Weaving processes together

From relatively disadvantaged customers to an emphasis on ethical AI, centralized architectures, and a diverse approach to the workplace.

With the announcement of this week’s Value Finder, Pega’s customer engagement platform aims to help brands earn value from inferior customers. Brands ignore the ability to reach a large number of customers who are less engaged with relevant messages when sending messages about current products to important customers.

Sale at 80%. Matt Nolan, senior director of product marketing, told us, “Value Finder is a new feature powered by AI in our customer decision center. Rather than looking at campaigns and saying what customers focus on, as with other marketing technology software, Value Finder analyzes all of your individual customers and tells you what types of actions these people need. The Customer Decision Hub is Pega’s solution to determine the best actions based on AI modeling of individual customer behavior.

“Teams can create new creative offers, posts, and articles that connect these people not only with the richest 20% of their customers but also with the other 80%,” explains Nolan. “He builds 80% of the things instead of the things you try to adjust on a regular basis.”

Value Finder works by creating large-scale trends for individual customers. Serving corporate brands can mean millions of customers and thousands of products, Nolan said. This divides them into three categories. Customers who perform highly relevant actions (their best 20%), customers who perform relevant actions but are blocked, and customers who do not perform relevant actions. Value Finder tries to find value in these last two categories (‘blocked’ customers are customers filtered by rules such as low CLV or geographic constraints of a target segment: Value Finder warns brands about these rules, which are then reviewed and reconsidered).

Positioning for the new business environment. While Pega offers marketing, sales, service, and decision-making tools on its Pega Infinity platform and serves customers such as American Express, Cisco, and Pfizer, its approach to customer engagement remains very different from Adobe, Oracle, or Salesforce, possibly because its own roots in the use of the company. with a focus on managing AI-oriented business processes, where it is a leading provider

We asked Nolan and Don Schuerman, CTO and VP Strategy and Product Marketing, how Pega and its customers are responding to the challenges of 2020.

AI ethics. In the minds of many marketers in 2020, it is essential to think about who your customers are in their messages and strategies for entering the market. Earlier this year, Pega launched Ethical Bias Check in its customer decision center with the goal of eliminating hidden bias in AI models. Brands are generally aware of the potential for bias, for example in demographics, in their AI models, but “bias can infiltrate anyway,” Nolan said.

This is reflected in the analysis of the results of the campaign: “At Pega, we try to do it proactively,”. “We offer a simulation option and if the results indicate that you are moving in a direction that can be considered partial, we will let you know.”

Centered architecture. With the digital transformation in the enterprise, although not digital before, there was a trend towards what Schuerman calls the “front-end approach.”

“We’ve created a mobile app or a new landing page for the campaign. It often leads to different customer experiences.” the company is misinformed about where and when appointments are available.

“Or,” Schuerman continues, “they create big data projects, such as data warehouses or warehouses with additional service levels, but after two, three, or four years of working on this project, you haven’t changed the customer’s experience.

Rather than starting from the front or the back, it means not only starting from the middle to understand how to communicate effectively with customers but also how to automate work so it can be done on a large scale. become a partner with Mes?

A distributed work environment. In the context of digital transformation, Schuerman sees work increasingly distributed, not only through external work structures but also through micro-service architectures and ecosystems distributed by partners (he cites open banking as an example).

“With the growth in distribution, which is very powerful, you have to be able to combine it into something that is really related to a customer or employee,” says Schuerman. Pega has introduced Process Fabric as a central business architecture designed to combine processes consisting of multiple microservices, some outside the enterprise, into a unified workflow. With an “interlaced” work list, employees can view all relevant processes in one place, regardless of the system in which the work is being done.

Manage changes. 

The concepts described by Schuerman require a rethink of customer engagement processes and not just the development of new key software. “We’ve spent a lot of time designing, understanding a problem, and planning a low-code solution.

 How can we get people to create the software they want?”

It requires detailed analysis: “You need to understand what we call ‘microtrips’, the part of the customer journey you want to impact, and the outcome associated with it. You need to understand people and what systems and channels they use. By integrating all three, it is possible to form a multifunctional team and to innovate under the aspect of a process, which can actually lead to an innovation process.

Try ‘as a service.

 Pega’s worldview may seem inadequate for traditional marketing strategies and customer engagement, even with drastic changes in everyday life and the business environment. We asked Schuerman where to find receptive customers.

“Of course we do business,” said Schuerman. “We partner with organizations on a global scale and with a large customer base because they already have this complex complexity and need to understand how to fix it. We also work with organizations that are true service providers. Banks, insurance companies, and health professionals are examples of this. Cisco can be seen as a service provider:’It is not your job to place routers on pallets and send them to people; your job is to connect people with networks. 

This is a service.

According to him, companies that make the transition “as-a-service” must be very proactive towards their customers. They need a digital platform that needs different technologies, Pega and others … ‘

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