VINVOX’s telematics applications help automotive industry clients secure customer loyalty, win new business, and make informed strategic decisions based on accurate real-time data.
The document analyzes the customer lifecycle and retention rates of the online retail company AtoZ. It finds that while AtoZ excels at attracting customers, it fails to retain them post-purchase through lack of loyalty programs and personalized service. Data shows increasing retention by 5% would boost profits by 25-95%. The document recommends AtoZ implement a customer relationship management program, improve loyalty efforts and return policies, and consider a merger with or acquisition of their strongest competitor to leverage respective strengths and become industry leaders through innovative internet-of-things strategies.
The Kofax Solution and its Impact on InsuranceMainstay
Kofax provides solutions to help insurance carriers address challenges related to customer engagement, operational efficiency, and regulatory compliance. Its software allows carriers to streamline processes, improve customer service and responsiveness, reduce costs, ensure security and compliance, and gain insights to drive growth. References are made to successful implementations at insurance companies that have realized benefits such as increased productivity, faster processing, and improved customer satisfaction through the use of Kofax's capture and workflow automation technologies.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
This document discusses choosing the right telemarketing contact center solution for BPOs. It outlines three key pillars for such businesses: business development, agent quality, and technology/connectivity. Historically, startups focus too much on operations and technology issues rather than business development due to cash flow problems. The document argues that technology, as telemarketing is an IT-enabled service, should not be compromised as this is a major reason businesses fail. It evaluates options like globally renowned solutions, which are costly, and free/white labelled solutions, which lack robustness, intelligence, and reliable support. The document ultimately advocates for a full-featured solution to maximize business potential and ensure continuity.
This document discusses the challenges facing corporate call centers and how cloud-based solutions may help address them. The three key challenges are: 1) a credibility gap between marketing promises of excellent customer service and the actual call center experience, 2) a sales gap in losing potential sales due to poor call handling, and 3) technology limitations of legacy on-premises call center systems. Cloud-based call centers offer lower costs, greater flexibility, and ability to provide improved customer service across multiple channels. Case studies demonstrate cloud systems can increase customer satisfaction metrics and revenue growth compared to traditional call centers. The document concludes cloud technology can help call centers overcome challenges by converging applications to reduce costs while improving customer support and sales.
How to transform your customer experience by making your customer service pro...BrightCultures
Traditionally customer service is reactive, but reactive customer service is both expensive and un-engaging. Meanwhile, proactive customer service offers cost savings and customer engagement opportunities.
This white paper highlights the business case for offering proactive customer service, showcases some great examples of organisations already doing this, how they are benefiting and outlines a process for getting started and for developing ideas and initiatives for improvement.
The document summarizes the findings of a research report on e-invoicing trends globally. Key findings include:
- 72% of respondents cited improving operational efficiency as a top financial priority for 2011.
- 93% believed invoice processing could be somewhat or significantly improved.
- While the concept of e-invoicing is established, many rely on PDF-based processes and significant manual work, resulting in only 9% describing high levels of e-invoicing.
- Interoperability challenges, supplier issues, and removing manual processes present barriers to automation goals.
Taking Commercial Payments to the Next LevelScott Songer
This document discusses how financial institutions can take commercial payments to a higher level by offering electronic accounts payable (EAP) solutions. It notes that EAP solutions are growing at a rate of 13.8% annually as buying organizations seek alternatives to paper checks and ACH payments. The document outlines three critical components for EAP success: technology, expertise/resources (managed services), and minimizing the need for new internal structures. It also discusses considerations for financial institutions in selecting an EAP partner and solution, including available technology features, levels of managed services, and potential fee categories.
The document analyzes the customer lifecycle and retention rates of the online retail company AtoZ. It finds that while AtoZ excels at attracting customers, it fails to retain them post-purchase through lack of loyalty programs and personalized service. Data shows increasing retention by 5% would boost profits by 25-95%. The document recommends AtoZ implement a customer relationship management program, improve loyalty efforts and return policies, and consider a merger with or acquisition of their strongest competitor to leverage respective strengths and become industry leaders through innovative internet-of-things strategies.
