Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
Optimizing the Content Supply Chain: What Manufacturing Can Teach the Broadca...Cognizant
By applying best practices and models used to optimize physical supply chains, broadcasters can more effectively manage their digital content operations.
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
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.
The future is mobile. Is your website mobile friendly? This presentation shows what you should be doing on your utility website to make paying bills, reporting an outage or looking at energy use easier.
Global wireless network operator and mobile satisfaction / customer loyalty s...Stephen King
This is the complete 26 page research paper from a global Network Operator Customer Loyalty study. The survey was fielded in Spring 2010, asking a sample of 5,000 people from 111 countries about their user experience with respect to their current network operator, mobile phones and mobile applications. Mob4Hire as well as Business Over Broadway (ne: TCELab) co-sponsored the survey results.
Table of Contents
==============
Methodology 2
Panel Description 2
Key Metrics Used in the Study 2
Executive Summary 3
Top Wireless Insights 3
Top Mobile Insights 3
Table of Contents 4
Figures 5
Operator Performance & Loyalty Grids 6
Network Operator Performance Grid 7
Network Operator Customer Loyalty Grid 8
Network Operator RAPID Loyalty Measurement Rankings 9
Network Operator Loyalty Insights 10
Network Operator Business Attributes 13
Drivers of Customer Loyalty 15
Operator Mobile App Performance Grid 16
Mobile App User Experience Insights 17
Impact of Mobile Applications on Ecosystem 20
Mobile Handsets 21
Smartphone vs. Feature Phones 22
RAPID Loyalty Measurement Primer 23
Customer Loyalty 23
Customer Lifetime Value 24
References 25
Who we are 26
Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
Optimizing the Content Supply Chain: What Manufacturing Can Teach the Broadca...Cognizant
By applying best practices and models used to optimize physical supply chains, broadcasters can more effectively manage their digital content operations.
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
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.
The future is mobile. Is your website mobile friendly? This presentation shows what you should be doing on your utility website to make paying bills, reporting an outage or looking at energy use easier.
Global wireless network operator and mobile satisfaction / customer loyalty s...Stephen King
This is the complete 26 page research paper from a global Network Operator Customer Loyalty study. The survey was fielded in Spring 2010, asking a sample of 5,000 people from 111 countries about their user experience with respect to their current network operator, mobile phones and mobile applications. Mob4Hire as well as Business Over Broadway (ne: TCELab) co-sponsored the survey results.
Table of Contents
==============
Methodology 2
Panel Description 2
Key Metrics Used in the Study 2
Executive Summary 3
Top Wireless Insights 3
Top Mobile Insights 3
Table of Contents 4
Figures 5
Operator Performance & Loyalty Grids 6
Network Operator Performance Grid 7
Network Operator Customer Loyalty Grid 8
Network Operator RAPID Loyalty Measurement Rankings 9
Network Operator Loyalty Insights 10
Network Operator Business Attributes 13
Drivers of Customer Loyalty 15
Operator Mobile App Performance Grid 16
Mobile App User Experience Insights 17
Impact of Mobile Applications on Ecosystem 20
Mobile Handsets 21
Smartphone vs. Feature Phones 22
RAPID Loyalty Measurement Primer 23
Customer Loyalty 23
Customer Lifetime Value 24
References 25
Who we are 26
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.
SCREEN WARS: THE BATTLE FOR EYE SPACE IN A TV-EVERYWHERE WORLDAidelisa Gutierrez
While media fragmentation is happening across all formats, the “Screen Wars” report focuses on video programming, which we define as any type of content, such as TV, cable shows, professional video or user-generated content, that is watched on your TV, PC, mobile phone, tablet or e-reader device. The Nielsen Global Digital Landscape Survey polled 30,000 online respondents in 60 countries to understand how the changing digital landscape is affecting how, where and why we watch video programming. We also examine consumption preferences for video programming, including the devices most commonly used for selected genres and the devices used to view video at home and on the go.
http://www.nielsen.com/us/en/insights/reports/2015/screen-wars-the-battle-for-eye-space-in-a-tv-everywhere-world.html
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.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
APAC's Digital Insurance Transformers: Illuminating the Way ForwardCognizant
Our research shows that insurers throughout the extremely diverse APAC region are placing their bets on digital transformation strategies to enhance customer experience and optimize operations. We take a deep-dive look into the particulars of what is currently happening and what lies ahead for the Asia-Pacific insurance industry's digital evolution.
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
Capgemini Consulting: Taking the Digital Pulse: Why Healthcare Providers Need...VIRGOkonsult
Capgemini Consulting: Taking the Digital Pulse: Why Healthcare Providers Need an Urgent Digital Check-Up
"Most Healthcare Providers do not Use Mobile Channels Effectively"
App-Centric Operators on the Rise mobile trends_charging_report_h1_2014_lr_...Abdallah Nabulsi
As the evolution of data plans continues, unlimited data plans are becoming an offering of the past. Operators are moving away from actions that degrade QoE such as throttling Internet speed and when usage exceeds the volume cap; they simply charge the overage and maintain QoE. As tablets have proliferated during the last
two years, shared data plans have taken off (especially on LTE networks) and now come with various data sharing options. Data plans are evolving to accommodate
the different devices connecting to the mobile Internet, including tablets, dongles, and smartphones.
