically.Oneretailerfoundanapplikethis

generateda10percentliftinincrementalsalesanda5percentincreaseintransaction-sizegrowth.

Thenextlevelofin-storepersonalizationislikelytoincludeprovidingthesekindsofexperiencestoallcustomersaswellaspullinginmoreadvancedARfeaturestohelpcustomersexperienceproductsandservicesindifferentenvironments,suchastrying

hikingbootsona“virtualmountain.”

Empathywillscale

Empathy-theabilitytorelatetoandunderstand

anotherperson'semotions-isthebasisofstrong

relationships.Understandingsocialcuesand

adaptingtothemishowpeoplebuildtrust.That'snoteasytododigitallyoratscale.

2Thefutureofpersonalization-andhowtogetreadyforit

Exhibit

AssistantslikeAlexaaregettingsmarterovertimeasmore“skills”areintroduceddrivingplatformstickiness.

Alexalearns

#of3-party

quickly

skills,000s

Informationandentertainment

ExamplesofAlexa'sskills

Shopping

“Addorangestothegrocerylist”

OurGroceries

“AskDominostotrackmyorder”

Dominos

"TellSeamless'′mhungry"

Seamless

"TellStarbuckstostartmyorder"

Starbucks

Driving

“Activateclimatecontrol”

BMW

"Whereisthenearestgasstation?"

Carnavigation

"PlaythebookIwasjustlistening

toathome”

Audible

"Startmycar"

FordSync

"What'stheweather?""What'sthenews?"

“PlayEdSheeran”

"Setatimer"

Homecontrol

“Turndownthetemperature”

Nest

“Preheattheovento350°”

GE

“Startmycoffee”

Mr.Coffee

“Lockmydoors”

Vivint

Machinelearningischangingthat,oratleastgettingAffectiva,whichspunofffromworkscientists

muchbetteratreadingandreactingtoemotionalcues.Moresophisticatedalgorithmsareallowingprogramstointerpretnewkindsofdata(visual,

auditory)andextrapolateemotionsmuchmore

effectivelythaninthepast.AmazonhaspatentednewfeaturesthatwillenableitsEchodeviceto

detectwhensomeoneisill-suchasnasaltones

thatindicateastuffednose.Itwillthenoffera

suitablerecommendation,suchasachicken-souprecipeorcoughdrops,someofwhichcouldthenbepurchasedoverthedeviceforat-homedelivery.Othercompaniesaregettingintothegametoo.

weredoingattheMITMediaLab,isusing

machinelearningtodevelopemotion-recognitionalgorithmstoclassifyandmapfacialexpressions,suchasanger,contempt,disgust,fear,andjoy.Todate,thecompanyhasraised$53millionfrom

investorsincludingKleinerPerkins,CACHoldings,andtheNationalScienceFoundation.

Intime,theseadvancescouldhelpmarketers

communicatewithcustomersinawaythat'stiedtospecificmoods,offeringspecificallycurated

'JulienBoudet,BrianGregg,JasonHelle,andCarolineTufft,"Theheartbeatofmodernmarketing:Dataactivationandpersonalization,"March2017,McK.

Thefutureofpersonalization-andhowtogetreadyforit

promotionsformusicormovies,forexample,thatmatchthatmood.

Brandswilluseecosystemstopersonalizejourneysend-to-end

Differentprovidersjointlyownthecustomer

experience.Amalloperator,retailstore,andbrandproduct,forinstance,allcontributetoashopper'sbuyingexperience.Buteachseesandaffectsonlyaportionofthetotalbuyingexperience.Creatingconnectionsbetweenthosepointsrepresentsabigopportunityinthenextlevelofpersonalization,asexpandingpartnerecosystemsallowbrands

toprovidemoreseamlessandconsistent

consumerexperiencesacrossallstagesoftheirdecisionjourneys.AsAlgetsbetteratpredictingconsumerneeds-turningonthelightsorturninguptheheatshortlybeforesomeonecomes

home-personalizationprogramscannavigatethetransitionfromonesystem(car)tothenext(homelightsorhomefurnace).

