Digitizing customer care through effective digital customer care (eCare) initiatives can significantly improve customer satisfaction while lowering costs for telecom companies.
McKinsey research found that telecom operators who employed successful eCare strategies saw a 20% reduction in call center volume within 8 months, lowering costs significantly while improving customer satisfaction scores. A survey also found that customers who resolved issues entirely through digital channels reported satisfaction levels 19 percentage points higher than those who used traditional channels.
Implementing eCare effectively requires understanding customer care journeys across channels in order to identify pain points causing customers to switch from digital to traditional channels prematurely. Telecom operators must also strengthen digital options and drive awareness of eCare capabilities in order to boost adoption
ASUS Case Study_Digitizing Customer Services Lynn Chen
1) The document discusses using data from various sources like demographics, behavior, transactions, and social media to build customer profiles and gain insights into customers.
2) It describes two projects - customer acquisition through targeted marketing, and customer retention by identifying dissatisfied customers and changing their behaviors through retention programs.
3) The conclusions recommend building more precise marketing groups and evolving existing customer data and models into a 360-degree customer service system for higher level customer pattern recognition and prediction.
Next Generation Insurance Websites- Part 2edynamic
This document discusses next generation insurance websites and increasing engagement and retention. It covers:
1. The need to improve engagement with existing customers, prospects, partners and carriers through better digital experiences across devices.
2. Key strategies for driving engagement include leveraging analytics and digital technologies to improve user experiences, streamline processes, provide personalization, and facilitate ongoing communication across marketing channels.
3. Adopting a multi-device approach can improve accessibility and remove pain points by providing a unified digital platform for all capabilities.
Looking ahead-The business case for LoyaltyKaushik Basu
The document discusses the business case for loyalty programs in the payments industry. It notes that loyalty programs can help all market participants increase their share of payments value by providing flexibility to cardholders and a reason for adoption. However, changing technologies are altering how loyalty programs are delivered. Success will depend on how well participants leverage mobile technologies to offer personalized targeted offers based on spending analytics. While loyalty provides flexibility, it also brings challenges around data use that market participants must address to protect their brands. The key will be finding the right balance between targeting consumers and respecting their privacy.
Insurance companies are great at acquisition but bad at retention. Jack Morton offers our unique POV and 5 ways insurance brands can keep more customers.
This document summarizes a webinar about how retailers can implement individualized, one-to-one marketing using predictive analytics technology. It discusses how traditional batch marketing approaches can be replaced by approaches that target individual customers with personalized, relevant offers. The webinar introduces FICO's Retail Action Manager software, which uses customer data and predictive modeling to determine the optimal offers to send each individual customer. An example is given of a large electronics retailer that saw significant revenue increases by implementing this approach across email, websites and other channels.
Multichannel Marketing: The Key to Expanding RevenueInvoca
This document discusses the importance of multi-channel marketing for businesses. It notes that mobile search and smartphone usage are driving tens of billions of inbound sales calls annually. Customers now expect and demand interactions across multiple channels. Effective multi-channel marketing requires tools for campaign management, advanced analytics, attribution across channels, and expertise in digital channels like web, email, mobile and video. By using a multi-channel approach, marketers can better meet customer expectations, increase spending from multi-channel customers, and improve conversion rates.
eTail east 2014 Philadelphia - Cross Channel Loyalty Program KruidvatLars Crama
The document discusses Kruidvat's cross-channel loyalty program. Kruidvat is a large health, beauty, and lifestyle retailer in Benelux with 980 stores. The loyalty program aims to increase customer loyalty and learn from customer interactions. It profiles customers into segments based on lifestyle personas and product categories. The program generates daily loyalty offers tailored to each customer's segment and sends them across channels like email, mobile, and stores. It also discusses tactics like customer profiling to build rich customer profiles and using a phased roadmap with quick wins to guide the digital and CRM strategy.
ASUS Case Study_Digitizing Customer Services Lynn Chen
1) The document discusses using data from various sources like demographics, behavior, transactions, and social media to build customer profiles and gain insights into customers.
2) It describes two projects - customer acquisition through targeted marketing, and customer retention by identifying dissatisfied customers and changing their behaviors through retention programs.
3) The conclusions recommend building more precise marketing groups and evolving existing customer data and models into a 360-degree customer service system for higher level customer pattern recognition and prediction.
Next Generation Insurance Websites- Part 2edynamic
This document discusses next generation insurance websites and increasing engagement and retention. It covers:
1. The need to improve engagement with existing customers, prospects, partners and carriers through better digital experiences across devices.
2. Key strategies for driving engagement include leveraging analytics and digital technologies to improve user experiences, streamline processes, provide personalization, and facilitate ongoing communication across marketing channels.
3. Adopting a multi-device approach can improve accessibility and remove pain points by providing a unified digital platform for all capabilities.
Looking ahead-The business case for LoyaltyKaushik Basu
The document discusses the business case for loyalty programs in the payments industry. It notes that loyalty programs can help all market participants increase their share of payments value by providing flexibility to cardholders and a reason for adoption. However, changing technologies are altering how loyalty programs are delivered. Success will depend on how well participants leverage mobile technologies to offer personalized targeted offers based on spending analytics. While loyalty provides flexibility, it also brings challenges around data use that market participants must address to protect their brands. The key will be finding the right balance between targeting consumers and respecting their privacy.