The Insurance Reporting Challenge: Building an Integrated FrameworkAccenture Insurance
The reporting component of Solvency II has become a major concern for insurance companies operating in Europe. Solvency II Pillar III increases reporting requirements in terms of volume, frequency, timeliness and complexity. These, in turn, have a direct bearing on insurers’ data, processes, methodologies and organization. The pressure put on insurers to enhance their reporting calls for a revamped closing and reporting framework where integration is part of the approach. Beyond the new Solvency II requirements, reporting, in our view, remains a pressing issue at the global level.
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.
Every technology goes through a number of transformations during its lifetime. And this is true for the humble lamppost. In Europe there are some 60-90 million of them lining the streets of our cities. And more than 75% of them are 25 years or older. Now is their time: doing more with this modest city asset to ‘bootstrap’ smart city services presents a real and rapid opportunity. What then needs to be done?
Talk by Jason Warwick, UrbanDNA
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.
SCREEN WARS: THE BATTLE FOR EYE SPACE IN A TV-EVERYWHERE WORLDAidelisa Gutierrez
While media fragmentation is happening across all formats, the “Screen Wars” report focuses on video programming, which we define as any type of content, such as TV, cable shows, professional video or user-generated content, that is watched on your TV, PC, mobile phone, tablet or e-reader device. The Nielsen Global Digital Landscape Survey polled 30,000 online respondents in 60 countries to understand how the changing digital landscape is affecting how, where and why we watch video programming. We also examine consumption preferences for video programming, including the devices most commonly used for selected genres and the devices used to view video at home and on the go.
http://www.nielsen.com/us/en/insights/reports/2015/screen-wars-the-battle-for-eye-space-in-a-tv-everywhere-world.html
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.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
APAC's Digital Insurance Transformers: Illuminating the Way ForwardCognizant
Our research shows that insurers throughout the extremely diverse APAC region are placing their bets on digital transformation strategies to enhance customer experience and optimize operations. We take a deep-dive look into the particulars of what is currently happening and what lies ahead for the Asia-Pacific insurance industry's digital evolution.
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
Capgemini Consulting: Taking the Digital Pulse: Why Healthcare Providers Need...VIRGOkonsult
Capgemini Consulting: Taking the Digital Pulse: Why Healthcare Providers Need an Urgent Digital Check-Up
"Most Healthcare Providers do not Use Mobile Channels Effectively"
App-Centric Operators on the Rise mobile trends_charging_report_h1_2014_lr_...Abdallah Nabulsi
As the evolution of data plans continues, unlimited data plans are becoming an offering of the past. Operators are moving away from actions that degrade QoE such as throttling Internet speed and when usage exceeds the volume cap; they simply charge the overage and maintain QoE. As tablets have proliferated during the last
two years, shared data plans have taken off (especially on LTE networks) and now come with various data sharing options. Data plans are evolving to accommodate
the different devices connecting to the mobile Internet, including tablets, dongles, and smartphones.
The Insurance Reporting Challenge: Building an Integrated FrameworkAccenture Insurance
The reporting component of Solvency II has become a major concern for insurance companies operating in Europe. Solvency II Pillar III increases reporting requirements in terms of volume, frequency, timeliness and complexity. These, in turn, have a direct bearing on insurers’ data, processes, methodologies and organization. The pressure put on insurers to enhance their reporting calls for a revamped closing and reporting framework where integration is part of the approach. Beyond the new Solvency II requirements, reporting, in our view, remains a pressing issue at the global level.
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.
Every technology goes through a number of transformations during its lifetime. And this is true for the humble lamppost. In Europe there are some 60-90 million of them lining the streets of our cities. And more than 75% of them are 25 years or older. Now is their time: doing more with this modest city asset to ‘bootstrap’ smart city services presents a real and rapid opportunity. What then needs to be done?
Talk by Jason Warwick, UrbanDNA
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Capgemini Digital Reference Architecture with HPECapgemini
Digital Readiness Assessment Services delivers digital business initiatives by creating an actionable transformation roadmap. Through our joint partnership, Capgemini and HP have developed a Digital Reference Framework for IT solutions for the New Style of Business. Learn the strength of Capgemini-HP joint Digital Reference Architecture as it addresses client digital transformation business needs and helps you gain market share in Cloud, Big Data, Security and Mobility.
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Cognizant
Utilities stand to reap large gains in customer-service efficiencies and user experience satisfaction by adopting a mobile-centric approach with apps that cover a wealth of transactional and engagement features.
