PegaWorld iNspire 2024: Generating Value From Every Interaction: Empathetic AI Use Cases with Customer Decision Hub

Thank you. Hello. Good afternoon, and thank you so much for joining us this afternoon, for what I know is going to be a great panel with these two amazing ladies. Um, my name is Joe Allen. I'm also known as the one to Wonder Woman. And the reason I gave myself that name. Yeah, it's because I've been I've been working in the space of 1 to 1 customer engagement for over 20 years now, and 15 years of that was as a Pega client through telco and utilities. So I've normally been sat there at PegaWorld and now I get to sit in a much nicer seat. So today, today we're going to be sharing with you some great examples and insight into some great use cases that are across the industries that are really driving incremental value but not focused on sales.

So you're not going to hear us talk about sales other than related to to non sales. Um, we'll make sure that we do leave some time later on for any questions. So do bear that in mind as we go along. Now first of all I want to introduce these great ladies. But I must just tell you that we did expect to also have Lisa Dixon from Bupa. Really wanted to get that Healthcare view of the world, but unfortunately, she didn't actually manage to preempt her healthcare issues and came down with Covid. So. But nonetheless, that means I get more time with these two wonderful ladies, which is which is great for that from that point of view. So if I introduce these ladies, first of all, we have Alex Andre from Bank of Ireland.

Now, Alex is no stranger to Decisioning Lead. She's been around this space since about 2017. Previously, she's worked for a number of Pega partners, helping clients in the comms and retail banking spaces. And now she's the decisioning practice lead at Bank of Ireland, where she established and leads the team responsible for developing next best action strategies in Pega Customer Decision Hub. And the one great fact about Alex is that she not only has she spent loads of time in the Innovation Hub already, but she's also great at keeping abreast with the new capability and and helping the organization understand how they can really drive great commercial benefit from that new capability. And then I also have here Lisa Kravitz from T-Mobile. Um, Lisa is a senior manager for AI strategy at T-Mobile, where she leads a team that designs use cases for implementation in what she calls T-Mobile's AI ecosystem. That's the interconnected grid of platforms and capabilities that can be informed by the Customer Decision Hub. Now, Lisa's been around NBA for well over four years now, and initially led the launch of it at T-Mobile, where she's now crafting a roadmap of AI enabled use cases that drive service transformation.

And she's aiming to get to 500 new actions related to customer service this year, which is a phenomenal number. And that's where the overall. Yeah, thank you very much. And that's with the overall mission of reducing customer effort and calls. So thank you so much for joining me today. This is going to be a great conversation. Um but what I wanted to do first was set a little bit of context for you. So I would imagine that many of you have been around. If you've been around Pega Customer Decision Hub, you'll have seen this slide before.

It's I think it's another one of Matt's, to be honest. Um, but really the concept at the core of this is the ability to both manage the customer needs and the business objectives. And that's a real balancing act that that, you know, Pega Customer Decision Hub allows organizations to do, because you really need to think about what the customer is going through. Customers want to be relevant. They want you to be consistent and timely, but you do, as an organization have to manage things other than just sales. You need to think about that, uh, risk of your of your customers. You need to make sure that you are manage your operational costs, and therefore CDH really gives you the ability to manage that within some some controls. But to really be able to take advantage of, um, you know, optimizing that every interaction for a customer, what you need to do is you need to have lots of things to say to your customers. Um, and traditionally, we've seen organizations focus more on that sales or that growth strategy, cross-sell and upsell and maybe thinking about retention.

And part of the reason to do that is it's much easier to build a business case to be able to do that within your organization. You know, I found that myself. But if you really want to be able to optimize that every interaction, you know, we're really seeing organizations now thinking about that nurture, thinking about service, thinking about resilience to get that breadth, get that depth of those conversations. And that allows you to be more relevant to a customer. And what that really means is that, you know, if you have more things to say, you have more, um, your customer is more likely to be eligible for more actions. Um, if you think about, uh, you know, perhaps if you were focused purely on sales, you might only have two sales actions that might be relevant to a customer, and you run the risk in those circumstances of being irrelevant, which I think is more dangerous than just being relevant. And that can train your customers to ignore you. But what we're actually starting to see now is we are seeing that organizations, we know when they start to get that breadth and that greater action library, they're seeing a high level, higher level of click through rate from their actions. And that's because something's more likely to be relevant.