Insurance companies are great at acquisition but bad at retention. Jack Morton offers our unique POV and 5 ways insurance brands can keep more customers.
This document summarizes a webinar about how retailers can implement individualized, one-to-one marketing using predictive analytics technology. It discusses how traditional batch marketing approaches can be replaced by approaches that target individual customers with personalized, relevant offers. The webinar introduces FICO's Retail Action Manager software, which uses customer data and predictive modeling to determine the optimal offers to send each individual customer. An example is given of a large electronics retailer that saw significant revenue increases by implementing this approach across email, websites and other channels.
Multichannel Marketing: The Key to Expanding RevenueInvoca
This document discusses the importance of multi-channel marketing for businesses. It notes that mobile search and smartphone usage are driving tens of billions of inbound sales calls annually. Customers now expect and demand interactions across multiple channels. Effective multi-channel marketing requires tools for campaign management, advanced analytics, attribution across channels, and expertise in digital channels like web, email, mobile and video. By using a multi-channel approach, marketers can better meet customer expectations, increase spending from multi-channel customers, and improve conversion rates.
eTail east 2014 Philadelphia - Cross Channel Loyalty Program KruidvatLars Crama
The document discusses Kruidvat's cross-channel loyalty program. Kruidvat is a large health, beauty, and lifestyle retailer in Benelux with 980 stores. The loyalty program aims to increase customer loyalty and learn from customer interactions. It profiles customers into segments based on lifestyle personas and product categories. The program generates daily loyalty offers tailored to each customer's segment and sends them across channels like email, mobile, and stores. It also discusses tactics like customer profiling to build rich customer profiles and using a phased roadmap with quick wins to guide the digital and CRM strategy.
Customers Are Channel Neutral: The truth about multi-channel marketingDavid Harkins
Originally written in 2003 as a prediction for what would come to be known as "Omni-Channel marketing."
______
From 2003:
The term "multi-channel marketing" refers to the process of building a customer relationship across two or more marketing or sales channels.The channels are those that are interactive,such as face-to-face,telephone,email,Internet,or perhaps direct mail.These channels provide an organization the opportunity to develop and maintain the brand promise as the customer engages the organization at each point of contact.
"Real loyalty isn’t created at the close of the sale. It’s created when the brand & the customer become intimate through multiple interactions before, during & after the purchase." Read more in Aimia's report, 'Rewarding Interactions; Are You Ready for Customer Intimacy'
Customer Experience Transformation: 5 Research Findings And 12 Action ItemsG3 Communications
During this webinar, Ernan Roman will share recent insights from more than 10,000 hours of Voice of Customer (VoC) Relationship Research conducted by his firm, Ernan Roman Direct Marketing.
Based on the findings, Roman will share 5 key VoC research findings that will help retailers significantly improve customer engagement and personalization of offers and experiences. And critically, how personalization can be driven by individual preferences.
Roman’s part of the session will conclude with an 12 Point Checklist for transforming your customer experience.
Rick Ludolph from Productive Solutions will follow with a look at the enabling technologies to help retailers achieve their customer engagement goals in an omnichannel marketplace
Digital transformation can be either a blessing or a curse depending on how companies approach it. It has shifted power to customers by giving them a voice online. While companies see themselves as delivering value, there is often a large gap between that perception and how customers experience it. Technology allows companies to gain insights into customers and personalize interactions to close that gap and build trust through better experiences.
Through technology, consumers now have more control over the shopping process than ever before. They are empowered with social networks and digital devices, allowing them to dictate what they want and when. As competition for consumers' attention increases, it is difficult for businesses to engage customers due to the large number of unsolicited messages received. Personalization plays a key role in purchase decisions and can increase customer retention, purchases, and marketing ROI.
The presentation outlines the 7 stage cycle of Internet Marketing and then discuss the Online Marketing Mix in detail.
Taking it further a special introduction to centaur, the hybrid consumer, the presentation then discuss the two major methods of consumer segmentation in the digital age and examines the changing dynamics of Consumer behaviour in the digital world.
The closing is done with the Customer Relationship Management and e-CRM.
The document provides an overview of Acxiom Corporation and its services in online marketing. It discusses Acxiom's data collection and analysis capabilities to help clients better understand customers. It also covers various digital marketing channels and how an integrated approach can optimize the customer experience across multiple touchpoints.
Why true digital transformation must take place across the entire banking ent...Epsilon Marketing
In the global omnichannel world we live in today, financial institutions are hindered by their disparate and siloed systems.
The rise of online banking has produced a massive shift in the way people engage with their money, bill paying, and most importantly, their banks. Today’s consumer is connected more or less 7x24x365 via mobile devices and WiFi in their cars. Banking and insurance companies are struggling to shape their online and digital engagement to match the expectations and desires of the consumers. They need to transform so that they can better understand their consumers.
With this focus on digital transformation, the financial institutions must focus on producing an enterprise-wide solution that enables the business to find, engage, convert, cultivate and expand their relationships efficiently.