Social Media for Utilities: Developing a Satisfying Customer ExperienceCognizant
By creating a dynamic and responsive social media presence, utilities can enhance customer interaction and influence key decisions, turning dissatisfied consumers into advocates.
eGain UK Public Sector Inclusive Services Report: January 2014Mark Fenna
eGain commissioned research across the whole UK Public Sector to understand the state of channel migration/ digital transformation and the impact of the 'Digital by Default' policy. This report outlines the key findings from the research and offers several opportunities for UK Public Sector to further improve citizen services, better address the digitally excluded segments and underpin the digital transformation business case.
Strategies for product improvement: Tracing the attitude of real estate mobil...inventionjournals
Product improvement formerly a concept of ingenuity and research has realigned its orientation to the changing scenario and is concerned with providing a solution to customer needs and wants. The customers of the 21st century are not only knowledgeable but technology driven demanding a perfect product in a prompt manner nevertheless at reasonable price. The impulsive customer also tends to be rational when investments are high as in the case of real estate sector. Technology infusion is just a click away for the marketers of the digital era. The universal truth that 90% of customers browse the Internet before a purchase is acknowledged by the National Association of Realtors. Moreover mobile application the rage among the consumer’s centres on user interface mandated by the customer dictates. Customer driven strategies the norm of knowledge economy is the process of responding to data mining or precisely opinion mining. Products cannot sustain in a competitive arena if customers are excluded and so feedback from the real estate customers regarding mobile application was collected using an explorative study. The research confining to Coimbatore district with respect to mobile application forms a premise to design a winning product.
Extending the Case for Digital: Health Plan Members SpeakCognizant
Cognizant's exclusive study shows that healthcare consumers’ appetite for digital continues to expand and deepen across all channels and age ranges: 10 key findings that will help health plans refine their digital member experience strategies in 2018 and beyond.
Social Media for Customer Service Report 2013Liam Dowd
A 15-page intelligence report that delves into the area of social media for customer service. It contains analysis, insight and case studies including:
• Are you listening?
• Social CRM
• Making connections
• Future social care
• Practical tips
Organizations are exploiting social customer interaction channels for sales and marketing, but adoption of these channels for customer service is much slower. Info-Tech research indicates that customer-initiated service inquiries through social channels do not pay off. However, proactively monitoring the social cloud for service opportunities does help organizations achieve their service goals. IT should not be on the sidelines when it comes to enabling customer service: it must support the technologies involved (i.e. integration with CRM platforms). This storyboard, along with its accompanying tools, will help you:
•Understand how customer service fits into the broader CRM picture.
•Assess channel value and design an appropriate hybrid channel strategy.
•Integrate customer service channels with CRM software.
•Implement best practices to enable superior customer service.
Managers must recognize that social channels are here to stay, and define a strategy for using these channels to drive satisfaction and retention with their target customers.
Social media is changing the game for customer service, the voice of the customer is now more important than ever.
With the increasing demand from customers to communicate via social media channels it is your responsibility to keep ahead and actively support customers in the channels of their choice.
This intelligence pack will give you first hand insight into how Newegg, Whole Foods, Capital One and U-Haul are handling, integrating and measuring social
customer service.
These four brands, plus a further 20 other leading social brands will be sharing expert insight at this year's #CSMCS.
Find what key issues will be discussed and who else will be there. Visit - http://ow.ly/zrD2j
Transforming Customer Engagement in UtilitiesRNayak3
Most utilities don't have to compete to gain and keep their customers, each utility company must design a customer engagement model that works best for it
Accenture Distribution and Agency Management Survey: Reimagining insurance di...Accenture Insurance
The global Distribution & Agency Management Survey draws insights from 400+ insurance distribution executives about connected devices, data and analytics, agent compensation and more. The research covers topics such as the customer experience, channel optimization, the changing role of agents and the Internet of Things, among others and how digital is affecting insurance distribution and customer interactions.
New Standard for Customer Contact Performance
The world of customer contact was already changing dramatically. New channels were altering the way brands interacted with customers.
Automation was redefining the role of customer
engagement employees.
Cloud solutions and generational shifts were reshaping conceptions
about the traditional contact center environment.
Accenture global consumer pulse research study-2013-key-findings-131217014256-phpapp02
Similar to So near yet so far - why utilities need to re-energize their digital customer experience - capgemini consulting - digital transformation (20)
Erdinç Saçan schreef voor het Fontys collega een boek over Inclusieve Artificial Intelligence. Vragen waar in het boek over wordt nagedacht zijn onderandere: “Kunnen we algoritmen inzetten voor het algemene belang, om zo discriminatie en ongelijkheid te bestrijden?” & “Algoritmes nemen steeds meer beslissingen voor ons. Hoe zorgen we ervoor dat dit op een inclusieve manier gebeurt?”
Themabrochure robotisering gerformeerde bond - prof.dr. m.j. de vriesRick Bouter
In de nieuwste themabrochure van de Gereformeerde Bond, getiteld Robotisering, gaat prof. dr. M.J. de Vries in op de voordelen maar ook de gevaren van het inzetten van robots. Voor welke morele keuzes komen we te staan? Moeten robots bijvoorbeeld ook in de zorg worden gebruikt, om zo de werkdruk van het zorgpersoneel te verlichten? In de Bijbel komen robots uiteraard niet voor, maar kunnen we in Gods Woord handvatten vinden om met deze technologie goed om te gaan?