The Kofax Solution and its Impact on InsuranceMainstay
Kofax provides solutions to help insurance carriers address challenges related to customer engagement, operational efficiency, and regulatory compliance. Its software allows carriers to streamline processes, improve customer service and responsiveness, reduce costs, ensure security and compliance, and gain insights to drive growth. References are made to successful implementations at insurance companies that have realized benefits such as increased productivity, faster processing, and improved customer satisfaction through the use of Kofax's capture and workflow automation technologies.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
This document discusses choosing the right telemarketing contact center solution for BPOs. It outlines three key pillars for such businesses: business development, agent quality, and technology/connectivity. Historically, startups focus too much on operations and technology issues rather than business development due to cash flow problems. The document argues that technology, as telemarketing is an IT-enabled service, should not be compromised as this is a major reason businesses fail. It evaluates options like globally renowned solutions, which are costly, and free/white labelled solutions, which lack robustness, intelligence, and reliable support. The document ultimately advocates for a full-featured solution to maximize business potential and ensure continuity.
This document discusses the challenges facing corporate call centers and how cloud-based solutions may help address them. The three key challenges are: 1) a credibility gap between marketing promises of excellent customer service and the actual call center experience, 2) a sales gap in losing potential sales due to poor call handling, and 3) technology limitations of legacy on-premises call center systems. Cloud-based call centers offer lower costs, greater flexibility, and ability to provide improved customer service across multiple channels. Case studies demonstrate cloud systems can increase customer satisfaction metrics and revenue growth compared to traditional call centers. The document concludes cloud technology can help call centers overcome challenges by converging applications to reduce costs while improving customer support and sales.
How to transform your customer experience by making your customer service pro...BrightCultures
Traditionally customer service is reactive, but reactive customer service is both expensive and un-engaging. Meanwhile, proactive customer service offers cost savings and customer engagement opportunities.
This white paper highlights the business case for offering proactive customer service, showcases some great examples of organisations already doing this, how they are benefiting and outlines a process for getting started and for developing ideas and initiatives for improvement.
The document summarizes the findings of a research report on e-invoicing trends globally. Key findings include:
- 72% of respondents cited improving operational efficiency as a top financial priority for 2011.
- 93% believed invoice processing could be somewhat or significantly improved.
- While the concept of e-invoicing is established, many rely on PDF-based processes and significant manual work, resulting in only 9% describing high levels of e-invoicing.
- Interoperability challenges, supplier issues, and removing manual processes present barriers to automation goals.
Taking Commercial Payments to the Next LevelScott Songer
This document discusses how financial institutions can take commercial payments to a higher level by offering electronic accounts payable (EAP) solutions. It notes that EAP solutions are growing at a rate of 13.8% annually as buying organizations seek alternatives to paper checks and ACH payments. The document outlines three critical components for EAP success: technology, expertise/resources (managed services), and minimizing the need for new internal structures. It also discusses considerations for financial institutions in selecting an EAP partner and solution, including available technology features, levels of managed services, and potential fee categories.
Forrester Names Zendesk a 'Strong Performer' in Customer Service Solutions fo...David Martinez Calduch
The document summarizes Forrester's evaluation of 11 customer service solutions for midsize organizations. It provides an overview of the customer service solutions market and why delivering good customer service is important but challenging for organizations. It also describes Forrester's evaluation criteria and process for assessing the vendors. The key vendors meet Forrester's criteria of offering multifunctional customer service applications and omnichannel capabilities. The evaluation analyzed each vendor's current offering, strategy, and market presence to provide guidance to customer service professionals on selecting the right partner.
IBM Bankenstamm - Mehrwert durch kanalübergreifenden Kundendialog im Banking IBM Switzerland
The document provides an agenda for an event discussing challenges and perspectives for banks in Switzerland. The agenda includes an introduction, a presentation on successful cross-channel customer dialog implementations in banking, steps toward an enhanced customer dialogue, and a conclusion with questions and answers. It also lists the schedule of the event, including registration, introductions, presentations, questions, and networking.
