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Accenture four keys digital trust

Accenture Four Keys Digital Trust

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Accenture four keys digital trust

  1. 1. The Four Keys to Digital Trust Don’t be Left Behind
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  3. 3. 3 Introduction For many companies—such as those in financial services, healthcare and online services—digital trust is central to the customer relationship. As consumers rapidly adopt new devices, unprecedented levels of personal information about consumers and their habits, preferences, and households, is available digitally to businesses and their partners. The amount of information businesses can collect and leverage is on the verge of exploding. For communications, media, and technology companies, the expected growth of the Internet of Things, which wirelessly connects devices over the Internet, will only magnify the importance of digital trust across these industries. In this digital world, every business is a digital business. Digital trust is the currency of today and will be central to defining the high performers of tomorrow. A breach of trust can quickly result in harmful business consequences such as consumer alienation, brand erosion and churn. Many leading communications, media and technology companies recognize the dual importance of building digital trust both as a company, and as an enabler of the overall digital economy, making it critical for all companies in these industries to act now or be left behind.
  4. 4. The Four Keys to Digital Trust Fundamental to building digital trust is gaining clarity and consensus on its discrete components. In the context of information technology and the business use of consumer data, Accenture defines digital trust as the confidence placed in an organization to collect, store, and use the digital information of others in a manner that benefits and protects those to whom the information pertains. From the consumer’s perspective, Accenture has defined four dimensions of digital trust, each of which must be satisfied to establish trust with a specific brand (Figure 1). Security Information about me is being protected against theft or unauthorized use. Security must go beyond a password that is both a burden and often falls short of providing sufficient protection. Privacy/Data control I have control over who gains legal access to my personal information, when they get access, and what they can do with it. This not only includes online behavior, but also extends to privacy and control over personal and household data collected and shared by various devices via the Internet of Things. Benefit/Value My data is not being used for the exclusive benefit of the business holding the data. The business is offering me reciprocal benefits that are directly relevant to the data the business is collecting and storing, which means the information is clearly necessary to the service being provided. Accountability When I grant access to my information, I know that this access will be used responsibly and in my best interests. If it is not, someone will take the responsibility for the misuse or for the presence of incorrect information about me and promptly take corrective action. 4 Consumers, businesses and governments all have a role in upholding the four keys to digital trust: Consumers Consumers must continuously make a series of context-dependent decisions about how and where they share personal data in order to fully protect themselves. This goes beyond basic anti-virus measures and spam filters. It now includes concerns around social networking identity theft, location tracking, mobile commerce, and personal and behavioral data tracking. Businesses Businesses must build and maintain trust in order to position themselves to offer and deliver new products and services. Data is at the core of what many communications, media and technology companies provide to the market, and thus they are at the forefront on the issues of ensuring digital trust through security, privacy, value, and accountability. Government Government must strive to stimulate innovation and economic growth while simultaneously protecting individuals from harmful uses of personal data. Meanwhile, governments are also in the precarious position to reserve the right to access the data for their own benefits, while continuing to respect the privacy of individuals. Expectations and responsibilities around digital trust are rapidly evolving for consumers, businesses, and governments. What was once a discussion around IT security is now a much broader responsibility for all stakeholders to uphold privacy, deliver benefit in exchange for the use of personal data, and remain accountable for the use of data.