Investincustomerdataandanalyticsfoundations:Personalizationisimpossibleifmarketersdon'thavethemeanstounderstandtheneedsof

high-valuecustomersonanongoingbasis.So

topmarketersaredevelopingsystemsthatcanpoolandanalyzestructuredandunstructured

data,algorithmsthatcanidentifybehavioral

patternsandcustomerpropensity,andanalysiscapabilitiestofeedthatinformationintoeasy-to-usedashboards.

Settingupacentralizedcustomer-dataplatform(CDP)tounifypaidandowneddatafromacrosschannelsisessentialtotheseefforts.Unlike

traditionalCRMsolutions,CDPsprovide

built-inmachine-learningautomationthatcancleanseinternalandexternaldata,connecta

singlecustomeracrossdevices,cookies,and

adnetworks,andenablereal-timecampaign

executionacrosstouchpointsandchannels.Thebestonesarealsoeasytouse.

Whiletheshareofglobalsalesthatmovethroughtheecosystemsisstilllessthan10percent,we

predictitwillgrowtonearly30percentby2025.Perhapsthebiggestfrontierforconsumer-

ecosystemdevelopmentisthehome.Asdevicesproliferate,theywillneedtoworkwitheachotheranduseplatformstandards.Consumergoods,

home-mechanicssystems,automobiles,anda

vastarrayofdigitizeddeviceswillneedtobepartofaseamlessexperiencefortheconsumerorriskbeingcompletelyshutout.

Industriesasdiverseasbanking,healthcare,andretailarealsoforgingecosystemscomprisingavarietyofbusinessesfromdifferentsectorsto

improvecustomerserviceandexpandthequalityandarrayofsolutionsoffered.

Individualizingoutreachacrosschannelsalsorequirescompaniestodevelopandinteract

withnewsortsofdata,fromvoicetovisual.Thebestarealreadyactivelyexperimentingwiththesetechnologiesbydevelopingusecasestounderstandhowtobestusethem.

MakingthistechnologicalleapforwardrequiresmarketingandITtojoinforces.Aproduct-

managementteam,withrepresentationfrom

bothITandmarketing,shouldbeestablishedtobuildandrefreshtheorganization'smartechroadmap,developusecases,trackpilotperformance,andcompilearobustlibraryofstandardsand

lessonslearned.Martechengineeringshould

deliverneededcapabilitiestotheteam,includingcybersecuritysystemsabletokeeppacewiththeexpansionofpersonalizedexperiences.

Howtoturnthefutureintoreality

Personalizationtendstobethoughtofasan

importantcapabilityformarketing,butwebelieveitmustbecomethecoredriverofhowcompaniesdomarketing.Here'swheresuccessfulbrands

needtofocusnow:

Findandtraintranslatorsandadvancedtech

talent:Personalizingspaces,moments,and

ecosystemswillrequireverydifferentskillsets

fromthoseofthetraditionalmarketingoperationtoday.Inadditiontodatascientistsandengineers,marketingorganizationswillneedanalytics

Thefutureofpersonalization-andhowtogetreadyforit

4

Thefutureofpersonalization-andhowtogetreadyforit

Scenarlo:Proflesharingbenehits

DR.MIABOOKSAFLIGHTAND

HOTELFORHERUPCOMING

CONFERENCE.THEAIRLINE

PROVIDESTHEHOTELWITHHERFLIGHTINFORMATION,ANDWILL

AUTOMATICALLYLETTHEHOTEL

KNOWIFSHE'SDELAYED.

ONLANDING,THEHOTELTEXTS

HERWITHTHEFASTEST

ROUTESANDOPTIONSFORRIDE-SHARING,TAXI,AND

PUBLICTRANSPORTATION.

MEANWHILE,HERCREDITCARD

COMPANYASSEMBLESA

sUGGESTEDITINERARYBASEDONPASTPURCHASING

BEHAVIOR.

INHERHOTELROOMTHE

DOCTORFINDSAPRINTED

COPYOFTHEITINERARY,

ALONGWITHSLIPPERSANDFRUITSIMILARTOTHEHOTELCHAIN'SASIANPROPERTIES

THATSHEFREQUENTS.

translatorswhocancommunicatebusinessgoalstotechstakeholdersanddata-drivenoutcomes

tothebusiness.Asdatabecomemorecomplex

andpersonalizationusecasesmoreadvanced,

theneedforthesetranslatorswillintensify.

