The Power of Personalization in the Age of AI | Mark Abraham | TED

譯者: Lilian Chiu 審譯者: Ruan Xiu Ze 阮修泽

It was a bright, sunny day, and I was out for a run

在一個晴朗明媚的日子， 我出門去跑步，

when the large dog escaped from behind his fence,

有隻大型犬跑出牠的圍欄來攻擊我，

attacked me,

bit me right in the leg.

牠咬了我的腿。

I fell, sprained my wrist, and to make matters worse,

我摔倒在地，扭傷了手腕，

更糟的是，我得知牠沒有 接種最新的狂犬病疫苗。

I find out he's not up-to-date on his rabies shots.

OK, off to the local urgent care I go.

好吧，我趕緊前往當地的急診診所。

I'd been there a bunch of times before,

我以前去過很多次了，

so I figured they'd have my information on file

所以我認為他們的檔案中會有 我的資訊，能很快讓我入內治療。

and quickly admit me.

Instead, I got this.

但是我卻拿到這個。

The same form that I filled out so many times before,

我以前填過 N 次的表格，

and now I had to do so with a busted wrist.

現在手腕受傷的我 還是得再填寫一遍。

And then I sat there waiting and waiting.

接著我坐在那裡，等了又等，

And nothing beats waiting in a waiting room

最煎熬的莫過於在等候室裡等候，

then thinking, "Did I just get rabies?"

同時想著：「我剛才 染上狂犬病了嗎？」

(Laughter)

（笑聲）

This is the opposite of a personalized customer experience.

這是個人化顧客體驗的相反。

You see it all around you, don't you?

這種經歷比比皆是，對吧？

And it makes you want to go, "Ugh."

遇到時會很想說：「哎呀！」

There's the hurtful.

有時這種體驗會帶來傷害。

我有個朋友山吉夫，

My friend Sanjeev,

his dog died six months ago,

他的狗在六個月前過世了，

and his online marketplace is still sending him email recommendations

他用的線上商城仍然發送電子郵件 給他，推薦他的狗最愛的點心。

for his dog's favorite treats.

Then there's the inaccurate.

然後，還有不準確的問題。

I bought my uncle a cane online,

我上網幫我叔叔買了一支手杖，

and now I'm getting trolled with ads for hearing aids

我現在超無言，

上網到哪裡都會看到 助聽器和銀髮族折扣的廣告。

and senior citizen discounts all over the internet.

I'm not that old.

我沒那麼老。

And then there’s the: “I don’t want another one of that.

還一種狀況是： 「我沒有想要再買一個。

I just want one that works."

買一個能用的就夠了。」

I bought a dishwasher, and it arrived, after nine months, damaged.

我買了一台洗碗機， 九個月後才送到，

還是壞掉的。

So I was waiting and waiting

我當時等了又等，

and the same company sent me an email.

同一家公司發了一封電子郵件給我。

And then another and another

然後又發了一封，又再一封， 內容是推薦更多洗碗機。

with recommendations for more dishwashers.

It's infuriating.

超讓人火大的。

其實不見得要如此。

And it doesn't have to be this way.

我旗下的團隊在全球有超過一千人，

I lead a team of over 1,000 people around the world

dedicated to helping brands build better customer experiences,

致力於協助品牌 打造更好的顧客體驗，

what we call true personalization.

我們稱為真正的個人化。

I've been geeking out about this for years,

多年來，我對這個領域熱情滿滿， 甚至為寫了一本相關的書籍。

so much so that I even wrote a book on it.

Check it out.

各位可以去找來看看。

And I want to share with you what I learned,

我想與各位分享 我學到了什麼，因為，

because I think we need to be demanding better experiences

我認為我們得向我們接觸的 品牌要求更好的體驗，

from the brands we interact with,

especially now, in this day and age

尤其是在現在這個時代 企業的競爭力在於

when companies should be competing

on the scale of insights they have about us

它們對顧客的了解有多深，

at a speed enabled by AI and technology.

並靠人工智慧及技術 把這個過程加速。

OK, but let's start with what true personalization even is.

好，但我們先來談談 真正的個人化是什麼。

Unlike customization,

和客製化不同，客製化的重點在於

which is about tailoring products, say, a custom fabric for a sofa,

量身打造的產品，比如， 沙發的客製化布料，

personalization is about tailoring experiences.

