How AI-Led Marketing Decisions Can Transform Your Business

Swati Singh

In the recent congressional hearing on Facebook, the takeaway was this: Data is the world’s most valuable asset, and it is growing exponentially.

We may be collecting zettabytes of data, but are we also capitalizing on it? We use real-time data for almost all marketing efforts today, from building interactive content to placement of ads, but we may not have utilized it for marketing performance measurement and budget optimization.

The reality is, marketers have struggled for years to get a grip on marketing performance. Ultimately, we need to gauge what our marketing efforts are achieving and measure whether these results are meeting our goals.

“52% of the organizations say they cannot make a direct and obvious correlation between marketing efforts and company performance.” -Executive recruiting firm Korn Ferry

The journey to optimized marketing spend

Understanding the touchpoints that lead to customer spending across online and offline channels helps companies determine individual customer profitability and increase their average order value. The problem, however, is that brands use last and first clicks to decide the marketing attribution, which gives a broken picture of marketing performance. The path to purchase includes multiple touchpoints across a variety of channels. Each of these touchpoints plays a different role in the customer journey and are incremental to drive traffic to the next conversion. Marketers need to assess the value of these interactions to set up different cost-per-action (CPA) targets.

Today’s marketers are shifting their focus from simply increasing the marketing budget to adopting a more analytically advanced marketing function. The goal is to optimize marketing budget allocation among channels to acquire and retain the most valuable customers. To build a complete customer journey, marketers must consider all the interactions a customer has with your brand over a period, including how they interact and how often they interact. Measuring marketing performance at each interaction will help fill gaps to maximize customer experience. The most obvious solution here is the multi-touch attribution model, which is useful to organizations that focus on a personalized customer experience.

Marketers armed with AI

When you start a marketing attribution journey, pay attention to three elements: Identify, understand, and act. The journey evolves by applying principles of game theory to multi-touch attribution, coupled with AI to optimize marketing handoff. Game theory helps identify the value of each channel in a customer journey. Machine learning suggests investment options for different channels. AI enables repetition of similar scenarios to optimize marketing handoff, when the budget self-allocates on the fly based on the inference.

Individual channels can be used at certain times of the day to advertise more efficiently and gain a higher response rate for the same amount of money spend. Greater granularity in the results will help you understand where and how your brand resonates with users.

To help you understand and benchmark the maturity of your core marketing processes, including marketing strategy development, planning and budgeting, decision-making and campaign execution and collaboration, we have launched the Strategic Marketing Survey. Upon completion of the assessment, you will receive a personalized report.


Swati Singh

About Swati Singh

As part of the Digital Transformation Office at SAP, Swati Singh is responsible for building high-value content and insights relevant to the needs of the customer. Her areas of expertise include lines of business such as marketing and customer service and industries such as banking and insurance.

Yes, It’s Possible: Happier Customers And A Lower Cost-To-Serve

Greg Peterson

Imagine a typical young customer, mobile phone in hand. He loves his phone. He loves shopping with his phone, he loves posting photos on his phone, and he can’t live without his favorite apps. This young man wants to do everything on his phone – except make a phone call.

So when he realizes that he must actually dial a number to speak with your utility’s customer service department about an issue, he’s automatically peevish. It’s your job to keep him (and all your other customers) happy. But it’s also your job to keep cost-to-serve at a minimum. Let me tell you how it’s possible to do both.

First, be aware of common misperceptions

Don’t try to take on a customer-facing project in a piecemeal manner. Building a single mobile-payment app, for example, might seem like a quick way to build customer advocacy. But I’ve seen this approach fail because a standalone app is often just that – a one-off effort that only makes a small part of the customer’s life easier.

Instead, think holistically. Create a way for customers to be able to pay the bill and request services (including start, stop, and transfer). Give them a way to interact for appointments (such as confirming, reschedule, cancel and so on) using SMS/text, email and “robocalls.” This end-to-end approach is more than just a one-off app; it’s the single best way to build rapport with your customers – and it can happen only if you have real-time data underpinning your efforts. After all, building the app, the SMS/text, the email, and the voice script is the easy part. Having the automated workflows and analytics is the hard part, because you need the ability to do all of these things in native mobile apps that operate on the same platform.

