Rather than repeatedly asking whether somebody currently
qualifies for a particular journey, we're continuously building an understanding of that person and using that context to determine the best next action. It gives us a depth of
understanding of individual customer behaviour that I haven't seen from traditional journey-based CRM.
genuinely relevant to say. For us, "do nothing" is a completely legitimate next-best action.
What is the Axom system learning about individual customers that the existing journey-based approach fails to comprehend?
Te key difference is contextual learning over time. Axom builds an individual understanding of each customer and continuously learns from what happens. We observe what actions were taken, what happened afterwards, what tends to work for that person, what doesn't work, how their behaviour changes and how all of those things interact over time.
Te longer we work with a customer base, the richer that context becomes and the better the decisioning becomes. It is similar to the reason AI assistants become more useful when they have context and memory. We're applying that principle at an individual customer level for businesses.
Rather than repeatedly asking whether somebody currently qualifies for a particular journey, we're continuously building an understanding of that person and using that context to determine the best next action. It gives us a depth of understanding of individual customer behaviour that I haven't seen from traditional journey-based CRM.
If the decisioning becomes increasingly autonomous, what happens to the CRM team? Does its role shift from building and maintaining journeys towards creating better actions and experiences for the system to choose from?
I think that's exactly where the opportunity is. CRM has already been moving towards automation for years. Models already trigger campaigns and decide which customers enter journeys, so autonomy itself isn't really new. What changes is the level at which the optimisation happens.
Rather than CRM teams spending huge amounts of time maintaining journeys, changing rules and continually requesting another model from data science, they can spend more time thinking about the actual
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ALI CRAXTON CRM consultant Axom Gaming
customer experience. If I were this customer, what would I find valuable? Could we create a better promotion? A new communication channel? A more interesting product experience? A different type of reward? It moves CRM away from maintaining machinery and towards creating better experiences and better actions for the system to choose from.
To me, that is a much more interesting use of a CRM team's time and expertise.
Axom isn't trying to replace the underlying CRM platform, but to provide an intelligence layer across it. Longer term, could that dynamic decisioning layer effectively become the central CRM brain, with traditional journeys and segmentation playing a much smaller role?
Yes, that's very much how we see it developing. Axom is deliberately focused on decisioning. We don't want to rebuild the infrastructure operators already have, and we don't execute the campaigns ourselves. Te operator keeps its existing CRM platform, communication channels, data infrastructure and actions. Axom sits across that ecosystem and decides the best action for each individual customer.
Longer term, I think that central decisioning brain becomes increasingly important because ultimately somebody - or something - needs to optimise all of those competing possibilities against the same objective: maximising net customer lifetime value. I do think traditional segmentation and journeys will therefore play a smaller role.
Tey won't disappear completely. Tere will always be situations where the business knows something the system couldn't reasonably anticipate – a new product launch, a major tournament, a regulatory communication or a particular campaign the operator explicitly wants to run. But rather than journeys being the centre of CRM and intelligence sitting around them, I think that relationship increasingly reverses. Te central brain becomes the primary decision-maker, while journeys and campaigns become some of the tools available to it.
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