Internet of things and the metamorphosis of objects - rick bouter , gérald ...Rick Bouter
Where in prior times technique was referring to: “a method of accomplishing a desired aim”,
today we speak more of technology. Technology has long been presented as a set of
techniques; today it has become more than a method to accomplish a desired aim. From now
on, we live in ‘the age of makers’. In times when there are more people with mobile phone
access than toothbrushes, everyone has the ability to start up a million euro business from
behind the kitchen table.
Technology does not only affect business any longer; it also affects culture, politics, society
and every element we value in life. Maybe most important of all, it affects the human race as
we know it today. For the reason technology will impact the way we have lived for ages, it is
legitimate to ask whether there is an intersection where humans and objects will find a
mutually beneficial coexistence, or whether one of these entities will rule over the other, or
whether there will be an alliance between the human race and some sort of technology that
represents a global connected world brain.
Will technology be, like in prior times, a collection of methods to accomplishing a desired
aim, or will the human race be enslaved by technology and ruled by the artificial intelligence
embedded in it?
Trend 1: CITIZEN AI
Raising AI to Benefit Business and Society
Trend 2 EXTENDED REALITY
The End of Distance
Trend 3 DATA VERACITY
The Importance of Trust
Trend 4 FRICTIONLESS BUSINESS
Built to Partner at Scale
Trend 5 INTERNET OF THINKING
Creating Intelligent Distributed Systems
Ai - Artificial Intelligence predictions-2018-report - PWCRick Bouter
Here’s some actionable advice on artificial intelligence (AI), that you can
use today: If someone says they know exactly what AI will look like and
do in 10 years, smile politely, then change the subject or walk away.
Internet of things rapport sogeti - vi nt - rick bouterRick Bouter
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Telegram open network ton will be a third generationRick Bouter
Telegram Open Network (TON) will be a “third generation” blockchain with more efficient transaction and scaling capabilities than current solutions like Bitcoin and Ethereum.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Securing your Kubernetes cluster_ a step-by-step guide to success !
So near yet so far - why utilities need to re-energize their digital customer experience - capgemini consulting - digital transformation
1. So Near Yet so Far
Why Utilities Need to Re-energize Their Digital Customer Experience
2. 2
Utilities Face Growing
Customer Dissatisfaction
There is simmering discontent in the
utilities industry. Customers, already
increasingly demanding, are now actively
dissatisfied with their providers. Take the
UK as an example. Customer satisfaction
Mind the Gap: How a Digital Divide is Compromising
the Utility Customer Experience
Figure 1: Top Business Challenges for Utilities
levels in Britain dropped from 78% in
2012 to 55% in 2013. And only 29% of
customers trusted their utility providers
to be open and transparent in 2013,
compared to 34% in 20121. For the EU
as a whole, customers’ trust levels in their
energy suppliers stood at just 45%, and
in North America, at 53% in 20132.
There is clearly a need to address this
tide of disquiet and re-energize the utility
customer experience. Industry analyst
surveys show that utilities have realized the
need for enhancing customer experience
(see Figure 1). However, the industry’s
best efforts to rebuild confidence and
trust could in fact be undermined by a
growing digital divide, with consumers
demanding a digital experience that the
industry has so far been unable to meet.
Customer satisfaction
levels in the UK dropped
from 78% in 2012 to 55%
in 2013.
Only 29% of customers
trusted their utility
providers in 2013.
Top Business Challenges
European Utilities
Top Business Challenges
North American Utilities
Maintain regulatory compliance
Enhance customer experience
Retain customers
Smart networks
Environmental legislation
Smart metering
Revenue protection
Aging infrastructure
Manage an aging workforce
Sample size: 111
Average rating
Question: How important are the above business challenges to your organization?
Sample size: 48
Question: How important are the above business challenges to your organization?
1.0 1.5 2.0 2.5 3.0 3.5 1.0 1.5 2.0 2.5 3.0 3.5
Average rating
Maintain regulatory compliance
Smart metering
Aging infrastructure
Environmental legislation
Enhance customer experience
Revenue protection
Smart networks
Retain customers
Manage an aging workforce
Source: Ovum, “ICT Enterprise Insights in the Utilities Industry”, 2013
3. 3
Figure 2: Adoption of Digital Technologies by Utilities to Enhance Customer Experience
Thwarted Desire: Utilities Have Not Met their Customers’ Digital Wants
Utility customers want to go digital. Platforms such as social media and mobile apps are rapidly becoming the preferred means for customers to communicate with their providers. Research indicates that over 57 million customers engaged with utilities via social media in 2011 and that this number is expected to rise to 624 million by the end of 20173. It is also estimated that 50% of customers prefer to use a mobile customer service application to try and resolve their service issues before calling the contact center4.
Unfortunately, utilities have not kept pace with consumers in the shift to digital channels. Our research with the MIT
Nearly 624 million customers are expected to engage with utilities via social media by the end of 2017.
