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Citi, Aflac and Verizon: Three different Pega journeys

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Citi, Aflac and Verizon: Three different Pega journeys

As reflected at this month’s PegaWorld iNspire, Pega’s offerings range from back-office process automation to customer-facing real-time journey creation — all driven by AI. We sat down with three major Pega clients to understand their very different journeys.

And we started with the business that is actually Pega’s oldest existing customer.

Citi and Pega: A ruby anniversary

“While Pega has been with Citi for forty years, I have not,” said Promiti Dutta, head of analytics, technology and innovation for the U.S. personal banking part of Citi. Her Pega journey started when she joined Citi, four years ago.

“The analytics group I am part of oversees how data and analytical capabilities get piped across the firm. We knew that our decision engine was end-of-life and we needed a new one, so the first interactions I had with Pega was with individuals trying to sell us the new Customer Decision Hub. Honestly, we did some research because Pega doesn’t have a monopoly on this — Salesforce has the Einstein machine, Adobe has one, there were some bespoke ones we came across from some smaller names — but the reality was no decision engine has it all and some customization would be needed.”

The conversation turned to who would make the better partner and who would be the best fit with Citi’s vision given the capabilities they were offering. “So which partner did we want to work with? Which partner fit into our vision in the best possible way with the capabilities they were offering at that point four years ago? Pega was certainly the top runner for that.”

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Of course, for decades Citi had been running other Pega solutions such as various workflow tools and business case management. Indeed, it wasn’t new to decisioning (at one point it was using Chordiant, the BPM and CRM platform ultimately acquired by Pega). “We were already having customer conversations,” said Dutta, “just not with as much sophistication as the Pega decision engine offers.”

Pega Customer Decision Hub uses AI to identify and suggest next-best-actions for each individual customer in real-time. Citi makes a slightly narrower use of the Hub.

“What we offer to the customer is actually not decided by the decision engine,” explained Dutta. “We have a number of advanced methods and capabilities that we have built internally to determine the ‘what.’ It’s the ‘when’ and the ‘where’ that we use the Decision Hub for. All the ‘whats’ are loaded in an offer palette; using contextual clues and models that run in the decision engine, it figures out when the customer sees the offer.”

Citi already has predictions about what a customer needs, whether in the form of a product or an offer or some other form of engagement. “What Pega’s decision engine does is, knowing that you’re qualified to receive an offer, or something else, which one should be shown now to be contextually relevant,” Dutta said, adding that the full range of channel interactions are available for Pega to use to make that educated decision.

Like any financial institution, Citi exercises extreme caution in its interactions with customers, strictly respecting model risk management, fair lending and privacy protocols. That does mean some constraints on the use of AI. “Anything that feeds into our Pega Decision Hub undergoes the same scrutiny. We had to send the entire decision engine through that same process to ensure that customers would not be adversely affected.”

Dig deeper: Pega: AI will power the autonomous enterprise

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Verizon: Hyper-personalization for business and consumer

Verizon’s business journey started before Tommi Marsans joined Verizon Business Group. Michael Cingari, now VP of marketing science, CX and CRM, had started using Pega’s next-best-action solution several years ago on the consumer side of the business in the customer call center.

“I came through the XO Communications acquisition by Verizon, ” said marketing tech strategist Marsans. “When Verizon 2.0 re-organized us, Mike Cingari started a marketing sciences practice and pulled some of us through there to do a Pega implementation for business. That was 2019. It took us a while to get started, but once we started and had our business case approved, it took us less than 13 months to start showing a return. We did better than break even the first year, then the second year: 20X.”

As with the consumer-side Pega implementation, Marsans and her team were working in the reactive decisioning space — determining next-best-action in response to customer behavior (in this case, business customers). “So when somebody called the call center and wanted to disconnect, there would be a next-best-action for them. We expanded to growth opportunities and upgrades; then went into the non-assisted space, digital, and grew from there.”

We asked her to explain the impact of next-best-action on customer service. “The difference that we’re making is in the assisted channels, where the service reps would delight the customer at all costs — so they always went to the richest offer because that’s the one that would stick, and they never really looked at alternatives. When we gave them alternatives, they used them and it was just as successful; solving a problem for the customer, rather than just paying them to stay, gives a better customer experience as well as a user experience.”