Join us as we explain how organizations are successfully transitioning to enterprise-wide digital transformation.
Retailers have seamlessly integrated online and offline sales channels to provide customers with a unified shopping experience. Pharma companies can learn from retailers by more closely integrating various touchpoints like physicians, clinical trials, samples, and digital channels. The document discusses how pharma marketing can adopt practices from retail like private label products, ensuring promises are kept, and presenting a cohesive brand experience across channels.
Part 1. The Next Extraordinary Marketing Opportunity- Healthcare ReformVivastream
The document discusses opportunities for health insurers under the Affordable Care Act (ACA). It notes that the ACA could generate billions in new revenue and millions of new customers for insurers. Insurers will need to adapt their marketing and focus on the new types of customers using the health insurance exchanges, including those who are younger, less educated, and more racially diverse. Insurers will need to use customer data and segmentation to understand these new groups and engage customers through multiple channels.
Beyond the Customer Satisfaction Survey - 35 ideas for customer insightPaul Hopkins
Looking to get more information then just the standard customer satisfaction survey, for your big data or customer experience project? In this presentation, I explain where to in a multi channel retail, you can find rich customer insight to deliver you better customer insight.
This document discusses the importance of customer engagement and reviews for businesses. It provides several key statistics:
- 84% of consumers take action based on reviews and recommendations from trusted sources.
- 58% of consumers cite online retailer reviews as an important source in buying decisions.
- 92% of global consumers trust personal recommendations over advertising.
- A fully engaged customer is worth 23% more in premium share for a business compared to a disengaged customer.
- Customer retention can increase profits by 95% if customer retention increases by just 5%.
Berman (2006) developing an effective customer loyalty program[1]Tuan Le Anh
This document discusses developing effective customer loyalty programs. It begins by describing the history and types of loyalty programs, from early stamp programs to modern frequent flyer miles programs. It then notes that while loyalty programs are very popular, many are not successful at achieving their goals of increased customer loyalty and sales. The document differentiates between four types of loyalty programs and provides examples. It concludes by discussing potential benefits an effective loyalty program could provide, such as increased customer retention and reduced price sensitivity, but notes that well-run programs are needed to realize these benefits.
The document summarizes key findings from voice of customer (VoC) research and outlines action items for transforming digital customer engagement at MassMutual Retirement Services. The research identified 5 requirements for improving customer experiences: 1) understand how customers define experiences, 2) engagement is now more important than satisfaction, 3) rethink engagement through reciprocity of value, 4) provide truly personalized experiences, and 5) improve multichannel experiences. MassMutual conducted VoC research with consumers and business partners to identify opportunities to better engage customers across digital and multichannel interactions. The summary outlines 12 action items to transform multichannel engagement based on the research findings.
The document discusses how smart brands are using customer data and personalized digital marketing strategies across channels to improve customer acquisition, onboarding, engagement, and retention. It provides examples of how companies like Pei Wei, Mint.com, Dreamfields, Royal Bank of Canada, Beyond the Rack, and The Honest Company use email marketing, mobile push notifications, and lifecycle campaigns to better serve customers at each stage of the customer journey. The key takeaway is that understanding individual customer needs and behaviors enables brands to predict relevant content that drives the customer relationship at every touchpoint.
The successful analytics organization - Epsilon and Transamerica, LIMRA Data ...Epsilon Marketing
Epsilon and Transamerica recently co-presented The successful analytics organization at the LIMRA Big Data Analytics Conference. The session was well attended and thought-provoking.
This document provides 44 facts about customer engagement from various sources. Some key points include: fully engaged customers are more profitable and valuable to companies across many industries; social media is becoming an important customer service channel, with over half of inquiries starting there; big data and analytics can improve customer retention and sales; and the customer experience is a major focus and investment area for most businesses.
The document discusses three tools for digitizing a business: customer relationship management (CRM), time management, and project management. It provides details on the features and benefits of the CRM tool Zoho CRM, the time tracking tool Harvest, and the project management tool Wrike. It also mentions some other options available for each category. The document encourages following the Illuminea company on Facebook and provides contact information.
The customer service environment depends on leveraging on the customer psyche and here we are trying to discuss what trends will make the customer support scenario more inclined towards a satisfactory customer base in the year 2017.
The document discusses Impartner's plans to improve customer success and support in 2017. It outlines 4 key areas of focus: 1) Providing improved support tools to enable customers' businesses, 2) Offering more training to support new and transitioning customer teams, 3) Ensuring consistent and valuable communication with customers, and 4) Achieving faster response times and accelerated delivery of products and services. Impartner plans investments in automation, process improvements and additional resources to deliver on these goals and provide the best customer experience in the industry.
Customers Are Channel Neutral: The truth about multi-channel marketingDavid Harkins
Originally written in 2003 as a prediction for what would come to be known as "Omni-Channel marketing."
______
From 2003:
The term "multi-channel marketing" refers to the process of building a customer relationship across two or more marketing or sales channels.The channels are those that are interactive,such as face-to-face,telephone,email,Internet,or perhaps direct mail.These channels provide an organization the opportunity to develop and maintain the brand promise as the customer engages the organization at each point of contact.