而個人化的重點在於 量身打造的體驗。

真正的個人化是：品牌把它 從一次互動中對你了解的資訊

True personalization is when a brand takes

what it learned about you in one interaction

and makes your very next interaction better, faster, cheaper

用來讓你的下一次互動 變得更好、更快、更便宜,

or more convenient.

或更方便。

Sounds simple on paper,

聽起來很簡單，

but in all my work

但在我的工作中，

I found there's not really a great way to measure a personalization.

我發現沒有一種很好的方式 可以衡量個人化的程度。

And it's really hard to improve what you can't measure.

很難去改善無法衡量的東西。

This is why my team and I built the personalization index.

這就是為什麼我和我的團隊 建立了個人化指標。

It's a simple score, 0 to 100,

它是很簡單的分數，零分到一百分，

and it tells you exactly where a brand stands.

它可以精確地告訴你 一個品牌的定位。

You can score any company on it in any industry,

你可以對任何產業中的 任何企業進行評分，

它真的是這類衡量指標的始祖。

and it's really the first measure of its kind.

We did exactly this for hundreds of companies around the world,

我們針對全球數百間企業 測量了個人化指標，

and the findings kind of shocked us.

結果頗令我們吃驚。

What may not surprise you is some of the companies

個人化指標排行榜上 名列前矛的企業，

at the top of the personalization index scoreboard.

有部分不太讓人意外。

Of course, we have Netflix,

當然，網飛有上榜，

and we all know they provide great feeds of movies that you love to watch,

我們都知道他們提供許多 精采的電影片源供你觀賞，

and they match your preferences.

且都非常符合你的喜好。

Then you have Starbucks.

星巴克也有上榜， 打開他們的應用程式時，

When you open their app,

they provide personalized offers for your favorite drinks.

他們會針對你喜愛的飲料 提供個人化的優惠。

But there are other, lesser known companies

但還有些較不為人知的企業

at the top of the personalization index.

個人化指標分數也名列前茅。

Take SonderMind, they’re a mental health app,

以心理健康應用程式 SonderMind 為例，

and they actually score you on 12 different brain functions,

他們會針對十二項不同的 腦功能為你評分，

and then they might match you up with your perfect therapist,

接著會再幫你配對 一位適合你的治療師，

or they would just give you helpful, everyday advice.

或者給你一些有幫助日常建議。

Now some of the companies at the bottom of the personalization index

個人化指數吊車尾的一些企業

also won't surprise you.

也不讓人意外。

They hail from industries like financial services,

它們所屬的產業包括金融服務業、

insurance, B2B distribution

保險業、B2B 分銷業，

and, yes, US healthcare, including my local urgent care.

是的，還有美國醫療照護業， 包括我去的那間當地急診診所。

But what did surprise us

但，讓我們驚訝的

is the extent to which personalization can boost growth.

是個人化竟然如此能夠推動成長。

My research shows that personalization leaders

我的研究顯示， 個人化指數名列前茅的企業

grow 10 points faster than laggards,

成長速度比吊車尾的企業 要快十分，十分。

10 points.

And they're building competitive moats.

且他們正在打造競爭力護城河。

They're achieving the highest customer satisfaction scores.

他們達到最高的顧客滿意度分數。

In fact, combined, personalization leaders

事實上，把所有個人化 做得很好的企業加總起來，

will capture a two-trillion-dollar prize in incremental growth

在未來五年，會因為成長增加 而多賺的金額高達兩兆美金。

over the next five years.

Yes, that's trillion with a T.

是的，兆，ㄓㄠ兆。

OK, so with all this potential upside,

所以，有這麼多潛在好處，

you might ask:

各位可能會問：

What’s the secret sauce to making customer experiences truly personalized?

讓顧客體驗能夠真正 個人化的秘密是什麼？

Here's the secret.

秘密如下：

它也是我們研究中最反直覺的發現。

And this was the most counterintuitive finding from our research.

With true personalization, less is more.

真正個人化的重點在於，少即是多。

Less is more.

少即是多。

Fewer ads, fewer offers,

少一點廣告，少一點優惠方案， 少一點訊息，少一點垃圾郵件。

fewer messages, less spam.

Because when a brand truly respects you and knows you,

因為若一個品牌真正 尊重你且認識你，

it's only going to show you what's relevant for you.

它只會把對你重要的 內容呈現給你看。

With this "less is more" approach, a brand can build trust.

靠這種「少即是多」的方法， 品牌可以建立信任。

OK, so let's look at how companies actually put "less is more" into action.

咱們來看看企業如何 實際運用「少即是多」。

A brand that's perhaps less talked about in this regard is Fidelity.