Marsans emphasizes that the customer decisioning is hyper-personalize. “It’s not what we would like to talk to them about; it’s the next-best-offer that we think they would want. It’s not just offers; especially on the business side, there are fully baked solutions. We talk to them about the next best one of those.”

Of course, for the Customer Decision Hub to make informed judgements on next-best-actions, it needs to be trained on what has worked in the past. “If you have transaction history,” said Marsans, “you can feed the engine and basically just jump-start it. We also have traditional regression models that we feed into it as well. We are just now starting to use the adaptive modeling [AI in the Decision Hub]. The AI part of the engine required some learning for us, not the machine, to know how to present offers and what’s the right sequence of events.”

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Marsans told us she is excited about the generative AI solutions Pega is launching.No matter what business case you have, no matter what use case you’re built out to solve for, you can re-use that. You can use that as the base for other things. I don’t think you need to have a full implementation that’s reaching to every single channel. I think you can start where you start.”

Finally, how difficult was it to get marketers to buy into what is, in many ways, a counter-intuitive mindset? “The dream of every marketer is to have a clear customer journey and be able to influence them along the way to get them to where you want them to be,” said Marsans. “It’s hard for them to think in terms of it being an ongoing conversation across many different channels, as opposed to ‘I need to send you something that you need to respond to.’ That’s a bit of a paradigm shift, but if you can show them with the first couple of use cases that you can get there, then they’re fully on board.”

Dig deeper: Mitigating the risks of generative AI by putting a human in the loop

Aflac: Shortening the time to value

Right now, Aflac has completely different use cases for Pega than Citi and Verizon. It’s just starting to look at the possibilities for Customer Decision Hub. Primarily, Pega has been deployed to analyze and automate business processes and workflows. Much use has been made of Pega’s low-code App Studio to create applications that understand and then automate business processes.

“It’s one of the initiatives which is aligned with our One Digital Aflac strategy,” said U.S. CIO Shelia Anderson. “I think the journey has been about six or seven years, focusing on opportunities to bring in a more automated approach to addressing some of the technical data and legacy issues that we had.”

Anderson is relatively new to both Aflac and Pega. “I’m still learning. I’ve been in the organization for ten months and, as you can imagine, I haven’t been focused at the very detailed level of the core platforms; I’ve been focused more on the enterprise strategy.” But she has witnessed the challenge some groups within the organization have had in adjusting to Pega’s low-code approach.

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“For me the biggest adjustment that I see is around engineering staff and their expectations, because engineers enjoy creating code; there’s a bit of a pivot to get them to see the value not doing all of their code from scratch — a lot of that foundational work has been done for you, which gives you a jump start.”

Business users have embraced the opportunities created by low code. Aflac recently ran a “Pegathon” at which business users had the run of App Studio to create apps to address specific use cases. More are planned. “It’s a very immersive way to start getting some of our business users accustomed to the tooling, to leverage that low-code approach to development and letting them see some of the value they can create on their own.”

One impact Pega has had has been on claims processing. “We found we were spending a lot of time on lower-complexity claims (that are also more of a lower-dollar payout),” Anderson explained. “After looking at that, we found it would be more effective for us to just auto-pay those claims. We now use automation, AI or machine learning and a workflow process to auto-pay those. That’s been a huge simplification for our customer service reps, freeing them up to focus on more complex and critical cases.”

Anderson currently has a team focused on generative AI, where it’s a priority to monitor safe use and the protection of Aflac data. She has also established a Pega Center of Excellence and a Community of Practice: “That’s a huge piece of where the learning has occurred. Within that community we have people who have spent seven years with Pega and newer individuals coming into that group.”

Perhaps the most tangible impact Aflac cites, though, sprang from its use of Pega to consolidate multiple customer care applications on multiple screens into a single platform and simplify the work of customer care representatives. Anderson reports a 33% reduction in handling time for calls requesting claims forms; a 65% reduction in handling time for customer authentication; and approximately 77% of all chats fully handled by Pega virtual assistants last year (representing a saving of approximately $4 million).

On the PegaWorld main stage, Anderson talked about “shortening the time to value for everything we’re doing and keeping the customer lens and focus on.”

