The document discusses various companies that have implemented successful customer analytics strategies to improve customer loyalty and business results. It describes how DIRECTV PanAmericana developed a single customer view approach to identify customers at risk of churning and better target them. It also discusses how Hilton Worldwide uses a customer loyalty score metric and problem resolution framework to improve the customer experience and increase loyalty scores by an average of 5.1 points across its brands between 2007-2012.
Paul Writer Survey Report on The Agency and The Marketing Tech LandscapePaul Writer
Indian marketing is going through a period of accelerated transformation. Marketers are dealing with the rise of ecommerce, digitization, mobility, and the home delivery economy, even as giants like Unilever continue to derive 35% of their revenue from rural and small towns where bullock carts are still used for the last mile. It requires marketers to balance the desire for new with the need to retain existing business.
How Best-in-Class Contact Centers Satisfy Demanding CustomersKnowlagent
Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.
Location Intelligence Drives Competitive Edge in the Digital AgeLauren Fellure
Digital transformation is affecting how organizations engage with their customers across the entire customer life cycle, from marketing and commerce to products, services, support, and ongoing customer engagement. To ensure they survive and thrive in the digital age, organizations must know and understand their customers’ unique context and location.
While location intelligence is rising in importance across both customer- facing areas and back-end systems and processes, organizations face challenges with data quality, technology, and compliance issues. These challenges are ultimately worth overcoming, as customers are increasingly interested in personalized experiences based on their location. By enhancing location intelligence capabilities, firms can deliver more of these personalized experiences to better engage customers, improve loyalty, and drive business growth.
The Digital Customer Experience: Why the Future of the Communications Industr...Brian Solis
Brian Solis and amdocs explore the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
Cracking the Code on Insurance Company Customer LoyaltyCalabrio
It’s no longer simply about answering phones. As today’s insurance companies increasingly move toward direct-to-consumer distribution models, smart contact center leaders know the immense value they provide to their organization.
But how can they continually prove the contact center’s value to their company? And how can they use key voice of the customer data to unlock critical insights? More importantly, how can they use these insights to drive business success?
This SlideShare is a must-read for any insurance company focused on solving challenges facing insurers, improving the customer experience and making the contact center count.
How Digital Is Quickly Reshaping Customer Experience ProcessesCognizant
By invoking six strategies that reimagine the power of customer support processes, digitally-savvy companies can create unprecedented levels of new business value and significantly elevate customer experience.
Paul Writer Survey Report on The Agency and The Marketing Tech LandscapePaul Writer
Indian marketing is going through a period of accelerated transformation. Marketers are dealing with the rise of ecommerce, digitization, mobility, and the home delivery economy, even as giants like Unilever continue to derive 35% of their revenue from rural and small towns where bullock carts are still used for the last mile. It requires marketers to balance the desire for new with the need to retain existing business.
How Best-in-Class Contact Centers Satisfy Demanding CustomersKnowlagent
Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.
Location Intelligence Drives Competitive Edge in the Digital AgeLauren Fellure
Digital transformation is affecting how organizations engage with their customers across the entire customer life cycle, from marketing and commerce to products, services, support, and ongoing customer engagement. To ensure they survive and thrive in the digital age, organizations must know and understand their customers’ unique context and location.
While location intelligence is rising in importance across both customer- facing areas and back-end systems and processes, organizations face challenges with data quality, technology, and compliance issues. These challenges are ultimately worth overcoming, as customers are increasingly interested in personalized experiences based on their location. By enhancing location intelligence capabilities, firms can deliver more of these personalized experiences to better engage customers, improve loyalty, and drive business growth.
The Digital Customer Experience: Why the Future of the Communications Industr...Brian Solis
Brian Solis and amdocs explore the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
Cracking the Code on Insurance Company Customer LoyaltyCalabrio
It’s no longer simply about answering phones. As today’s insurance companies increasingly move toward direct-to-consumer distribution models, smart contact center leaders know the immense value they provide to their organization.
But how can they continually prove the contact center’s value to their company? And how can they use key voice of the customer data to unlock critical insights? More importantly, how can they use these insights to drive business success?
This SlideShare is a must-read for any insurance company focused on solving challenges facing insurers, improving the customer experience and making the contact center count.
How Digital Is Quickly Reshaping Customer Experience ProcessesCognizant
By invoking six strategies that reimagine the power of customer support processes, digitally-savvy companies can create unprecedented levels of new business value and significantly elevate customer experience.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
In today's world of ever-changing consumer tastes and preferences, retailers need to keep up and cater to changing trends. The presentation talks about using technology for interactive marketing, analyzing consumer behaviour, and transforming-customer experiences.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
Maximize How You Individualize: because the Journey and Outcome Matter Nicholas Kontopoulos
According to research from the Corporate Executive Board, 57% of the buying process is being completed before the first interaction with a sales person.
In recent years, a fundamental sea change has been occurring between buyers and sellers, with the former now ceasing control of the buying process. This paradigm shift has been digitally powered with todays buyers only one touch away from connecting with content or peers that can help guide them on their purchasing journey.
This presentation will explore the challenges that not only lay ahead for todays marketers, but also explore some of the ways in which innovative brands are adapting to this 'New Reality’.
Why Your Best Salesperson May Be a Customer Support RepCognizant
Using rich data, powerful analytics and integrated toolsets, support organizations in the communications and technology industry can achieve a real-time understanding of customer challenges, enabling them to convert troubleshooting exercises into rewarding experiences and convert customers into brand ambassadors.
New Standard for Customer Contact Performance
The world of customer contact was already changing dramatically. New channels were altering the way brands interacted with customers.
Automation was redefining the role of customer
engagement employees.
Cloud solutions and generational shifts were reshaping conceptions
about the traditional contact center environment.
2019 Predictions: What CMOs Demand From MarTech This YearMapp Digital
The digital transformation movement was supposed to improve the customer experience. But data and technology gaps are still holding CMOs back from fulfilling their tech-enabled brands promises. Heading into 2019, the role of CMO needs to be prepared to answer these questions:
• What data and technology skills does their marketing team lack to deliver the perfect customer experience?
• How should the CMO evolve to accelerate their company’s digital transformation and data-driven initiatives?
• Why do companies need to invest in the right balance of mature marketing technology with emerging tech like AI and conversational interfaces?
This webinar is hosted by Steve Warren, CEO of Mapp, and feature guest speaker, Thomas Husson, VP & Principal Analyst from Forrester Research, Inc.
[AI Webinar Series P1] - How Advanced Text Analytics Can Increase the Operati...JK Tech
Digitization is considered as the next step-change that will have a bigger impact on businesses than even the internet. To win in the digital journey, companies must act now, or be left behind wondering what happened!
In this webinar series, JKT Smart Analytics demonstrates how they empower their customers to create maximum business value out of this eminent Digital data explosion through digital business empowerment by leveraging the digitization to increase their top-line revenue – customer experience, optimize the bottom-line costs – operational efficiency, enhancing the safety factor and reinventing the business process in line with the changing world.
This webinar is focused on how our AI-based text analytics solutions – First, JKT Social Media Radar; a SaaS-based AI NLP Platform, helping organizations to gain insights on market and customer perceptions on their brands, products & services. Secondly, Sales Promotion Recommendation Engine helps customers to enhance their top-line growth and streamline the bottom-line costs.
KEY TAKEAWAYS:
1) How should a business plan their journey through the Digital data revolution?
2) How can a company make use of digital data to create effective data strategies for the increased outcome(s)?
3) How IT practitioners can catalyst the digital data mining journey and attract business adoption?
4) JKT Social Media Radar solution – What, Why, Supporting Business applications, and more.
5) How can companies reduce operational costs by automating human effort-intensive tasks using cognitive Analytics?
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
The Future of Contact Centers Artificial IntelligenceJim Iyoob
It is not possible to have your company everywhere all the time, right? But today’s customers want it fast, they want it good and they want it their way. Your customer will leave you if it’s not their way; you can expect up to 95% of them to tell their friends, family and co-workers about their bad experience. Matt Rocco and I have put in a lot of work together to write “The Future of Contact Centers”.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
In today's world of ever-changing consumer tastes and preferences, retailers need to keep up and cater to changing trends. The presentation talks about using technology for interactive marketing, analyzing consumer behaviour, and transforming-customer experiences.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
Maximize How You Individualize: because the Journey and Outcome Matter Nicholas Kontopoulos
According to research from the Corporate Executive Board, 57% of the buying process is being completed before the first interaction with a sales person.