Wepredictasignificantshortageofanalytics

translators.Today,only10percentofUSgraduatesinbusinessandSTEMfields(science,technology,engineering,andmathematics)gointobusiness-translatorroles.By2025,weestimatethatfigurewillriseto20to40percenttomeettheexpecteddemand.Needlesstosay,theabilitytorecruitanddeveloptranslatortalentwillprovideasignificantcompetitiveadvantageindevelopingcutting-edgepersonalizationcapabilities.2

Instead,personalizationrequiresacommitmenttoagilemanagement,includingcross-functionalteamsdedicatedtospecificcustomersegmentsorjourneyswiththeabilitytoexecuterapidly.

Performancemeasurementmustevolvesimilarlyandbecomemorefocusedontestingvelocity,successrates,andcreativeboldness.

Inadditiontodemonstratingneededexpertise,

theabilitytocollaborateandintegrateinformationwillbekeytoprofessionaladvancement.Equallyimportantwillbetheabilitytocollaborateand

solveproblemswithcolleaguesfromacrossthe

organization,inIT,analytics,productdevelopment,andlegal.

Notsurprisingly,thebattleforAltalentwill

escalate.Whileorganizationswillneedtofigureoutwhichtalenttohire(thosewithcorecapabilitiestodrivecreativeproblemsolving)andwhichtoaccessthroughanecosystemofexternaltalent,leading

companiesaremovingaggressivelytoacquire

relevanttalent.Some52percentofthemost-

digitizedcompaniesbuildAlcapabilitiesin-house,comparedwithjust38percentofothercompanies,accordingtoarecentMcKinseysurvey.³

Thebuildupofrelevanttechtalentwillneedto

bematchedbyimprovedtrainingsothatpeoplethroughouttheorganizationunderstandnotjusthowtousenewpersonalizationtoolsbutalsohowtheycanhelpthemmakebetterdecisions.That

meanstrainingcall-centeragents,salesteams,andmarketers,forexample,inhowtouseemotionandsentiment-analysissystemstobettersupportcustomers.Rotationprograms,inwhichpeople

traininavarietyofteams,willbeparticularly

importanttohelpspreadknowledgeanddeepenorganizationalproficiencyinkeyareas.

Buildupagilecapabilities:Giventheiterative,

cross-disciplinarynatureofpersonalizationefforts,traditionalsiloedmarketingteamswon'twork.

Annualbudgetingandstrategyprocessesmustalsobecomemoreflexiblewithfrequentreviewstoassesscurrentinitiatives,chartnewones,andrealignfundingandresourcesinsupportofkeypriorities.

Protectcustomerprivacy:Thenatureofdata

privacyhasrightlybecomeasourceofconcernforconsumersandbrandsalike.Inthewakeof

repeateddata-privacyscandals,46percent

ofcustomerswantincreasedgovernmental

regulationtoprotectdataprivacy.⁴Companiesatthecuttingedgeofpersonalizationinnovationaremorelikelyto-rightfullyornot-triggerprivacyconcernsamongthecustomerbase.Assuch,

proactivelymanagingcustomerprivacywillbeespeciallyimportant.

Organizationsneedtogooutoftheirwaytomakeclearthattheytakedataprivacyseriously,by

beingtransparentabouthowdatawillbeused,

limitingprocessingofpersonaldatatowhatis

necessary,protectingdataagainsttheft,and

grantingcustomerstherighttobeforgotten.Datagovernanceandprivacypolicyconsiderations

mustbecomepartofamarketingorganization's

standardoperatingmodelratherthananincidental

2"TheAgeofAnalytics:Competinginadata-drivenworld,"McKinseyGlobalInstitute,December2016.

3Ibid.

⁴April2018Reuters/lpsospollof2,237peopleintheUS;Galluppollof1,509individualsintheU.S.betweenApril2-8.

Thefutureofpersonalization-andhowtogetreadyforit

6

managementissue.Ongoingtrainingonlegitimatefirst-partydata-collectionmethodsanduses

ofdata,includingsharingdatawithpartner

platf