Also, because your organization is likely quasi-government regulated and thus must make its money through return on capital, you might be tempted to say, “I can’t afford to do this in a big way because of the operational expense.” But be aware that with the right approach, you can often structure a capital project with a high annual operational expense reduction. You can often prove to stakeholders that yours is a self-funded project and that customers will be more satisfied. For those of you who must go to regulators to get rate increases, this also puts you in a better position to drive your agenda, rather than endlessly discussing the topic of customer-service complaints.

Use the full power of technology to your advantage

Let’s face it—in our industry, people usually call only when they have an issue. One way to improve customer service is to give them fewer reasons to call. A new wave of real-time data technology can delight your customers and keep cost-to-serve at a minimum. SAP S/4HANA does a great job of this. I recently worked with a natural gas supplier who took a holistic approach. The company invested in intelligent grid technology so that their customers could benefit from more-reliable service, faster restorations after outages and reduced cost. In the most recent report from the American Customer Satisfaction Index, this gas supplier emerged as the new leader among investor-owned utilities with a four percent climb to a rating of 82 – the largest gain for the category and the second year of improvement.

Technology for your business: a lower cost-to-serve

When you use the full power of technology to your advantage, the results can be remarkable. From a business standpoint, you can reduce inbound calls with targeted proactive notification (such as for planned outages). You can deflect calls to low-cost self-service channels like intelligent IVR, chatbots and listening agents in which AI uses natural language processing to resolve issues. And if someone does need to contact your call center, you can increase the productivity of your agents, because they automatically know not just who is calling, but also the likely reason for the call.

Remember too that technology drives integrated work management. Cable-company customers can see on their app who is coming, when the service person will arrive and even whether outside conditions or traffic will impact arrival time. So if your field technician is dispatched to service a gas furnace, guess what? The field technician has same information as the call center. There’s an app with service timing – and the app integrates customer data with the information from the field tech.

Technology for your customers: pleasant surprises

From a customer satisfaction standpoint, you can be uniquely positioned to deliver surprisingly proactive, helpful information. Your customers can get proactive notifications and updates. For example, if their power goes out and they’re sitting in the dark, they can learn through a text alert when power is likely to be restored, when the outage was initially reported and how many of their neighbors have been similarly affected. It’s easy for customers to opt-in to notification services during times of trouble, such as flooding and fire emergencies. And for customers who are prone to be late with their payments, you can send a proactive notification that’s perceived as a friendly reminder. When an overdue invoice is paid, it’s even possible to reconnect power without the need for the customer to phone the call center.

So take action to investigate the power of SAP HANA. Get a 360-degree view of each customer, served up to various stakeholders in real time. Your customers – and your business leaders – will thank you for it.

Learn more

To take advantage of all the benefits described in this post, request your SAP HANA Impact assessment today. You can also visit IBM at booth #612 at SAPPHIRE NOW 2018 and talk to IBM-SAP experts – check out our event website to see what we’re doing at the event.


Greg Peterson

About Greg Peterson

Greg Peterson is Vice President at IBM Global Business Services. He leads the SAP Practice For Energy and Utilities in the US. He has a 20 year plus track record of Client, People and Business success in large enterprise application consulting, sales, industry based Go-to-Market (GTM) and project delivery. Greg is a proven Business Architect that drives Digital Reinvention using a value based agile strategy, operating model and process design methodology.

Customer Experience: Keeping It Real

Jennifer Horowitz

Both authentic and artificial intelligence play an important role in the customer experience (CX), where humans drive evolution and innovation.

Artificial Intelligence (AI) can deliver speed, analysis, and efficiency to the customer experience, but most would agree that only people can provide empathy, ingenuity, and context. What if a strategy that involves a customer-focused approach to artificial intelligence and the ability to automate CX processes could improve interactions, increase engagement, and empower humans?

Tony Tsai, chief innovation and information officer at customer service and technology provider TTEC says, “Digital transformation focused around the customer experience is not just about technology implementation but also about how humans carry forward the output of that technology. Brands which employ a thoughtful approach to automation and AI, including the use of analytics and insights blended with the human touch at key moments of impact, will deliver on the promise of truly exceptional customer experience.”

From that perspective, the human touch should never be lost during this time of digital disruption. Companies must stay up-to-date with AI while also maintaining a human approach to the emotional environment we live in. The sophistication of AI and emerging technologies increases the importance of the human aspect of customer interactions.