In recent years, a fundamental sea change has been occurring between buyers and sellers, with the former now ceasing control of the buying process. This paradigm shift has been digitally powered with todays buyers only one touch away from connecting with content or peers that can help guide them on their purchasing journey.
This presentation will explore the challenges that not only lay ahead for todays marketers, but also explore some of the ways in which innovative brands are adapting to this 'New Reality’.
Why Your Best Salesperson May Be a Customer Support RepCognizant
Using rich data, powerful analytics and integrated toolsets, support organizations in the communications and technology industry can achieve a real-time understanding of customer challenges, enabling them to convert troubleshooting exercises into rewarding experiences and convert customers into brand ambassadors.
New Standard for Customer Contact Performance
The world of customer contact was already changing dramatically. New channels were altering the way brands interacted with customers.
Automation was redefining the role of customer
engagement employees.
Cloud solutions and generational shifts were reshaping conceptions
about the traditional contact center environment.
2019 Predictions: What CMOs Demand From MarTech This YearMapp Digital
The digital transformation movement was supposed to improve the customer experience. But data and technology gaps are still holding CMOs back from fulfilling their tech-enabled brands promises. Heading into 2019, the role of CMO needs to be prepared to answer these questions:
• What data and technology skills does their marketing team lack to deliver the perfect customer experience?
• How should the CMO evolve to accelerate their company’s digital transformation and data-driven initiatives?
• Why do companies need to invest in the right balance of mature marketing technology with emerging tech like AI and conversational interfaces?
This webinar is hosted by Steve Warren, CEO of Mapp, and feature guest speaker, Thomas Husson, VP & Principal Analyst from Forrester Research, Inc.
[AI Webinar Series P1] - How Advanced Text Analytics Can Increase the Operati...JK Tech
Digitization is considered as the next step-change that will have a bigger impact on businesses than even the internet. To win in the digital journey, companies must act now, or be left behind wondering what happened!
In this webinar series, JKT Smart Analytics demonstrates how they empower their customers to create maximum business value out of this eminent Digital data explosion through digital business empowerment by leveraging the digitization to increase their top-line revenue – customer experience, optimize the bottom-line costs – operational efficiency, enhancing the safety factor and reinventing the business process in line with the changing world.
This webinar is focused on how our AI-based text analytics solutions – First, JKT Social Media Radar; a SaaS-based AI NLP Platform, helping organizations to gain insights on market and customer perceptions on their brands, products & services. Secondly, Sales Promotion Recommendation Engine helps customers to enhance their top-line growth and streamline the bottom-line costs.
KEY TAKEAWAYS:
1) How should a business plan their journey through the Digital data revolution?
2) How can a company make use of digital data to create effective data strategies for the increased outcome(s)?
3) How IT practitioners can catalyst the digital data mining journey and attract business adoption?
4) JKT Social Media Radar solution – What, Why, Supporting Business applications, and more.
5) How can companies reduce operational costs by automating human effort-intensive tasks using cognitive Analytics?
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
The Future of Contact Centers Artificial IntelligenceJim Iyoob
It is not possible to have your company everywhere all the time, right? But today’s customers want it fast, they want it good and they want it their way. Your customer will leave you if it’s not their way; you can expect up to 95% of them to tell their friends, family and co-workers about their bad experience. Matt Rocco and I have put in a lot of work together to write “The Future of Contact Centers”.
In January of 2013, we benchmarked the telecom social customer experience in order to better guide today's service providers toward strategies that make sense.
We surveyed 40+ global telecoms on their social customer experience investments and returns and found that more socially mature telecoms enjoy serious benefits:
greater reduction in call center volume
greater reduction in support costs
more confidence in the customer experiences they deliver
Are your marketing efforts keeping up with the trends? Do you have any idea what's the best new thing in the digital sphere? Wonder no more as this compelling resource will help you trace the new digital footprints taking waves this 2015. Keep yourself in the loop of the latest frontier that makes marketers go gaga over.
The 2015 Digital Trends report, created in partnership with Econsultancy, discusses the trends and tools you need to provide exceptional customer experiences and to gain a competitive edge. Take a look at what the marketing thought leaders across the globe are talking about. Be on the lookout for the latest buzzwords and trends directly from the pioneers.
Courtesy of Econsultancy and Adobe
Customer Relationship Management and CRM Solutions in TCSBonny V Pappachan
The presentation is a detailed explanation about objectives , applications , phases , trends , benefits and failures of Customer Relationship Management and about the company TATA Sons. It also includes CRM solutions in Tata Consultancy Services
Microsoft Dynamics 365 Customer Insights MasterclassCraig Ramsay
It’s impossible to build a thriving business without a complete understanding of your customer.
The session is designed to offer a practical guide to getting started with a Customer Data Platform (CDP).
Benefit from Kin + Carta’s 25+ years’ experience in harnessing data to build Single Customer Views and Customer Data Platforms, powering transformational CRM for brands such as Shell, Tesco Bank and Jaguar Land Rover.
CRMNEXT continues where traditional CRMs leave off. It eliminates the artificial barriers between human and digital channels, enabling world-class, omni-channel customer interactions from a single, unified platform. With more than a million financial service associates and a billion customers supported by the platform globally, CRMNEXT effectively re calibrates banks’ potential to grow engagement, drive profitability and deliver innovation.
It has to its credit the largest Banking CRM implementation in the world with 3,25,000+ users across 5,000+ locations and 36 countries. With proficiency in creating customer journeys from digital on-boarding through all aspects of assisted services, we are focused on the delivery of high-quality CRM implementations.
Building Next-Gen Enterprise Using Digital TransformationNIIT Technologies
This paper encapsulates the importance of Digital Strategy in building a brand and providing the fuel to fire growth in enterprise businesses. Gone are the days when online channels were used as mere travel booking tools. As we move into an era of the hyper connected world, businesses can no longer see technology in isolation. High expectations of ‘digitally aware’ travelers and the large amount of information available pose a unique challenge. Enterprises need to analyze if they have really been able to derive maximum potential from this digital surge, and turn it into a competitive advantage in their favor.
Digital customer experience report 2020Duy, Vo Hoang
Digital customer experience report 2020.
Bernard Slowey, worldwide lead for digital customer
support at Microsoft, maintains one of the biggest
mistakes in digital CX is not having a dedicated team.
“A lot of companies have teams of people focused on
call centers, as well as improving minutes-per-incident
and handle times for voice calls with customers, but
then digital is merely treated as a bolt-on to support
organizations,” says Slowey.
More than a third of our research group (36 per cent) is
seemingly making this mistake. For these brands
digital experiences are supported by multiple
functions, potentially between marketing, CX and
customer service departments. This dispersed setup
can result in customers receiving conflicting and
disjointed digital experiences.
However, the majority of the respondents (64 per cent)
recognize the value of dedicated digital experience
teams, which is an 18 per cent year-on-year increase.
Within 18 months of building its dedicated digital
customer support department, Microsoft’s digital team
achieved a 3× ROI (return on investment). This result was
obtained by solving customer issues digitally and so
reducing the volumes shouldered by more expensive
support channels such as voice.
Meet the Winners of the 2013 Gartner & 1to1 Media CRM Excellence Awards1to1 Media
Through our joint awards program, 1to1 Media and Gartner spotlight excellence among organizations that have swept past their competition by implementing enterprise-wide customer-focused strategies that significantly improve business performance.
Meet the Winners of the 2014 Gartner & 1to1 Media CRM Excellence Awards1to1 Media
Through our joint awards program, 1to1 Media and Gartner spotlight excellence among organizations that have swept past their competition by implementing enterprise-wide customer-focused strategies that significantly improve business performance.
Customer Experience is a brand’s differentiator. It can mean the difference between a loyal customer and one who deflects in search of a relevant, personalized experience. Here, 1to1 Media and SurveyMonkey surveyed 504 consumers to learn how critical customer experience is when interacting with a brand.
