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Data and analytics, the two elements that serve as the life-forces of today’s enterprise landscape, often fall short of delivering businesses a true decision-making capability—the combination of ‘traditional artistic decision making’ and ‘data-driven decision making’. The former artistic piece relies on intuition, experience, and courage, the latter data-driven decision-making aspect hinges on existing information, predicted data sets, and optimized output. Normally, the former piece exists in the company and the latter piece is missing, which is when most organizations consult analytics professional to fill this component. While consultee (companies) and consultant (analytical professional) are both capable in their own field, GiXo—a firm comprised of strategic consultants and analytics experts—believes that emphasis on blending the components is lacking. GiXo has forged the perfect combination of artistic and data-driven decision-making components, which paves the way for a more resilient business-critical function –‘Data-Informed Decision Making (DIDM).’ Shintaro Hanatani, Chief Business Officer (CBO) of GiXo, says, “Companies hoping to integrate data and analytics functions tend to believe that these two aspects form the almighty solution. At GiXo, we believe that this is only one half of the solution, alongside artistic decision-making capabilities that consultees possess.” GiXo’s spirit is not to overwrite decision making process by data analytics, but rather to enforce companies’ decision-making process by informing the situation using relevant data.
GiXo’s approach to redefining decision-making capabilities maximizes the thinking capacity of businesses, expressed through technological tools such as the Mygru. An example that showcases the merits of Mygru is the improvisation of the ‘stamp rally’- a popular marketing methodology employed across Japan. Stamp rally involves the supplier setting up multiple tasks for the consumer to gain a particular reward. ‘The process of consumers achieving the tasks and collecting the approval stamps is the origin of its name.’ The idea was designed to enable visits to supplier stores and spend a certain amount of money – a program resembling customer loyalty avenues, with multiple tasks for spontaneous marketing campaigns. “Stamp rally is effective because it stimulates the consumers’ desire to complete the punch card. It also creates a journey for the consumer to know more about the supplier,” adds Mr Hanatani. Despite these advantages, a stamp rally has a definitive weakness – the lack of personalization. The tasks designed for the consumer lacked a personal touch and were repetitive in nature (the same for every consumer), causing fewer engagements within the society as a whole.
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