Authenticity and trust play a significant role in the success of high-performing businesses. Companies should be able to support productivity and growth while also supporting their customers emotionally.

There are ways to practice authentic intelligence. For example, AI robots can be developed to display more “human” qualities, which improves communications. The key is to engage customers in interactions that feel “real.”

The future of CX involves more authentic AI technology. “AI is poised to transform business in ways we have not seen since the impact of computer technology in the late 20th century,” Paul Daugherty, CTO of  Accenture, stated in a report. “As AI matures, it can propel economic growth and potentially serve as a powerful remedy for stagnant productivity and labor shortages of recent decades.” 

For more on technology and the customer experience, see Digital Experience: The Key To User Delight.


Jennifer Horowitz

About Jennifer Horowitz

Jennifer Horowitz is a journalist with over 15 years of experience working in the technology, financial, hospitality, real estate, healthcare, manufacturing, not for profit, and retail sectors. She specializes in the field of analytics, offering management consulting serving global clients from midsize to large-scale organizations. Within the field of analytics, she helps higher-level organizations define their metrics strategies, create concepts, define problems, conduct analysis, problem solve, and execute.

The Human Angle

By Jenny Dearborn, David Judge, Tom Raftery, and Neal Ungerleider

In a future teeming with robots and artificial intelligence, humans seem to be on the verge of being crowded out. But in reality the opposite is true.

To be successful, organizations need to become more human than ever.

Organizations that focus only on automation will automate away their competitive edge. The most successful will focus instead on skills that set them apart and that can’t be duplicated by AI or machine learning. Those skills can be summed up in one word: humanness.

You can see it in the numbers. According to David J. Deming of the Harvard Kennedy School, demand for jobs that require social skills has risen nearly 12 percentage points since 1980, while less-social jobs, such as computer coding, have declined by a little over 3 percentage points.

AI is in its infancy, which means that it cannot yet come close to duplicating our most human skills. Stefan van Duin and Naser Bakhshi, consultants at professional services company Deloitte, break down artificial intelligence into two types: narrow and general. Narrow AI is good at specific tasks, such as playing chess or identifying facial expressions. General AI, which can learn and solve complex, multifaceted problems the way a human being does, exists today only in the minds of futurists.

The only thing narrow artificial intelligence can do is automate. It can’t empathize. It can’t collaborate. It can’t innovate. Those abilities, if they ever come, are still a long way off. In the meantime, AI’s biggest value is in augmentation. When human beings work with AI tools, the process results in a sort of augmented intelligence. This augmented intelligence outperforms the work of either human beings or AI software tools on their own.

AI-powered tools will be the partners that free employees and management to tackle higher-level challenges.

Those challenges will, by default, be more human and social in nature because many rote, repetitive tasks will be automated away. Companies will find that developing fundamental human skills, such as critical thinking and problem solving, within the organization will take on a new importance. These skills can’t be automated and they won’t become process steps for algorithms anytime soon.

In a world where technology change is constant and unpredictable, those organizations that make the fullest use of uniquely human skills will win. These skills will be used in collaboration with both other humans and AI-fueled software and hardware tools. The degree of humanness an organization possesses will become a competitive advantage.

This means that today’s companies must think about hiring, training, and leading differently. Most of today’s corporate training programs focus on imparting specific knowledge that will likely become obsolete over time.

Instead of hiring for portfolios of specific subject knowledge, organizations should instead hire—and train—for more foundational skills, whose value can’t erode away as easily.

Recently, educational consulting firm Hanover Research looked at high-growth occupations identified by the U.S. Bureau of Labor Statistics and determined the core skills required in each of them based on a database that it had developed. The most valuable skills were active listening, speaking, and critical thinking—giving lie to the dismissive term soft skills. They’re not soft; they’re human.


This doesn’t mean that STEM skills won’t be important in the future. But organizations will find that their most valuable employees are those with both math and social skills.

That’s because technical skills will become more perishable as AI shifts the pace of technology change from linear to exponential. Employees will require constant retraining over time. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is already outdated by the time students graduate, according to The Future of Jobs, a report from the World Economic Forum (WEF).

The WEF’s report further notes that “65% of children entering primary school today will ultimately end up working in jobs that don’t yet exist.” By contrast, human skills such as interpersonal communication and project management will remain consistent over the years.