Mobile apps are ubiquitous. With more than 1.5 million apps in Apple's App Store alone, there's an app for nearly everything. Consumers’ app usage correlates to their growing availability. In response, marketers must adapt their mobile strategies to
better serve customers’ needs and expectations. 1to1 Media, with its partner SurveyMonkey, polled 578 U.S. consumers about their mobile app usage and preferences to help guide your app strategy.
Meet our 2015 1to1 Media Customer Champions!1to1 Media
1to1 Media congratulates its 2015 Customer Champions—customer-centric leaders who understand that engaged customers make a positive bottom-line impact.
Building and maintaining a loyal customer base isn’t easy. It takes more than just a good product or service to earn a customer’s devotion. Offering a rewards program isn’t enough, either. Given the voluminous number of loyalty programs available to consumers, brands must find innovative ways to engage today's empowered shoppers. A snapshot look at the loyalty landscape underscores the need and opportunity for brands to offer more engaging rewards programs.
2015 Gartner & 1to1 Media Customer Experience Excellence Awards Dinner Highli...1to1 Media
Here are a few highlights from our dinner celebrating the winners from the 2015 Gartner & 1to1 Media Customer Experience Excellence Awards.
Through our joint awards program, 1to1 Media and Gartner honor leading customer experience organizations and spotlight the standards of excellence among these organizations that have taken a customer-centric approach to improving their business performance. Winners were selected by a panel of judges that consisted of Gartner analysts and the 1to1 Media editorial staff.
This year's event was held on the eve of Gartner's Customer 360 Summit at Vela inside the San Diego Bayfront Hilton.
Infographic: Harnessing the Power of Customer Service 1to1 Media
In today’s interconnected and hyper-social world, consumers have little patience for poor customer
service. Companies are under pressure to meet customer expectations for optimal service. As
business leaders assess their customer strategies, here’s a snapshot look at why savvy companies
are investing in customer service and support as a key differentiator. —By Judith Aquino and Lorri Cosentino
Infographic: Tackling the Employee Engagement Challenge1to1 Media
Building and retaining a team of dedicated employees is a critical challenge for companies of all sizes. Engaged employees help grow a company’s bottom line, but business leaders need to give those employees compelling reasons to stay. As organizations invest in strategies to foster an engaged workforce, here are several survey results to keep in mind.
Each year 1to1 Media selects 12 executives as 1to1 Media Customer Champions -- customer-centric leaders who understand that engaged customers make a positive bottom-line impact. They're innovative, determined, and creative leaders who treat customers as the valuable resource they are.
Each year 1to1 Media selects 12 executives as 1to1 Media Customer Champions -- customer-centric leaders who understand that engaged customers make a positive bottom-line impact. They're innovative, determined, and creative leaders who treat customers as the valuable resource they are.
Placing Customer Centricity at the Heart of Healthcare1to1 Media
A look at how healthcare providers, pharmaceuticals, and health insurers are adapting to the changing customer landscape and evolving their patient experiences. www.1to1media.com
Investments in Customer Centricity Are Seeing Dividends for Financial Service...1to1 Media
A look at how Retail Banks and Insurance Companies are evolving their product-focused missions into customer-centric strategies for financial gains. www.1to1media.com
While speech technology has always been an integral element within the contact center, few companies have yet to fully embrace this wealth of data to support the development of the single customer view. However, phone calls continue to dominate in the world of customer service, as voice chat remains the most reliable avenue for quick problem resolution. Thus, companies must understand that, while implementation might not be the walk in the park they’d hoped for, speech analytics have the power to drive decisions and boost retention.
The social universe is constantly expanding and businesses have responded by increasing the
pace of social strategy adoption to generate leads, enhance customer care, and increase their
brand awareness. This infographic demonstrates the expanding size of the social universe, the
business value in adopting strategies that effectively tap into this exosystem to reach these prospects
and customers, and how many companies still lag in developing social strategies.
The Top 10 Defining Moments in Social Media's History1to1 Media
Although a relatively new means of communication, social media has revolutionized the way customers interact with each other and with brands.Here are the top 10 moments social media's history.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
Is AI-Generated Content the Future of Content Creation?Cut-the-SaaS
Discover the transformative power of AI in content creation with our presentation, "Is AI-Generated Content the Future of Content Creation?" by Puran Parsani, CEO & Editor of Cut-The-SaaS. Learn how AI-generated content is revolutionizing marketing, publishing, education, healthcare, and finance by offering unprecedented efficiency, creativity, and scalability.
Understanding
AI-Generated Content:
AI-generated content includes text, images, videos, and audio produced by AI without direct human involvement. This technology leverages large datasets to create contextually relevant and coherent material, streamlining content production.
Key Benefits:
Content Creation: Rapidly generate high-quality content for blogs, articles, and social media.
Brainstorming: AI simulates conversations to inspire creative ideas.
Research Assistance: Efficiently summarize and research information.
Market Insights:
The content marketing industry is projected to grow to $17.6 billion by 2032, with AI-generated content expected to dominate over 55% of the market.
Case Study: CNET’s AI Content Controversy:
CNET’s use of AI for news articles led to public scrutiny due to factual inaccuracies, highlighting the need for transparency and human oversight.
Benefits Across Industries:
Marketing: Personalize content at scale and optimize engagement with predictive analytics.
Publishing: Automate content creation for faster publication cycles.
Education: Efficiently generate educational materials.
Healthcare: Create accurate content for patients and professionals.
Finance: Produce timely financial content for decision-making.
Challenges and Ethical Considerations:
Transparency: Disclose AI use to maintain trust.
Bias: Address potential AI biases with diverse datasets.
SEO: Ensure AI content meets SEO standards.
Quality: Maintain high standards to prevent misinformation.
Conclusion:
AI-generated content offers significant benefits in efficiency, personalization, and scalability. However, ethical considerations and quality assurance are crucial for responsible use. Explore the future of content creation with us and see how AI is transforming various industries.
Connect with Us:
Follow Cut-The-SaaS on LinkedIn, Instagram, YouTube, Twitter, and Medium. Visit cut-the-saas.com for more insights and resources.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
How to Use AI to Write a High-Quality Article that Ranksminatamang0021
In the world of content creation, many AI bloggers have drifted away from their original vision, resulting in low-quality articles that search engines overlook. Don't let that happen to you! Join us to discover how to leverage AI tools effectively to craft high-quality content that not only captures your audience's attention but also ranks well on search engines.
Disclaimer: Some of the prompts mentioned here are the examples of Matt Diggity. Please use it as reference and make your own custom prompts.
3. 4 5
5
In 2004, 1to1 Media set out on a mission to reward the best thinking and results in customer
strategy. At the time, “Relationship Marketing” was fresh on the heels of the CRM revolution in
the 1990s, sweeping the business world with its promise to forever change the way enterprises
interact with their customer bases by understanding customer segments, delivering quality
service, and increasing customer satisfaction and loyalty.
1to1 Media created the program to reward the leaders and innovators who managed to get
buy-in from their executive teams to implement a customer strategy program and then saw big
returns from their tireless efforts to get them to take hold across their companies.
During these past 10 years, the industry has seen many changes: the rise of the customer,
the emergence of social CRM, the advent of experiential loyalty programs, the connected enter-
prise and customer, customer advanced tracking features, mobile messaging, Big Data, the
Cloud, and improvements in automation. Throughout these constant changes, 1to1 Media and
Gartner have continued to award the organizations that have adapted to change, implemented
innovative customer strategy programs, and have thrived as a result.
In the 2008 awards, for instance, AT&T’s John Cushman, then eSales and service vice
president at AT&T, created a vitality plan based on a survey of employees’ goals, setting career
paths and developing a timeline to orchestrate moves without negatively impacting customer
support. At the end of the process, 56 percent of the employees in the eSales and service
organization had new roles.
In 2005, Capital One COO Tom Farrell led his team in implementing a contact center system
that made the right agent available within 12 seconds. The interview process was replaced by a
database that recognizes a caller and her history with the company. The results were dramatic.
Applications for 2005 were up 10 percent; cross-sell revenue was also up 10 percent. Aban-
doned calls dropped by 42 percent and cancellation rates dropped by 60 percent.