50% of customers prefer to use a mobile customer service application to try to resolve their customer service issues before calling the contact center.
% of utilities agreeing with the statementWe use digital technologies toenable self-service40%29% We use digital technologies to provide consistency across channels26% We use digital technologies topersonalize the sales experienceWe use digital technologies toconduct location-aware marketing11%
Source: Capgemini Consulting and MIT Center for Digital Business, “Digital Transformation Benchmark - 2012: Emergence of the Digital Utility”, 2013.
Centre for Digital Business shows that only 40% of utility providers use digital technologies to enable self-service (see Figure 2). Less than 30% of utilities use digital technologies to provide a consistent experience across channels5.
While utilities have undoubtedly taken their first steps towards a brighter digital future, they have a long way to go. We conducted a detailed study to understand the digital initiatives being undertaken by utilities to improve the customer experience. We also assessed the reaction and sentiments of customers towards those initiatives. We share these findings over the following pages before concluding with a set of pragmatic recommendations on how utilities can cement their relationship with customers through digital, rather than threaten it.
4. 4
Out of Tune: Digital Initiatives are Out of Sync with
Customer Expectations
Billing Issues: A Concern
Despite New Digital
Payment Channels
Utilities have begun efforts to try and
simplify the billing and payments process
for customers. For instance, 52%
of utilities in our study (see research
methodology on page 7 for details) allow
customers to pay bills online through
their official websites, while 34% offer bill
payment features on their mobile apps.
However, despite these initiatives, billing
issues continue to be a cause of concern
for customers. Our analysis revealed that
only 30% of online customer mentions
related to utility billing services are
positive. The most common billing issues
that customers face include overcharges,
especially for delayed payments, and
inaccuracies in billing periods and rate
plans in utility invoices.
Outage Management
Remains a One-Way
Channel that Does Not
Support Customer
Feedback Mechanisms
Close to 52% of utilities in our study
provide outage information on their
websites, while 44% offer this information
through their mobile apps. Additionally,
58% of utility providers post power
outage information on social media
channels such as Twitter, Facebook, and
on company-managed blogs. However,
the majority of utilities do not offer a
mechanism for customers to report
outage issues. We found that only 26%
of customer mentions on the quality of
communication on outages are positive.
52% of utilities allow
customers to pay bills
online through utility
websites, while 34% offer
bill payment features on
their mobile apps.
Only 32% of customer
opinions on the mobile
apps offered by utilities
are favorable.
Figure 3: Mobile App Feature Support
Report
problems
Access and
pay bills
Receive
alerts
Update account
information
View outage
information
View service
details
% of utilities offering the feature
46%
40%
44%
34%
44%
24%
Source: Capgemini Consulting analysis
Mobile Apps Offer Limited
Functionality
56% of utility providers offer a mobile
app. However, most utilities offer only
basic functionality, such as the ability to
view service details or receive alerts from
providers. Only 24% of utility providers
offer advanced features, such as the
ability to report issues via the app (see
Figure 3). It is perhaps not surprising,
therefore, that only 32% of customer
opinions on the mobile apps offered by
utilities are favorable.
5. 5
Social Media is Not Used as an Effective Medium for Customer Service
Utilities are using social media channels primarily to share information, which includes energy efficiency tips, emergency handling tips, or outage information (see Figure 4). Social media channels are also used as platforms for brand building. For instance, 58% of utilities use their social media channels to promote their community development initiatives. However, most utilities are not utilizing their social media channels to actively engage with customers. For instance, only 34% of utilities address the complaints they receive from customers
Only 34% of utilities address the complaints they receive from customers on social media channels.
Only 29% of the customer sentiment on the quality of customer support offered by utilities is positive.
Figure 4: Social Media Feature Support
Customer complaint redressalContests / promotionsPower outage informationInformation on community development initiativesEnergy efficiency tipsEmergency handling tips% of utilities offering the feature via their social media channels62%60%58% 58%36%34%
Source: Capgemini Consulting analysis
on social media channels. It is telling that only 29% of the sentiment on the quality of customer support offered by utilities is positive.
6. 6
Mobile apps offer limited functionality
Websites lack self-service features
of customer opinions on
utilities’ mobile apps are
favorable
of customer opinions on
self-service features offered
by utilities are favorable
The Disconnect between what Utilities Offer
and what Customers Experience
Are Utilities Doing Enough Are Customers Satisfied
Social media is not used effectively for customer service
Outage management does not support
customer feedback mechanisms
of utility providers
offer a mobile app
56%
address customer
complaints on social
media channels
34%
enable
bill payments
offer the ability to
report problems
via mobile apps
of the customer sentiment on
the quality of customer support
offered by utilities is positive
24% of customer mentions on
the quality of communication
on outages are positive
52%
? ?
26%
2O8n%ly
29%
32%
Source: Capgemini Consulting analysis
7. 7
While utilities have tried to engage with
customers through a variety of digital
initiatives, their efforts are falling short.