While traditional banks contend with inflexible legacy IT systems, the transformational ones deploy Agile methods to significantly reduce their time to value and make the organization more flexible as a whole.
Transformation is difficult and digital transformation is even harder.
Cisco webinar serving the connected customergarycoville
This is a presentation delivered by Cisco and eGain in January 2015 focused on how to deliver the Total Customer Experience through an omni-channel solution
Top 5 Consumer Expectations in the Insurance Industry - InvensisInvensis
Read what Consumers want from their Insurers (http://goo.gl/wJxHKE) and how outsourcing can help insurers to satisfy customers in the insurance industry. Top Five Consumer Expectations in the Insurance Industry which will help to keep insurance companies agile and efficient, and make them ready to meet the changing demands of their patrons.
Invensis Technologies (http://www.invensis.net) a leading IT BPO company with more than 14 years of experience, specializes in providing customer care, document process automation and IT services to insurance industries which helps insurance companies enable to leverage the new opportunities.
Please contact us at sales {at} invensis {dot} net OR Call us Now from US +1 (302)- 261-9036, UK +44 203 411 0183, AUS +61 3 8820 5183, IND +91 80 41155233 or browse (http://goo.gl/xmCoeO) for more details on our services.
The document summarizes key points from the Annual Call Center Expo 2010 conference. It provides details on the opening remarks which shared attendee demographics and top challenges in the call center industry. The opening keynote by John Foley discussed achieving high performance through critical thinking and establishing increasing levels of belief through vision, planning, trust, and accountability. Additional sessions covered contact center operations issues like forecasting, staffing models, and the relationship between service levels and quality. The document concludes with a session on the top 25 call center brands according to JD Power and how the #1 ranked USAA delivers an excellent customer experience.
Operating in today’s competitive environment proactive measures must be taken to protect and improve the relationship and engagement with critical resources.
InfoQuest®, BSI’s proprietary “Voice Of” tool, provides candid responses regarding all aspects of your business relations. As important, the BSI/InfoQuest® program provides access to vital information that can alert you to financial and/or operational risks.
Find out how Voice-Of and Survey Services from BSI can help you maximize results through customer centric value-chain improvement.
This document discusses how financial institutions can reduce costs in check processing operations through automation technologies. It summarizes that check volumes are declining slowly but still significant. New automation solutions from Orbograph can reduce costs by up to 40% by achieving high recognition rates of 98% and accuracy of 99%, eliminating manual data entry and balancing. Orbograph provides monitoring and tuning tools to ensure performance levels are continuously met.
This document provides a segmentation of the mobile health market developed by bcc Consulting. It divides the market into four sections from inpatient to outpatient focused applications. The inpatient foundation includes rounding, orders, and notes. Other inpatient applications support staff like nurses and pharmacists. The overlap includes applications applicable to both inpatient and outpatient settings like charge capture and e-prescribing. The outpatient foundation encompasses scheduling, orders, notes, and results accessible outside the hospital. This segmentation aims to clearly organize the many mobile health solutions and companies.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
Retailers considering mobile point-of-service (POS) solutions should evaluate key considerations to ensure success. Seamless integration with existing retail systems is important, as is utilizing similar business processes to the existing POS. Solutions should adhere to payment security standards and allow for easy implementation and maintenance of mobile POS hardware. Addressing these factors will maximize returns on mobile POS investments.
The blog is the official blog of WeDo Technologies, sharing expert opinions on enterprise business assurance and its role in digital transformation. It features posts from both internal experts and guest writers on topics like fraud management, revenue assurance, and customer value management within industries like telecom, utilities, retail, insurance and healthcare. The document highlights a selection of the best blog posts from 2015 on issues faced by CEOs and discusses how enterprise software can help retailers better adapt to changing market conditions.