And in 2007 Dan Thorpe, group leader and director of analytics and senior vice president at
Wachovia, led a small group of people from marketing to build a customer equity database. They
developed several econometric models to estimate marketing’s impact on the components of
customer equity, which for Wachovia includes customer acquisition, retention, and share-of-
wallet. Wachovia saw a 19 percent rise in customer equity soon after implementing the marketing
mix model.
This year the entrants to the Gartner & 1to1 Media CRM Excellence Awards program are still
reporting creative customer strategy innovations and strong results. In the pages that follow,
you will read about advanced innovations, as in the case of Portugal Telecom, which offers
personalized television channels to its cable customers, and the City of Buffalo, which with the
help of advanced analysis, is providing targeted services to various neighborhoods to improve
quality of life throughout the city.
Gartner and 1to1 Media hope these stories will inspire customer strategy innovations
and spark ideas for change within your organizations. And don’t forget to check,
www.1to1media.com on December 1, 2014 to find out how to nominate your company to
receive a 2015 Gartner & 1to1 Media CRM Excellence Award.
—Mila D’Antonio, Editor-in-Chief, 1to1 Media
Celebrating 10 Years
of Customer Experience
Excellence
Judges
Cynthia Clark,
Former Senior Writer, 1to1 Media
Kim Collins,
Research Vice President, Gartner
Mila D’Antonio,
Editor-in-Chief, 1to1 Media
Rob Desisto,
Vice President, Distinguished
Analyst, Gartner
Penny Gillespie,
Research Director, Gartner
Gareth Herschel,
Research Director, Gartner
Tom Hoffman,
Executive Business Editor, 1to1 Media
Michael Maoz,
Vice President, Distinguished
Analyst, Gartner
Anna Papachristos,
Staff Writer, 1to1 Media
Ed Thompson,
Vice President, Distinguished
Analyst, Gartner
A panel of judges, including
Gartner analysts, and 1to1 Media
editors, review the nominations and
selects the winners in each
category of the Gartner &
1to1 Media CRM Excellence
Awards. This year’s judges include:
www.1to1media.com/crmexcellence
5. pinterest.com/1to1media
www.youtube.com/1to1Videos
www.facebook.com/1to1media
@1to1media
linkedin.com/company/1to1-media
go.1to1media.com/google+
9
customer analytics
Loyalty and trust are often the result of an open, honest relationship that allows room for growth.
Yet, while that might sound like the recipe for success in the personal realm, these elements
weigh heavily on the longevity of brand relationships, as well.
In March 2013, T-Mobile launched its “un-carrier” initiative, which was designed to free cus-
tomers from the standard obligations of the wireless industry by eliminating yearly contracts and
early termination fees. Thus, in doing so, customer loyalty became an even more critical focus, as
the nationwide brand sought to offer world-class customer service across all touchpoints.
“By freeing our customers from contracts, we have given them the option to walk away from
our service at any time, for any reason,” says Jen Palmer, director of knowledge management and
social media service. “If we don’t provide the service our customers want, expect, and deserve,
they can leave us. So it’s our responsibility to consistently earn our customers’ loyalty by resolving
their issues and providing the best experience in our services, our offers, and across all customer
interactions, whether it’s in store, over the phone, on social media, or through online chat.”
Just as T-Mobile chose to change, the wireless carrier also recognized
a shift in consumer behavior, as more customers took to the Web to find
information and request service. However, the company’s social success
outpaced its live chat options, thereby leading to its latest analytic inno-
vation. T-Mobile chose to apply the customer service lessons learned in
social, such as communicating effectively and solving problems through
text-only conversation, directly to chat. By redirecting its internal focus
to examine and align with consumer behavior, T-Mobile planned to opti-
mize the company’s holistic online engagement program through its
data-driven, analytical approach to understanding customer interactions.
Thus, the brand moved to develop the right partnerships, processes, and
tools to execute this endeavor efficiently, ultimately bringing the chan-
nels together, aligning resources, and providing a better, more consistent
customer experience across channels.
By partnering with TouchCommerce, T-Mobile created a systematic, repeatable approach to
benchmarking the quality of customer chat experiences and monitoring real-time chat volumes,
enabling the carrier to efficiently staff agents and reallocate resources as demand dictates. The
core objective of this partnership aimed to provide enhanced customer analytics and reporting,
enabling T-Mobile to seamlessly gauge whether the right customer service agents are involved
and if representatives are properly empowered to do their job. T-Mobile also wanted to determine
why customers were contacting the company and evaluate their experience with the chat team in
an effort to understand consumer behavior and empower service agents with the insights neces-
sary to be more available and responsive to online inquiries.
T-Mobile adopted a new internal motto—listen, engage, and resolve—while the social support
team adopted its newfound responsibilities, as the brand believed it would be beneficial to blend
best practices from social to improve chat. The carrier then focused on two central metrics to
quantify its understanding of the customer experience and apply said data to measure perfor-
mance and make decisions.
While the myVOC score represents insights from customer surveys, the GRE score evaluates
courtesy, concern, and resolution based upon internal chat transcripts. Each metric provides
T-Mobile with a more holistic view of the customer experience, allowing the company to identify
opportunities for improvement. As a result of T-Mobile’s live chat advancements, myVOC scores
increased by 0.2, while GRE internal quality measurement scores jumped +0.1. In return, the
average customer wait time decreased by two minutes, average handle time decreased by 150
seconds, and resolution rates grew by 6 percent.
T-Mobile Embraces Online Customer
Care to Strengthen LoyaltyBRONZE
By blending its social support strategy with its emerging live chat channel, T-Mobile’s
enhanced, consistent service spans across all touchpoints to ensure quick resolutions
and customer satisfaction. —by Anna Papachristos
www.1to1media.com/crmexcellence
BUSINESS BOOST
By working to augment
efficiency, T-Mobile was
able to decrease the average
service response wait time
by two minutes and average
handle time by 150 seconds,
improving resolution rates
by 6 percent.
Connect
1to1 media
with
6. 11www.1to1media.com/crmexcellence
SILVER
BRONZE
customer service
Today’s customers demand flexibility and unless organizations
deliver on this need, they run the risk of becoming irrelevant. This
was a reality that MedicAlert Foundation knew it needed to address
in order to improve its customer service.
The foundation, which was established in 1956, had some chal-
lenges when it came to connecting with its customers. Karen
Lamoree, the company’s COO, explains that sepa-
rate databases meant the customer service team
didn’t have a 360-degree view of customers, making
it difficult to provide effective service.
Recognizing the need to change, in 2012
MedicAlert embarked on a two-pronged CRM initia-
tive aimed at obtaining a holistic view of customers
and increasing flexibility in its offerings. “Without a
360-degree view, we could not distinguish our customers between
varying levels of service,” Lamoree notes.
Further, the foundation wanted to collect additional medical
data about its members to better help them during an emergency,
integrate its telephone system with its CRM, collaborate with new
business partners to leverage new programs and services, and
quickly train new customer service reps.
Following the changes of the CRM initiative, MedicAlert
Foundation staff have detailed information about individual custom-
ers, allowing customer service representatives to access a complete
customer profile—including health information, which marketing
materials or communications they received, and their previous
order history—while talking to that customer.
Armed with more robust customer profiles, the
foundation has started to segment communica-
tion efforts among its customer base, for example
according to age, location, or medical condition.
Further, customer feedback identified the need to
provide a lower price point for some customers,
and the new CRM platform has allowed MedicAlert
Foundation to launch new membership services with varying lev-
els of customer support.
It is clear that a better CRM system has led to an improved cus-
tomer experience, with MedicAlert Foundation achieving a Net
Promoter Score (NPS) of 62 percent in 2013, the first year it started
tracking this metric.
MedicAlert Foundation’s CRM Revolution Improves Service
The emergency support network foundation embarked on an ambitious project to have a 360-degree view of customers and
better focus on their needs. —by Cynthia Clark
Managing a company is tough, but managing a city requires just as
great a commitment, especially when talking about a large city with
a population of about 270,000 people.
The City of Buffalo was facing serious social and economic
challenges in the past decade including mass unemployment
and increased crime and drug activity. This led to a
greater need for resources to address a multitude of
issues that went beyond just fixing a pothole but also
dealt with education, unemployment, and healthcare,
amidst severe budget constraints.