  5. 5. 5 Figure 1: Accenture Four Keys to Digital Trust Security Malware/Virus protection Proactive data integrity/ Hacking prevention Data permissions & User identity Data encryption standards Data access logs & Key storage standards Data connections (VPN, SSL, etc.) Architecting resiliency Self-governance Reactive data integrity/ Legal resource Global & regional data standards Government requisition Accountability Privacy/Data Control Company data policies Third-party data sharing M2M data sharing Regional cultural expectations Government access (e.g. NSA Prism) Customer value Services in-kind Revenue Brand value/Loyalty Customer service Benefit/Value The Four Keys to Digital Trust Source: Accenture analysis
  6. 6. The Current State: Digital Trust is (Still) Negotiable As communications, media and technology companies work to earn consumers’ digital trust, a first step is to assess where they stand today. Accenture’s Digital Consumer Survey addresses the current state of digital trust among consumers. The survey includes 23,000 respondents across 23 countries and demonstrates that the majority of consumers are concerned about the privacy and security of their digital personal data, leaving considerable work for businesses to raise their trust. Globally, only 45 percent of consumers have confidence in the security of their personal data. Trust in the security of personal data varies widely across the globe with developed markets expressing less digital trust overall (Figure 2). Consumers in emerging markets, consisting mostly of the growth markets of Latin America and Asia, are more trusting, with 50 percent having confidence in the security of personal data compared to 41 percent of consumers in developed markets. 80% 70% 60% 50% 40% 30% 20% 10% Sample base: All respondents N=23,000 6 Digital trust also varies by age and gender. Only about one in three consumers aged 45 and older are confident in the security of personal information on the Internet. Furthermore, female consumers are significantly less confident than males overall in the security of their personal information. Figure 2: Confidence in Security of Personal Data Percentage of Respondents in Each Country Confident in the Security of their Personal Data 72% 55% 54% 54% 53% 51% 51% 49% 49% 47% 47% 45% 45% 45% 44% 43% 43% 38% 36% 33% 29% 27% 26% 0% India UAE UK Indonesia Saudi Arabia Mexico Australia Spain Brazil South Africa Turkey Canada China US Russia Italy France Sweden Czech Republic South Korea Netherlands Germany Japan Source: 2014 CMT Digital Consumer Survey
  7. 7. 7 Figure 3: Willingness to Share Additional Personal Data in Exchange for Additional Services or Discounts Percentage of All Respondents If used by your provider only 67% If complies with all data 62% protection laws in country If shared by your provider 28% with a third party 0% 10% 20% 30% 40% 50% 60% 70% 80% Sample base: All respondents N=23,000 Source: 2014 CMT Digital Consumer Survey What is critically important for fulfilling the benefit/value dimension of digital trust is that digital trust is negotiable. About two-thirds of consumers globally are willing to share additional personal data with digital service providers in exchange for additional services or discounts (Figure 3). However, only 28 percent are willing to share additional personal data if that information is then going to be shared with a third party, highlighting the importance of the data control dimension of digital trust. The Importance of Trust is Magnified by The Internet of Things It is also critical to consider that, with the anticipated surge of big data and the Internet of Things, security and privacy risks will increase substantially. IDC expects the installed base of Internet of Things units to grow from 9.1 billion in 2013 to more than 28 billion in 2020 at 17.5 percent annually.1 With the rise of the Internet of Things, digital businesses are increasingly positioning themselves to leverage the data these devices produce to offer a wide range of new services for their customers. Vast amounts of data about consumers will be collected, stored, monitored, analyzed and, if possible, monetized. Everything from connected cars that track how fast consumers drive, where they drive, and when they drive, to connected TVs tracking what consumers watch, record, and skip, means that data will generate exponentially. However, to rephrase Voltaire, with such data, comes great responsibility. With increasing volumes of personal data being transported across the Internet and between devices, trust is a greater cause for concern. Aside from issues of data ownership and transport, there are challenges defining who is responsible for ensuring that data is accessed, delivered and stored securely.
  8. 8. Competing on Digital Trust The company that can build a reputation for providing valuable services while using consumers’ personal data in trustworthy ways could have big advantages over competitors. Strong digital trust could help brands attract and retain customers, offer new products and services and position themselves well within the larger value chain of goods and services. Furthermore, once a company captures trust, it leads to a perpetual trust cycle: consumers trust the brand and provide more data; from the data the brand creates more services, which establishes more loyalty and leads to more trust, which leads to more sharing of data. Today communications, media and technology businesses employ consumer data to generate revenue in several ways: • Advertising sold by companies such as Google or Facebook can now be highly targeted, taking advantage of the information these companies maintain about users and their interests. • Amazon and Apple are great examples of companies using consumer data to cross-sell and up-sell by directing customers to the products they are most likely to be interested in. • Leveraging the financial relationship they already have with customers, communications companies are well positioned to use consumer data to sell new services as well. For example, one US operator has started a separate information business using its geo-location 8 data. As more and more information becomes available, the market for data monetization will be substantial. Accenture estimates the global market for monetization of data by telecom operators in just a handful of applications (retail audits, location-based advertising, card fraud, etc.) was $22 billion in 2013 and could reach $37 billion by 2015.2 Brands that establish and maintain digital trust with their customers will be in the strongest position to benefit from these new revenue streams. The Complexity of Digital Trust Indeed, digital trust is a sophisticated problem to solve. It is highly influenced by brand recognition and brand preference and is thus difficult to isolate. It is also not homogenous and therefore requires targeted effort. From our research, we highlight consumer perceptions of a number of large technology companies in three markets: The United States, United Kingdom and India. These countries represent a mix of developed and emerging markets across North America, Europe, and Asia; and the brands analyzed are active in each country with varying time in the market. Our data suggests that technology companies have the opportunity to build greater trust in aggregate as well as with specific target segments (Figures 4, 5 & 6). Consumers trust their banks with their personal data more than any single technology brand. Among the technology companies we queried, Google is the technology brand trusted by the most consumers, led by strong trust in India. Amazon is the technology brand ranking second in trust among the brands we investigated, led by both the US and UK, but lagging in India where it only recently launched services. Facebook edges out a cluster of other brands in digital trust. Similar to the global data, males and younger consumers in the US, UK and India are significantly more likely to trust technology brands with their personal information. Females and older consumers are more likely to trust banks, mobile carriers and broadband carriers (Figures 5 & 6).
