emeldi.com

1. Omni-Channel as Key Driver for Consumer’s
Brand Experience Enhancement
Alistair Oldfield – Emeldi Group
Rudolf Krammer – NTS Retail
June 2016
www.emeldi.com

2.  Defining Omni-channel digital commerce in Telco
 Evolution towards Omni-channel digital commerce
 Dichotomy between physical & online channels in Telco
 Trends and behaviour of digitally-enabled consumers
 Observations, Conclusions
 Achieving Omni-channel
 Simplification of perspective
 Building blocks of Omni-channel
 Summary
 Demo
Agenda
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Defining Omni-channel in Telco

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What is Omni-channel Commerce
Anyways?
“You can't know where you're going until you
know where you've been.”
- old inspirational cliché
- Alistair Oldfield 2016
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Scratching the surface
 Birth of Omni-channel concept originates through
innovation initiatives within ecommerce leaders:
 Pushing of multi-channel boundaries
 Hodge-Podge efforts of trial & error
 Driven by what worked best for customers –
shaped by usage
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Design
User
Experience

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Evolution of digital commerce
from the primordial soup
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Single Channel
•One touch point to brand
Multi-Channel
•Technical and business
unit silos existing and
evolving independently
Cross-Channel
•Brand experience not
unified
•Business functions still
channel-centric
Omni-Channel
•Holistic customer view and
brand experience continuity
•Business function channel-
agnostic
Most Brave ones Lucky ones
uegzurbo!1

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Opportunity knocks: Omni-channel is still a very new concept
 Omni-channel vs. OmniChannel vs. Omni Channel?
 Ecommerce, eCommerce, e-commerce – remember those days?
 Omni-channel is still a very new concept
 Business description is quite well-understood (more later)
 Opportunity lies in now applying technical best-practices in deploying a
concept for which business definition is now crystalized and hard lessons
have been learned
 Goal of this presentation:
 Understanding and executing the correct transformation steps on the first
try…
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Traditional brick-and-mortar shops
vs.
Traditional ecommerce
a classic example

9. What the retail store means for Telcos?

10. 85% of consumers prefer shopping
in a traditional store
62% of customers expect face-to-face interactions
when buying technology
90% of customers are more likely to buy
if assisted by knowledgeable staff
66% of consumers who purchase online
visit the store before and after the transaction
Source: timetrade.com / ATKerney / PWC

11. The Telco store acts as service, fulfillment and
experience center – reflecting one unique
brand experience.
The role of the Telco retail store…

12. Transform store environment & empower store
associates to offer a compelling service.

13. Digitalize In-Store Experience
OMNI-
CHANNEL
CUSTOMER
ENGAGEMENT
GOODS
FULFILLMENT
MOBILE
RETAIL
ANALYTICS
STORE
MANAGEMENT

14. Create a smooth transition between different
sales stages

15. Welcome
Manager
Mobile Sales
Assistant
POS Station
Mobile Sales
Assistant

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What brick-and-mortar store
mean for Telcos
 Primary closing venue for sales
 Enjoys very high share of overall telco sales
 Consumers place high value on personal
assistance when making final purchase
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 Occasional re-visits in case of technical issues
 Deserted during low-traffic business hours
 Expensive to maintain (rent, staff, bills, etc.)
How can Telco companies improve
the productivity of these stores?

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What does ecommerce mean for
telecom sales?
 Slowly but surely increasing online conversion
rates
 Relative cost of up-keep is low
 Innovative product and plan discovery tools
such as configurators and calculators
 Runs 24/7, minimal comparable operational
maintenance costs
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 Consumers still highly determined to touch and
feel hardware before purchase
 Consumers not prepared for an online-only
shopping experience
How can Telco companies improve
the productivity of their ecommerce?

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Cross-channel Cannibalisation
Primary frontlines of
telecom sales operations
managed separately
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Online Sales
Channels
Physical Retail
Channels
Sales / revenue /
customer:
CHURN
Competition and cannibalization
instead of synergic cooperation
Classic Physical Retail Stores vs. Online Sales Channels:
So many things wrong with this model in digital commerce

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Operational misalignment between retail
and online channels is costing Telcos
1. Bob reviews and compares various phones
and associated plans on his Telco's
ecommerce site, shortlists the services which
are right for him
2. However, when he visits the his Telco's
brick-and-mortar shop to make a final decision
and purchase, the store representative
informs him that there is no discount available
on the selected phone
3. Bob is seeks in vain to understand why –
Bob really doesn’t care about channels
4. Bob decides to evaluate options from other
Telco brands
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73% OF CROSS-CHANNEL
CONSUMERS
experience price and promotion
inconsistencies between stores and
websites under the same banner.
- CFI Group
Misaligned Business Functions
=
Bumpy, confusing shopping
experience

