Telstra, Australia’s largest telecommunications company, like other large organizations has a powerful research, analytics and insights hub. Liz Moore, who heads that group in Telstra says
“You need deep seated curiosity to develop insights.”
So she has hired people with those characteristics and developed an operating model that links the data supplier with an “insight manager” and the stakeholder (decision-maker) to solve a particular customer problem and gain real insights into current and future customer needs.
This group provides insights from customer value analysis, churn analysis, market share changes, communication effectiveness of the company and its competitors’ marketing campaigns, financial modeling of key competitors as well as analysis of qualitative customer feedback.
Liz says “In research we have changed from the rear-view mirror to headlights” and with access to a panel of 15,000 consumers whose behavior is tracked, she can put together focus groups within a day of the request. Her group proactively shares analytics and insights on customers and competitors throughout the company using weekly bulletins. It also reacts to requests from decision-makers in the business to research, analyze and develop insights on particular customer and market situations.
Above all this group is action oriented. Liz says “We don’t build anything unless there is a pathway to execution and measurement.”
This really is a great model for the customer insight lab of the future. Rather that seeing this as an isolated research function, forward thinking companies are building a multi-disciplinary team of people focused on using deep customer insight to help move business forward.
Does your organisation know more about customers than your competitors?
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