But not only that we're actually seeing that that sales message, you know having non sales messages in your action library is actually impacting that sales conversion. So you're actually having a conversation with a customer that's relevant to them so that when you actually, you know, a sales message is more pertinent, you're more likely to get that conversion. And that's why today I really wanted to focus on these examples and really dive into, um, you know, non sales actions with these two lovely ladies. But what I think is first would be good to do is if I, if you both, you know, just give me a little bit of help with some context around what non sales actions might look like within your industry. And Lisa, if we start with you that would be great. So the more obvious the sales area is adding new lines upgrading your device. But at T-Mobile we say we want to be the best in the world at connecting our customers to their worlds. Um, and when you think about kind of the day to day experience of of the customer, that's, you know, we want our customers to be making calls to their friends and family and scrolling Instagram and TikTok to their desire and, um, you know, watching Hulu and Netflix, whatever. But there's so much more to our customers experience that goes on behind the scenes, far beyond that.

And we really focus on reducing customer effort, as you said, Joe, and reducing the need for our customers to call us. Um, but we take advantage of the interactions that they do have with us to, to provide service. And I'm responsible for a roadmap, as you mentioned, of a goal of 500 actions, and that represents more than 100 different use cases related to service. And I'll give some examples. We get millions of calls related to account maintenance. Within account maintenance. There's just so much opportunity for service transformation and service types of of actions that can be built into our library. Um, one would be around setting up users and permissions. It's not something that everyone with a cell phone thinks about day to day, but it's so important for setting up security for your account so that at the time when the moment is right to add a line or to upgrade your phone, you have everything set up properly and that interaction can be really efficient and frictionless.

Another example is we've got a lot of calls just to make your payments, and if we can offer someone through decisioning the opportunity to take advantage of setting up autopay, well, now we've created efficiencies for the customer and for the company where a customer no longer has to call us to make their payment every month. And we've reduced those costs in the care center as well. And then I also wanted to mention our first omnichannel use case, which is in the network experience area, where we proactively inform our customers when there's been a network outage. And that might be related to something that had been planned, like modernization of our network might be something unplanned, like a weather impact in your area. But by letting our customers know about that so that they know that we know that there's an outage. It reduces their need to tell us. And it also reduces a lot of engineering tickets that get filed that kind of muck up our system. So again creates efficiencies on both sides. So ultimately there are so many opportunities for service that just creates a better experience all around.

Perfect. And Alex what would that look like for for retail banking? Yeah. For us, um, service messages extend from nurture messages where we make sure that our customers have everything set up for their products, like the app enablement articles about how to use those apps, hubs and everything that has to do with product management tools to financial well-being messages, where we help our customers understand their current financial situation, but also help them understand how they can improve that to educational messages about financial products and services, but also fraud prevention messages. And this is very important for us as we want to make sure that our customers are equipped with everything that they need to fight any type of fraud in the financial space that's important. So it's a great variation for both of you across that space. So Alex, why don't we just go rewind a little bit and think about where Bank of Ireland started, because Bank of Ireland actually started with, I don't know, something like 50% of actions being service related, didn't they, when you went live? Can you tell us a little bit about that? Yeah.

So, um, we want to maintain a close personal relationship with our customer in this digital era that we we live in, right? Uh, going to the bank back in the day meant just talking to John from the bank, and that was able to give you a financial advice. Now, John knew you knew your family and your current situation. You were probably friends. So he was able to give you that personalized and a financial solution, but also very tailored advice on your current situation. You're then and there, right? Um, so we want to, in this era, now that we're going through this, um, dominated by speed and efficiency, customers have lost access to that very valuable knowledge. And newer generations never experienced a relationship like that with a bank. So we want to kind of bring the best of both worlds.

Um, we want to tell our customers that John is still in the bank and he's able to, uh, to give that advice. And we're very aware of the value in laying the foundation for this partnership with our customers. Also, looking at the surveys that we run and data analysis and all that, we realize that our customers weren't fully aware of what we can do for them. Um, around half of our customers didn't know that we offer pensions or protection or insurance product. And these products are very important for our customers financial well-being and wealth in general. And then looking at the average product holding we saw that was decreasing, which meant that our customers were using other financial institutions, probably to get products to like pensions and insurance. And dealing with multiple institutions for your banking needs can be a hassle for everyone. So basically, what we're trying to do is rebuild this personal relationship with our customer, educate our customers and what we can do for them. Um, and also let them know that they have a partner in us and we're there for them for any, um, moment of their life.