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Consumer Trends

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Source: Forrester Research Web-influenced Retail Sales Forecast
-2.25%
7.74% 7.53%
Offline-only
Sales Growth
Online-influenced
Sales Growth
Online Sales
Growth
Overall consumer behaviour is
gravitating towards digital commerce
 Consumer trends show the increasing significance of the role online
channels to overall retail sales bottom line over the next 2 years (2016, 2017)

22. Most consumer electronics
purchasing decisions are now made
online
0
10
20
30
40
50
60
0 10 20 30 40 50 60 70 80
WEB-INFLUENCED CONSUMER
ELECTRONICS SALES
Percent Transacted Offline
PercentResearchedOnline
Source: Forrester Research Web-influenced Retail Sales Forecast
Enormous
disparity between
source of lead
generation vs.
venue of sales
finalisation
www.emeldi.com

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 Capabilities considered “important” or “very important” to online consumers:
Consumer expectations demand uniformity
between online and offline worlds
83%: Clear
indication of
when items
will arrive
71%: View of
in-store
inventory of
products
64%:
Store
locator
52%: Buy
online and
have order
shipped to a
store for
pickup
50%: Buy
online and
pickup in
store
(same day)
49%:
Reserve
online,
pickup,
and pay in
store
Source: Forrester Research Web-influenced Retail
Sales Forecast
“Click-and-collect”
“Order Status”
“Endless Aisle”

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 Foot traffic in Telco brick-and-mortar shops depends more and more on
online search, compare, shortlist & select, and inventory capabilities
 Online inventory much larger than physical (i.e. saving the sale via the
“endless aisle”)
 Click-and-collect use-cases:
 removes checkout process (removing barriers is the name of the game)
 significant impact on online conversion rates
 Consumer is highly digitally enabled: expects same from sales rep
 expects similar sales tools/capability/awareness of his/her own
experience across channels
Synergy is required between
online/offline channels

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Conclusion:
Taking the “e” out of ecommerce
$
Online Offline
 Conversions online low, however research online is high
 Acquisition starts online, almost always
 Needs to be recognized and reflected internally within organizational
structure
 Consumers do NOT make a distinction between channels within the same
organization
 Gartner: "we should stop calling it e-commerce and call it just commerce"

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 Omni-channel in
telecommunications is much
more involved than seamless
integration between
ecommerce and physical sales
channels
 ALL touch points are
affected
 True Omni-channel refers to
the connectedness and
unity of the business
operation as a whole
 What does an efficient, robust
Omni-channel platform look like?
Sounds simple, is that all?
Source: Telco 2.0 Research

27. Customer PerspectiveTelecom Operator Perspective
www.emeldi.com
 Omni-channel is not a mash up of distinct channels, it is a mashup of common
functionality delivered through a common frontend
 Omni-channel is not common customer experience (look & feel), it is continuity of
customer experience
 Omni-channel ecosystem does not refer to a well-integrated set of business
operations across various channels, it refers to a single business operation which
addresses all channels
Omni-channel is NOT simply “multi-
channel” done well
Omni-channelBusiness operation unity Continuity of experience

28.  Experience can
only be aligned
through
alignment of
business
function
 Single UI
platform,
business layer,
and data layer
are the key
 Flexibility in
introducing new
channels key –
(plug and play)
Creating a seamless customer experience
across all existing and emerging touch points
Multi-channelOmni-channel

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All touch-points: Anywhere, Anytime,
Anyhow
 Everything…
 …that a customer touches
 …that a sales representative touches
 …that a call centre operator touches
 …that a technician touches
 If it shows…
 …customer data
 …product data
 …order data
 …billing data
 …customer interactions
(chats/support/leads/opportunities)
 …then it MUST be mounted and served to all users
from the Omni-channel platform

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Changes Required
Changes in perspective
Changes in practice

31. OrganizationalTechnical
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Achieving Omni-channel means
simplifications in fundamental perspective
 Telecoms generally posses 5 areas of complexity which need to be
overcome in order to create manageable Omni-channel platform:
1) - Products
Multiple products
and complex
offerings
Convergent offers
built on modular
building blocks
2) - IT
Legacy, silo’ed,
fragmented
Robust platform,
housing common
business function
3) - Channels
Offline business,
viewing online as
sales support
Omni-channel
business function
Processes
Many, complex,
manual, dis-joint
Full automation
on unified
business platform
Governance
Internal rigidity,
complexity and
competition
deeply ingrained
within DNA
Agility, lean-and-
mean

