Next-best-action marketing简介

 Next-best-action marketing  下一个最佳动作营销

   未来最好的行动营销 （又称作为最好的下一个动作或下一个最佳活动 ），作为特殊情况下一个最佳的行动决策，是一个以客户为中心的营销模式，认为可以是不同的动作采取特定客户，并在“最好的”1决定。 [1]的下一个最佳的行动（要约命题，服务等）乃客户的利益和需求，一方面，和在营销组织的业务对其他的目标，政策和法规。 This is in sharp contrast to traditional marketing approaches that first create a proposition for a product or service and then attempt to find interested and eligible prospects for that proposition.这是传统的营销方法，首先创建一个产品或服务的主张，然后试图找到该命题的兴趣及合资格的前景形成鲜明对比。 This practice, direct marketing , typically automated in the form of a campaign management tool, is product-centric.这种做法， 直接营销 ，通常在一个活动管理工具的形式实现自动化，以产品为中心。

进一步定位：
  下一个最佳行动的范例非常非常适合外来客户的沟通，因为接触的客户会希望考虑从公司到他或她的请求，投诉，查询等，凭借下一步最佳行动将使该公司回应在互动的客户的需求，同时确保所采取的行动，也有利于公司。 Without a next best action capability in place, a call center or branch agent would be enabled to follow a script in their communication with the customer, which, while perhaps furthering the company's marketing goals, would most likely be impervious to customer context.如果没有下一个最好的地方行动能力，呼叫中心或分支机构代理将启用跟进的客户，可能推动该公司的营销目标，而最有可能不受顾客上下文在脚本的沟通。 Nothwithstanding its relevance to inbound customer communication next-best-action marketing is equally applicable to outbound communication. nothwithstanding访港客户沟通的相关行动的下一个最佳的营销是同样适用于出站通信。 In this case the next-best-action strategy is applied in batch, overnight for instance, after which customers that have been assigned the same action (ie make proposition X) are aggregated.在这种情况下最好的行动战略是在批处理应用，例如过夜，汇总后，已分配了相同的动作（即使命题X）的客户。

启用技术：
 直到最近，技术成为可允许公司以可靠地实现高产量以及实时的下一个最佳的行动能力。 [2]通常，这需要一个多渠道，集中decisioning管理局省却所有决定考虑到顾客（ 企业决策管理 ）。 This “decisioning hub” leverages “decision logic” that combines the company's business rules with predictive and adaptive (aka self-learning) decisioning models to help determine how to approach a customer prior to as well as during an interaction.这“decisioning枢纽”，充分利用“决定”的逻辑，预测和自适应（又名自学相结合），公司的业务规则decisioning模型，以帮助确定如何对待客户之前以及在交互。 The decisioning authority takes into account each customer's expectations, propensities and likely behavior through the use of predictive modeling. decisioning机关考虑到每个客户的期望，通过使用预测模型的倾向和可能的行为。 Interfaces that can leverage this intelligence must also be in place to externalize the logic and guide an agent (or the system itself) in how the customer would prefer to be treated at any given moment, continuously recalibrating the approach based on customer responses.可以利用这个情报也必须在地方外部的逻辑和客户宁愿在任何特定时刻处理，不断重新调整对客户的反应为基础的方法，引导代理（或系统本身）的接口。 The approach taken may be to make an offer, resolve a complaint, or to make some other kind of recommendation (or a combination of all of these).所采取的方式可能作出的报价，解决投诉，或作出一些建议的另一种（或所有这些的组合）。

历史：
下一步的行动范式是不是新的，也不是只适用于营销。 A similar concept was suggested by John Boyd of the United States Airforce ( OODA Loop ).一个类似的概念是美国空军 （ OODA循环 ）由约翰·博伊德建议。 In a military context it describes thinking on the fly with distributed, local decision-making versus planned campaigns and objectives.在军事方面，它描述了飞分布式，当地决策与计划活动和目标的思考。 In marketing it has only recently been possible to make decisions fast enough on an enterprise scale to build a 'mini-business case' in real-time, considering many courses of action before deciding on the best one.营销，它只是在最近才成为可能，使企业规模的决策速度不够快，在实时建立“小型企业的情况下，最好的一个决定之前，考虑行动的许多课程。

From a business perspective, the rise of the next-best-action paradigm has in part been triggered by an increasing emphasis on inbound marketing .从商业角度看，未来最好的行动范式的兴起，部分已被触发，对访港营销越来越重视。 Organizations have found that volume in the inbound channels (web, call center, ATM, branch, etc) is increasing in recent years, while outbound channels (direct mail, cold calling, etc) are increasingly challenged.组织已经发现，在进货渠道的体积（网站，呼叫中心，自动柜员机，分行等），在近几年越来越多，而出境通道（直邮，自荐等）越来越多的挑战。 The reason for this is threefold: 1) customers have become less tolerant of receiving outbound marketing solicitations; 2) new regulations limit spam or spam-like activities, telemarketing calls and direct mail; and 3) customers are increasingly Internet savvy.这样做的原因有三个方面：1）客户已变得不那么宽容接受的对外营销招徕; 2）新的法规限制垃圾邮件或垃圾邮件类似的活动，推销电话和直邮; 3）客户越来越多互联网精明。

优点和缺点：
虽然新的范式，是优雅的，无论是在其业务和技术问题，它面临着两个挑战。 The first complication is that most companies are organized in a product-oriented way.第一个复杂的是，大多数企业都在以产品为导向的方式举办。 This means that product managers have specific volume or revenue targets.这意味着，产品经理有特定数量或收入目标。 Traditional campaign management is very much aligned with this.非常赞同这一传统运动管理。 The Next Best Action paradigm, although capable of reflecting the same priorities, is normally used for bottom line optimization.下一步行动的范例，虽然能够反映相同的优先级，通常用于优化底线。 Organizationally this means that different lines of business will need to collaborate to define next-best-action strategies, and goals may need to be reset to better reflect the customer-centric nature of the new processes.组织，这意味着，不同的业务线，将需要进行合作，以确定下一个最好的行动战略，目标可能需要重置，以更好地反映新工艺以客户为中心的性质。 The second complication is its unpredictability.第二并发症是它的不可预测性。 Although overall it will optimize the bottom line and have other attractive features (like built-in customer centricity), the 'on the fly' decision-making makes it harder to know in advance what the results will be.虽然整体优化的底线，并有其他吸引人的特点（如内置在以客户为中心），'飞'的决策，事先难以知道什么样的结果将是。 There are implications for supply (chain) management, staff incentive schemes, budgeting, and service level agreements.有供（连锁）管理，员工激励计划，预算，和服务水平协议的影响。 Next-best-action strategies can be made predictable again by simulating them in advance.下一步最佳行动策略，可预见的再次提前模拟。