  9. 9. 9 Figure 4: Digital Trust: Brands Trusted with Personal Data Percentage of Respondents in India, U.K. and U.S. Identifying Each Brand (Up to 3 Brands Allowed) 5% 5% 7% 16% 15% 14% 19% 24% 29% 29% 28% 51% 0% 10% 20% 30% 40% 50% 60% Bank Broadband Internet provider Mobile phone network provider Google Amazon Facebook Apple Microsoft Samsung Sony Wikipedia Twitter Sample base: N=3,000 “Don’t know” and “None of these” not shown Source: 2014 CMT Digital Consumer Survey Figure 5: Digital Trust by Gender Brands Trusted with Personal Data – Indexed by Gender Mobile network carrier Bank Broadband Internet carrier Amazon Samsung Facebook Apple Twitter Google Wikipedia Microsoft Sony Trusted More by Men Trusted More by Women Sample base: N=3,000 “Don’t know” and “None of these” not shown Data for each brand is indexed against that brand’s overall trust in Figure 4. For example, among consumers who trust their mobile phone network carrier, there is a greater likelihood that those consumers are women compared to the overall sample. Source: 2014 CMT Digital Consumer Survey
  10. 10. Importantly, as brands gain consumers’ digital trust, that trust appears to carry over to other affiliated companies. The brands consumers trust the most are the central brands they will leverage. For example, consumers already use their Facebook or Google account to gain access to other sites and apps. In this way, certain brands may become “digital trust aggregators” – if consumers trust them, they also will trust these brands’ partners and what that partner will do with their 200 150 100 50 Sample base: N=3,000 “Don’t know” and “None of these” not shown Data for each brand is indexed against that brand’s overall trust in Figure 4. For example, among consumers who trust Twitter, there is a far greater likelihood that those consumers are 14-24 compared to the overall sample. 10 personal data. These companies will be positioned to negotiate with individuals for the right to aggregate personal information and make it available to other companies. In communications, media and technology, where companies play in fluid ecosystems, those without a trusted digital brand may struggle to attract the partners they need. Conversely, a trusted digital brand may carry greater influence in the ecosystems that are formed. Figure 6: Digital Trust by Age Brands Trusted with Personal Data – Indexed by Age 0 Samsung 14-24 25-34 35-44 45+ Bank Mobile phone Broadband Broadband carrier Google Facebook Microsoft Apple Samsung Amazon Amazon Twitter Twitter Sony Wikipedia Source: 2014 CMT Digital Consumer Survey
  11. 11. 11 Agents of Action Digital trust is no longer a question for the Chief Security Officer, the CIO or the CTO. The stakes are too high. Digital trust needs to be - and will be - a CEO, Board and management priority in the emerging digital world. While it is unlikely that Boards will discuss Phishing3, Dancing Pigs4, or Honey Pots5, our short digital history has shown that companies must “walk the talk” when it comes to digital trust. Simply consider the recent data breach at Target that resulted in the resignation of the CEO and CIO.6 While some business functions may be more closely involved in building digital trust, the entire organization is impacted (Figure 7). Communications, media and technology companies must understand the larger impacts of digital trust across all customers and products and undertake a cross-organization effort to establish the appropriate measures to ensure security, privacy and data control, value, and accountability. Security Security has long been the domain of IT, but the business is increasingly driving digital interactions with consumers and partners. In initially developing security around digital data, most businesses focused on IT security, specifically network and PC security. With the rise of the Internet and mobile devices, they have expanded into Cyber security to protect data and systems held and transferred in networks that are connected to the Internet. Despite an increasing focus on securing the digital business, IT departments struggle to keep pace with recent advances in security technology. Most personal data resides in silos separated by different technology standards and legal contracts. A lack of an effective system of permissions prevents data from moving in a trusted and secure way to create value. Businesses must have the tools and technologies to secure the systems, applications and data that are exposed to a variety of forms of attack, ranging from data theft and espionage to corruption of data and “denial of service” attacks. To address security issues in this new digital world where systems are expected to be “always on,” IT must adopt a new mindset to ensure that systems are dynamic, accessible, and continuous—not just designed to spec but designed for resilience under failure and attack. The security of payment information, in general, is the most potentially damaging factor that can impact a business’ digital trust, making the management and protection of financial data of paramount importance to revenue growth. Management and Finance, therefore, are also keenly impacted and involved in how the organization builds digital trust.