"Real loyalty isn’t created at the close of the sale. It’s created when the brand & the customer become intimate through multiple interactions before, during & after the purchase." Read more in Aimia's report, 'Rewarding Interactions; Are You Ready for Customer Intimacy'
Customer Experience Transformation: 5 Research Findings And 12 Action ItemsG3 Communications
During this webinar, Ernan Roman will share recent insights from more than 10,000 hours of Voice of Customer (VoC) Relationship Research conducted by his firm, Ernan Roman Direct Marketing.
Based on the findings, Roman will share 5 key VoC research findings that will help retailers significantly improve customer engagement and personalization of offers and experiences. And critically, how personalization can be driven by individual preferences.
Roman’s part of the session will conclude with an 12 Point Checklist for transforming your customer experience.
Rick Ludolph from Productive Solutions will follow with a look at the enabling technologies to help retailers achieve their customer engagement goals in an omnichannel marketplace
Digital transformation can be either a blessing or a curse depending on how companies approach it. It has shifted power to customers by giving them a voice online. While companies see themselves as delivering value, there is often a large gap between that perception and how customers experience it. Technology allows companies to gain insights into customers and personalize interactions to close that gap and build trust through better experiences.
Through technology, consumers now have more control over the shopping process than ever before. They are empowered with social networks and digital devices, allowing them to dictate what they want and when. As competition for consumers' attention increases, it is difficult for businesses to engage customers due to the large number of unsolicited messages received. Personalization plays a key role in purchase decisions and can increase customer retention, purchases, and marketing ROI.
The presentation outlines the 7 stage cycle of Internet Marketing and then discuss the Online Marketing Mix in detail.
Taking it further a special introduction to centaur, the hybrid consumer, the presentation then discuss the two major methods of consumer segmentation in the digital age and examines the changing dynamics of Consumer behaviour in the digital world.
The closing is done with the Customer Relationship Management and e-CRM.
The document provides an overview of Acxiom Corporation and its services in online marketing. It discusses Acxiom's data collection and analysis capabilities to help clients better understand customers. It also covers various digital marketing channels and how an integrated approach can optimize the customer experience across multiple touchpoints.
Why true digital transformation must take place across the entire banking ent...Epsilon Marketing
In the global omnichannel world we live in today, financial institutions are hindered by their disparate and siloed systems.
The rise of online banking has produced a massive shift in the way people engage with their money, bill paying, and most importantly, their banks. Today’s consumer is connected more or less 7x24x365 via mobile devices and WiFi in their cars. Banking and insurance companies are struggling to shape their online and digital engagement to match the expectations and desires of the consumers. They need to transform so that they can better understand their consumers.
With this focus on digital transformation, the financial institutions must focus on producing an enterprise-wide solution that enables the business to find, engage, convert, cultivate and expand their relationships efficiently.
Join us as we explain how organizations are successfully transitioning to enterprise-wide digital transformation.
Retailers have seamlessly integrated online and offline sales channels to provide customers with a unified shopping experience. Pharma companies can learn from retailers by more closely integrating various touchpoints like physicians, clinical trials, samples, and digital channels. The document discusses how pharma marketing can adopt practices from retail like private label products, ensuring promises are kept, and presenting a cohesive brand experience across channels.
Part 1. The Next Extraordinary Marketing Opportunity- Healthcare ReformVivastream
The document discusses opportunities for health insurers under the Affordable Care Act (ACA). It notes that the ACA could generate billions in new revenue and millions of new customers for insurers. Insurers will need to adapt their marketing and focus on the new types of customers using the health insurance exchanges, including those who are younger, less educated, and more racially diverse. Insurers will need to use customer data and segmentation to understand these new groups and engage customers through multiple channels.
Beyond the Customer Satisfaction Survey - 35 ideas for customer insightPaul Hopkins
Looking to get more information then just the standard customer satisfaction survey, for your big data or customer experience project? In this presentation, I explain where to in a multi channel retail, you can find rich customer insight to deliver you better customer insight.
This document discusses the importance of customer engagement and reviews for businesses. It provides several key statistics:
- 84% of consumers take action based on reviews and recommendations from trusted sources.
- 58% of consumers cite online retailer reviews as an important source in buying decisions.
- 92% of global consumers trust personal recommendations over advertising.
- A fully engaged customer is worth 23% more in premium share for a business compared to a disengaged customer.
- Customer retention can increase profits by 95% if customer retention increases by just 5%.
Berman (2006) developing an effective customer loyalty program[1]Tuan Le Anh
This document discusses developing effective customer loyalty programs. It begins by describing the history and types of loyalty programs, from early stamp programs to modern frequent flyer miles programs. It then notes that while loyalty programs are very popular, many are not successful at achieving their goals of increased customer loyalty and sales. The document differentiates between four types of loyalty programs and provides examples. It concludes by discussing potential benefits an effective loyalty program could provide, such as increased customer retention and reduced price sensitivity, but notes that well-run programs are needed to realize these benefits.
