1) The document summarizes a study on how data, analytics, and decisioning will impact customer engagement over the next 5 years in Turkey and the Middle East.
2) It finds that customers are more informed than ever, requiring organizations to better understand each customer's individual needs through advanced use of data and analytics.
3) Key challenges for organizations in the region include growing profits from existing customers, improving customer experience, and complying with regulations.
Despite having been one of the first industries to use data processing on a large scale, insurers have acquired a reputation of lagging technologically over the past decades. However, recent innovations around Big Data and analytics allow insurers to reassert themselves as leaders.
To gain greater insight into future changes in the insurance industry, the EIU surveyed over 300 executives at life and property/casualty insurers.
Big risks require big data thinking, Global Forensic Data Analytics Survey 2014EY
This presentation is based on EY FIDS' report on Forensic Data Analytics and comprises global as well as India findings.
For further information, please visit: http://www.ey.com/FIDS
Accenture North American Digital Banking Consumer Survey 2014 accenture
According to the new Accenture 2014 North America Consumer Digital Banking Survey, digital banking trends are changing traditional relationships between consumers and banks. In fact, the research suggests the relationship is increasingly uncertain as consumers are intrigued by branchless digital banks, define their relationships as merely transactional and generally want more advice and proactive financial services from their Everyday Banks. Read the PDF to learn more about the results of the survey, and how banks can respond to these threats.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
Despite having been one of the first industries to use data processing on a large scale, insurers have acquired a reputation of lagging technologically over the past decades. However, recent innovations around Big Data and analytics allow insurers to reassert themselves as leaders.
To gain greater insight into future changes in the insurance industry, the EIU surveyed over 300 executives at life and property/casualty insurers.
Big risks require big data thinking, Global Forensic Data Analytics Survey 2014EY
This presentation is based on EY FIDS' report on Forensic Data Analytics and comprises global as well as India findings.
For further information, please visit: http://www.ey.com/FIDS
Accenture North American Digital Banking Consumer Survey 2014 accenture
According to the new Accenture 2014 North America Consumer Digital Banking Survey, digital banking trends are changing traditional relationships between consumers and banks. In fact, the research suggests the relationship is increasingly uncertain as consumers are intrigued by branchless digital banks, define their relationships as merely transactional and generally want more advice and proactive financial services from their Everyday Banks. Read the PDF to learn more about the results of the survey, and how banks can respond to these threats.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
Platforms for Growth:Technology Innovations in the Insurance IndustryState Street
On behalf of State Street, the Economist Intelligence Unit conducted a global survey of 321 senior executives at insurance companies (June and July 2014), to examine the technology challenges facing the sector.
Across Health Multichannel Maturometer 2018Across Health
Across Health is pleased to present you with the state of the multichannel landscape in life sciences in Europe, US and emerging markets – now in its tenth year. Results show that digitally trained staff numbers are still at historically low levels, and the same goes for other key enablers for digital transformation. Also, while we see budgets keep on growing, satisfaction remains low.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
Gemius a realizat raportul gemiusAdMonitor care prezinta o gama larga de indicatori pentru campaniile online din Europa Centrala si de Est, printre care profilul socio-demografic al utilizatorilor care genereaza afisari si click-uri, rata de click din fiecare tara monitorizata, etc
Confidence in global M&A activity endures but dealmakers less bullish.
After a banner year for merger and acquisition activity in 2014, leading dealmakers expect sustained strong volume in 2015, but are less optimistic than they were a year ago, according to the 8th Annual Brunswick Group M&A Survey. Fewer dealmakers expect global M&A activity to reach new heights, with just over half (54%) of respondents predicting it will increase in 2015, compared with 78% of those surveyed in 2014.
The survey polled 115 top M&A practitioners from North America, Europe and Asia. Results were released ahead of the Tulane University Law School 27th Annual Corporate Law Institute, an annual gathering of the M&A community that draws lawyers, bankers, Delaware judges and other market participants.
For more information please contact our New York office: http://www.brunswickgroup.com/contact-us/new-york/
Prescriptions for Healthcare's Digital CIOsCognizant
Healthcare CIOs are poised to expand their influence amid a perfect storm of regulatory and market forces that require a digital response. Our latest research reveals the new work styles and mindsets CIOs should adopt to prepare for this important organizational role.
The hyperconnected economy is a multi-phase research programme conducted by The Economist Intelligence Unit, sponsored by SAP. The first phase reviewed the existing literature and interviewed experts and academics on the economic consequences of hyperconnectivity. Phase two focuses on how hyperconnectivity applies at an organisational level.