32. Simplification of Products
 Telecommunications product portfolio is complex,
changes frequently
 Billing: 10Ks combinations of:
 products & services
 options
 rules
 Imperatives:
 Define limited modular combinations of products
 Migrate:
 Introduce incentives for customers to self-migrate –
may take time
 Decommission & auto-migrate

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Simplification of IT
 Telecommunications SOAs undergoing technical transformations, consolidation, and
convergence of systems.
 CRM
 Billing
 Order Management
 …
 Consolidation efforts need to translate to visible value for the end-user:
 IT simplification focus needs to include customer-facing front-ends (greatly
lagging)

34. Simplification of Channels:
The Foundation of Omni-channel
Unity in customer experience
across all touch-points is
enabled through the following
4 pillars:
1. Common
Presentation
2. Common
Function
3. Common
Customer
View
4. Common
Analytics
Customer Experience Unity
Omni-channel

35. Common
presentation
layer concept
www.emeldi.com
1. Common Presentation Layer
 Light-weight GUI
 WCM / CMS driven – all channels
Web-based
Common GUI
(common
presentation)
Customer
Portal
(self-care)
Ecommerce
platforms
(browse,
compare, and
buy)
Help
and
support
Marketing
websites /
micro sites
E-billing
Partner
Integration
Kiosks
Mobile
PoS
 Single presentation layer
 Consistency in experience
Content Biz MgmtLook & Feel

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Features & Benefits of Light-weight
approach
 Web-based:
 Responsive design providing consistent experience for all devices
(desktop, tablet, mobile, POS, etc.)
 Business-user-driven – flexibility in pushing broad-spectrum UI
changes with minimal technical intervention – faster T2M
 Consistent navigation, look & feel, experience across all touch-points

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Liferay – Viable provider for Telecom Omni-
channel portal container
ICT point of view
• Housing for ecommerce applications
• Micro-services architecture
• Modularity benefits without DevOps
complexity.
• Easy to integrate and customize
• Connects easily to existing systems
• Allows for creation of new services
quickly
• Supports popular front-end frameworks
Business point of view
•Single, consolidated platform
•Easy-to-use interfaces
•Simple for non-technical users,
consistent across channels.
•Supports customer campaigns,
retention & loyalty, and digital
transformation
Customer point of view
•Touch-point-agnostic
•Consistent experience and view on
interactions with brand

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2. Common Function:
Unified Business Layer
Common API
(access to all digital services)
Product
Catalogue
BillingOrdering
Integration
Digital services
Automated processes
CRM
API

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Characteristics, Features & Benefits
of common function
 All channels derive, and in turn provide, functions based on underlying API:
 Ensures consistency of business function across enterprise
 Channels build mashups functionality based on centralized API
 Introduces a platform for cross-channel performance tracking and
sales commissioning
 Creates opportunities for extending functions globally:
 Significantly faster go-to-market for new offerings
 Changed intrinsically pushed across all channels
 Increased monetization through building shared services which provide
aggregated functionality
Fundamental building block for
effectuating true Omni-channel
platform

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Emeldi Commerce®
Powering the Omni-channel Commerce Experience
• 100% Telco specific platform
• Omni-channel solution
providing a unified interface
across all frontline channels
• Supports the whole customer
lifecycle
• Flexibility to coexist within an
ecosystem sharing a legacy
CRM (e.g. Siebel) if required
by the operator
eSales eCare Mobiles Sales Retail POS Customer care dep.
Emeldi Commerce® Omni-channel Platform
Unified frontline ch
Omni Platform Orchestration
Customer Management Product Catalogue Order Management
Pre-integration to TELCO Backend Solutions
Connectors to backend domains
Standard Telco backend domains
Billing Integration Provisioning ERP BI
Legacy CRM
Optional integration per
Operator’s architecture
Retail Management Inventory Mgmt
BSS Integration

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3. Common Customer View
Connect/consolidate
customer profile
information/functions
across different systems
into a single system of
record
Portal
Profile
Ecommerce
profile
CRM Profile
Support
Profile
Billing
ProfilePartners
Profile

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Common Customer View Motivations
& Challenges
 Technical transformation should execute consolidation in 1st phase
 Master customer profiles and extension data to be migrated,
aggregated, and stored in central CRM
Newly-
appended
Profile Datasets
Base Customer
Profile Data
Unified
Customer View
MSISDN Challenge:
One customer, multiple MSISDN,
may not be identified as a single customer
Unified Customer View
may require new identity
model

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Migrating: Automate and Incentivize
 De-dup migration waves, hits most customers, but
enough gaps remain for further action
 Various de-dup automation strategies exist –
analysis will yield best approach
 Billing address, subscriber names, email,
MSISDN,..
 Incentivized strategies offered to customer to get
the job done:
 Unified bills – ease of use
 Limited offers/credits – when adding
subscriptions to profiles