The document summarizes key findings from voice of customer (VoC) research and outlines action items for transforming digital customer engagement at MassMutual Retirement Services. The research identified 5 requirements for improving customer experiences: 1) understand how customers define experiences, 2) engagement is now more important than satisfaction, 3) rethink engagement through reciprocity of value, 4) provide truly personalized experiences, and 5) improve multichannel experiences. MassMutual conducted VoC research with consumers and business partners to identify opportunities to better engage customers across digital and multichannel interactions. The summary outlines 12 action items to transform multichannel engagement based on the research findings.
The document discusses how smart brands are using customer data and personalized digital marketing strategies across channels to improve customer acquisition, onboarding, engagement, and retention. It provides examples of how companies like Pei Wei, Mint.com, Dreamfields, Royal Bank of Canada, Beyond the Rack, and The Honest Company use email marketing, mobile push notifications, and lifecycle campaigns to better serve customers at each stage of the customer journey. The key takeaway is that understanding individual customer needs and behaviors enables brands to predict relevant content that drives the customer relationship at every touchpoint.
The successful analytics organization - Epsilon and Transamerica, LIMRA Data ...Epsilon Marketing
Epsilon and Transamerica recently co-presented The successful analytics organization at the LIMRA Big Data Analytics Conference. The session was well attended and thought-provoking.
This document provides 44 facts about customer engagement from various sources. Some key points include: fully engaged customers are more profitable and valuable to companies across many industries; social media is becoming an important customer service channel, with over half of inquiries starting there; big data and analytics can improve customer retention and sales; and the customer experience is a major focus and investment area for most businesses.
The document discusses three tools for digitizing a business: customer relationship management (CRM), time management, and project management. It provides details on the features and benefits of the CRM tool Zoho CRM, the time tracking tool Harvest, and the project management tool Wrike. It also mentions some other options available for each category. The document encourages following the Illuminea company on Facebook and provides contact information.
The customer service environment depends on leveraging on the customer psyche and here we are trying to discuss what trends will make the customer support scenario more inclined towards a satisfactory customer base in the year 2017.
The document discusses Impartner's plans to improve customer success and support in 2017. It outlines 4 key areas of focus: 1) Providing improved support tools to enable customers' businesses, 2) Offering more training to support new and transitioning customer teams, 3) Ensuring consistent and valuable communication with customers, and 4) Achieving faster response times and accelerated delivery of products and services. Impartner plans investments in automation, process improvements and additional resources to deliver on these goals and provide the best customer experience in the industry.
Distributing Content to the Omnichannel Traveler Robert Simon
Content distribution is evolving into as complex a strategic need as your market and digital planning have become because every prospective traveller needs a roadmap to your content, and few prospects are traveling the same roads.
Without a content distribution strategy you run the risk driving a prospective traveller into a frustrating user experience and creating a missed opportunity for conversion.
In this guide, we outline a few guiding principles to consider when planning the distribution of your destination’s content for today’s traveler.
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
Digitalized Customer Service, Virtual Club 26th January 2017, PolandBilot
Virtual Club session (26th January 2017) about how SAP Hybris Cloud for Customer can drive digital transformation in your service organization, what’s new in the service area and what is the future roadmap of digitalized customer service.
Providing superior digital customer care, or e-care, can lower costs and increase customer satisfaction for companies. However, customers have been slow to adopt digital customer care channels like live chat and forums, instead preferring traditional channels like phone calls. There are four main reasons for customers' slow migration to digital care: 1) poor digital experiences that don't resolve issues, 2) unclear strategies from companies for migrating customers, 3) companies' fear of losing revenue from upsell/cross-sell opportunities, and 4) disorganized operations across digital care channels. For companies to succeed with e-care, they must make targeted investments, continuously optimize multichannel experiences, and support migration with a clear executive-level strategy.
Why companies should care about e-care, Digital customer service is now a strategic imperative, but its adoption is hampered by weaknesses in delivery strategies and incomplete measurement of its effectiveness
Quality of Experience in a Digital World: A CSP Action Plan for Millennials a...Cognizant
Customers of communications service providers want easier to use digital channels, proactive and personalized offerings, and the ability to bring connected technologies to life, our latest research reveals.
What does customer satisfaction in the digital age actually mean? At Sprint Reply, in close cooperation with our partner consultancy mobileVision, we have conducted an in-depth research on today’s customer satisfaction challenges and opportunities. The paper provides a number of interesting insights. Read it here.
Back to Basics for Communications Service ProvidersCognizant
Our latest primary research reveals how CPSs can distill meaning from consumers' digital trails to better understand which product and service innovations will resonate and drive growth.
A PRACTICAL APPROACH TO CUSTOMER CENTRIC INTERACTIONSayodahunsi
The digital environment has dramatically changed the way customers expect and demand to engage with brands. It’s a change or die situation for businesses that need to transform quickly to integrate online and offline activities to serve customers 24x7 service in their channels of choice. At the same time, businesses need to balance their own needs for revenue uplift and cost containment within this new digital model. This session provides insight into the current customer service landscape, showcases best practices for customer engagement and provides real-life examples and results from transformative, customer-centric strategies.