For example, organizations already report that they are having difficulty finding people equipped for the Big Data era’s hot job: data scientist. That’s because data scientists need a combination of hard and soft skills. Data scientists can’t just be good programmers and statisticians; they also need to be intuitive and inquisitive and have good communication skills. We don’t expect all these qualities from our engineering graduates, nor from most of our employees.

But we need to start.

From Self-Help to Self-Skills

Even if most schools and employers have yet to see it, employees are starting to understand that their future viability depends on improving their innately human qualities. One of the most popular courses on Coursera, an online learning platform, is called Learning How to Learn. Created by the University of California, San Diego, the course is essentially a master class in human skills: students learn everything from memory techniques to dealing with procrastination and communicating complicated ideas, according to an article in The New York Times.

Attempting to teach employees how to make behavioral changes has always seemed off-limits to organizations—the province of private therapists, not corporate trainers. But that outlook is changing.

Although there is a longstanding assumption that social skills are innate, nothing is further from the truth. As the popularity of Learning How to Learn attests, human skills—everything from learning skills to communication skills to empathy—can, and indeed must, be taught.

These human skills are integral for training workers for a workplace where artificial intelligence and automation are part of the daily routine. According to the WEF’s New Vision for Education report, the skills that employees will need in the future fall into three primary categories:

  • Foundational literacies: These core skills needed for the coming age of robotics and AI include understanding the basics of math, science, computing, finance, civics, and culture. While mastery of every topic isn’t required, workers who have a basic comprehension of many different areas will be richly rewarded in the coming economy.
  • Competencies: Developing competencies requires mastering very human skills, such as active listening, critical thinking, problem solving, creativity, communication, and collaboration.
  • Character qualities: Over the next decade, employees will need to master the skills that will help them grasp changing job duties and responsibilities. This means learning the skills that help employees acquire curiosity, initiative, persistence, grit, adaptability, leadership, and social and cultural awareness.


The good news is that learning human skills is not completely divorced from how work is structured today. Yonatan Zunger, a Google engineer with a background working with AI, argues that there is a considerable need for human skills in the workplace already—especially in the tech world. Many employees are simply unaware that when they are working on complicated software or hardware projects, they are using empathy, strategic problem solving, intuition, and interpersonal communication.

The unconscious deployment of human skills takes place even more frequently when employees climb the corporate ladder into management. “This is closely tied to the deeper difference between junior and senior roles: a junior person’s job is to find answers to questions; a senior person’s job is to find the right questions to ask,” says Zunger.

Human skills will be crucial to navigating the AI-infused workplace. There will be no shortage of need for the right questions to ask.

One of the biggest changes narrow AI tools will bring to the workplace is an evolution in how work is performed. AI-based tools will automate repetitive tasks across a wide swath of industries, which means that the day-to-day work for many white-collar workers will become far more focused on tasks requiring problem solving and critical thinking. These tasks will present challenges centered on interpersonal collaboration, clear communication, and autonomous decision-making—all human skills.

Being More Human Is Hard

However, the human skills that are essential for tomorrow’s AI-ified workplace, such as interpersonal communication, project planning, and conflict management, require a different approach from traditional learning. Often, these skills don’t just require people to learn new facts and techniques; they also call for basic changes in the ways individuals behave on—and off—the job.

Attempting to teach employees how to make behavioral changes has always seemed off-limits to organizations—the province of private therapists, not corporate trainers. But that outlook is changing. As science gains a better understanding of how the human brain works, many behaviors that affect employees on the job are understood to be universal and natural rather than individual (see “Human Skills 101”).

Human Skills 101

As neuroscience has improved our understanding of the brain, human skills have become increasingly quantifiable—and teachable.

Though the term soft skills has managed to hang on in the popular lexicon, our understanding of these human skills has increased to the point where they aren’t soft at all: they are a clearly definable set of skills that are crucial for organizations in the AI era.