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The key to correcting the C-suite trust deficit

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The key to correcting the C-suite trust deficit

Take a moment to search “CMO tenure” and you’ll find a wide variety of content discussing the short tenure of CMOs and how it’s among the shortest of roles in the C-suite. If you dive deeper, you’ll find that CEOs don’t seem to trust CMOs. 

Boathouse’s CMO Insights study (registration required) noted several sobering conclusions:

  • 34% of CEOs have great confidence in their CMOs.
  • 32% of CEOs trust their CMOs.
  • 56% of CEOs believe their CMO supports their long-term vision.
  • And only 10% of CEOs believe their CMO puts the CEO’s needs before their own.

If these statistics also apply to the CMO’s entire organization, then it’s clear we have a trust problem with marketing leadership.

If you haven’t read Patrick Lencioni’s “The Five Dysfunctions of a Team,” I consider it required reading for anyone in any leadership role. In his book, Lencioni builds a pyramid of dysfunctions that need to be addressed for a team to succeed. The foundational dysfunction — with which one cannot build a successful team — is “absence of trust.” We see it at scale with marketing organizations today.

Introducing objectivity through data

In “Hamlet,” Shakespeare writes, “There is nothing either good or bad, but thinking makes it so.” Each organization that makes up a company looks at the company from a different perspective. What marketing sees as positive, finance may see as negative. But who’s right? No one.

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Usually, there is no objectivity because leadership comes up with an idea and we execute it. It’s like the fashion proverb “Beauty is in the eye of the beholder.” Unfortunately, we’re going to struggle to run a profitable organization if it’s run like a fashion show.

Therefore, we need to introduce objectivity to how we work. Leadership needs to come together to agree on goals that align with the goals of the broader organization. One element of this conversation should be an acknowledgment that this is turning a ship.

Often leaders — especially those without marketing backgrounds — are likely to expect instant gratification. It’s going to take time to turn the ship and you and your team would do well to set reasonable expectations right away.

Dig deeper: KPIs that connect: 5 metrics for marketing, sales and product alignment

Aligning goals and metrics across the organization

With goals in hand, we need to assign metrics to their progress and agree on the source(s) of truth. Once these objective measures are in place, perspective doesn’t matter. 2 + 2 = 4 regardless of whether you’re in HR or accounting.

Every public road has a speed limit and whether you’re in compliance with it has nothing to do with your perspective. If you’re above it, you’re wrong and subject to penalties. Referring to the fashion example, it’s not a fashion show where some people like a dress and others don’t.

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By using data to objectively measure marketing’s progress within the organization and having the rest of the leadership buy into the strategy, we build trust through objectivity. Maybe the CEO would not have chosen the campaign the marketing team chose.

But if it was agreed that a >1 ROAS is how we measure a successful campaign, it can’t be argued that the campaign was unsuccessful if the ROAS was >1. In this example, the campaign was an objective success even if the CEO’s subjective opinion was negative.

Data-driven campaign planning

Within the marketing organization, campaigns should always be developed with measurement top of mind. Through analysis, we can determine what channels, creative, audiences and tactics will be most successful for a given campaign. 

Being able to tell the leadership team that campaigns are chosen based on their ability to deliver measured results across metrics aligned to cross-departmental goals is a powerful message. It further builds trust and confidence that marketing isn’t run based on the CMO’s subjective opinions or gut decisions. Rather, it’s a collaborative, data-driven process.

For this to be successful, though, it can’t just be for show, where we make a gut decision and direct an analyst to go find data to back up our approach. This would be analytics theater, which is a perversion of the data. Instead, tell the analyst what you think you want to do and ask them to assess it.

For the rest of the organization’s leadership, ask questions when the marketing team presents a campaign. Find out how they came up with the strategy and expect to hear a lot about data — especially the metrics you all agreed would support the company’s overarching goals.

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Dig deeper: 5 failure points of a marketing measurement plan — and how to fix them

Data literacy: Building credibility through transparency 

Building trust doesn’t happen overnight, but a sustained practice of using data to drive marketing leadership’s decisions will build trust if the metrics ladder up to the organizational goals and all of leadership is bought into the measurement plan.



Over time, this trust will translate into longer tenure and more successful teams through building the infrastructure needed to tackle Lencioni’s five dysfunctions.

Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.