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014Lora Cecere
Executive Summary
Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction.
Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need.
High level survey findings are:
• Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis.
• Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving.
• The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, “Today, it is much like chewing gum, bailing wire and a shoestring.”
In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.
Cloud Complexity: The need for resilience is an EIU report that looks into the critical shifts brought about by an increased organisational dependence on the cloud. In this survey, sponsored by Sungard Availability Services, and conducted by the EIU, 304 executives dispersed across France, the United Kingdom and the United States, were polled regarding their organisational resilience and technology adoption.
L'image de la voiture et de l’industrie automobileKantar
L’Organisation Internationale des Constructeurs d’Automobiles (OICA) a annoncé aujourd’hui avoir sollicité l'institut de sondages TNS Sofres pour réaliser une étude visant à évaluer précisément la réputation de l’industrie automobile à l’échelle mondiale.
http://www.tns-sofres.com/etudes-et-points-de-vue/limage-de-la-voiture-et-de-lindustrie-automobile
The Deloitte Global CPO Survey profiles the views of senior procurement leaders from around the world on the key issues facing the procurement function. Conducted in association with Odgers Berndtson, this is the fifth edition of the report that provides unprecedented insight into CPO sentiment, drawing on our largest sample yet of 324 CPOs from 33 countries around the world.
To lead digital transformation, CIOs at pharmaceutical and medical device companies need to adopt new workstyles and mindsets, including C-level relationship-building and the ability to both catalyze innovation and find the talent to execute on it.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
2015 MHI Annual Industry Report – Supply chain innovation – Making the imposs...Leon Eymael
This year’s annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
The global Telehealth market is estimated to be valued at USD 25.30 billion in 2022, growing at a CAGR of 14% during 2014-2022.
https://www.researchonglobalmarkets.com/global-telehealth-market-2014-2022.html
For the full report please write to info@netscribes.com
Deloitte M&A Trends Report 2015: Our annual comprehensive look at the M&A marketDeloitte United States
According to the findings of the 2015 M&A Trends Report, an overwhelming majority of the 2,500 surveyed executives at US corporations and private equity firms expect the robust pace of mergers and acquisitions to extend – or even accelerate – in 2015. This momentum is expected across the board, in private and public businesses, in multiple industry sectors, in companies and private equity firms large, small, and in between.
Read more: http://www2.deloitte.com/us/en/pages/mergers-and-acquisitions/articles/ma-trends-report-2015.html
Platforms for Growth:Technology Innovations in the Insurance IndustryState Street
On behalf of State Street, the Economist Intelligence Unit conducted a global survey of 321 senior executives at insurance companies (June and July 2014), to examine the technology challenges facing the sector.
Across Health Multichannel Maturometer 2018Across Health
Across Health is pleased to present you with the state of the multichannel landscape in life sciences in Europe, US and emerging markets – now in its tenth year. Results show that digitally trained staff numbers are still at historically low levels, and the same goes for other key enablers for digital transformation. Also, while we see budgets keep on growing, satisfaction remains low.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
Gemius a realizat raportul gemiusAdMonitor care prezinta o gama larga de indicatori pentru campaniile online din Europa Centrala si de Est, printre care profilul socio-demografic al utilizatorilor care genereaza afisari si click-uri, rata de click din fiecare tara monitorizata, etc
Confidence in global M&A activity endures but dealmakers less bullish.
After a banner year for merger and acquisition activity in 2014, leading dealmakers expect sustained strong volume in 2015, but are less optimistic than they were a year ago, according to the 8th Annual Brunswick Group M&A Survey. Fewer dealmakers expect global M&A activity to reach new heights, with just over half (54%) of respondents predicting it will increase in 2015, compared with 78% of those surveyed in 2014.
The survey polled 115 top M&A practitioners from North America, Europe and Asia. Results were released ahead of the Tulane University Law School 27th Annual Corporate Law Institute, an annual gathering of the M&A community that draws lawyers, bankers, Delaware judges and other market participants.
For more information please contact our New York office: http://www.brunswickgroup.com/contact-us/new-york/
Prescriptions for Healthcare's Digital CIOsCognizant
Healthcare CIOs are poised to expand their influence amid a perfect storm of regulatory and market forces that require a digital response. Our latest research reveals the new work styles and mindsets CIOs should adopt to prepare for this important organizational role.