To reflect on why that is and what can
be done, it would be helpful to look at
Research Methodology
Part 1 – Analysis of Digital Initiatives Launched by Utilities to Improve Customer Experience
We studied the adoption of digital channels by the top 50 utility providers across the globe. Our research focused on their
web, mobile and social media initiatives. We evaluated each utility based on its use of social media platforms to provide
information, address customer complaints, manage outages and run promotions. Mobile customer care apps offered by
each utility were evaluated based on features such as the ability to access and pay bills, view and update information, and
report problems. We also assessed the web-based self-service features offered by each utility.
Part 2 – Analysis of Customer Sentiment towards Utility-Driven Digital Initiatives
We used advanced analytics tools to conduct an exhaustive web-based scan of customer reaction towards utility digital
initiatives. We gathered and analyzed customer sentiment data from a wide range of sources including social media sites,
blogs, and online discussion boards. The themes for our assessment included:
• Customer support — quality of complaint resolution and correction of billing issues.
• Self-service — quality of web and mobile self-service features.
• Outage management — quality of communication during outages and emergencies.
• Billing — billing accuracy and resolution of billing issues.
• Community development — sustainability initiatives undertaken by utilities.
another industry that has made a virtue
of the digital customer experience, to
draw out best practice and the lessons
learned along the way. In the next section,
we cast our eye over the telecom sector,
which has had more joy in using digital
tools to improve and sustain the quality of
the customer experience.
8. 8
Ringing the Changes: Best Practice for Utilities
from the Telecom Industry
The leading telecom companies offer
a good parallel for utility players. Like
utilities, telecom companies are engaged
in a service that serves millions of people
on a 24-hour basis. The telecom industry
was also one of the first areas to be
struck by the first disruptive wave of
digital technologies.
Figure 5: Comparison of Digital Customer Experience Initiatives in the Telecom and Utilities Industries
Source: Capgemini Consulting and MIT Center for Digital Business, 2012
Utilities lag telecom
companies in the use of
social media platforms,
mobile channels, and
customer analytics to
reach and engage with
customers.
O2 has launched a
Twitter based self-service
platform for customers,
called the “#TweetServe”
program.
Verizon responds to more
than 99% of customer
tweets.
Our research with the MIT Center for
Digital Business revealed that utilities lag
telecom companies in the use of social
media platforms, mobile channels, and
customer analytics to reach and engage
with customers (see Figure 5)6. We believe
that utilities can draw useful lessons from
Telcos are Embedding
Customer Service within
Social Media Channels
Telecom operators are increasingly
making social media a central pillar of
their customer service strategy. A recent
study on the use of Twitter for customer
service found that most brands redirect
customer complaints received on social
media to traditional channels such as
phone and email7. Telecom companies,
however, were found to have the lowest
deflection rate of customer complaints
on social media, despite receiving among
the highest volumes of tweets. Verizon,
for instance, makes concerted attempts
to resolve customer issues through social
media channels, responding to more than
99% of the tweets it receives8.
Some telcos are also using social
media channels as an effective way of
encouraging self-service. For instance,
European telecom major O2 recently
launched its “#TweetServe” program,
designed to be a Twitter-based self-service
platform for customers. The
platform allows customers to send tweets
to the operator using specific keywords,
in order to obtain information on data
usage, bill related details, or special offers
and deals on new phones. Responses to
the tweets are sent back to customers in
the form of direct Twitter messages from
the operator9.
telecom companies on how to expand
the breadth and quality of their digital
customer experience initiatives.
Use of Digital for Customer Experience Improvement
Average industry ratings (on a scale of 1 to 7, with 7 being the highest)
Telecom
…to provide customer service
Use of Social
Media
Use of Mobile
Channels
Use of Customer
Anaytics
...to promote products and services
…to sell products and services
…to provide customer service
...to promote products and services
…to sell products and services
…to target marketing initiatives more effectively
…to personalize marketing communication
…to optimize pricing
Utilities
4.7
4.6
3.4
3.4
3.0
3.9
3.4
3.8
3.8
3.7
3.4
4.4
4.4
3.0
4.1
4.2
4.6
4.8
9. 9
AT&T offers personalized videos to help customers better understand their bills.
Telcos are Making Digital Channels a Seamless Part of Their Support Proposition
Some telcos have recognized the need to ensure that digital channels do not operate in isolation, but rather exist as an integrated part of their overall service proposition. For instance, Telefonica’s Spanish subsidiary Movistar is upgrading its CRM capabilities so that its customers can seamlessly transition from their mobile self-service apps to contact center support. When a customer selects the option to switch from the app to the contact center, all information about the customer’s activities in the mobile application is transferred to the contact center, providing the agent with real-time information on the customer’s profile and the context of the interaction. Additionally, the upgrade enables multimedia collaboration options, such as the exchange of images between the customer and contact center agent, to further enhance the speed and effectiveness of issue resolution10.
Telefonica Movistar enables customers to switch seamlessly between their mobile self- service app and contact center support.