In a digital world, Telecom operators face challenging customer exceptions. Learn more about the ideal one click customer journey and Ericsson ConsumerLab insights.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
Dialing Up Digital: Retaining a New Generation of CustomersCognizant
Our survey confirmed that to attract and retain young, tech-savvy customers, communications service providers must act fast to enhance their current services, better understand these customers’ needs, and make their digital support channels easier to use. This involves analyzing the differences between younger and older customers, and using that information to retain them and build their confidence. CSPs must also ensure that efforts to personalize solutions and services deliver the expected value, and also provide the levels of security and privacy these customers demand.
1) The document discusses how customer communications are shifting from traditional print to digital channels as consumers increasingly use technologies like smartphones, tablets, and social media.
2) It recommends that companies develop a centralized customer communications management strategy to optimize engagement across both traditional and emerging digital channels. This will simplify processes, reduce costs, and improve the customer experience.
3) Key elements of an effective strategy include identity management, content management, analytics, and supporting emerging channels like digital mail - which provides consumers a single access point for all communications.
Transforming Customer Engagements in a Digital WorldBroadridge
1) The document discusses how customer communications are shifting from traditional print to digital channels as consumers increasingly use technologies like smartphones, tablets, and social media.
2) It recommends that companies develop a centralized customer communications management strategy to optimize engagement across both traditional and emerging digital channels. This will simplify processes, reduce costs, and improve the customer experience.
3) Key elements of an effective strategy include identity management, content management, analytics, and supporting emerging channels like digital mail - which provides consumers a single access point for all communications.
Beyond Omnichannel: Determining the Right Channel MixCognizant
Many companies believe that simply adding more customer channels or reducing the time it takes to handle customer queries will boost customer satisfaction and enhance the customer experience. Yet the proliferation of digital technologies and touchpoints have made it more difficult to track customer preferences and purchasing traits. By identifying customers’ preferred contact channels, companies can more effectively engage, serve, and retain them while driving profitable growth.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
Press Release Global Consumer Survey Mwc 2012Rob Van Den Dam
The IBM Global Telecommunications Consumer Survey polled over 13,000 consumers in 24 countries. It found that consumers have high expectations and are less loyal as their options increase. Many consumers are budget-conscious and spend more time online and on social media to discuss services rather than contact providers directly. While consumers are loyal to other brands, there is still a gap in how they perceive their communication service providers. The survey also revealed growth in emerging markets, where consumers are adopting mobile and internet technologies more quickly and have high confidence in future spending. However, most unhappy consumers do not complain to their providers, instead telling friends and family about poor experiences.
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondCognizant
To achieve the dual goals of satisfying tech-savvy customers and boosting the bottom line, banks must first lay the foundation for integrated channels and fulfillment processes. Here is how they can embark on this two-laned path.
Rogers Communications adopted online tools, apps, and messaging platforms like Facebook Messenger to transform into a more customer-centric organization and meet rising customer expectations. As people's use of mobile devices expanded, customers expected greater immediacy, personalization, and the ability to manage their accounts online. Rogers used platforms like Facebook Messenger to engage customers and enhance customer satisfaction through a more digital customer experience.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
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Mc Kinsey Digitizing Customer Care 2013
1. 10
By: Francesco Banfi /// Boris Gbahoué /// Jeremy Schneider
Higher satisfaction at lower costs:
Digitizing customer care
2. 11
Handling customer issues online might seem like
a simple incremental addition to traditional call
centers and retail stores, but McKinsey research
shows that, done well, it can represent a paradigm
shift in customer satisfaction. Digital customer
care (“eCare”) responds to consumer demand for
easily accessible, highly rewarding multichannel
interactions. In one example of many, one leading
mobile operator employed eCare initiatives to re-
duce their total call center volume by 20 percent in
just eight months, lowering costs significantly while
elevating their net promoter score (NPS).
McKinsey conducted its first eCare consumer
survey in the second quarter of 2012 to more fully
explore eCare dynamics. The survey addressed
2,000 respondents in France – customers of the
main telecoms operators in that country. Its key
focus was on understanding the differences in
customer service between digital and traditional
channels for telcos and on identifying roadblocks
to adopting digital channels.
Why digital channels matter
The advent of digital channels has changed the
way consumers communicate and search for
product and service information. Take France as
an example. An NM Incite survey showed that
consumers increased their use of social media
by 17 percent between 2010 and 2011, while
their use of short message service (SMS) texting,
e-mail, mobile phones, and landlines all fell by 8 to
11 percent. Digital channels have already become
the preferred source for product and service
information. Nearly 65 percent of social media
users go digital when seeking consumer ratings,
62 percent do so for consumer reviews, and half
routinely visit company Web sites. These figures
exceed traditional call center use (47 percent),
e-mail (45 percent), or live chat (30 percent).
Another intriguing element in this digital migration
is the willingness of large numbers of consum-
ers to proactively extend help to others on the
brands and products they love the most. Depend-
ing on age group, from 38 to 48 percent of survey
respondents agreed with the statement: “I want to
help other customers with problems or questions
about the brands I love and use.” Harnessing this
willing reservoir of digital channel expertise is a
major opportunity for telcos.