Recognizing the need to identify the areas of
greatest need, the city decided to leverage Big Data
to pinpoint the neighborhoods that required most
assistance and target services. The intention was
to improve the quality of life of city residents while making the
most of scarce resources. Oswaldo Mestre, director of Buffalo’s
Division of Citizen Services notes that the plan was to embark on
an interagency collaborative approach that would allow different
departments to work together during clean sweeps to address mul-
tiple issues in one location. “We wanted to tackle problems in a
more holistic way,” he notes.
Although these clean sweeps had been underway for several
years, there was no data-based reason for the areas targeted.
Many different agencies were collecting their own data, including
Buffalo’s 311 Call and Resolution Center, which receives more
than 300,000 verbal complaints from residents every year that are
imputed in the KANA LAGAN system. But data was siloed, and the
first step, which kicked off in 2010, was to quickly identify neighbor-
hoods requiring the services.
Working with the IT department, Mestre created maps that pull
data from different departments and give an at-a-glance view of
problem areas. Mestre notes that the maps can
quickly identify areas where poverty, crime, and 311
calls overlap indicating the need for special attention.
“We are more nimble at being able to pinpoint areas
of need and organize outreach,” he notes.
Mestre notes that new issues were also identified,
for example a particular area needed better access to
dentists that led to partnership with a dental school to
offer the needed services.
Better data is allowing the City of Buffalo to acquire new partners,
a number which grew by more than 400 percent since the organizers
can reach out to partners whose services are required. This was due
to the ability to better pinpoint challenged communities and actively
seek out organizations that could address the problems.
Further, the removal of debris, street repairs, tree pruning, and
demolition referrals also went up, indicating that better data is
increasing the impact and focusing efforts in areas that need it.
Other successes include an increase of 79 percent in the number of
squatters found and offered services in vacant homes, an increase
of 135 percent in referrals for weatherization, and an 86 percent
increase in applications for the Mayor’s literacy program.
Buffalo’s Data-Driven Clean Sweeps
The City of Buffalo uses sophisticated analysis to target areas of the city that require services. —by Cynthia Clark
Sales successes are important achievements for organizations. But
savvy business leaders understand that unless their winning sales strat-
egies are accompanied by first-class customer service, the success will
be short-lived. These leaders, like Urvashi Sheth, senior director for
global customer support at SanDisk Corporation, have made it their
mission to ensure their brands excel at customer service.
In order to make the most of the booming global flash memory based
storage market, SanDisk’s leadership decided to embark on a four-
pronged strategy between 2011 and 2013 geared toward providing
extremely high quality, quick, and efficient pre- and post-sales services.
The first step was to improve integration across previously fragmented
customer service channels to deliver a personalized and seamless expe-
rience across all channels, including the Web, social media, mobile, the
contact center, and on the field.
Cognizant that one-size-fits-all customer service is no longer suf-
ficient, next SanDisk wanted to invest in support systems that cater to
the diverse cultural needs of a global customer base. SanDisk’s busi-
ness leaders were cognizant of the need to customize processes to
suit diverse local and regional requirements. For example, in India and
China it was normal for customers to wait up to 20 days for a war-
ranty replacement since SanDisk has limited depots. The organization
addressed this problem by opening new depots that helped it trans-
form the warranty replacement process and allow customers to get
served on the same day in the same city.
The third goal was to manage rising service costs, and this included
leveraging technologies that are most popular in a particular region.
In India and China, SanDisk started providing return merchandize
authorization and warranty replacement numbers via SMS, allowing
customers to show the SMS at the counter to get their replacement.
More than 500 such texts are sent everyday and SanDisk has expanded
the use of SMS to keep customers informed of the status of a mailed
or couriered replacement. Apart from providing a good experience, this
strategy has helped SanDisk reduce customer service costs since the
cost to send an SMS is 95 percent less than a phone or chat con-
tact as it takes less time. SMS is also being used for authentication
purposes, allowing SanDisk to closely monitor its inventory and avoid
business issues, like gray market or product duplication that may lead
to brand erosion. Sheth explains that customers can text the unique
16-digit product code and be automatically informed whether the item
is authentic, allowing them to return it if there’s a problem.
Sales were not the only increase SanDisk was experiencing. The
cost of success was additional customer support requests, also due
to more complex products. While business leaders wanted to manage
costs, they also wanted to ensure they continued to deliver excellent
customer service. This required automating parts of the service opera-
tions. Sheth explains that although a knowledgebase existed, it was very
basic. “We redesigned it and focused on being media-rich,” she says.
Last year SanDisk added an assistance feature that guides customers in
the use of more complex products. Further, the knowledgebase, which
is available in 13 languages, was integrated with online forums and
communities, helping customers make informed decisions before buy-
ing products. Sheth notes that the use of both the knowledgebase and
forums has increased by about 17 percent since 2011.
The final step in the strategy revolved around taking advantage of
social media and e-commerce channels. SanDisk wanted to tap into
the growing popularity of new digital and social media channels by
extending its customer service delivery to areas where customers were
located. This includes interacting with customers on social channels,
like Facebook and Twitter, and being active on technical communities
and forums where the company responds to queries and engages in
conversations with customers. “We want to respond to customers and
let them know we’re listening to them and ready to help,” Sheth says.
Collecting data from across different channels and tracking customer
communications is allowing SanDisk to proactively help customers by
identifying and monitoring trends, for example the top drivers of calls to
the contact center and leveraging online forum conversations to identify
what customers like and dislike about products.
Overall, the whole strategy has led to an improvement in customer
satisfaction for call center services of up to 97 percent, up from 91
percent in 2011 while reducing the customer service budget by 7 per-
cent. The improvements have also helped SanDisk’s retail business unit
increase market share in the United States by 5 percent year over year.
The company has gained market share in both India and China.
Executing such a revolutionary strategy required commitment from
more than one department, and Sheth sought the support of the entire
organization by creating awareness about the project through corpo-
rate-wide events to promote the importance of a customer-centric
culture. During Retail Demo Day in 2013 the customer service and prod-
uct marketing teams demonstrated all of SanDisk’s products and their
accompanying support services. Other initiatives included a Customer
Awareness Day to educate employees on SanDisk customers and a
customer appreciation day where various customers, including one of
the SanDisk Forum gurus, were recognized for their contributions.
SanDisk’s Winning Customer Service Focus
The technology firm’s investment in a global customer service strategy has helped capture market share. —by Cynthia Clark
customer service
GOLD
10 #GartnerCRM
BUSINESS
BOOST:
Improved customer
experience and NPS
BUSINESS
BOOST
Data improves
the effectiveness
of community
outreach.
BUSINESS BOOST
A customer-centric service
strategy is leading to improved
customer satisfaction and an
increase in sales.
7. 13www.1to1media.com/crmexcellence
innovation
GOLD
Though television may traditionally be considered one-sided, tech-
nology continues to alter our perceptions of even the most common
mediums. For Portugal Telecom (PT) customers, television has be-
come the brand’s primary differentiator, as the introduction of MEO
Kanal, its personalized broadcast platform, allows clients to build
and broadcast their own TV channel, which they can easily share
with friends and family, or all MEO customers.
“Breaking through technological barriers, with support from the
MEO infrastructure of PT’s television, each client can now have his
or her own TV channel—a capability that, until now, was only ac-
cessible to large corporate producers and distributors,” says Celso
Martinho, director of technology. “The thinking behind the develop-
ment of this service was to give a TV channel to each customer and
bring them a new way of TV viewing.”
During the development and design process, the PT team fo-
cused on the consumer’s need for simplicity, thereby basing its ap-
proach upon client expectations. Thus, after countless focus groups
and several internal beta versions in collaboration with SAPO, MEO
Kanal launched in February 2012, with the intent to boost customer
acquisition, retention, and loyalty. By putting content creation in the
clients’ hands, PT sought to reinvent the television experience while
creating brand awareness. To increase word-of-mouth, PT even en-
couraged employees throughout the organization to use the service
and share their channels with family and friends by launching an in-
ternal challenge that urged the staff to record unforgettable moments
during their summer vacations. The best channels were then reward-
ed based upon the total number of views and overall creativity.