The hyperconnected economy is a multi-phase research programme conducted by The Economist Intelligence Unit, sponsored by SAP. The first phase reviewed the existing literature and interviewed experts and academics on the economic consequences of hyperconnectivity. Phase two focuses on how hyperconnectivity applies at an organisational level.
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014Lora Cecere
Executive Summary
Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction.
Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need.
High level survey findings are:
• Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis.
• Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving.
• The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, “Today, it is much like chewing gum, bailing wire and a shoestring.”
In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.
Cloud Complexity: The need for resilience is an EIU report that looks into the critical shifts brought about by an increased organisational dependence on the cloud. In this survey, sponsored by Sungard Availability Services, and conducted by the EIU, 304 executives dispersed across France, the United Kingdom and the United States, were polled regarding their organisational resilience and technology adoption.
L'image de la voiture et de l’industrie automobileKantar
L’Organisation Internationale des Constructeurs d’Automobiles (OICA) a annoncé aujourd’hui avoir sollicité l'institut de sondages TNS Sofres pour réaliser une étude visant à évaluer précisément la réputation de l’industrie automobile à l’échelle mondiale.
http://www.tns-sofres.com/etudes-et-points-de-vue/limage-de-la-voiture-et-de-lindustrie-automobile
The Deloitte Global CPO Survey profiles the views of senior procurement leaders from around the world on the key issues facing the procurement function. Conducted in association with Odgers Berndtson, this is the fifth edition of the report that provides unprecedented insight into CPO sentiment, drawing on our largest sample yet of 324 CPOs from 33 countries around the world.
To lead digital transformation, CIOs at pharmaceutical and medical device companies need to adopt new workstyles and mindsets, including C-level relationship-building and the ability to both catalyze innovation and find the talent to execute on it.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
2015 MHI Annual Industry Report – Supply chain innovation – Making the imposs...Leon Eymael
This year’s annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
The global Telehealth market is estimated to be valued at USD 25.30 billion in 2022, growing at a CAGR of 14% during 2014-2022.
https://www.researchonglobalmarkets.com/global-telehealth-market-2014-2022.html
For the full report please write to info@netscribes.com
Deloitte M&A Trends Report 2015: Our annual comprehensive look at the M&A marketDeloitte United States
According to the findings of the 2015 M&A Trends Report, an overwhelming majority of the 2,500 surveyed executives at US corporations and private equity firms expect the robust pace of mergers and acquisitions to extend – or even accelerate – in 2015. This momentum is expected across the board, in private and public businesses, in multiple industry sectors, in companies and private equity firms large, small, and in between.
Read more: http://www2.deloitte.com/us/en/pages/mergers-and-acquisitions/articles/ma-trends-report-2015.html
Increasing effectiveness for Business Units in Banking and road to faster Insights / Bankacılıkta iş birimlerinin etkinliğini arttırmak ve içgörülere hızlı erişim
State of affairs on financial Inclusion worldwide and in Turkey, where to find data... What are some important aspects of financial inclusion. Examples to some promising solutions...
Altdata 2017'de de akademiye self-servis analitik desteği sağlıyor. Alteryx lisansını bedavaya ingilizce öğrenci belgesi ve okul e-mail adresinizi paylaşırsanız gönderiyoruz...Hepimiz öğrenci olduk SAS'a para dayanmaz :)
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
This third annual survey by TECNA, a non-profit trade association of regional technology organizations which serves as a leading voice in growing the North American technology economy, provides current and future technology trends locally, regionally and nationally. The survey was conducted in partnership with CompTIA, the non-profit association for the IT industry.
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
Zyme Channel Data Management - Research ReportEllina James
As per Zyme, existing systems and approaches are stopping them from getting real time channel intelligence and accelerating sales. And business leaders are showing great enthusiasm to gain track as well as control of channels and become more data driven towards it. To Know More:-http://www.zyme.com/channel-data-management
2018 customer journey_mapping_research_mycSylke Will
Customer journey mapping is a discipline that allows organisations to step into their customers’ shoes; to gain valuable insights that enable them to improve the customer experience. But how well-adopted is it - and how successful are practitioners at using it? MyCustomer’s 2018 customer journey mapping research report is based on a global survey of 248 customer experience professionals across EMEA, North America and Asia-Pacific. The research looks at the maturity of the practise of customer journey
mapping, exploring how long organisations have been utilising journey
mapping, and how successful they feel they are at it.