Active listening: Paying close attention when receiving information and drawing out more information than received in normal discourse

Critical thinking: Gathering, analyzing, and evaluating issues and information to come to an unbiased conclusion

Problem solving: Finding solutions to problems and understanding the steps used to solve the problem

Decision-making: Weighing the evidence and options at hand to determine a specific course of action

Monitoring: Paying close attention to an issue, topic, or interaction in order to retain information for the future

Coordination: Working with individuals and other groups to achieve common goals

Social perceptiveness: Inferring what others are thinking by observing them

Time management: Budgeting and allocating time for projects and goals and structuring schedules to minimize conflicts and maximize productivity

Creativity: Generating ideas, concepts, or inferences that can be used to create new things

Curiosity: Desiring to learn and understand new or unfamiliar concepts

Imagination: Conceiving and thinking about new ideas, concepts, or images

Storytelling: Building narratives and concepts out of both new and existing ideas

Experimentation: Trying out new ideas, theories, and activities

Ethics: Practicing rules and standards that guide conduct and guarantee rights and fairness

Empathy: Identifying and understanding the emotional states of others

Collaboration: Working with others, coordinating efforts, and sharing resources to accomplish a common project

Resiliency: Withstanding setbacks, avoiding discouragement, and persisting toward a larger goal

Resistance to change, for example, is now known to result from an involuntary chemical reaction in the brain known as the fight-or-flight response, not from a weakness of character. Scientists and psychologists have developed objective ways of identifying these kinds of behaviors and have come up with universally applicable ways for employees to learn how to deal with them.

Organizations that emphasize such individual behavioral traits as active listening, social perceptiveness, and experimentation will have both an easier transition to a workplace that uses AI tools and more success operating in it.

Framing behavioral training in ways that emphasize its practical application at work and in advancing career goals helps employees feel more comfortable confronting behavioral roadblocks without feeling bad about themselves or stigmatized by others. It also helps organizations see the potential ROI of investing in what has traditionally been dismissed as touchy-feely stuff.

In fact, offering objective means for examining inner behaviors and tools for modifying them is more beneficial than just leaving the job to employees. For example, according to research by psychologist Tasha Eurich, introspection, which is how most of us try to understand our behaviors, can actually be counterproductive.

Human beings are complex creatures. There is generally way too much going on inside our minds to be able to pinpoint the conscious and unconscious behaviors that drive us to act the way we do. We wind up inventing explanations—usually negative—for our behaviors, which can lead to anxiety and depression, according to Eurich’s research.

Structured, objective training can help employees improve their human skills without the negative side effects. At SAP, for example, we offer employees a course on conflict resolution that uses objective research techniques for determining what happens when people get into conflicts. Employees learn about the different conflict styles that researchers have identified and take an assessment to determine their own style of dealing with conflict. Then employees work in teams to discuss their different styles and work together to resolve a specific conflict that one of the group members is currently experiencing.

How Knowing One’s Self Helps the Organization

Courses like this are helpful not just for reducing conflicts between individuals and among teams (and improving organizational productivity); they also contribute to greater self-awareness, which is the basis for enabling people to take fullest advantage of their human skills.

Self-awareness is a powerful tool for improving performance at both the individual and organizational levels. Self-aware people are more confident and creative, make better decisions, build stronger relationships, and communicate more effectively. They are also less likely to lie, cheat, and steal, according to Eurich.

It naturally follows that such people make better employees and are more likely to be promoted. They also make more effective leaders with happier employees, which makes the organization more profitable, according to research by Atuma Okpara and Agwu M. Edwin.

There are two types of self-awareness, writes Eurich. One is having a clear view inside of one’s self: one’s own thoughts, feelings, behaviors, strengths, and weaknesses. The second type is understanding how others view us in terms of these same categories.

Interestingly, while we often assume that those who possess one type of awareness also possess the other, there is no direct correlation between the two. In fact, just 10% to 15% of people have both, according to a survey by Eurich. That means that the vast majority of us must learn one or the other—or both.

Gaining self-awareness is a process that can take many years. But training that gives employees the opportunity to examine their own behaviors against objective standards and gain feedback from expert instructors and peers can help speed up the journey. Just like the conflict management course, there are many ways to do this in a practical context that benefits employees and the organization alike.

For example, SAP also offers courses on building self-confidence, increasing trust with peers, creating connections with others, solving complex problems, and increasing resiliency in the face of difficult situations—all of which increase self-awareness in constructive ways. These human-skills courses are as popular with our employees as the hard-skill courses in new technologies or new programming techniques.

Depending on an organization’s size, budget, and goals, learning programs like these can include small group training, large lectures, online courses, licensing of third-party online content, reimbursement for students to attain certification, and many other models.