Telcos are Using Digital Technologies to Effectively Address Billing Concerns
Digital technologies can also act as effective complementary mediums to address traditional challenges. For instance, AT&T is using video and analytics technology to provide customers with greater transparency on their bills. The company actually creates personalized videos that help customers better understand their bill. New customers and customers who upgrade to new services receive a link to a personalized video along with their first bill. These videos explain the different components of the customer’s bill. In addition to improving billing transparency, these digital initiatives also enable AT&T to offer proactive customer service. A built-in analytics platform analyzes customer data and agent logs and is used to create follow- up videos after a customer service call, to provide additional self-service tips and product and service recommendations. Usage of such technology has enabled AT&T to reduce inbound call volumes and increase customer satisfaction scores12.
The telco industry shows us how digital technologies can create a compelling customer experience, bridging the gap between the digital needs of the customer and their provider’s ability to deliver. Although there are notable exceptions in the utility industry (see insert on Hydro- Quebec), it is apparent that more needs to be done. We conclude this paper with some concrete recommendations for how utilities can turn this situation around – using digital to create a new level of utility customer experience.
Similarly, France-based Bouygues Telecom’s online-only brand B&YOU offers a seamless and entirely digitized customer service process. To reduce service terminations, B&YOU offers click- to-call features on its website; customers seeking to terminate a connection are offered the click-to-call option to speak with a customer service agent or “e-advisor”, who attempts to address the grievance that prompted the cancellation. This has helped B&YOU reduce customer churn by 50%11.
Hydro-Quebec: Transforming Customer Experience through Digital
Hydro Quebec, a leading energy and utilities company in North America, generates, transmits and distributes electricity, mainly using renewable energy sources. The company historically had a limited presence on social media platforms and mobile channels. Moreover, existing channels were siloed, which meant that the company did not have a unified view of the customer.
In 2011, Hydro Quebec embarked on a four-year program to transform the organization into one that was dedicated to the improvement of customer experience. Top of the list of objectives were the creation of a multichannel customer experience improvement strategy, the development of offers tailored to each market and customer segment, and the promotion of a customer-centric culture within the organization.
As part of the transformation program, the company launched a “Drive to Web” initiative, to make the web, and all other digital channels such as email, mobile and social media, the core of the multichannel experience for the customer. The strategy aimed at rationalizing traditional channels and delivering more value through digital channels. Hydro Quebec strengthened its Web and mobile channels by offering enhancements such as the explanation of bills and payment terms, improved management of outages, and new smart metering services. The “Drive to Web” initiative resulted in an increase in the number of customers opting for online self-care services, and consequently, reduced inbound call volumes by 12%.
Source: Capgemini Consulting
10. 10
Making It Happen: Transforming the Utility Customer Experience through Digital
We believe there are three important steps a utility must take to achieve the nirvana of ‘digital utility’ (see Figure 6). You need to give digital channels a boost, create that seamless multi-channel experience, and make your move towards being a ‘complete provider’.
Give Individual Channels a Digital Boost
Expand the Scope of the Web and Mobile Channel
Online and web channels must be used more efficiently to deliver bills, with options for customers to report errors easily. Utilities must create web-based self- service features that allow customers to view patterns in energy usage, by month, day or hour, as well as peak and non-peak hour tariffs. This will enable customers to switch to a tariff plan that matches their usage and even to alter usage to reduce energy consumption. Similarly, mobile apps must offer functionality for customers to report billing errors or seek clarifications on bills.
Strengthen Customer Service Capabilities on Social Media
Utilities must strengthen their social media customer service capabilities. Utilities should set up a dedicated social media account, such as a Twitter handle, to address customer issues. Utilities must also ensure that complaints are addressed in a timely manner, with clearly defined SLAs that match those of contact center services.
Figure 6: Towards a Digital Utility
Source: Capgemini Consulting analysis
Existing CRM processes need to be adapted to support an Any Time Any Where Any Device model of service delivery.
Utilities must ensure that complaints on social media are addressed in a timely manner, with clearly defined SLAs that match those of contact center services.
However, setting up a dedicated social media account and establishing SLAs for response are only part of the story. Utilities should actively invest in training customer service teams that manage social media channels to ensure complaints are closed on the social channel itself, rather than being redirected to traditional channels.
Give Individual Channels a Digital BoostMove towards BeingComplete EnergyServices ProvidersCreate a Seamless Multi-Channel Experience
11. 11
Develop an Energy Services
Portfolio
To create long-term customer loyalty,
utilities should transform themselves
from energy suppliers to energy service
providers. Energy usage data gathered
from smart meters offers an opportunity
To drive long term
customer stickiness,
utilities should transform
themselves from energy
suppliers to energy
service providers.
Figure 7: Delivering a Seamless Multichannel Customer Experience
Source: Capgemini Consulting analysis
Discovery First Order << Normal Life >> Discover New Products Renewal
Differentiation
based on customer
segmentation A friend
recommends
a new offer
on Facebook
I learn
about the
offer on
the web
I place an order
on the brand’s
website
I share my experience
on the brand’s official
blog and post my
opinion on social
networks
I am informed on
Twitter with a
special offer of
re-engagement
I call an advisor to
re-engage, using a
click-to-call option
I get a personalized email
with the special offer of
re-engagement that I saw
on Twitter
I get my bill with details of
the loyalty program
I look for information on my
mobile or tablet to
enrich my usage
I visit a store for
more information
for utilities to realize this transformation.