The research also examines what trends are emerging in the execution
of customer journey mapping, including who typically has ownership of
the programme and what tools are most commonly used to support it.
We have also attempted to tease out best practices from organisations
whose customer journey mapping programmes are most mature and/or
most successful.
The survey "Challenges and Opportunities of Small and Medium Enterprises in Greece" is taking place for the second consecutive year by the ELTRUN lab of the Athens University of Economics and Business, in collaboration with the Douleutaras.gr Professional Finding Platform, with representation from more than 200 professionals.
The outcome of this executive workshop had identified four recommendations for the retail industry:
• Understanding the pain points and identifying the right use cases
• Demonstrating the value and gaining the leadership commitment
• Developing enterprise wide capabilities to increase the business impact
• Taking small steps to solve the pain points by validating the value
Zemin Istanbul'da Akıllı Şehirlerde Küresel Trendler ve Düya,2dan Örneklere ilişkin sunumum...
Simcity örneğinden yola çıkarak örnekler oluşturmak üzerine konuştuk.
GSMA ve BCG'nin The making-of-a-digital-city reporundan faydalanarak Akıllı şehirler konusundaki örnekleri irdeledik...
Başarsoft Mapinfo Konferansı Alteryx Sunumu.
Self-servis veri analizi ve coğrafi verilerle mevcut müşteri verileri ve 3. parti veri setlerinin birleşimine örnekler...
Prometeia distinguishes its approach by consistently
pursuing state of the art methodologies, with a fully
dedicated team of econometricians and financial
specialists with broad experience in developed and
emerging markets.
Our internally developed methodologies are constantly
updated with the best practices and entirely integrated
into the ERMAS Suite, enabling banks to take a
proactive approach towards risk management and
increasing profitability.
Prometeia’s unique business model offers a truly onestop
solution, combining extensive consulting services,
an integrated and cross-functional software package,
implementation support and methodological training.
The ERMAS Suite solution stays on top of regulatory
developments and meets all reporting needs. Its
functionalities and interfaces have been designed to be
fully adaptable, customisable, intuitive and easy to use
for the client.
Application for an Startup Incubator.
Idea: Scoring startups for predictive and prescriptive analytics using alternative semi-structured data sources...
1. The new rules of
customer engagement
Turkey and Middle East:
Summary Report
April 2015
www.decisioningvision.com
2. Experian commissioned a study among EMEA Financial
Services and Telecoms companies to better understand
the role data, analytics and decisioning will have in
meeting this challenge over the next five years. This
report is a summary of the results for Turkey and the
Middle East.
The findings from Turkey and the Middle East typify the
EMEA region as a whole. With customers becoming
more informed than ever before, organisations must
redefine their strategy to address the customer’s
individual needs. However, this requires the right
knowledge and understanding of customers. With more
data sources and advanced analytics becoming readily
available, an opportunity exists to create a relevant,
personal and competitive service.
79%
76%
70%
83%
71%
84%
55%
50%
47%
70%
40%
54%
52%
50%
63%
61%
29%
51%
3. Complying with regulation
2. Improving customer experience
1. Growing profitability from existing customers
Introduction
How do you know if your business
model is fit for purpose today, let
alone in five years’ time? Greater
access to information, facilitated
by the rise in technology, has
allowed a more empowered and
‘self-directed’ customer to arise.
Key business challenges
over the next five years
EMEA overall Northern Europe
Southern Europe
Turkey and Middle East
Russia / CIS
South Africa
3. Turkish and Middle Eastern top
business challenges
The need to build a more meaningful and long-lasting
relationship with customers is most widely recognised
within Turkey and the Middle East. Of the respondents
we surveyed in Turkey and the Middle East 84% – the
highest level seen within EMEA – believe growing
profitability from existing customers is the greatest
challenge impacting the need for data and advanced
analytics. However, engaging with a new breed
of knowledgeable and savvy customers requires
organisations to understand their customers intimately.
Encouragingly, 92% believe they could become more
customer-centric as an organisation.
For Turkish and Middle Eastern organisations,
along with the rest of EMEA, this comes down to
delivering an exceptional customer experience. By
2020, 83% believe customer experience will be the
ultimate differentiator for organisations. However, if
organisations are to improve the customer experience,
they must understand them better. As such, data
and advanced analytics are crucial in delivering a
consistent customer experience along every step of the
customer lifecycle. With new data sources becoming
available, 82% believe big data will transform their
customer service model over the coming years.