PT also created numerous demo channels, featuring high qual-
ity videos from popular sportsmen, comedians, and musicians, to
demonstrate the appeal of this innovation, along with the quality
and attractiveness of the service. These demos served as inspira-
tion for thousands of new public channels from local musicians,
entertainers, and sports teams looking to highlight their talents, as
well as local TV channels and newspapers looking to migrate to
video. Even churches and political candidates have embraced MEO
Kanal, for they recognize that having this direct channel allows
them to reach new audiences that were previously inaccessible.
However, roughly half of all MEO Kanal channels are private, as
families and friends can share videos and photos with one another.
Creators need only establish their PINs to maintain security and
ensure their content remains private. Enabling clients to share such
content quickly and easily with whomever they choose augments
the TV viewing experience, while incorporating some social flavor.
“This service has changed the way the television is used and this
is one of its major breakthroughs,” Martinho adds. “MEO Kanal is
the closest thing we have to social media on TV, but keeping the
experience of standard TV channel visualization.”
The development and project management teams continuously
work together, enabling their motivated workforce to maintain the
service’s high quality standard, while managing the brand’s road-
map, resource allocation, and customer care process. By using
daily and weekly dashboards, the management team remains up
to date on audience trends, the number of channels created and
hours of video uploaded, the number of unique viewers, churn rate,
and all other relevant KPIs. New features, such as the clients’ desire
to broadcast live events, are often the result of both customer sug-
gestion and constant analysis of service usage, for the company’s
roadmap revolves around what PT’s growing audience and chan-
nel creators value most. Big Data analysis also allows PT to deliver
customized content to customers based on the millions of interac-
tions collected, processed, and analyzed, as the company works to
align its offerings with clients’ interests.
Overall, those clients who post their content on the MEO Kanal
platform are more loyal than regular customers of the MEO IPTV
service standalone, which supports PT’s ultimate goal to boost
both loyalty and retention. PT’s MEO Kanal channel creators and
viewers have a lower churn rate (-2 percent) than MEO clients who
have never used the service, resulting in improved customer sat-
isfaction and engagement. Client behavior upholds this trend, for
the daily time spent using PT’s TV app averages two hours 25 min-
utes—almost half the time an average person spends watching TV
in Portugal. Upon MEO Kanal’s first anniversary, PT also dispersed
a customer satisfaction survey to approximate Net Promoter Score
results, culminating in an average 4.5/5. Today, MEO Kanal boasts
more than 40,000 channels and 75,000 hours of content, and con-
tinues to grow daily.
Portugal Telecom Gives Customers Content Control
By allowing customers to create and broadcast their own TV channels, Portugal Telecom fosters engagement and brand loyalty
through its innovative entertainment platform, which subscribers can’t find anywhere else. —by Anna Papachristos
BUSINESS BOOST
Since its launch in 2012, MEO Kanal has grown to more than
40,000 user-created channels, generating more than 75,000 hours
of content and occupying nearly half of the average customer’s
daily content consumption.
8. 15www.1to1media.com/crmexcellence
integrated marketing
GOLD
Innovation sometimes happens where you least expect it. Most
people equate innovation with new tools and apps at high-tech
companies or start-ups. Traditional companies in traditional
industries are not typically thought of as innovators. No one told
that to Syngenta Brasil, an agribusiness firm that provides farmers
with seeds and crop protection. The company innovated around
its customer experience and loyalty programs to reposition itself
as a trusted advisor to customers.
The agriculture industry was traditionally dominated by prod-
ucts and price. Competition in the Brazilian marketplace consisted
mostly of generic product companies competing on price and
big market players competing on products. Syngenta saw an
opportunity to move away from the price wars and product com-
moditization to differentiate itself with customer centricity and
aggregate services directly linked to its customers’ business to
the company’s product line.
The company segmented its clients into groups according to
potential use of products, customer profile, and access channel.
It identified about 35 percent of customers as having the most
potential future value. These clients could be treated in a custom-
ized way if Syngenta could create viable and suitable programs
to reach them. Those customers were divided further into two
groups—one-to-one (OTO) and Focalização (Focused).
“It is fundamental for us, without a doubt, to properly segment
customers and to customize services according to the specific
needs of each customer group,” says Aguinaldo Pavan, the direc-
tor in charge of the program. “When the actions are customized
according to the profile and needs of each customer segment,
certainly we are more effective in the relationship and create more
value to everyone involved.”
The OTO segment is made up of approximately 600 large grow-
ers with high purchase potential. Syngenta reaches these clients
through its own sales force. Another 6,000 clients are classified as
Focused, chosen because they were the highest potential growers
from each of Syngenta’s top distributors.
The new look of loyalty
There are many ways Syngenta interacts with these important
customer groups—through topical discussion forums, local
networking events, product and farming seminars, etc. But the
company was awarded the Gold Integrated Marketing award due
in large part to how it re-imagined its loyalty program.
Syngenta created loyalty programs to reach each customer
group—Aliado OTO (OTO Ally) and Programa Mais Valor (More
Value). The company partnered with Peppers & Rogers Group
Brazil to align people, processes, and systems across marketing,
sales, products, financial, legal, IT, and other Syngenta business
units to develop the program. Syngenta also employed tools from
Microsoft Dynamics, SAP, Salesforce.com, and IBM.
Clients accrue points when they purchase products, which
can be redeemed for rewards. But these rewards are not the
typical branded apparel, sporting event tickets, or future pur-
chase discounts found in most point programs. Syngenta’s
loyalty rewards catapult beyond the typical vendor relationship
to offer real value-added services for customers. It offers edu-
cational and training programs, technica consulting assistance,
management and governance programs, technical, networking,
and educational trips, and specialized services. “Our biggest
surprise was the possibility to identify, through a closer rela-
tionship, that customers sometimes have needs which are
completely out of our core business activities, but that are fun-
damental to our customers’ business,” Pavan says. “So, we
needed to find a way to serve them.”
For OTO Ally members, Syngenta created face-to-face interac-
tion forums to capture and better understand the needs, business
trends, and even personal wishes of business owners, pertaining
to their role as entrepreneurs and family business owners.
In the More Value program, services are chosen based on their
wider geographical availability, since Focused customers are
scattered in a larger number of different regions. For instance,
local professors and other experts choose information sessions
and networking events. These services can be obtained for fewer
points because these clients have a lower purchase potential.
Syngenta Redefines What a Loyalty Program
Looks Like
The agribusiness firm’s rich segmentation strategy and value-added loyalty program helped to increase market
share. —by Elizabeth Glagowski
BUSINESS BOOST
Nearly 35 percent of each loyalty
program membership redeemed
loyalty service rewards, while 100
percent of clients said they would
recommend the services to friends
and redeem their points for the
same services again.
9. 17www.1to1media.com/crmexcellence
integrated marketing integrated marketing
Today’s customers are interacting with organizations over mul-
tiple channels and expect a seamless experience across each
touchpoint. However, brands are often challenged with con-
necting traditionally siloed channels to create an omnichannel
experience.
Banco Espirito Santo was facing such a challenge. Until 2010,
the Lisbon-based bank had five scattered CRM systems, making it
impossible for the 643 branches to have a clear single view of cus-
tomers’ interaction histories. As João
Manaças, the bank’s CRM manager,
explains, there was no link between the
channels, including the branches, con-
tact center, and Internet banking.
Further, increases in self-serve
options mean that less people go to
branches for their banking needs. “There were fewer opportunities
to speak with them,” Manaças explains. The bank recognized the
need to proactively reach out to customers with relevant offers.
However, the scattered systems meant that the bank was
unable to tailor campaigns to individuals. “We didn’t have
good information about previous interactions with customers,”
Manaças says. This led to poor marketing results since there
was no continuity or coordination when it came to campaigns,
making it impossible to introduce timely outreaches, for exam-
ple if a customer withdrew a large amount of money indicating
he might be changing banks.
This reality led to high inefficiency and poor performance across
the organization. For example, leads were regarded as low quality
and Manaças says it was estimated that only 50 percent of these
customers were being contacted by commercial staff since they
didn’t trust the information they were getting. Conversion rates
were as low as 3 percent.
Customer satisfaction was suffering and Banco Espirito
Santo was fourth among the top five Portuguese banks.
Recognizing the need for change, in 2009 business leaders
decided to invest in a fully integrated marketing and CRM sys-
tem that would help improve customer satisfaction and boost
conversion rates while improving brand presence and engaging
commercial staff. “We started from scratch,” Manaças says.