  12. 12. Figure 7: Digital Trust Impacts the Entire Business Agents of Action Security Privacy/Data Control Benefit/Value Accountability Management & Finance Sales & Marketing Product Development & Support Legal & Regulatory 12 Primary responsibility Some level of responsibility IT Source: Accenture analysis Data is actively protected Data control and privacy policies established company-wide Personal data as currency for consumers and businesses Data operations follow and anticipate regulations globally Privacy/Data Control An important reason for collecting and controlling detailed data is that it offers Product Development the opportunity to analyze data to help identify, develop and deliver new products and services – for themselves as well as third party partners. At the same time, it will be critical for Legal and Regulatory functions to help their organizations communicate privacy and data control policies clearly in a manner that is easily understood by consumers and enables them to have input regarding how their data will be used. The struggle to create a company-wide privacy policy can be extremely difficult with the need to constantly review, revise and enhance the policy as new laws and customer expectations evolve. The privacy dialogue should be an ongoing component of the interactions with consumers and empower consumers by giving them appropriate choices for how their data will be used. Even though it is important to allow consumers to have “full” control of their data, truly full control can be daunting and too overwhelming to most consumers. Businesses need to find the ideal balance for consumers between controllable and manageable. In addition to setting policy, a key component of digital trust is successfully managing scenarios that arise in terms of negative situations that may compromise trust, often the domain of Marketing with support from Management. Trust is built and trust is loss – effective communications can help with both.
  13. 13. 13 Benefit/Value Treating consumers’ personal data as a currency, and its exchange as a transaction, enables businesses to move past the perceived conflict between privacy and offering tailored services designed to fit each consumer’s needs. Sales and marketing must be designed to leverage vast amounts of data and be able to offer personalized products and services, without violating the line of personal privacy. Led by their Sales and Marketing departments, some businesses excel at creating brand trust, which is critical in helping to develop digital trust. Accenture’s data shows that the majority of consumers are willing to share personal data with digital service providers in exchange for services or discounts that they value and believe to be relevant to the data provided. Thus Product Development, Sales and Marketing must work together to ensure that any new offerings provide a value proposition that consumers believe warrants the sharing of personal information (typically a tailored benefit in exchange for personal data). Accountability An era of accountability is coming, in which companies comply with traditional regulation and proactively practice self-regulation, using the best collaborative technologies to compare practices with others and to gather inputs directly from consumers. Legal will become increasingly involved to ensure that digital trust exists in a manner that aligns with local laws. The carry-over of consumer trust to partners makes accountability even more complex. Digital businesses are responsible not only for the data controlled by them, but the data they share with other partners. Not only do companies have to have airtight policies and security in place, but they have to constantly audit themselves and their partners. How management reacts when trust is broken can sometimes be more defining than not breaking the trust in the first place.
  14. 14. Digital Trust’s Emerging Leaders Digital trust is no longer a question for the Chief Security Officer, the CIO or the CTO and it is no longer enough to relegate digital trust to a security and data privacy issue. Communications, media and technology companies must understand the larger impacts of digital trust across all customers and products and undertake a cross-organization effort to establish the appropriate measures to ensure security, privacy and data control, value, and accountability. While some business functions may be more closely involved in building digital trust than others, the entire organization is impacted. All stakeholders now have a much broader responsibility to uphold privacy, deliver benefit in exchange for the use of personal data, and remain accountable for the use of data. This can be challenging but the stakes are high. Are you ready to help secure your company’s future growth by becoming a digital trust leader? 14