Data sources to inform customer
decisions
Compared with other EMEA regions, Turkish and
Middle Eastern organisations are more inclined
to use a wide range of data to help them support
customer-driven decisions. Indeed, internal data
(80%), negative data (53%), socio-economic data
(53%) and positive data (46%) are the most common
sources of data used to inform decisions. Yet there
is still scope to use other sources. Currently just
38% use unstructured data (compared with 63% in
South Africa). If organisations are to make more
informed decisions over the next five years, they
must look to utilise all the information at their
disposal. However, as seen with the rest of EMEA,
organisations are not prioritising this. By 2020, just
a third intend to use more external (34%), socio-
economic (34%) and fraud data (34%).
80%
83%
79%
80%
95%
99%
% seeing data as providing the means to successfully
integrate the customer experience across the organisation
% saying customer experience will be the
ultimate differentiator in their sector
in five years’ time
% acknowledge that their business strategy has
to change to meet the challenges of
customer experience
Customer experience
priorities for Turkey and
Middle East
03 10 The new rules of customer engagement – Turkey and Middle East
EMEA overall
Turkey and Middle East
4. “Across the customer
lifecycle, both the
availability and volume of
data are lacking.”
The ‘data to decision disconnect’
Across the customer lifecycle, both the availability
and volume of data are lacking. Such a deficiency
in available data is most notable when it comes
to protecting the business from fraud (21%,
compared with 31% within EMEA). However, a
shortfall in the volume of data is most likely to
cause challenges within the collections process
(34%, compared with 43% within EMEA). Without
data readily available or scalable, inevitably the
quality of decision-making suffers.
Indeed, when managing collections, just 40% are
satisfied with the consistency of their decisions,
notably lower than the EMEA average of 55%.
Similarly, during customer acquisition and
collections just 36% and 37% respectively are
satisfied they can make complex customer-driven
decisions.
Data sources to be used
more over the next five years
77%
80%
47%
70%
89%71%
87%
38%
44%
30%
45%
31%
34%
32%
28%
27%
34%
29%
37%
3. Positive data (e.g. extent to which potential
customer has good credit history)
2. External data (e.g. public data or third party data)
1. Internal data (e.g. CRM / marketing data)
EMEA overall Northern Europe
Southern Europe
Turkey and Middle East
Russia / CIS
South Africa
5. Acquire
Comply
Protect Manage
Grow
Key challenges across
the customer lifecycle
Acquire profitable customers
Turkish and Middle Eastern organisations are primarily
focused on improving the overall application experience,
with 87% reporting this to be the biggest challenge
over the next five years, a rise from 29% currently.
This in itself brings with it a range of challenges for
organisations when acquiring customers. By 2020,
organisations expect to find more productive ways to
manage the high volumes of applications (78%) and
ensure they are acquiring the right customers (75%).
Grow and retain customers
When growing and retaining existing customers,
organisations are most likely to be able to understand
individual customer profitability (82%) and identify upsell
and cross-sell opportunities (67%). As with the rest of the
EMEA region, Turkish and Middle Eastern organisations
intend to focus on eliminating data silos (42%) and enabling
customers to self-serve (46%) over the next five years.
However, just 43% are currently able to provide a consistent
experience to customers across all channels, with 40% citing
this as not a focus area at all. If organisations are to succeed
in the years ahead, more emphasis must be placed on
creating a seamless experience for customers regardless of
which channels they use.
Customer
lifecycle
05 10 The new rules of customer engagement – Turkey and Middle East
6. 216.947 px
Acquire
Comply
Protect Manage
Grow
Cus
tom
er lifecycle
COMPLY WITH
REGULATION
ACQUIRE
CUSTOMERS
PROTECT AGAINST
FRAUD
MANAGE
COLLECTIONS
GROW AND RETAIN
CUSTOMERS
Protect against fraud risk
As with the rest of the EMEA regions, online fraud
presents the greatest threat for organisations. Eighty-six
percent expect it to increase over the next five years, with
account takeover (78%) and ‘friendly’ fraud (68%) also
likely to increase by 2020. For Turkish and Middle Eastern
organisations in particular, fraud protection can be a difficult
balancing act. Nearly all organisations (96%) believe tackling
fraud can negatively impact the overall customer experience
if not managed correctly. Indeed, after integrating fraud
across internal systems (86%), 75% believe safeguarding the
business whilst optimising the customer experience is the
biggest challenge over the next five years.