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How Tagging Strategies Transform Marketing Campaigns

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How Tagging Strategies Transform Marketing Campaigns

How Tagging Strategies Transform Marketing Campaigns

As a marketer, I understand how today’s marketing campaigns face fierce competition. With so much content and ads competing for eyeballs, creating campaigns that stand out is no easy task. 

That’s where strategies like tagging come in. 

It helps you categorize and optimize your marketing efforts. It also helps your campaigns cut through the noise and reach the right audience.

To help you out, I’ve compiled nine ways brands use a tagging strategy to create an impactful marketing campaign. 

Let’s get to it. 

How Brands Use a Tagging Strategy

Tagging involves using keywords or labels to categorize and organize content, products, or customer data. You attach tags to specific items or information to make searching, sorting, and analyzing data easier. 

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There are various types of tags, including meta tags, analytics tags, image tags, hashtags, blog tags, and more. 

So, how do brands use a tagging strategy to make their marketing campaigns stand out?

Improve Social Media Engagement

With over 5 billion users, social media provides an easy way to connect with your audience, build relationships, and promote your offerings.

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Use a tagging strategy to boost social media interactions. Consistently use hashtags that align with current trends and topics. This encourages people to interact with your content and boosts content visibility.

You can also use tags to monitor brand mentions of your products or your industry. This allows you to engage with your audience promptly.

Consider virtual social media assistants to streamline your tagging strategy. These AI-driven tools can suggest relevant hashtags, track mentions, and automate responses. Implementing them can save time and resources while ensuring consistent engagement across your socials.

Build a Personal Brand on LinkedIn

LinkedIn is the world’s largest professional networking platform, with over 1 billion members across 200 nations. It offers excellent opportunities for individuals and businesses to build and nurture their brands.

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However, simply creating a professional profile isn’t enough to build a personal brand on LinkedIn

Use various tags to increase your visibility, establish thought leadership, showcase expertise, and attract the right connections. For instance, use skill tags to showcase your expertise and industry tags to attract connections and opportunities within your industry. Use certification tags to help showcase your expertise and credibility to potential employers or clients. 

Facilitate Customer Segmentation and Personalization

Personalization matters—more so in today’s data-driven world. In fact, 65% of consumers expect your brand to adapt to their changing preferences and needs.

To meet this expectation, consider using a tagging strategy.

Segment your customers based on shared characteristics, such as demographics, interests, purchase history, cart abandonment, and behavior.

Here’s a summary of the steps to customer segmentation.

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With your customer segments ready, use tags to tailor your marketing messages and offerings to specific segments. Imagine sending targeted email campaigns based on what your customers need. That’s the power of segmentation and tagging in action!

Enhance SEO and Content Discoverability

Tagging content can have a profound impact on search engine optimization (SEO) and content discoverability. When users search for specific topics or products, well-tagged content is more likely to appear in search results, driving organic traffic to your website. 

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Additionally, tags can help you analyze the most popular topics with your readers. Then, the results of this analysis can help you adjust your content strategies accordingly.

And get this— certain AI tools can help analyze your content and suggest relevant tags and keywords. Using these tools in addition to a tagging strategy can help optimize your SEO strategies and boost content discoverability.

Partner with the Right Influencers

Influencer marketing has become a go-to marketing approach for modern brands. Recent stats show that 85% of marketers and business owners believe influencer marketing is an effective marketing strategy. 

But how do you find the perfect influencer for your campaign? 

Utilize tags to identify influencers who are relevant to your niche. Beyond this, find influencers who align with your brand values and target audience.

Additionally, look for influencers who use hashtags that are relevant to your campaigns. For instance, fashion influencer Chiara Ferragni uses #adv (advertising) and #ghd (good hair day) hashtags in this campaign.

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Monitor industry-specific hashtags and mentions to discover influential voices and build profitable relationships with them. 

Track Hashtag Performance

Tracking your hashtag performance helps you understand your campaigns’ engagement, reach, and effectiveness.

To achieve this goal, assign special hashtags to each marketing project. This helps you see which hashtags generate the most engagement and reach, enabling you to refine your tagging strategy. 

Here’s an example of a hashtag performance report for the #SuperBowl2024.

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This curated list of hashtag generators by Attrock discusses the top tools for your consideration. You can analyze each and choose the one that best fits your needs.