在這方面，比較少被討論到的 也許是富達這個品牌。

And for those of you watching outside of the US,

給來自美國以外的觀眾：

they’re a financial services company,

富達是一家金融服務公司，

and they do two things really well

在體現「少即是多」真言方面， 有兩件事他們做得非常好：

to live up to the "less is more" mantra.

第一，

Number one,

Fidelity really gets to know you.

富達真的會去了解你。

They don't just send you email and blast you

他們不是用大量電子郵件轟炸你，

and then make decisions off of open rates.

然後再根據開信率做決策。

No, they actually want to get to know the investment goals

不，他們是真的想了解 每位客戶的投資目標。

of each and every client.

They might do this with a one-on-one meeting with an advisor

他們可能透過與顧問 進行一對一面談，

or by sending you an online survey.

或發送線上調查給你。

Now this survey is really interesting

且這調查真的很有趣， 因為富達在設計它時

because the company’s designed it

with their future outreach efforts in mind.

就有考慮他們的未來外展努力。

So they're really thinking about your next experiences

因此，打從與你的第一次互動開始，

from your very first interaction.

他們就在思考你的下一次體驗。

They even have this cool thing called the gratitude question,

他們甚至有個很酷的東西， 叫做「感謝問題」，

where they ask, "What are you grateful for in your life?"

他們會問：「你在生活中 會感謝些什麼？」

And then they personalize your investment goals accordingly.

然後他們會依此 來個人化你的投資目標。

Imagine what my experience would have been like

想像一下，若那間當地急診診所 從我第一次去的時候

in that local urgent care,

had they been thinking about my future experiences

就有考量到我的未來體驗， 那我當時的體驗會變成什麼樣子？

from the first time I walked in.

Second, Fidelity, once they get to know you,

第二，

一旦富達認識你之後，

uses personalization to delight you.

就會運用個人化來讓你感到愉快。

Teams look at your investment goals,

團隊會查看你的投資目標，

along with data from your every next interaction

以及來自你下一次互動的資料，

to decide what to do next.

來決定下一步該做什麼。

Say you had a baby

假設你有剛生了個孩子，

and you updated the beneficiaries on your life insurance.

並更改了壽險的受益人。

他們會運用這些資料，向你說明

They would take this data

and educate you on the benefits of opening a college savings account.

開設大學儲蓄帳戶的好處。

They would even choose how to educate you.

他們甚至會考慮要如何向你說明。

Say you were new to investing.

假如你是投資新手，

They might show you a brief video.

他們可能會讓你看一支短片。

Or if you were really a savvy investor wanting to dig into the details,

或者，如果你真的是個想要 深入了解細節的精明投資者，

they'll send you an in-depth article.

他們會寄給你一篇深論的文章。

Next, and this is key,

接下來，這點是關鍵，

they would decide what not to do.

他們會決定不要做什麼。

For example, they might suppress that previously scheduled email

例如，他們可能會暫停先前 預定要發送的電子郵件，

about the newly launched Bitcoin fund.

內容是關於新推出的比特幣基金。

In this way,

這樣一來，

Fidelity massively reduced the scheduled outreach

富達就大幅減少了預定的外展活動，

and shifted to a much more triggered and personalized approach.

轉而使用更能觸發式 且個人化的方法。

The result?

結果呢？

Engagement and opt-in rates shot up.

參與度和主動訂閱率飆升。

OK, so customers are happier.

好，所以顧客變得更快樂。

But what if I'm the guy at Fidelity in charge of brokerage transactions?

但如果我是在富達 負責經紀交易的人呢？

What about me?

我怎麼辦？

If I can't spam my customers,

若我不能發垃圾郵件給我的顧客， 我就達不到每月的目標，對吧？

I won't be able to meet my monthly goals, right?

Wrong.

錯了。

Fidelity actually saw transactions increase with this new approach.

實際上，富達採用這種新方法 之後交易量不減反增。

But unfortunately, Fidelity is in the minority.

但不幸的是，富達是少見的例子。

The saddest part of our personalization index results

我們的個人化指數研究 結果中最讓人感傷的部分

is that only 10 percent of companies

就是只有 10% 的企業

qualify as personalization leaders.

稱得上有把個人化做得很好。

As a result, we live in a world of spam.

因此，我們生活在 垃圾郵件的世界裡。

360 billion emails are sent every day.

每天發送的電子郵件 有三千六百億封。

Yet conversion rates and open rates are down.