Digital media have moved elements of telco
customer care far beyond the company gate
(Exhibit 1). Increasingly, consumers themselves
are responding to customer queries and providing
customer service. Two different levels of this peer-
to-peer (P2P) consumer interaction exist. One
focuses on ad hoc interactions via forums, blogs,
and social networks. The other consists of rich
communities, where consumers can crowd-source
their questions and where highly engaged brand
promoters are recognized and rewarded.
The benefits of best-in-class eCare
Telcos with successful eCare strategies typically
realize considerable benefits – not just in the
form of lower costs: they also achieve enhanced
customer satisfaction, richer differentiation, and
higher brand advocacy.
Lower costs. The cost reduction potential of eCare
is relatively straightforward. While traditional meth-
ods such as regular mail, e-mail, or click-to-call
all hover around the call center cost, the costs of
digital approaches are estimated to be significantly
Does it make a difference whether telecoms players handle cus-
tomer interactions online or via traditional channels? The answer
may surprise you.
RECALL No.22 – Digital marketing
Higher satisfaction at lower costs: Digitizing customer care
3. 12
Digital media have expanded traditional customer care boundaries
Who has access to
customer queries?
SOURCE: McKinsey
Increasing automation and sophisti-
cated digital channels (including social
media) are triggering further evolution
Several questions need addressing to
steer this change
– Who to engage and how?
– How to manage scale?
– How to measure impact?
Telco Telco and consumer(s)
FAQ
Blogs
E-chat
Click-to-call
Forum
Virtual
assistant
Social
media
Community
Mail/fax
Vendor
Phone
E-mail
Telco
Telco and
consumer(s)
Who provides the “customer service”?
tracked the customer service journeys of consum-
ers going through various touch points to resolve
commercial or technical issues (see text box).
Around 11 percent of respondents who started
and ended their service journey through traditional
channels (the “traditionalists”) declared an overall
satisfaction rate of 57 percent. About 74 percent
of respondents who had journeys incorporating
different mixes of traditional and digital channels
stated a satisfaction rate only marginally higher
than that of the “traditionalists” (+4 to 5 percent-
age points). However, the 15 percent of respon-
dents who started and ended their service jour-
neys through digital channels reported that their
satisfaction was 19 percentage points higher than
that of the “traditionalists.” These results are clear
evidence that a purely digital journey drives higher
customer satisfaction.
Richer differentiation. For a variety of companies,
from major online commerce players to personal
computer makers, pizza producers, or clothing
retailers, high-quality eCare is a key component in
their differentiated value propositions. In the US for
example, USAA enables their customers to get an
lower. Assuming an operative is able to handle
multiple chats in parallel, digital chats are only just
over half of a call center’s cost (the baseline), at
56 percent. Online forums and FAQs cost 12 per-
cent of the baseline, while community solutions
are even lower at just 9 percent. The latter figure
emerges because case analyses show that even
though many queries are answered by community
users, some do require a response from telco staff.
One mobile operator, for example, captured
EUR 5.75 million in savings using eCare, benefit-
ing from 5,000 online posts published and 940
hours spent online by consumers assisting others
during the period analyzed. Some telcos are ex-
perimenting with subsidiary mobile virtual network
operators that are 100 percent social-media-
focused. One such online community responds
to queries within 93 seconds on average, with
99.5 percent of all questions solved either straight
from Internet searches or the forum.
Higher customer satisfaction. The higher cus-
tomer satisfaction provided by digital service
journeys may be more counterintuitive. McKinsey
Exhibit 1
Digital media have expanded traditional customer care boundaries
4. 13
RECALL No.22 – Digital marketing
Higher satisfaction at lower costs: Digitizing customer care
How McKinsey’s eCare survey mapped satisfaction
McKinsey structured its eCare survey around 11 touch points grouped into two categories: traditional
channels (such as phone, vendor, mail/fax, e-mail, and click-to-call) and digital channels leveraging digital
platforms (e.g., e-chat, forums, FAQs, personal accounts, virtual assistants, and social media).
The best differentiator for customer satisfaction was to distinguish the service journeys depending on the
touch points at which they began and finished. Using this approach, we specified four different journeys,
ranging from traditional-only ones – involving any number of customer service interactions on classical
platforms such as phone, e-mail, or vendor – to journeys performed fully online.
The share of declared transactions they represented as well as overall customer satisfaction were calcu-
lated for each of these four customer service journeys.
auto loan, print a check for the dealer, and insure
their new car all within 30 minutes, by implement-
ing a dramatically faster and easier experience
that yields a significant competitive edge. In the
UK, Tesco has created virtual shops at tube stops
where consumers can scan groceries from post-
ers, pay, and then have them delivered to their
home. eCare can be a powerful way to deliver
a “wow moment” – a truly innovative customer
experience that enhances differentiation while
increasing customer spending.
Higher brand advocacy. Many companies – in-
cluding some US telcos – have used customer-
driven online question and answer forums to
acknowledge and reward their strongest brand
advocates among consumers. Verizon, for exam-
ple, rewards top contributors with public acknowl-
edgment using “top guru” lists and digital badges.