After talking to the IT department, the bank purchased Oracle’s
Siebel and scrapped the previous systems, except SAS, which
it kept using for analytics purposes.
Manaças notes that all conversations with a customer, across
all channels, are inputted in the new CRM system, creating a
360-degree view of individual clients and allowing the bank to
market directly to their needs. With information shared across the
organization, clients don’t have to repeat information if they speak
to a new person. Further, a client will not be proposed a product
that he’d already declined.
More robust data means that bank staff has a higher trust in
leads. “There’s more confidence in information,” Manaças notes.
As a result, outbound contacts to CRM leads have gone up from
less than half to 85 percent. Further, while in 2010 only up to 50
percent of leads were being contacted by branch staff, this went
up to almost 90 percent in 2013.
Better customer information allows the bank to make more
tailored offers. In fact, 15 percent of customers are proposed a
next-best offer and the relevance of these campaigns means that
conversion rates are in the 35 percent range.
An added bonus was that the marketing team can spend more
time on analysis and development rather than execution, which
was previously taking up 75 percent of their time. Campaigns are
also set up more efficiently and are up and running within a couple
of weeks, tested, and quickly rolled out to all branches.
The bank also introduced a real-time decision engine on its
Internet banking portal, allowing it to present the right offers to
each customer based on historical data from similar customers.
Click-through rates are three times higher than a control group.
Part of the strategy was to invest in a marketing automation
engine, which is now allowing the bank to orchestrate multi-
channel campaigns. Manaças notes that if a customer responds
to an Internet campaign, starts the buying process but doesn’t
make the purchase, he will receive a call from the branch, asking
whether he needs help completing the purchase, leading to high
conversion rates.
The new system has gone over well with customers, with an
email survey the day after a branch contact showing that 89
percent of customers rank their interaction as highly satisfac-
tory. More importantly, the bank has seen positive sales results,
and specific products marketed in a campaign have seen a suc-
cess rate from less than 3 percent in 2010 to more than 13
percent last year.
Finally, the new system has helped Banco Espirito Santo
weather the economic storm. Manaças explains that at a time
when it was impossible for banks to get outside funding, the bank
was able to fund its activity from deposits.
“All services are tightly linked to Syngenta’s client business
needs,” Pavan says. “From the start, service offerings were
designed with business value in mind, never considering personal
gifts or prizes with personal appeal.”
Education is a key facet of both programs, but they are
approached differently, depending on the customer group.
Focused clients receive access to courses in financial manage-
ment, business management, and technical advancement. OTO
clients, meanwhile, can choose courses in family business suc-
cession, MBA-level management, and their family members can
take classes too.
“We created the ‘Academia de Líderes’ (Leaders Academy), a
post-graduate management course for our customers’ sons and
daughters, to make farmers’ succession plans easier for everyone
involved,” Pavan says. “Unarguably, this has been one of the pro-
grams that was most recognized by our customers.”
Syngenta tracks the program’s success by measuring indi-
vidual share-of-customer—the total amount sold to the client,
divided by the client’s financial potential. An increase in share-
of-customer is at the same time a loyalty indicator (repeat and
increasing purchases), a satisfaction indicator (the client ‘votes’
with real purchases). and a financial indicator (sales performed
by the distributor and by Syngenta), Pavan explains.
In 2013, 33 percent of OTO loyalty members redeemed $US1.8
million worth of services. And 100 percent of clients said they
would recommend the services to friends and they would redeem
their points for the same services again. Similarly, 30 percent of
Focused members redeemed services.
Syngenta aims to reach a 35 percent share of customer for its
Focused member base. It’s well on its way, already having reached
28 percent. For OTO customers, the goal is to reach 36 percent
share of customer. At 34 percent, it has nearly reached goal.
“I am sure that we are in the right path, but we still have much
to develop,” Pavan says. “Improving the communication process
and enhancing various actions so they bring more value to cus-
tomers of different segments are the next steps.”
Pavan’s advice to others is to take customer centricity out
of sales and marketing and into the entire company. “A per-
fect internal alignment is fundamental, even before starting the
development of the relationship programs,” Pavan says. recom-
mendation is making sure that you can deliver what you have
promised to the customers.”
While Isbank may be Turkey’s first truly national bank, its lead-
ing position and achievements in the sector stem from its
customer-centric marketing strategy. But, as today’s custom-
ers become more demanding and empowered, Isbank must
constantly seek better ways to adapt in order to establish and
maintain valuable, enduring customer relationships, build effi-
ciency throughout its operational process, and create positive
customer impact.
Thus, Isbank moved to organize its operations around cus-
tomer-value based segmentation and micro-segmentation,
actively using analytical models, such as lifetime value and cus-
tomer churn, to embrace predictive analytics and data mining.
“The shift to a customer-centric organization was built upon
customer-value based segmentation...and granted us the abil-
ity to differentiate our customer service levels within each of
our channels, particularly in the call center and branches,” says
Murat Kaya Besiroglu, customer insight manager.
Much like many companies across industries, Isbank’s primary
goal focuses upon pinpointing the appropriate analytics and data
in order to make difficult decisions about targeting the right cus-
tomers with the right offers in the right channels at the right time
while staying within budget. By taking customer preferences and
contact policies into account, however, Isbank has established a
marketing optimization plan that aims to increase customer satis-
faction by limiting communications in an effort to reduce fatigue.
Isbank’s Customer-Centric Transformation program, on the
other hand, was created to introduce the 360-degree view of the
customer, including all relevant data, such as product and chan-
nel usage, customer value, risk, and demographics, and making
customer interaction histories accessible for all employees using
Isbank’s new Sales and Service Platform courtesy of SAS.
These insights then flow across branch, Internet banking,
call center, ATM, IVR, SMS, and email channels, organizing
campaigns and enhancing the customer experience through inte-
grated multichannel campaigns. For instance, when customers
respond to offers displayed on one of the various delivery chan-
nels, such as ATM or Internet, the promotional item will no longer
be displayed on other channels, for the company’s real-time
offering system enables the team to generate sales or discounts
on ATMs and Internet branch and dispense them according to
how well the given customers match certain criteria.
Overall, when Isbank’s optimization initiative went into effect
June 2013, the integrated multichannel campaign management
system conducted 601 SMS and email campaigns, 11 ATM and
Internet branch campaigns, 34 branch campaigns—141 million
customer interactions total. The hard response rates for branch
campaigns also increased by 6.6 percent compared to 2012
Q3, while the profits generated from branch campaigns and the
annual profit of products sales jumped to 23.5 percent as com-
pared to 2012 Q3.
Banco Espirito Santo Focuses on Personalized Marketing
Robust customer data is allowing the Portuguese bank to market to individual clients with very targeted offers.—by Cynthia Clark
Isbank’s Segmentation Strategy Boosts Satisfaction
A micro-segmentation model ensures that targeted marketing campaigns remain relevant across the bank’s channels,
eliminating redundant communications to build and sustain customer loyalty. —by Anna Papachristos
16 #GartnerCRM
BUSINESS BOOST: Since implementing its
optimization initiative in June 2013, Isbank has conducted 601
SMS and email campaigns, 11 ATM and Internet branch campaigns,
and 34 branch campaigns—141 million customer interactions in
all—boosting annual profits by 23.5 percent compared to Q3 2012.
BUSINESS BOOST
Breaking data silos allows
for more personalized
communications.
SILVER
BRONZE
10. 19www.1to1media.com/crmexcellence18 #GartnerCRM
Akbank is one of the largest banks in Turkey, with nearly 1,000
branches and more than $51 billion (USD) in deposits. To help
distinguish itself in the highly competitive Turkish banking market,
Akbank has endeavored on becoming more customer focused in
all aspects of its operations, including its products, services, com-
munications, and the channel experiences it offers.
Akbank’s customer-centric approach also extends to how it
prices its products. The bank is utilizing a next-generation CRM
system it deployed in 2010 along with pricing analytics and other
tools to provide more precise offers to its customers based on
a combination of factors: customer needs, price sensitivity, and
product and channel propensities.
Before the project was launched in the second quarter of 2012,
the operational and analytical capabilities of Akbank’s sales force
had matured to a level where it had obtained a single view of its
customers and their portfolios across a full range of channels.