Categorize Content Accordingly 

The human attention span is shrinking. The last thing you want is for your audience to have difficulty in finding or navigating your content, get frustrated, and bounce.

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Untagged content can be difficult to navigate and manage. As any marketer knows, content is important in digital marketing campaigns. 

To categorize your content, identify the main categories by topics, themes, campaigns, target audiences, or product lines. Then, assign relevant tags based on the categories you’ve identified. After that, implement a consistent tagging strategy for existing and new content. 

Organizing your content using tags can also help streamline your content management workflow. Most importantly, readers can easily find the content they’re looking for, thereby boosting overall user experience, engagement, and conversions.

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Boost Your Email Marketing Strategy

Email marketing remains a powerful marketing tool in today’s digital world. It’s also another area where brands use a tagging strategy to directly reach their target audience.

Use tags to segment your email list and personalize your marketing messages. Then, you can send targeted emails based on factors like purchase history, interests, and demographics. 

Personalization can significantly improve open rates, CTRs, and overall engagement and conversion rates. It’s a simple yet impactful strategy to make your email marketing strategy more effective.  

Plus, you can use tags to track how well your emails perform with each group. This helps you understand what content resonates best with your audience and provides insight on how to improve your emails going forward.

Enhance Analytics and Reporting

Every marketer appreciates the immense value of data. For brands using tagging strategies, tags are powerful tools for gathering valuable data. 

Analyze how users interact with your tagged content. See which tags generate the most clicks, shares, conversions, and other forms of engagement. Gain insight into audience preferences and campaign effectiveness.

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This granular data about your marketing efforts allow you to make data-driven decisions, allocate resources effectively, and refine your marketing strategies.

Final Thoughts 

There isn’t a single correct way for brands to use a tagging strategy in marketing. You can use a tagging strategy however you see fit. However, the bottom line is that this strategy offers you a simple yet powerful way to create attention-grabbing and unique marketing campaigns. 

Fortunately, tagging strategies are useful across various marketing initiatives, from social media and email marketing to SEO and more. 

So, if you’re ready to elevate your marketing campaign, build a strong brand presence, and stand out among the competition, consider employing effective tagging strategies today.


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Tinuiti Recognized in Forrester Report for Media Management Excellence

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2024-amazon-and-retail-summit

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By Tinuiti Team

Tinuiti, the largest independent full-funnel performance marketing agency, has been included in a recent Forrester Research report titled, “The Media Management Services Landscape, Q2 2024.” In an overview of 37 notable providers, this comprehensive report focuses on the value B2C marketing leaders can expect from a media management service provider, and analyzes key factors to consider when looking for a media management partner such as size and business scenarios. B2C marketing executives rely on media management services to: 

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  • Augment the efficacy of media investments
  • Bridge media impressions to commerce transactions
  • Enhance ad campaigns to drive performance

Report authors, VP, Principal Analyst Jay Pattisall and Senior Analyst Nikhil Lai call attention to the pressing need for providers to prove their value, deliver profitable ROAS, and drive alignment between CMOs and CFOs and thus liberate strained marketing budgets. 

Our Always-On Incrementality tool – which is a part of our patented tech, Bliss Point by Tinuiti – empowers marketers to validate the incrementality of their spend on each ad set, media channel, and marketing tactic so marketers can create stronger, more focused campaigns that get the job done without sacrificing the bottomline. 

B2C marketing leaders often seek and expect key business scenarios from media management service providers including media measurement and attribution, data strategy, and marketing mix modeling. MMM’s adaptability to the post-cookie/ post-IDFA world positions it as an essential tool for marketers. As businesses seek to connect the dots, leverage data, and make strategic decisions, MMM is a crucial ally in the dynamic realm of mixed media advertising. Our Rapid Media Mix Modeling sets a new standard in the market with its exceptional speed, precision, and transparency. 

According to the Forrester report, “46% of senior B2C marketing and advertising decision-makers say they plan to integrate performance and brand media assignments with a single media agency in the next 12 months…” 

In our quest to better understand all revenue-driving aspects of a given campaign, we have started on a process to quantify the impact of Brand Equity, which we believe is one of the largest missing pieces in more accurate and complete measurement. 

Learn more about Bliss Point by Tinuiti, our use cases, and our approach to performance and brand equity

The Landscape report is available online to Forrester customers or for purchase here.

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