Manage collections more effectively
By 2020, 87% of Turkish and Middle Eastern organisations
believe the collections experience will be the biggest
challenge, rising from 39% currently. Here organisations
must look at ways to tailor the collections process
to deliver greater benefits to both the customer and
company. Whilst the need to enhance the experience will
grow as customers become more self-directed, traditional
challenges will persist. Indeed, time spent chasing late
payment (79%), costs to collect (75%) and reducing
provisions (68%) are some of the most significant
challenges facing organisations over the next five years.
Customer lifecycle challenges in five
years’ time for Turkey and Middle East
Improve the customer
application experience
Fraud integration across
internal channels
Improve the customer
experience in collections
Enable customers to
self-serve
Improve compliance
monitoring and reporting
87%
46%
87%86%
80%
7. “Just 43% are
currently able to
provide a consistent
experience to
customers across all
channels, with 40%
citing this as not a
focus area at all.”
Comply with regulations
Enhancing compliance monitoring (84%) is
currently a prominent challenge for Turkish and
Middle Eastern organisations compared with
the EMEA average (71%). Both the speed and
flexibility to implement new regulation (64%) and
the capability to enforce compliance across the
organisation (53%) present a further challenge.
However, over the course of the next five years, the
ability to implement compliance in decision tools
notably shifts from 31% currently to 53%.
Improving the customer
experience model
07 10 The new rules of customer engagement – Turkey and Middle East
92%
86%
90%
94%
89%71%
96%
81%
88%
73%
75%
89%
82%
83%
84%
73%
89%
91%
76%
3. Real-time decisions will improve the overall customer experience
2. Big data will transform our customer experience model
1. Tackling fraud can negatively impact the overall
customer experience if not managed appropriately
EMEA overall Northern Europe
Southern Europe
Turkey and Middle East
Russia / CIS
South Africa
8. 76%
82%
30%
73%
91%71%
86%
64%
70%
40%
58%
66%
75%
56%
48%
60%
59%
49%
62%
3. Introduced new business models and identified new
opportunities (drove a sustainable growth for our business)
2. Data monetisation
1. Increased focus on targeting and prospecting (acquired good
and more profitable customers)
Moving forward:
Decisioning in 2020
In order for organisations within
the region to make more informed
decisions about their customers,
the use of data and advanced
analytics must become more
widely used across the
entire organisation.
Nearly all organisations (99%) believe that data
provides the means to successfully integrate
customer experience across the business. For
Turkish and Middle Eastern organisations at least,
process refinement across the whole customer
lifecycle (86%, compared with 78% within EMEA)
is the most important priority in making data and
advanced analytics become more widely used.
Whilst organisations may see the long-term
benefits of adopting data and advanced analytics,
arriving at a data decision model requires a great
deal of change. Three-quarters of organisations
believe they should be using new data sources,
with a further 67% (compared with 58% within
EMEA) planning to allow real-time decision-
making in their data analytical tools. Indeed, 76%
believe real-time decisions will improve the overall
customer experience. Ultimately, through data
analytics capabilities and tools, many organisations
(86%) recognise they can acquire and retain more
profitable customers and subsequently drive more
sustainable growth.
Future achievements
through data and
advanced analytics
EMEA overall Northern Europe
Southern Europe
Turkey and Middle East
Russia / CIS
South Africa
9. Conclusion
Organisations within Turkey and
the Middle East place a great deal
of importance on the role data
and advanced analytics plays in
achieving customer centricity.
However, organisations are somewhat held back by
the availability and scalability of their own data. As
a result this is creating numerous challenges across
the customer lifecycle, which threaten to undermine
the customer experience and ultimately their
competitive advantage over the next five years.
Over this period, organisations are taking proactive
measures by increasing investment in data and
advanced analytics capabilities and tools and using
new data sources. With this data-driven approach
organisations stand a greater chance of acquiring
and retaining customers, and fundamentally,
securing a more profitable relationship.
Decisioning Vision for 2020:
In order for Turkish and Middle Eastern
organisations to achieve the ultimate customer
experience, they must refocus their priorities on five
key areas:
• Attain multiple and new sources of data
• Achieve a holistic view of customers
• Provide real-time, consistent and
pre-qualified decisions
• Use multi-channel automation across all
customer touch points
• Embrace advanced analytics across the
entire organisation
Read the full EMEA research
report or benchmark your
business with our interactive tool
at www.decisioningvision.com.
Or join in the conversation on
Twitter #dv2020
09 10 The new rules of customer engagement – Turkey and Middle East