  15. 15. 15 Getting to Table Stakes: Accenture Digital Diagnostics The Accenture Digital Diagnostics (ADD) tool has been purpose-built for analyzing and optimizing websites and web environments. ADD can be used to evaluate compliance with privacy policies by evaluating the security of forms collecting personally identifiable information (PII), addressing the use of cookies and beacons, and analyzing data spills. Accenture used this tool to evaluate the nine brands studied in the research and found few differences between these leading brands that have adopted best practices. These findings indicate that these nine brands are typically well ahead of other industries across many of the metrics evaluated, making the technology practices they employ “table stakes” for participation in the consumer digital trust relationship that all brands need to match. The findings also highlight that although there is opportunity for improvement for some of the leading brands evaluated, consumer perception of digital trust in a company is influenced by many factors beyond its technological solution (Figure 8). Accenture Digital Diagnostics Analysed Websites for 9 CMT Brands: Amazon, Apple, Facebook, Google, Microsoft, Samsung, Sony, Twitter, Wikipedia Yes No Yes 15% Encryption Level Encryption Level Log In Method Used Cookie Types Forms Used to Collect PII is Secure evaluates security when consumer submits form. Yes Forms Used to Serve Page is Secure evaluates whether the pages that set the forms use the https protocol. Number of trackers on Home Page evaluates the number of trackers that transmit visitor data to the site that owns the tracker. Examples of trackers are ad networks, survey tools, web analytics vendors, and social media buttons. Persistent & Session 77% Presence of 3rd Party evaluates whether a cookie originates from a domain that is outside the primary brand domain Cookie Types evaluates the type of cookies utilized. Session cookies expire at the end of the session. Persistent cookies expire at some predefined time and date in the future. Brands with multiple Websites evaluated may utilize multiple types of cookies. Log In Method: Get method is considered less secure because it sends parameters across the Internet, which may contain sensitive information and be read while in transit. 100% 0% 100% No 0% Post (More secure) 92% 8% 15% Persistent Session No 85% Forms Used to Collect PII is Secure Forms Used to Serve Page is Secure Presence of 3rd Party Cookies Avg. Number of Trackers on Home Page Trackers 4.4 92% of sites have cookies set on the same page on which the log in form resides 128-bit 256-bit 15% 85% 128-bit 256-bit 85% 15% Sample base: Multiple Websites Evaluated for Some Brands Get (Less secure) 8% Figure 8: Accenture Digital Diagnostics Findings
  16. 16. Acknowledgement We’d like to acknowledge the significant contributions of the following individuals: Philippe Roussiere, managing director within Accenture Research, a global organization devoted to Business and Strategic analysis. Philippe leads high performance research globally for our Communications, Media & Technology operating group; Glenn Devore, senior manager, Accenture Strategy. Glenn is part of our Communications, Media & Technology practice, focused on high tech clients; Deb Pascoe, senior manager, Accenture Interactive. Deb is the offering lead for the Accenture Digital Diagnostics software asset. About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 293,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com. Authors Mattias Lewrén Managing director—Nordics lead Accenture Electronics & High Tech mattias.lewren@accenture.com Robin Murdoch Global managing director Accenture Internet & Social robin.murdoch@accenture.com Paul Johnson Manager Accenture Research for Communications, Media & Technology paul.d.johnson@accenture.com References 1 IDC’s Worldwide and Regional Internet of Things (IoT) 2014–2020 Forecast: A Virtuous Circle of Proven Value and Demand (doc# 248451), May 2014 2 Accenture file “20130614 Data Monetization Summary Pack – Market Opportunity.pptx” 3 Phishing is the attempt to acquire sensitive information such as usernames, passwords, and credit card details (and sometimes, indirectly, money) by masquerading as a trustworthy entity in an electronic communication. http:// en.wikipedia.org/wiki/Phishing 4 In computer security, “dancing pigs” is a term that describes that users will continue to pick an amusing graphic even if they receive a warning from security software that it is potentially dangerous. In other words, users choose their primary desire features without considering the security. http://en.wikipedia. org/wiki/Dancing_pigs 5 In computer terminology, a honeypot is a trap set to detect, deflect, or, in some manner, counteract attempts at unauthorized use of information systems. http://en.wikipedia.org/ wiki/Honeypot_(computing) 6 “Faltering Target Parts Ways With Chief”, http://www.nytimes.com/2014/05/06/ business/target-chief-executive-resigns. html?_r=1, May 2014; “Target Executive Resigns After Breach“, www.nytimes. com/2014/03/06/business/a-top-target-executive- resigns.html, March 2014 About the Research The Accenture Digital Consumer Survey was conducted online between October and December 2013, with 23,000 consumers in 23 countries: Australia, Brazil, Canada, China, the Czech Republic, France, Germany, India, Indonesia, Italy, Japan, Mexico, Netherlands, Russia, Saudi Arabia, South Africa, South Korea, Spain, Sweden, Turkey, the United Arab Emirates, the United Kingdom, and the United States. The sample in each country is representative of the online population, with respondents ranging in age from 14 to 55 and over. The survey polled respondents about their daily consumption of online content across a number of devices and video screens. In addition to the quantitative survey, in the first half of 2014 Accenture interviewed industry executives from several brands covered in this research along with numerous Accenture subject matter experts in the areas of digital security and digital trust. Copyright © 2014 Accenture. All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks. 14-3686

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