Human Skills Are the Constant

Automation and artificial intelligence will change the workplace in unpredictable ways. One thing we can predict, however, is that human skills will be needed more than ever.

The connection between conflict resolution skills, critical thinking courses, and the rise of AI-aided technology might not be immediately obvious. But these new AI tools are leading us down the path to a much more human workplace.

Employees will interact with their computers through voice conversations and image recognition. Machine learning will find unexpected correlations in massive amounts of data but empathy and creativity will be required for data scientists to figure out the right questions to ask. Interpersonal communication will become even more important as teams coordinate between offices, remote workplaces, and AI aides.

While the future might be filled with artificial intelligence, deep learning, and untold amounts of data, uniquely human capabilities will be the ones that matter. Machines can’t write a symphony, design a building, teach a college course, or manage a department. The future belongs to humans working with machines, and for that, you need human skills. D!


About the Authors

Jenny Dearborn is Chief Learning Officer at SAP.

David Judge is Vice President, SAP Leonardo, at SAP.

Tom Raftery is Global Vice President and Internet of Things Evangelist at SAP.

Neal Ungerleider is a Los Angeles-based technology journalist and consultant.

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

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Machine Learning In The Real World

Paul Taylor

Over the past few decades, machine learning has emerged as the real-world face of what is often mistakenly called “artificial intelligence.” It is establishing itself as a mainstream technology tool for companies, enabling them to improve productivity, planning, and ultimately, profits.

Michael Jordan, professor of Computer Science and Statistics at the University of California, Berkeley, noted in a recent Medium post: “Most of what is being called ‘AI’ today, particularly in the public sphere, is what has been called ‘machine learning’ for the past several decades.”

Jordan argues that unlike much that is mislabeled “artificial intelligence,” ML is the real thing. He maintains that it was already clear in the early 1990s that ML would grow to have massive industrial relevance. He notes that by the turn of the century, forward-looking companies such as Amazon were already using ML throughout their business, solving mission-critical back-end problems in fraud detection and logistics-chain prediction and building innovative consumer-facing services such as recommendation systems.

“Although not visible to the general public, research and systems-building in areas such as document retrieval, text classification, fraud detection, recommendation systems, personalized search, social network analysis, planning, diagnostics, and A/B testing have been a major success — these are the advances that have powered companies such as Google, Netflix, Facebook, and Amazon,” Jordan says.

Amazon, which has been investing deeply in artificial intelligence for over 20 years, acknowledges, “ML algorithms drive many of our internal systems. It’s also core to the capabilities our customers’ experience – from the path optimization in our fulfillment centers and Amazon’s recommendations engine o Echo powered by Alexa, our drone initiative Prime Air, and our new retail experience, Amazon Go. “

The fact that tech industry leaders like Google, Netflix, Facebook, and Amazon have used ML to help fuel their growth is not news. For example, it has been widely reported that sites with recommendation engines, including Netflix, use ML algorithms to generate user-specific suggestions. Most dynamic map/routing apps, including Google Maps, also use ML to suggest route changes in real time based upon traffic speed and other data gleaned from multiple users’ smartphones.

In a recent article detailing real-world examples of ML in action, Kelly McNulty, a senior content writer at Salt Lake City-based Prowess Consulting, notes: “ML isn’t just something that will happen in the future. It’s happening now, and it will only get more advanced and pervasive in the future.”

However, the broader uptake of ML by enterprises – big and small – is less much less known. A recently published study prepared for SAP by the Economist Intelligence Unit and based on a survey of 360 organizations revealed that 68 percent of respondents are already using ML, at least to some extent, to enhance their business processes.

The report adds: “Some are aiming even higher: to use ML to change their business models and offer entirely new value propositions to customers…… ML is not just a technology.” The report’s authors continue, “It is core to the business strategies that have led to the surging value of organizations that incorporate it into their operating models – think Amazon, Uber, and Airbnb.”

McNulty notes that there are both internal and external uses for ML. Among the internal uses, she cites Thomson Reuters, the news and data services group, which, after its merger in 2008, used ML to prepare large quantities of data with Tamr, an enterprise data-unification company. She says the two partners used ML to unify more than three million data points with an accuracy of 95 percent, reducing the time needed to manually unify the data by several months and cutting the manual labor required by an estimated 40 percent.