Smart meter data can be used to segment
customers more accurately and offer a
range of customized energy management
services. This includes real-time insights
on energy usage and personalized advice
on reducing consumption. Further, smart
meter data can also be used to roll out
targeted demand response programs to
incentivize energy efficiency. For instance,
customers who reduce electricity usage
during peak hours could be offered bill
credits. Such services will enable utilities to
create more value for themselves as well
as customers, in turn driving sustained
customer satisfaction and loyalty.
Using digital technologies, utilities have
abundant opportunities to simplify and
enrich the lives of their consumers.
Clearly, the heart of the issue is ensuring
that exceptional customer service is your
raison d’être. But with savvy consumers
demanding this service across digital
channels, utilities need to bridge the
digital divide that threatens to undermine
their customer promise.
Deliver a Seamless
Multichannel Anytime
Anywhere Any Device
Experience
A robust multichannel customer service
strategy lies at the heart of an engaging
customer experience. Utilities need to
ensure that all digital channels that serve
as customer touchpoints are seamlessly
integrated. This is critical if customers are
to receive a consistent experience across
channels, and customer interactions that
begin in one channel can be completed
in another without disruption. Existing
CRM processes will need to be adapted
to support an ‘Any Time Any Where Any
Device’ model of service delivery (see
Figure 7). This will also ensure that utilities
are well-placed to take advantage of new
customer service opportunities, such as
providing personalized recommendations
on energy usage or promoting new
services.
Utilities need to consciously increase
the volume and value added through
digital channels and services. As the
Hydro-Quebec case demonstrated, by
doing so, they can decrease inbound flow
on traditional channels. This has a direct
impact of improving the bottom-line by
reducing the utility cost to serve as well as
cost to acquire customers.
12. 12
1 Ipsos MORI, “Customer Engagement with the Energy Market – Tracking Survey”, June 2013
2 Edelman, “Trust in Energy – 2014 Edelman Trust Barometer”, January 2014
3 Pike Research Survey, “Social Media in the Utility Industry Consumer Survey”, 2012
4 IMIMobile, Energy and Utilities webpage
5 Capgemini and MIT Center for Digital Business, “Digital Transformation Benchmark - 2012: Emergence of the Digital Utility”, 2012
6 Capgemini Consulting and MIT Center for Digital Business Research, 2012
7 Conversocial, “Which brands are Re-directing Social Media Complaints to Traditional Channels”, August 2013
8 Conversocial, “With Twitter’s IPO Approaching, Which Brands Are Taking it Seriously as a Customer Service Channel?”, October 2013
9 O2, “O2 launches ‘world first’ #TweetServe program”, October 2013
10 Yahoo Finance, “NICE Mobile Reach Selected by Telefónica to Provide Exceptional Customer Service”, February 2013
11 Oracle.com, “Bouygues Telecom Reduces Customer Churn by 50% with Click-to-Call Technology”, November 2013
12 Forbes, “AT&T Gets Results With Proactive Customer Service”, November 2013
References
13. Philippe Vié
Vice President, Digital Utilities Leader
philippe.vie@capgemini.com
Jerome Buvat
Head of Digital Transformation Research Institute
jerome.buvat@capgemini.com
Subrahmanyam KVJ
Manager
subrahmanyam.kvj@capgemini.com
Suvidha Aggarwal
Senior Consultant
suvidha.aggarwal@capgemini.com
Amrita Radhakrishnan
Senior Consultant
amrita.radhakrishnan@capgemini.com
Authors
For more information contact
Digital Transformation Research Institute
dtri.in@capgemini.com
The authors would also like to acknowledge the contributions of Simon Short and Maggie Buggie from the Capgemini Digital Customer Experience team, Roopa Nambiar from the Digital Transformation Research Institute, Abhishek Gokhale and Jinesh Jain from the Capgemini Consulting India Team.
Belgium
Pierre Lorquet
pierre.lorquet@capgemini.com
North America
Tyler Duff
tyler.duff@capgemini.com
Norway
Tallak Thorleifsson
tallak.thorleifsson@capgemini.com
Italy
Giuseppe Luigi Vicini
giuseppe.vicini@capgemini.com
France
Philippe Vié
philippe.vie@capgemini.com
Germany
Andreas Weiler
andreas.weiler@capgemini.com
France
Jean Pierre DUPE
jean-pierre.dupe@capgemini.com
Netherlands
Mark Schutz
mark.schutz@capgemini.com
Spain
Oscar Sommarriba Guemes
oscar.sommarriba@capgemini.com
Sweden
Fredrik Gunnarsson
fredrik.gunnarson@capgemini.com
United Kingdom
Martin Wells
martin.wells@capgemini.com
Spain
Carlos Garcia Santos
carlos.garcia.s@capgemini.com