We're not just an account or a mortgage. I really like that. That kind of thought of a partner. You know, it's really nice concept and I'm sure that works really well within your bank, but just tell me. So I mentioned it earlier. I think it's about 50%. Tell me what's what's the number. How many of your actions are non-sales. And can you talk a little bit about what you've seen, the kind of engagement you've seen off the back of this?

Yeah. So we went live in our inbound messages in 2022 with a ratio of 58 to 42%, service versus versus growth. And in the first 12 months we've seen that the selected service NBA generated 4.1 million, um, customer engagement with the financial wellbeing messages, a significant majority of that being with the financial wellbeing articles that were on the bank website. Um, for example, we had a um NBA that was called unclaimed tax benefits that generated over 190,000 engagements. Another one about savings was called 50 3020 Savings Rule that generated over 120,000 engagements for everybody in the room. Just to set the context, we operate in a country that has about 5 million people in total, so those numbers are quite significant for us. Yes, it's a bit different from the numbers at T-Mobile, that's for sure. Um, and was that was that intentional that that ratio of 52. It's very specific.

Well it wasn't it wasn't someone going should be 57 or 58. Um, we knew that we had to have a healthy mix of service versus growth. And one of our core, um, strategic values is customer first. So between knowing that we need to balance a healthy balance of service versus growth, and with that core value within the bank, this is the result of it. We went live with more service than than growth. Yeah. Awesome. And what about more recently? You know, how has this developed?

Are we still looking at that kind of percentage or how have things changed? Well, um, in 2023, we were still registering success with service NBA. So we continue expanding the the library, but we also made sure that existing NBA were refreshed. Um, an example of refreshed, um, NBA was the tax benefit finder. Now, this tax benefit finder groups together common tax benefits that our customers can claim back. Um, we refreshed that in 2023 and it was still registered in over 100,000 engagements. So there's still there's still interest in there. And then we had towards throughout 2023 and 2024, our fraud NBA were um, aligning with the bank's market leading drive to to educate the public on fraud awareness, and those MBAs have attracted over 1 million engagements in 2023. And um, obviously looking at these MBAs, you can see the the, um, relationship between us and the bank, sorry, between us and our customers strengthen.

But you also can see some benefits for the business. For example, these services, these fraud MBAs, um, that were meant to educate the public about what they need to do and remind them what they need to do in case they see something suspicious on their app. Um, I've also, you know, reduced the number of calls in our call center and all that. Um, so, um, in time, we saw a decrease in the click through rate for, um, for the service MBAs. And we started introducing more and more growth. And, um, we did that because we took the the click through rate going down as an indicator that our customers are now better equipped to make a decision to know where they're going. They're moving forward and so on. So, um, even with, you know, introducing more, uh, more MBAs and the ratio between service and growth, switching a little bit, um, our top 20 NBA still account for like 56% of our total, uh, engagement. But at the same time, we're seeing a 21% increase in click through rate for service.

Um, so service is still a massive focus for us, but we are introducing more growth MBAs now with, you know, measuring very closely what we're doing to make sure that we have a healthy balance of MBAs in our library. But also we want to continue building this relationship and, um, not push too much growth in on our customers. And now, recently, we, um, to deepen the relationship that we're building. Right. We are working with our awesome financial wellbeing team to build the path to financial health for our customers. This is a sixth stage journey, uh, where we aim to guide our customers towards financial confidence. Now, um, this journey was created in the marketing team. Um, and they thought about all the strategy around it and all that, but it made absolute sense to take that and build it in Pega used in customer journey. So that's what we're doing at the moment.

Awesome. Now, if I've got time, I'll come back to that piece around financial wellbeing. But I did want to pick up on a little bit around digital tell because, you know, within a bank, you know, your mobile app, your you know, your website is is big business for you. You know, it's where you see a lot of interactions. But I'm interested as to how that differs in in commerce. Lisa, do you see such same volume of digital interaction? Are you trying to drive that in a certain way? Sure, sure. I think there's a lot of similarities in terms of the shifts in behavior.