然而，轉換率和開信率都很低。

We downloaded 250 billion apps last year

我們去年下載了 250 億個應用程序

but uninstalled half of them within 30 days.

但有一半都在三十天內被移除了。

And I'm afraid this is about to get much, much worse.

且我怕這現象還會變得更糟許多。

Why, you ask?

你問，為什麼？

Because with gen-AI,

因為有了生成式人工智慧，企業可以

companies can deliver an order of magnitude more content

用非常低的成本和非常少的時間 就遞送比以前多很多的內容。

at a fraction of the cost in a fraction of the time.

We're at the precipice of a content explosion,

我們正處在內容爆炸的邊緣，

and the jury is still out on how this is going to go.

這趨勢會如何發展，還是未知數。

So as business leaders,

因此，身為企業領袖，

we need to stop myopically focusing on selling stuff --

我們得停止短視近利 把焦點放在銷售商品上——

these people don't want more dishwashers --

這些人不想買更多洗碗機——

並透過個人化建立信任。

and build trust with personalization.

My research is clear.

我的研究很清楚。

When you personalize customers' experiences,

當你能把顧客的體驗做到個人化，

they will give you their data much more willingly.

他們會更願意把他們的資料給你。

In fact, the percentage rates go up from 30 to 90 percent.

事實上，百分比從 30％ 上升到 90％。

With this data in hand,

掌握了這些資料，

companies can build a virtuous cycle.

企業就可以建立良性循環。

So if you're that email marketer out there still spamming customers,

因此，如果你就是那種還在發送 垃圾郵件給顧客的電子郵件行銷員，

stop for a second, look at your unsubscribe rates,

暫停一下，先看看你的取消訂閱率，

and think about how you feel getting all that irrelevant content.

也設身處地想一下你自己收到 那一大堆無關的內容會有什麼感受。

And as consumers,

身為消費者，

now is the time to make our voices heard.

該是讓我們的聲音被聽見的時候了。

You can feel it when a brand isn't doing right by your attention,

你能夠感覺得出來一個品牌 有沒有正確對待你的注意力、

your dollar, your data, can't you?

你的錢、你的資料，對吧？

So break off that relationship,

因此，若某品牌給了你 不好的體驗，後續就終止

or at a minimum,

give them a thumbs down in that survey after you had a bad experience.

與它的關係吧，或至少， 在調查中給他們一個「噓」。

Companies are paying much more attention

企業會更注意

to this aspect of their digital relationship,

他們的數位關係的這個面向，

so it's worth the two seconds to send that signal.

因此，值得花個兩秒鐘 發出信號給他們。

I want to leave you with something

最後我想跟各位分享

that I think a lot about as I do this work.

我在做這一行時很常思考的一件事。

Have you noticed, people are a little bit angry?

你有沒有注意到，人有點憤怒？

Actually, there are a lot angry.

事實上，有很多憤怒。

They're angry about big government and big corporations, about flying,

他們對大政府和大企業感到 憤怒，對飛行也感到憤怒，

they're angry about how everyone else is angry.

他們對別人都很憤怒 這件事感到憤怒。

Look, I'm not going to stand here as the personalization guy

聽著，我不打算以個人化 專家的身分站在這裡

and tell you I have the answer to all the world's problems.

告訴各位我可以解答 世界上所有的問題。

But I do have to think underlying a lot of this simmering anger

但我確實得認為， 在這些積壓的憤怒背後，

is a sense of not being heard,

常有一種沒被聽見的感受，

of being a cog in an unresponsive, impersonal world.

在一個冷漠且無反應的世界中 只扮演一個齒輪的感受。

I get it.

我懂。

For much of human history, the world was personal.

在人類歷史上大部分的時候， 世界都是很個人的，

We knew our butcher, baker and candlestick maker,

我們認識我們的屠夫、 麵包師、和燭台製造商，

and they knew us.

他們也認識我們。

It's only been in the last century or so,

唯獨到了上個世紀左右，

with the rise of mass commerce and digital advertising,

大眾商業和數位廣告興起，

that businesses got impersonal.

商業才變得不個人。

The fact is,

事實是，

we have taken personalization out of our lives.

我們已經把個人化 從我們的生活中拿掉了。

It's time for businesses and us as consumers,

該是企業和我們消費者同心協力

to work together to put it back in.

把它拿回來的時候了。

To make us feel seen and heard once again.

讓我們再次感覺到有被看見和聽見。

Thank you.

謝謝。

(Applause)

（掌聲）