An Ultimate Guide to Continuous Testing in Agile Projects.pdfKMSSolutionsMarketin
As more businesses apply Continuous Integration and Continuous Delivery (CI/CD) to release their software faster, Continuous testing becomes the final piece that completes a continuous development process. By automatically testing code right after developers submit it to the repository, testers can locate bugs before another line of code is written.
A digital strategy provides a roadmap for digital transformation by outlining investments in talents, processes, and customers to maximize competitive advantage. It specifies visions, actions, and tactics for becoming a digital business. Formulating a digital strategy involves three stages: defining value by gaining commitment, defining goals and investments; launching initiatives with light projects and assembling a digital team; and scaling up through organizing further initiatives, building capabilities, and adopting new operating models. A digital strategy guides a company's transformation through technology adoption and cultural shifts.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Digital Customer Service is customer service that is provided through digital channels, like website support, live chat, email, social media and messaging apps.
As much as technology has improved our lives, for many people customer service experiences remain unnecessarily frustrating. By adding new digital silos, many companies have created disjointed islands of context, knowledge bases and automation. However, if digital self-serve and human support are fully integrated and aligned to customer needs and expectations, digital customer service can bring significant benefits such as increased revenue, reduced cost to serve, and higher customer satisfaction.
This presentation defines what digital customer service is and the importance of creating a smooth and seamless omnichannel support for a compelling customer experience. It explains the eight most commonly used digital channels and the mistakes to avoid. Finally, it covers the key techniques and skills for the delivery of excellent customer service and the best practices to manage an omnichannel support system.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of Digital Customer Service
2. Describe the approach, practices and skills for delivering efficient and effective Digital Customer Service
3. Highlight the pitfalls to avoid and success factors for Digital Customer Service
CONTENTS
1. Introduction and Key Concepts of Digital Customer Service
2. Approaches and Practices of Digital Customer Service
3. Techniques and Skills for Human Supported Digital Customer Service
4. Pitfalls to Avoid and Factors for Success
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The Digital Customer Experience: Why the Future of the Communications Industr...Brian Solis
Brian Solis and amdocs explore the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
Telecom Customer Experience Management - An Analytical Approach for Simplific...Communications 2025
Authors: Amresh Nandan, Tony Hines
Abstract: Customer Experience Management (CEM) can be a highly complex, resource intensive, and at times, a ‘leading to no-where’ program. However, it is imperative for Communication Service Providers (CSPs) who are deeply affected by value-chain shifts, disruptive innovations, and the inherent complexity of their operations. While there are some genuine efforts, there exists a significant amount of cosmetic effort in the name of CEM, evident in global survey reports. This has resulted in the perception that CEM is merely a buzzword. One of the reasons behind this lies in the inherent complexity of the subject. A constructive way to address this is by simplifying the approach. This would ensure a scientific and analytical step-by-step process that may be monitored, controlled and tailored, to suit organizational goals and next financial year’s strategy. This paper discusses an analytical approach towards a CEM construct which can be designed, developed and executed as an eight-stage program by CSPs.
Forrester Names Zendesk a 'Strong Performer' in Customer Service Solutions fo...David Martinez Calduch
The document summarizes Forrester's evaluation of 11 customer service solutions for midsize organizations. It provides an overview of the customer service solutions market and why delivering good customer service is important but challenging for organizations. It also describes Forrester's evaluation criteria and process for assessing the vendors. The key vendors meet Forrester's criteria of offering multifunctional customer service applications and omnichannel capabilities. The evaluation analyzed each vendor's current offering, strategy, and market presence to provide guidance to customer service professionals on selecting the right partner.
IBM Bankenstamm - Mehrwert durch kanalübergreifenden Kundendialog im Banking IBM Switzerland
The document provides an agenda for an event discussing challenges and perspectives for banks in Switzerland. The agenda includes an introduction, a presentation on successful cross-channel customer dialog implementations in banking, steps toward an enhanced customer dialogue, and a conclusion with questions and answers. It also lists the schedule of the event, including registration, introductions, presentations, questions, and networking.
While traditional banks contend with inflexible legacy IT systems, the transformational ones deploy Agile methods to significantly reduce their time to value and make the organization more flexible as a whole.