Maybe it's driven by, you know, generational type of behavior. But then, um, also with the pandemic and all of our retail stores shutting down, that was there wasn't the opportunity to to visit your local T-Mobile store behavior really did shift towards digital as well as more calls to care. Um, so we wanted to build on that momentum. Um, and the second channel that we launched CDH in was aftercare was digital. Um, and, uh, I think what's so important in that space is to keep digital forefront in your use case design and thinking of it as part of, like you called it, the grid, the AI ecosystem and planning for how your use case strategy is going to work in digital from from the first, from the first place, and working really closely with the owners, internal owners of those digital journeys and those digital flows and the owners of those, um, uh, the digital real estate, really in order to place the decisioning moments in the right spot, right, understanding what is the page and the placement and the very purpose of that decisioning where it happens. Um, and then beyond that, I think it's so important to, um, once you have customers there in digital to encourage them to stay there. So if you've gotten them there, you want that customer experience in digital. You want to be working with those folks closely in order to optimize that experience. Because the worst scenario is you've gotten your customers to digital, and then they reach some point where they still have to call care, they still have to call in.

That's the worst. The worst missed opportunity. So I think it goes hand in hand where you're setting up really strong decisioning points, using CDH, and then also having a great experience on digital in order to contain them there. Also, I think it's yeah, it's really problematic if you're actually trying to solve the problem, but generating more problems at the back of it. And we see a lot of that. So that's that's great. Um, I was going to pick up on well-being, but I'm just conscious of time. So I want to to to talk to to to you, Lisa, really about your action library because, um, and actually thinking about the concept of well-being because, you know, I talked with Alex about financial well-being. She it's a big deal in a bank, but that that's a similar thing, right?

Within comms, you might not use the same words. Obviously, it's not financial well-being, but it's the same concept, right? And in fact, you talk it's been talked about hasn't it. The customer love. Um, what does that look like in in T-Mobile? Yeah. A few things were mentioned in the, in the keynote. I think that are relevant here. Customer well-being for us is that, you know, they're connecting with their world and don't have to interrupt that to connect with us for any reason.

And it's really about matching a just reducing their need to to call us and reducing their customer effort. And to me that involves both a, a reactive strategy and a proactive strategy, both of which we've developed with CDH. And that reactive strategy refers to being super responsive to the reason that the customer is calling us and having a good deal of decisioning power in your action library in order to address that particular topic. Um, I'll give kind of a service oriented example. If someone calls us for a reason that is not predictable, we can't be proactive about something like, um, someone's deceased and they're calling us to inform us of this, and they're expecting they just, you know, cancel the line is probably the only thing. Well, we can take. We can build some strategy around that use case and have a few options. One of those actions could be that that customer, um, transfers the ownership of that line to somebody else. I can think of an example like one of my line numbers is the same phone number I had in my childhood home growing up.

I'm not letting that one go. We can change responsibility of that line, right? Um, or we can transfer the line type. It could go from a voice line to a tablet or a watch, so they don't have to deactivate. Or the most empathetic use case I can think of or action in this use case is that it's just education at that point, and informing the customer how they can save voicemails left by that person. You know, I think of that as a really empathetic use case related to this deceased customer, um, situation. So that's the reactive side. But like I said, the proactive side goes hand in hand. And where reactive might be, you know, a deep level of decisioning options for a certain topic.

Proactive refers to having an action library that represents a breadth of customer experiences and being able to bring up something that's highly relevant to the customer, but not necessarily deeply connected to the reason for their interaction at this moment. And proactive is where we started. Um, as you mentioned, it's pretty common to start with something related to revenue. So at the time that we launched just four years ago, exactly this week in 2020, we were very focused in retention. My organization sat squarely in a retention role. And, uh, that was represented in the actions that we built at that time. So what you see on the on the slide on the left is what we were focused on building into our action library at the time. So we were really focused in retention and then sales again, as you mentioned, to buoy the business case. But then something pretty unique happened with T-Mobile, with the integration with Sprint.

So suddenly we were faced with the need to bring in tens of millions of customers across from a different network, a different billing system. And it was unique because these were all technically, technically new customers who needed to be onboarded to T-Mobile, but they didn't feel like new customers. They were tenured. They wanted to be recognized for that tenure. They just didn't want any effort associated with this switch that they didn't choose. Right. We were just bringing them over, streaming them over. So it was a really unique opportunity for us to engage in this service and have a whole lot of options for customers who needed to be treated really hyper 1 to 1 in that scenario, and then in. So that's where we kind of got our toes dipped into the service space.