In another example of enterprise use of ML, she notes that GlaxoSmithKline, the pharmaceuticals group, used the technology to develop information aimed at allaying concerns about vaccines. The ML algorithms were used to sift through parents’ comments about vaccines in forums and messaging boards, enabling GSK to develop content specifically designed to address these concerns.

In the financial sector, ML has been widely used for some time to help detect fraudulent transactions and assess risk. PayPal uses the technology to “distinguish the good customers from the bad customers,” according to Vadim Kutsyy, a data scientist at the online payments company.

PayPal’s deep learning system is also able to filter out deceptive merchants and crack down on sales of illegal products. Additionally, the models are optimizing operations. Kutsyy explained the machines can identify “why transactions fail, monitoring businesses more efficiently,” avoiding the need to buy more hardware for problem-solving.

ML algorithms also underpin many of the corporate chatbots and virtual assistants being deployed by enterprise customers and others. For Example, Allstate partnered with technology consultancy Earley Information Science to develop a virtual assistant called ABIe (the Allstate Business Insurance Expert). ABIe was designed to assist Allstate’s 12,000 agents to understand and sell the company’s commercial insurance products, reportedly handling 25,000 inquires a month.

Other big U.S. insurance companies, including Progressive, are applying ML algorithms to interpret driver data and identify new business opportunities.

Meanwhile, four years ago, Royal Dutch Shell became the first company in the lubricants sector to use ML to help develop the Shell Virtual Assistant. The virtual assistant enables customers and distributors to ask common lubricant-related questions.

As the company noted at the time, “customers and distributors type in their question via an online message window, and avatars Emma and Ethan reply back with an appropriate answer within seconds.” The tool was initially launched in the U.S. and UK but has since expanded to other countries and reportedly can now understand and respond to queries in multiple languages, including Chinese and Russian.

In the retail sector, Walmart, which already uses ML to optimize home delivery routes, also uses it to help reduce theft and improve customer service. The retail giant has reportedly developed facial recognition software that automatically detects frustration in the faces of shoppers at checkout, prompting customer service representatives to intervene.

Among SAP’s own customers, a growing number are implementing ML tools, including those built into SAP’s own platforms and applications. As SAP notes, “Many different industries and lines of business are ripe for machine learning—particularly the ones that amass large volumes of data.”

The manufacturing, finance, and healthcare sectors are leading the way. For example, a large European chemicals company has improved the efficiency and effectiveness of its customer service process by using ML algorithms to automatically categorize and send responses to customer inquiries.

In the mining sector, Vale, the Brazilian mining group, is using ML to optimize maintenance processes and reduce the number of purchase requisitions that were being rejected causing maintenance and operational delays in its mines. Before implementation, between 25 percent and 40 percent of purchase requisitions were being rejected by procurement because of errors. Since implementation, 86 percent of these rejections have been eliminated.

Elsewhere a large consumer goods company, the Austrian-based consumer good company, is using ML and computer vision to identify images of broken products submitted by customers from the over 40,000 products in the company’s catalog. The application enables the company to speed up repairs and replacements, thereby improving customer service and the customer experience.

Similarly, a global automotive manufacturer is using image recognition to help consumers learn more about vehicles and direct them to local dealer showrooms, and a major French telecommunications firm reduced the length of customer service conversations by 50 percent using chatbots that now manage 20 percent of all calls.

But not every enterprise ML deployment has worked out so well. In a highly publicized case, Target hired a ML expert to analyze shopper data and create a model that could predict which female customers were most likely to be pregnant and when they were expected to give birth. (If a woman started buying a lot of supplements, for example, she was probably in her first 20 weeks of pregnancy, whereas buying a lot of unscented lotion indicated the start of the second trimester.)

Target used this information to provide pregnancy- and parenting-related coupons to women who matched the profile. But Target was forced to modify its strategy after some customers said they felt uncomfortable with this level of personalization. A New York Times story reported that a Minneapolis parent learned of their 16-year-old daughter’s unplanned pregnancy when the Target coupons arrived in the mail.

Target’s experience notwithstanding, most enterprise ML projects generate significant benefits for customers, employees, and investors while putting the huge volumes of data generated in our digital era to real use.

For more insight on the implications of machine learning technology, download the study Making the Most of Machine Learning: 5 Lessons from Fast Learners.