Transformation is difficult and digital transformation is even harder.
Cisco webinar serving the connected customergarycoville
This is a presentation delivered by Cisco and eGain in January 2015 focused on how to deliver the Total Customer Experience through an omni-channel solution
Top 5 Consumer Expectations in the Insurance Industry - InvensisInvensis
Read what Consumers want from their Insurers (http://goo.gl/wJxHKE) and how outsourcing can help insurers to satisfy customers in the insurance industry. Top Five Consumer Expectations in the Insurance Industry which will help to keep insurance companies agile and efficient, and make them ready to meet the changing demands of their patrons.
Invensis Technologies (http://www.invensis.net) a leading IT BPO company with more than 14 years of experience, specializes in providing customer care, document process automation and IT services to insurance industries which helps insurance companies enable to leverage the new opportunities.
Please contact us at sales {at} invensis {dot} net OR Call us Now from US +1 (302)- 261-9036, UK +44 203 411 0183, AUS +61 3 8820 5183, IND +91 80 41155233 or browse (http://goo.gl/xmCoeO) for more details on our services.
The document summarizes key points from the Annual Call Center Expo 2010 conference. It provides details on the opening remarks which shared attendee demographics and top challenges in the call center industry. The opening keynote by John Foley discussed achieving high performance through critical thinking and establishing increasing levels of belief through vision, planning, trust, and accountability. Additional sessions covered contact center operations issues like forecasting, staffing models, and the relationship between service levels and quality. The document concludes with a session on the top 25 call center brands according to JD Power and how the #1 ranked USAA delivers an excellent customer experience.
Operating in today’s competitive environment proactive measures must be taken to protect and improve the relationship and engagement with critical resources.
InfoQuest®, BSI’s proprietary “Voice Of” tool, provides candid responses regarding all aspects of your business relations. As important, the BSI/InfoQuest® program provides access to vital information that can alert you to financial and/or operational risks.
Find out how Voice-Of and Survey Services from BSI can help you maximize results through customer centric value-chain improvement.
This document discusses how financial institutions can reduce costs in check processing operations through automation technologies. It summarizes that check volumes are declining slowly but still significant. New automation solutions from Orbograph can reduce costs by up to 40% by achieving high recognition rates of 98% and accuracy of 99%, eliminating manual data entry and balancing. Orbograph provides monitoring and tuning tools to ensure performance levels are continuously met.
This document provides a segmentation of the mobile health market developed by bcc Consulting. It divides the market into four sections from inpatient to outpatient focused applications. The inpatient foundation includes rounding, orders, and notes. Other inpatient applications support staff like nurses and pharmacists. The overlap includes applications applicable to both inpatient and outpatient settings like charge capture and e-prescribing. The outpatient foundation encompasses scheduling, orders, notes, and results accessible outside the hospital. This segmentation aims to clearly organize the many mobile health solutions and companies.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
Retailers considering mobile point-of-service (POS) solutions should evaluate key considerations to ensure success. Seamless integration with existing retail systems is important, as is utilizing similar business processes to the existing POS. Solutions should adhere to payment security standards and allow for easy implementation and maintenance of mobile POS hardware. Addressing these factors will maximize returns on mobile POS investments.
The blog is the official blog of WeDo Technologies, sharing expert opinions on enterprise business assurance and its role in digital transformation. It features posts from both internal experts and guest writers on topics like fraud management, revenue assurance, and customer value management within industries like telecom, utilities, retail, insurance and healthcare. The document highlights a selection of the best blog posts from 2015 on issues faced by CEOs and discusses how enterprise software can help retailers better adapt to changing market conditions.
An Ultimate Guide to Continuous Testing in Agile Projects.pdfKMSSolutionsMarketin
As more businesses apply Continuous Integration and Continuous Delivery (CI/CD) to release their software faster, Continuous testing becomes the final piece that completes a continuous development process. By automatically testing code right after developers submit it to the repository, testers can locate bugs before another line of code is written.