And then in 2023, um, Pega actually led us through a maturity assessment. And we essentially built our entire retention strategy. So you see that represented there in 2023. Um, but we were still seeing such positive results from the service area that got this assignment for this year to to build out 500 new, um, new actions related to service. And I think we're going to, um, organize those across about 70 or 80 different use cases this year. Wow. So 500 new service actions. That's an awful lot. Um, I mean, you know, we see customers with large that's that's pretty large and that's just the service.

Right? So that's a that's a big thing. Someone came home from a customer advisory client advisory board at Pega and had new goals. So thanks for that. Well, I was going to see if there's a bit of a competition here. So Alex, come on, tell me, how many do you have in mind? It's a smaller organization. It is. Um, we have since 2022, we've built over 300, um, MBAs in total actions in total, um, we have about 233, um, active at the moment, about 233.

That's quite specific, she said. Well. I was just chatting with my team this morning about 200, 230, something like that. They're, um, alive at the moment. Um, because some of them were turned off. Some of them were, um, time stamped and. Yeah, that's our number. So. So you.

Win. You win if you're building that. Definitely. Yeah. So these are these are big, you know, libraries we're talking about. And I guess it's it's just going to go on for you Lisa. These 500 you're talking about what's happening this year. This year the focus on 500. But I think um, we're most importantly really trying to stick to our, our guidelines and principles that we've had right from the start, which is that we in most cases, we try to avoid kind of like the business weights or the manual application of, of weighting any of these.

So as you can see this year on the right side of, of the screen, like there are going to be, you know, a heavy share in the action library on service. That doesn't mean that that represents what actually gets presented to our customers, because we believe that if we give the if we give CDH the options, then we'll see all the objectives rise, all the outcomes do well, as long as it has the options from which to choose through arbitration. We're not going to push them through service, but we want service options to be there. But the secret is to keep like a good balance in your library of service versus growth, so that Pega can have options to choose from. Yeah. Absolutely. Well, I'm sure you'll agree that these two have given you some fantastic examples, and I hope that's really good. Some good food for thought to take away, to have a think about how you might think about introducing the breadth and the depth within your library. You know, we've always maintained that next best action is about the right action at the right time, and that there is value to be seen across the entire customer life cycle in this space.

And what these two ladies have just demonstrated is they are actually seeing that in real life. So it's really reassuring to see that. And it's great to, to to see such great results from both of you. Um, hopefully that's given you some food for thought. And what I would like to do now is thank these two ladies for giving up their time and sharing and being so adaptive. When we we lost one of our panel members this week. Um, and I will then turn it over to questions. If you do have any, please do step up to the mic. Okay.

You're allowed. Matt. In some places it can be hard for service actions to get priority, right, because everybody wants to sell all the time. If you look at a retail group, they want to sell. So how do you get how do you set up your organization to make sure that Lisa, when you I mean, when you talk about 500 new actions, how do you make sure like how's your group set up? I guess that's my first question. So I'd say two, two things, two parts to that answer. One is that you have very clear guidelines and principles, even a playbook that can be shared with different business units that are going to have access to CDH or the ability to build actions. Because for us, we're really clear about using the Adms to inform propensity and then action value.

And if everyone can agree on the source of that action value, it should take care of itself. If everyone agrees that that's how you're optimizing, right? On the on the propensity, the customer relevance and and the business need. Right. Um, so that's one part. The other part is governance. I don't know if you've set this up, Matt, as a plug for Pega, but Pega helped us set up our governance structure, and I'd say it's absolutely crucial to bring in the right stakeholders and being able to escalate to a VP if they need to make a decision. But really, it's just about getting the right people in the room and knowing who's going to have a voice in that decisioning in order to partner and make decisions together. Okay.

So those 500, uh, service actions that you're talking about, do those come you centrally, or is those more coming from a line of business, or like, do the people actually create service actions themselves, or is that more just you all right. Yeah, but it is it is structured in a way that everyone agrees on the priorities. So our priorities are based on reduction of customer effort. And we see effort as calls to care. So we're prioritizing essentially on call volume. We're seeing where can we reduce call volume the most and structuring that way. And each business unit is approaching it in the same way for service transformation. So it's not like I don't see I don't feel much risk that I'm going to prioritize significantly differently than my peers or my my business unit peers, because we are all after the same objective. Okay.