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Common Customer View in Both
Directions
 Benefits of unified customer view in terms of true
continuity of customer’s experience are self-
evident
 For operators, enormous amount of value can be
gleaned from organized and compartmentalized
customer data into a single system of record…

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4. Common Analytics
2012
Forbes: “Five Years From Now, CMOs Will Spend More on IT Than CIOs
Do”
2016-19
 Marketing is becoming increasingly technology-based
 Marketing budgets already are larger –and faster growing –than
IT budgets
 IT budgets are expected to grow 4.7 percent during this period
 Marketing budgets predicted to grow 9 percent during this
period

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Customer Journey Analytics
 We are currently seeing two key trends in IT ecosystem within the
enterprise:
 Emergence of digital marketing as a key spender and decider in
IT
 Emergence of customer journey analytics as key focus of digital
marketing efforts
Gartner: During the next three years, 60%
of digital commerce analytics investments will
be spent on customer journey analytics.

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Addressing the problem with customer
journey analytics
 Customer-facing business units are:
 independently addressing respective needs
 deploying their own analytics solutions
Business case
Immaturity
Fractured IT /
Systems of record
Independent
channels
Fractured
Processes
Organizational
Structure
1) - Products 2) - IT 3) - Channels Processes Governance
Evaluating customer engagement in channel silos misrepresents the
complete picture of a customer journey
Data is fragmented in silos

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Data Capture Nucleus
Care
• Omni-channel
assisted care
• Personalized
customer interactions
• Proactive care
Sales
• Improved targeting
• Personalized/appropriate
offers
Marketing
• Targeted marketing
• Track customer
engagement through
different channels
Omni-channel platform will virtually stand as sole
data-capture engine for enterprises in better
understanding and serving their customers
 Omni-channel will emerge as nucleus to
customer analytics in the enterprise

49. Conceptual Architecture
Channels
•Online (ecommerce, self-care)
•Retail (store, kiosks, agent desktops)
•Care (call centre, chat)
•Partners
•Mobile (native apps / hybrid apps)
Common Presentation
•CMS / DMS
•Authentication / Authorization
•Look & Feel
•Responsive UI
•Business user autonomy
Common Function
•Universal Telco Business API
•Telco Product Catalogue
•Ordering
•Commissioning
•Telco Processes
Common Customer View
•Customer interactions, leads, opportunities
•Consolidated Customer Profile
•Customer profile management and enhancement
•360 view
Common Analytics
•Improved targeting
•Omni-channel assisted care
•Targeted marketing

50. In Summary…
 Closing the Gap between store, desktop
and mobile is very much a top-down
transformation in business processes,
governance, and function
However….
 Multi-channel patch-work and tactical
work-arounds will no longer meet the
expectations of digitally enabled
customers
 True Omni-channel business vision can
only be realized by fully coordinated
technical and business efforts
 Laying down carefully-considered
fundamental IT framework aligned to the
Omni-channel principle is key
Channel Strategy
Integrated Business
Function & Product
Management
IT Building Blocks

51. The customer‘s view on omni-channel

52. Embrace personalization
CRM
ERP
Finance
Order Management
IDENTIFY YOUR CUSTOMERS
AND THEIR NEEDS
CREATE PERSONALIZED OFFERS
CHECK DATA USAGE
UP & CROSS-SELLING
BASED ON PREFERENCES
CREATE
WISHLISTS
Retail Store
Loyalty
Billing/Charging
ACCESS TRANSACTION HISTORIES
eCommerce

53. Common Customer View Motivations & Challenges
1
2
3
4
5
7
8
9 His next
shopping
experience is
highly customized
to his past
interactions
Peter sees
an ad on TV
for a mobile phone,
looks it up on
his mobile device
He goes
online on his
desktop to
review
the product
360 Customer
View
He uses
ecommerce map
to locate nearest
store, places
a reservation
to try it out
The map
links with his
mobile device
He visits the
shop, tries the
phone, purchases
it using the QR
code from his
online reservation
He is
prompted to
share his experience
and create an
online profile
to manage
his account
His profile is
used for future
customer interactions:
a thank you
email is sent
with vouchers
He shares
his experience
online, which
is integrated
to social media
 Establishing a unified
view on customer
equates to establishing
a 360 view of customer
 Can only be achieved
through proper
technical consolidation
of profile data
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54. The extra mile Swiss Telco provides 100%
availability in shops via 4-hours
delivery times

55. A use case
Come to the store
to pick up the goods
Receive
additional consulting
(cross- & up-selling)
Buy, leave
and enjoy
Explore, order or reserve
online via webshop

56. Thank you
alistair.oldfield@emeldi.com
rudolf.krammer@ntsretail.com
www.emeldi.com