Some companies, like Rogers in Canada, go even
further and engage this group via early product
previews or access to special events. Such steps
can powerfully help a company build a base of
A purely digital journey drives higher customer satisfaction
SOURCE: McKinsey
E-mail
Phone
Vendor
Mail/fax
Forum
E-chat
Virtual assistant
Personal account
FAQ
Social media
Click-to-call
Channels
Traditional
channels
Digital
channels
Ends2Starts
Traditional only
Digital to traditional
Traditional to digital
Digital only
Customer service journey Share of
transactions
Customer satisfaction1
Percent
1 Top 3 boxes in percent on a 7-point satisfaction scale
2 For traditional to digital (or digital to traditional) journeys, only the first channel switch is used to allocate the journey
76
62
61
57
+19 pp
11%
41%
33%
15%
A purely digital journey drives higher customer satisfaction
5. 14
Many companies have significant latent demand for eCare solutions
SOURCE: McKinsey
Preferred channel for resolving issues, 2011
Percent
Care approach used over last 6 months for
customers preferring eCare, 2011
Percent
eCare
Manual or
user guide
Phone
Ask a friend
Both call center
and eCare
Call center only
eCare only
100%
10 - 15
20 - 25
60 - 70
50 - 65
15 - 25
15 - 20
3 - 5
US EXAMPLE
channel. If the consumer cannot resolve the issue
via that channel, he or she may resort to asking an
online forum for help. If the forum can offer partial
but not resolution, the consumer is then likely to
contact a traditional call center for assistance,
where an agent works with the customer to com-
pletely resolve the problem.
Telcos can analyze this process quantitatively to lo-
cate “pain points” where consumers change chan-
nels before they can move on toward resolution.
Eleven channels were identified in our survey, and
eleven attributes tested to derive their importance
in channel choice. These included aspects such
as ease of finding where to connect, call, or go;
completeness/accuracy of the answer; and level of
expertise demonstrated in the reply. This analysis
highlighted where
and why pain points
occur, and how to
overcome them.
Rapid progress can
often be made with-
out having to invest
highly committed promoters who evangelize the
brand and drive referrals.
Despite these benefits, a McKinsey survey showed
that while 50 to 65 percent of US telco subscrib-
ers said they would prefer to have their trans-
actions handled by eCare channels, only 10 to
15 percent of them routinely use online access to
deal with their questions and transactions (Exhib-
it 2). This points to the need for telcos to improve
the awareness and utility of their eCare options
among their customer base.
How to launch an effective eCare arm
To enhance the adoption of eCare, the consumer
service journey across different channels first
needs to be mapped to gain insights into the road-
blocks preventing uptake among the customer
base. The journey itself can only begin if consum-
ers are already aware of their channel options
and know how to use these to find answers to
their questions. It might start out digitally, with the
consumer attempting to use an online self-service
Exhibit 2
Many companies have significant latent demand for eCare solutions
The analysis high-
lights where and
why pain points
occur, and how to
overcome them
6. 15
RECALL No.22 – Digital marketing
Higher satisfaction at lower costs: Digitizing customer care
immense amounts in systems if this approach is
leveraged. The majority of customers are already
registered for or are already using digital channels
at most companies. However, a typical pattern
is that they largely limit their use to a few simple
transactions, such as checking balances or paying
bills. The challenge is to broaden awareness and
usage. As an illustration, 56 percent of our survey
respondents started their customer service journey
via a digital touch point. Of them, 41 percent even-
tually switched to a traditional channel to final-
ize their journey. Understanding and overcoming
these roadblocks could significantly increase the
penetration of eCare.
One approach is to strengthen or establish a digi-
tal use leader – generally a simple frequent usage
occasion – to bring customers back to the site
and create meaningful points of engagement. An-
other is to build needs-based customer segments,
often aligned to customer life cycle, key events, or
level of interest in technology. The largest opportu-
nities are then identified for each segment, ana-
lyzing the funnel, call volumes by issue area, and
eCare completion rates. The greatest near-term
opportunities mostly come from expanding the us-
age of otherwise digitally-savvy customers.
Targeted, CLM-like marketing can also drive con-
sumer awareness and trial of priority features. Such
initiatives might range from dynamic highlights on
the landing page to “Did you know …?” bill inserts
or online customer messaging all the way to call
center scripts pointing out eCare capabilities.
Leaders interested in stoking their own eCare
transformation must recognize that this digital ser-
vice revolution is moving beyond traditional online
capabilities, increasingly spanning channels such
as mobile or tablet apps plus on-screen TV. Telcos
should lock in the skills and strategies they need to
proactively expand their eCare competencies and
position themselves to capture multiple benefits.
Bolstering options for having consumer issues re-
solved entirely via digital channels can dramatically
improve a telco’s customer satisfaction scores
while simultaneously reducing costs. But achiev-
ing this kind of transformation means rethinking
the entire way telcos work with their customers.
McKinsey’s eCare approach can help leaders de-
velop a digital service strategy rooted in fact-based
analyses along with tried and tested initiatives.
Jeremy Schneider
is a Principal in McKinsey’s
New York office.
jeremy_schneider@mckinsey.com
Boris Gbahoué
is an Associate Principal in McKinsey’s
Paris office.
boris_gbahoue@mckinsey.com
Francesco Banfi
is a Principal in McKinsey’s Paris office.
francesco_banfi@mckinsey.com