And Alex, I was going to ask you the same question. Like, do service actions actually come out of lines of business or do those come out? Well, they don't come out of lines of business. But we have a whole team dedicated to fraud prevention, and they're the ones that create those fraud awareness NBA. We have a whole team dedicated to finding our customers financial well-being. So again, they're the ones that, uh, that create those, uh, those MBA's and also the products for nurture messages and, um, informational messages that we, um, put in front of our customers. They're the ones, again, that think about the customers they have for their line of product and, and create those MBA's. That totally makes sense. And I'm going to stop asking questions now.

But, um, don't let this stop you guys. I just keep talking. Any more questions? Yeah. My question, and it would actually be to both of you, is if you're going to build that many new MBAs and new actions, what do you have to do in terms of your data? Ooh. Ooh, a lot. I have to do a lot in terms of our data. Um, so, um, so I'll start if that's okay.

So in terms of our workflow for developing the strategy behind the the use case, one of the first steps we we take in developing that use case strategy is thinking about the data dependencies. Because we do have a bit of a lag in requesting that data and getting it ingested and tested and properly imported into the the ssc-r or the spine for for CDH to see. And it does take a while, so we take that into account for our timeline of the development of each use case. Even so, we have a very long backlog of actions that have been designed and delivered to the implementation team, but not yet deployed. And that because of the the data dependencies. Um, and that is a probably my biggest challenge in terms of pacing to reach the 500. But I will say another Pega plug. I was at Innovation Hub earlier and saw something that's coming out in Infinity 24.2 this fall, apparently. Um, where you'll be connecting the spine directly to like a source like snowflake.

And so we use snowflake, and apparently that is going to significantly speed up from weeks to hours of accessing that data. And I think that's going to solve a lot of our challenges. It's the same issue. I mean, the same challenge for for us as well. Data is a big thing and we need to acquire it. Obviously we don't. Um, we're steadily building our, um, our NBA library. And as we build it, we gather that data requirement as well. And then as we can, we're bringing more and more data into Pega or finding ways to guide our customers.

If we don't have the data in a compromising to guide them. Um, otherwise. Curious around your practice and thoughts on, um, not just number of treatments, but the quality of the treatments and or actions and how they're performing? It's one thing to say, let's get 300 actions or treatments, but they need to be of a certain quality. Um, and so any standards, if there's like an AUC or performance level that you're looking for, if there's a success rate conversion rate that you're looking for, um, that you use, and then what type of governance about weeding out the bottom 20% that really just should be gone. Type thing. So That's an approach to to eliminate outliers. It hasn't been our approach. Um, our approach has been to.

Yeah, maybe there may be something in the design itself of the action that's making it unsuccessful. So, for example, if it's an action designed for the care center and something about the transition statement that we're presenting to the care center is turning them off or just making them, um, unlikely to present it, maybe that could have something to do with it. So we do have a bit of investigation that needs to happen and research into figuring out why an action isn't doing well. But generally, I think if when something's not doing well, I just I believe it's not getting to the right people or there's something that's not relevant enough going to those people. And I would rather add to the action library so that there's something better that's going to win in that arbitration and keep the poorly performing action, because when there's something better and you remove the the ones where you got the reject responses, then it's going to be more successful for a smaller volume. And that's the hyper personalization or the 1 to 1 that we're aiming for. So are you saying you don't call or remove old? Do we do if we, um, we may redesign it or replace it with something similar, but not just a straight like this is the bottom 10%. Let's cross it out.

And it occurs to me that in large nation states such as T-Mobile, with millions and millions of impressions, one might do that. But when one has a smaller amount of impressions and smaller audiences, it's it's hard to waste your precious few impressions. I'll stop speaking and I'll refer to you, to my friend Alex, to speak to that smaller scale. I like that you don't call. We do. Um, we do terminate some of the NBA's, so we keep on constant, uh, measurement on the NBA's right and the click through rate. There's all kinds of forums with our business, with our marketing, um, team as well, to decide what we're going to do with some of the low performing, um, MBAs. Um, we work in two week sprints, right? And in this sprint, in every two weeks, they have the opportunity to turn off MBAs, change them, change the treatment and try something new with them.

