Powerful insights are almost always perishable. Hence there is a need to have a dynamic system to turn insights to decision tasks instantaneously. Analytics initiatives are, by design, rolled out with this intention. And like any other initiative, this too must be justified with the immediate impact created, and mostly on the financial return. Like every piece of luggage in the airport needs a TSA approval, every corporate initiative needs an ROI stamp. However, estimating the impact of analytics projects is not straightforward, especially, if it’s not measured against the intent with which the projects were initiated.
Consumer shopping behavior has fundamentally changed, probably forever. As the world adapts to this ‘new normal’, many retailers and consumer product companies must change the way they operate. Their supply chains must be nimble; their product packaging must be versatile; their demand response must be dynamic.
When I run introductory workshops with retail clients to help them understand the value of AI – and more importantly what wins they should reasonably expect and where they should start – one of the things we always caution is to remember that not everything is forecastable. Well if the events of the last few months have reinforced anything, it is exactly this point.
Gartner estimates that the fragmented but quickly consolidating customer experience and relationship management software market generates $50BN in revenue per year and is growing at a 15% compound annual growth rate. If we add the additional investment in IT, human capital, and creative development, brands invest well over $100BN per year to deliver relevant and valuable experiences to their customers.