40%. According to McKinsey, this is the additional revenue generated by companies that excel at personalisation compared with their less advanced competitors. Behind this ability to offer the right product, at the right time, to the right customer lies an asset that has become strategic: data.

“Twenty years ago, obtaining data was expensive. Sources were limited and market research was often the main way of understanding consumers,” recalls Luis Camara, chief consumer market officer at Tango Luxembourg. The advent of the internet, social media and smartphones has changed the equation. Today, the challenge is no longer to collect information, but to transform a vast amount of data into useful decisions.

Faced with this abundance of data, it is very tempting to keep it all. But for Proximus Luxembourg, the challenge lies instead in identifying the information that really matters for customer relations. “We need to prioritise the data that is critical,” explains Luis Camara. “In terms of the customer experience, this relates to interactions with our services, consumption behaviour, the use of our digital tools, the history of offers made, and customers’ reactions to these proposals.”

This approach involves a rigorous selection of the information used. “Data that is not essential is not made available to the teams. We protect our customers’ privacy whilst focusing on the information that can create real value for them.”

Proactive, not intrusive

The value of data lies not only in gaining a better understanding of the consumer. Above all, it enables us to anticipate their needs and take action at just the right moment. At Tango, this translates into a host of small actions that are often invisible to the user, but which are designed to make their lives easier.

When a customer connects to a foreign network, for example, they automatically receive an alert setting out the applicable rates and any risks of exceeding their allowance. This approach complies with European regulations, but is also designed to prevent any unpleasant surprises.

The same logic applies when it comes to upgrading a smartphone. If a customer has been using the same device for several years, the system can identify the moment when a relevant replacement offer is likely to be of interest to them, with a loyalty reward to boot. “This is a concrete example of how consent enables the user to benefit from a relevant offer at just the right time,” emphasises Luis Camara.

Data can also be used to identify needs that are never explicitly stated. When a customer regularly reaches their mobile data limit before the end of the month and reduces their usage to avoid going over the limit, artificial intelligence is able to identify this situation and suggest a more suitable plan for them.

Communicate less to communicate better

This ability to anticipate customers’ needs is, however, subject to one essential condition: their consent. Since the GDPR came into force, the rules of the game have changed. Businesses must transparently explain how they use the data they collect and ensure that everyone retains control over their own data. “Customers now know how their data is used and enjoy rights that did not exist before.”

This transparency is all the more important given that consumers remain vigilant about how their personal data is used. According to a survey published by the European Commission in March 2025, 93% of online shoppers say they are concerned about targeted advertising, particularly because of the collection of personal data.

Added to this need for vigilance is another reality: the proliferation of digital notifications. “People open their inboxes and see newsletters flooding in from all over the place. They want to avoid being constantly disturbed,” observes Luis Camara.

At Proximus Luxembourg, a monthly newsletter and targeted campaigns have replaced more blanket approaches. To avoid overwhelming subscribers with too many communications, a subscriber who is already engaged in a particular campaign is temporarily excluded from other communication initiatives.

“Data isn’t magic”

Artificial intelligence marks a new phase in the use of customer data. “What was true at the end of 2025 is no longer true today,” notes Luis Camara. In his view, AI primarily accelerates the ability to analyse and make use of data, enabling relevant information to be identified more quickly and made available to the teams concerned.

However, the executive does not believe in a fully automated customer experience. “Data isn’t magic,” he insists. Human behaviour remains unpredictable. A customer may suddenly decide to switch brands or take an interest in a product that bears no relation to their purchase history. “If you decide tomorrow to switch from Android to Apple, our teams will take the time to explain the differences to you and guide you through your choice.”

The future of the customer experience will, therefore, not depend on data alone, nor on artificial intelligence alone, but on their ability to enhance the relationship with the customer. Because, behind every algorithm and every personalised recommendation, there is still a customer who, above all else, wants their life to be made easier.

This article was written for the supplement on the customer experience in the issue of June 2026 from Paperjam magazine, published on 17 June 2026. This content was produced exclusively for the print edition of the magazine and is published on this website for the sole purpose of supplementing the Paperjam archives.

Click on this link to subscribe to the magazine.

Is your company a member of the Paperjam Club? You might be eligible for a magazine subscription in your name. Please let us know at club@paperjam.lu.