Um, or, um, decide that they want to turn them off. So every two weeks we get either new MBAs that are coming through or MBAs that need to be reevaluated and either changed or turned off. Thank you both. You're welcome. Oh, you want to ask more? I just want more. Okay. So from a service perspective, we started talking about data. Do you find that there are specific aspects of data?

Is the data driving your service actions fundamentally different than what's driving your sales or your growth type actions? Like is it different types of information or and do you do that by propensity or service actions or is that more triggered based on like real time? How does that work from a data perspective? That makes sense because I asked five questions at once. Which one do you want answered first? I think that I think the big thing. Is it different? Is it fundamentally different data that you use for service versus. Sure, I think it is.

Yeah. It could be different. Um, we've really made a point of going after digital customer behavior data. Now. Um, that's probably relevant for sales as well. But it's just something that we're newly kind of, um, going after. Um, and also, you know, there's opportunity for like third party data, like from Acxiom to bring in that may be just related to something other than indicators of likelihood to to buy, right? Um, but yeah, certainly behavioral data I think is pretty significant. Totally makes sense.

Any more for any more? I did think of something else related to the digital behavior is like the digital where people get stuck in the digital journeys, like I was speaking about before, the opportunity to contain in digital and self-serve. That's kind of been a big opportunity. There's enormous opportunity of customers that do get stuck somewhere in the digital experience and then do call and you want to take advantage, take advantage of that momentum of customers who are telling us they want to self-serve or want to be in the digital journey, and having data not only related to their behavior like page visits, but also where they get stuck, um, can help contain and we can inform our marketing partners or digital partners of what what is happening with those patterns so that they can address it as well and solve that. You talked about getting ahead of problems a while back. And like one use case that I think about all the time is drop calls. That sort of idea aggregating those. And after a certain amount maybe you send a message. Is that how you approach it, or do you do it more from a propensity perspective?

Somebody like likelihood to call into the to into care and you're trying to get ahead of it. Yeah we use both. Yeah. Likelihood to call care is how we ensure that if we're going to do something outbound, we don't want to just message everybody. We want to just message the ones that would have otherwise needed to call us about that topic. So we do use propensity to call type models. Um, yeah. Both. You're all brilliant.

I'm going to sit down now, I promise. All right. I want to ask a question. So I know most customers start with decisioning with retain or grow and then expand out from there into service and nurture type messaging and maybe onboarding and acquisition, right? But when you think about adding on this, uh, service messaging or the nurture messaging or, you know, the tax benefit finder, what is the multiplicative effect of that on, uh, your growth and acquire, um, tactics. Like, how does that interplay between the different strategies. What do you see is the the long term impact. Well. This is laying down that foundation and making having customers trust you as a bank.

But also, um, if you're thinking about a digital, um, channel, right, you're putting a service NBA in there that they're interested in, in real estate on your mobile app that, um, they're probably not used to look at. But if you put something that is actually, for them, interested. It's really interesting for them. And you got their attention for that real estate as well. And then because we went with this balance of service and growth, and the service messages were, um, a bit more when we went live, um, we kept seeing that if you keep a healthy balance there, your growth NBA are going to have an increase in your click through rate as well, just because on that real estate, they they check it. If you only put growth in there and they're not interested at all, they're going to learn to ignore that. And you're not going to get the best out of out of your channel, especially in inbound. Awesome. And then in our case, um, as you may remember from from the T-Mobile slide in the deck, adding service to our action catalog actually increased our coverage by 12 percentage points.

So we were reaching way more customers than we had been able to reach through NBA. Because we don't present NBA on every interaction. It's only on what we call elevated opportunities. So we were able to expand those elevated opportunities by 12 percentage points by adding service. So we kind of see service as the tide that lifts all boats. And it's not an isolated strategy. There are other things going on of course, but we saw improvements across all of our outcomes as we were building out strategy. Service strategy as well. Excellent.

Thank you. Thank you. I'm afraid we are at time. In fact, we've gone over time. So thank you for your great questions. And thank you to both of you for being such great panelists. Thank you. And if you've got any more questions, just grab them afterwards before they disappear. I'm sure they'll be happy to talk with you more.

Thank you.