However, the manual and unstructured approach the bank had
historically used to price products such as deposits and loans,
“was diagnosed to be a main problem in the sales force’s daily
routine,” says Attila Bayrak, senior vice president of CRM at
Akbank. That’s because previous efforts to price products was
time-consuming and didn’t focus on unique customer needs.
Akbank launched an initiative in mid 2012 to rebuild pricing pro-
cesses with the aid of pricing analytics. Customer-centric pricing
models were developed using SAS’ Enterprise Miner data mining
tool and the SAS Enterprise Guide analytics tool. Customer-centric
pricing user interfaces were designed using Java and integrated
into the workstations used by the bank’s sales people. The project
team took an iterative approach and started with deposit pricing.
Prior to this stage of the initiative, Akbank struggled with a
few challenges regarding deposit pricing at its branches. For
starters, the bank lacked a well-defined pricing methodology
to calculate and create offers for customers quickly and effec-
tively. Sales people spent too much time waiting for approval
from headquarters. Delays in interest rate offers to customers
impacted customer satisfaction.
Know thy customer
Akbank recognized that its sales force needed to be keenly aware
of its customers’ needs and expectations. Prior to these efforts,
Akbank’s sales people would negotiate with customers on prices
for its deposit products and then reach out to headquarters for final
approval. However, salespeople lacked deep insights into each
customer’s needs and expectations. The project team addressed
these challenges, in part, by empowering salespeople to negotiate
offers with customers under a more simplified set of processes
along with the use of analytics to craft more precise price offers.
The use of analytics and the new pricing processes have
enabled Akbank’s sales team to personalize and craft price offers
on time deposit accounts (aka certificate of deposit) to its custom-
ers based on a number of factors. These include price sensitivity,
the deposit amount, and the number of renewals of the time
deposit account (CDs).
“With the new analytics and processes, the granularity of
price differentiation is expanded and relatively higher interest
rates are offered to customers residing at high-competition
locations, newcomers, first-ever deposit account holders, and
loyal customers,” Bayrak says. Loyalty plays an important role
in price differentiation, he adds.
Each of Akbank’s customers (deposit and non-deposit)
receives a price sensitivity and loyalty score monthly based on
their segment, demographics, product usage, transactions, and
propensities. Key performance indicators (KPIs) established
included average cost per deposit, total deposit amount, deposit
loyalty, and customer profitability.
Akbank’s customer-centric approach to product pricing has
generated multiple business benefits. With the increase in cus-
tomer loyalty the bank has experienced along with a decrease
in the time it now takes to open a deposit, the average cost per
deposit has decreased. In addition, total deposits increased
significantly in 2013 compared to 2012. Meanwhile, customer
profitability and the cross-sell ratios of deposit customers both
rose substantially while customer satisfaction has also improved.
Says Bayrak, “Creating better customer-centric processes
and pricing strategies improves customer satisfaction and loyalty
while achieving profitable sales to the customer base.”
core systems, back-office systems, and third-party credit bureau
systems. Customers can use DAP to apply for asset and liabil-
ity products using straight through processing capabilities. This
provides customers with faster turnaround times while decreasing
sales costs for HDFC, says Kesh.
HDFC’s customer-centric sales strategies have led to impres-
sive business results. Close to 2.2 million leads (across deposit,
loans, investment, and convenience products) are generated each
month with high monthly conversion rates. In addition, the bank’s
customer-led sales efforts have enabled it to become India’s mar-
ket leader in personal loans, auto loans, and credit cards. Kesh
adds that the bank’s leadership, the strength of its employees,
governance processes, product offerings, and service orientation
also contributed greatly to the bank’s achievements.
Akbank Designs Customer-Centric Product Pricing
The bank is making use of customer data to develop price-sensitive product offers for its customers. —by Tom Hoffman
salesforce effectiveness
GOLD
Since its inception in 1994, HDFC Bank has always been a front-
runner in the Indian banking space and is currently the largest bank
in the nation by market capitalization. But in order to truly differ-
entiate itself in the market and to fend off competitors who were
aggressively marketing retail loans and other products, organiza-
tional leaders for HDFC saw an opportunity to distinguish itself over
the long term through customer experience.
To help accomplish these goals, the bank needed to develop
a 360-degree view of its customers. In its early days, the bank
invested in a data warehouse which enabled the bank to integrate
customer data from across different systems. However, there was
no single platform that offered front-line decision makers a consoli-
dated view of the customer’s entire relationship with the bank.
“We needed a system which could easily integrate customer data
and relevant information on customer behavior from all these sys-
tems and present to the front line staff in a manner which enables
a comprehensive dialogue with customers to fulfill all their banking
needs,” says Ratan Kesh, head, premier banking, current A/c, retail
trade & Fx at HDFC Bank who serves as the bank’s “change agent.”
Under an initiative called ‘One Bank’, HDFC Bank leaders not
only wanted to deploy a comprehensive CRM system, they also
sought to integrate the bank’s 20-plus legacy systems under a sin-
gle application. The system also needed to simultaneously offer the
ability to handle large volumes of data on 30 million plus customers
and 65 million product holdings and handle more than 50,000 users
securely and with varied visibility depending on the user’s role.
One of the top goals of the One Bank program was to be able
to manage the end-to-end sales process across departments for
all products on a single platform. In the past, multiple systems and
processes were used for sales fulfillment. This created challenges
for the bank’s relationship managers to view the status of customer
accounts along with where customers stood in the sales lifecycle.
Moreover, each business line had its own disparate system which
created challenges in creating a unified view of all sales and services
processes. Without a single system to access all of this informa-
tion, relationship managers were unable to obtain real-time status
of customer account and other information which led to customer
angst, says Kesh. It also made it difficult for relationship managers
and other bank employees to obtain insights about what customers
need, the full suite of products they own, or their behaviors which
could be used to shape cross-sell and upsell decisions.
Responding to customer needs
Unlike other banks, HDFC didn’t want to buy growth at the expense
of profitability. To help preserve profitability, the bank embarked on
a two-pronged strategy. First, Kesh and other bank officials sought
to raise the bar on its internal processes even though the bank’s
processes were already best-in -class.
A Lean Sigma team made up of employees with Lean and Six
Sigma skills was used to bring best practices from various parts
of the bank and integrate those into the ‘One Bank’ initiative. Also,
because the Lean Sigma team works independently from all busi-
ness functions within the bank and reports to the CIO, the team has
a neutral stance and has been able to resolve any functional conflicts
by taking a ‘One Bank’ view. Some of the areas of improvement that
the Lean Sigma team helped with included moving from multiple
systems to a single, one-stop solution for customer relationship
management along with easy access to customer information and
offers for cross-sell/upsell.
Second, Kesh and his team wanted to make use of the bank’s
CRMnext cloud-based CRM platform and other technologies to
obtain a unified view of customers by collating and using data from
a variety of sources, including mobile and web.
The CRMnext platform has enabled the bank to make personal-
ized offers to customers across the various touchpoints, including
branches, interactions with relationship managers, call centers,
ATMs, email, etc. Personalized next-best product offers are crafted
based on each customer’s product portfolio and the next prod-
uct they’re most likely to purchase based on their current lifecycle
status. The identified products are then further ranked in order of
preference and are included as part of an account planning tool
which is used by relationship managers to have meaningful engage-
ments with customers. “This has been one of the key success
factors for improving lead generation and conversion,” Kesh says.
Meanwhile, the increasing use of smartphones and tablets by
customers has also provided HDFC the opportunity to offer self-
service options. To seize on these opportunities, HDFC launched a
‘Digital Application Platform’ (DAP) as an extension of its CRMnext
platform. DAP is a web-based front-end system that’s available
on all mobile platforms, offering real-time integration to HDFC’s
HDFC: ‘One Bank’ Focused on Customer Needs
The bank’s 360-degree view of its customers helps to offer the right products at the right time. —by Tom Hoffman
BUSINESS BOOST
Close to 2.2 million leads (across deposit, loans, investment,
and convenience products) are generated each month with
high conversion rates month-to-month and rising.
BUSINESS BOOST
Total deposits increased significantly in 2013 compared to
2012. Meanwhile, customer profitability and the cross-sell
ratios of deposit customers both rose substantially.
SILVER
salesforce effectiveness