A digital strategy provides a roadmap for digital transformation by outlining investments in talents, processes, and customers to maximize competitive advantage. It specifies visions, actions, and tactics for becoming a digital business. Formulating a digital strategy involves three stages: defining value by gaining commitment, defining goals and investments; launching initiatives with light projects and assembling a digital team; and scaling up through organizing further initiatives, building capabilities, and adopting new operating models. A digital strategy guides a company's transformation through technology adoption and cultural shifts.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Digital Customer Service is customer service that is provided through digital channels, like website support, live chat, email, social media and messaging apps.
As much as technology has improved our lives, for many people customer service experiences remain unnecessarily frustrating. By adding new digital silos, many companies have created disjointed islands of context, knowledge bases and automation. However, if digital self-serve and human support are fully integrated and aligned to customer needs and expectations, digital customer service can bring significant benefits such as increased revenue, reduced cost to serve, and higher customer satisfaction.
This presentation defines what digital customer service is and the importance of creating a smooth and seamless omnichannel support for a compelling customer experience. It explains the eight most commonly used digital channels and the mistakes to avoid. Finally, it covers the key techniques and skills for the delivery of excellent customer service and the best practices to manage an omnichannel support system.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of Digital Customer Service
2. Describe the approach, practices and skills for delivering efficient and effective Digital Customer Service
3. Highlight the pitfalls to avoid and success factors for Digital Customer Service
CONTENTS
1. Introduction and Key Concepts of Digital Customer Service
2. Approaches and Practices of Digital Customer Service
3. Techniques and Skills for Human Supported Digital Customer Service
4. Pitfalls to Avoid and Factors for Success
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The Digital Customer Experience: Why the Future of the Communications Industr...Brian Solis
Brian Solis and amdocs explore the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
Telecom Customer Experience Management - An Analytical Approach for Simplific...Communications 2025
Authors: Amresh Nandan, Tony Hines
Abstract: Customer Experience Management (CEM) can be a highly complex, resource intensive, and at times, a ‘leading to no-where’ program. However, it is imperative for Communication Service Providers (CSPs) who are deeply affected by value-chain shifts, disruptive innovations, and the inherent complexity of their operations. While there are some genuine efforts, there exists a significant amount of cosmetic effort in the name of CEM, evident in global survey reports. This has resulted in the perception that CEM is merely a buzzword. One of the reasons behind this lies in the inherent complexity of the subject. A constructive way to address this is by simplifying the approach. This would ensure a scientific and analytical step-by-step process that may be monitored, controlled and tailored, to suit organizational goals and next financial year’s strategy. This paper discusses an analytical approach towards a CEM construct which can be designed, developed and executed as an eight-stage program by CSPs.
How important is customer satisfaction for your business today? Meeting the needs of the customer through business process outsourcing is the new lynchpin for organizations when it comes to determining their profits. Customer service outsourcing is no longer a novelty. It is a necessity. There is now an increasing need to strike a balance between customers and shareholders. Is your organization equipped to address this need?
Does Your Online Experiences Meet Your Customer Expectationsindeuppal
This document discusses how companies can optimize their customers' digital experiences and improve online performance. It recommends using heuristic and expert evaluation methods to understand problems with the customer experience. Heuristic evaluation benchmarks a company against competitors to see how it meets customers' expectations, while expert evaluation identifies specific issues through a deeper analysis. Together, these methods provide a broad understanding of focus areas and detailed solutions to incrementally improve the customer experience and increase online conversion rates.
Blueworx Whitepaper: The Journey of Contact Center Cloud MigrationBlueworx
The document provides 10 tips for successfully migrating a contact center to the cloud. It emphasizes assessing current technology and business objectives, reviewing automation capabilities, developing a migration roadmap, proving out concepts, and establishing ongoing support. The overall message is that migrating to a cloud solution with Blueworx can reduce costs while improving the customer experience and delivering ongoing business value through new features and control.
This document discusses how connecting devices to the internet through IoT and analyzing the data through connected service experiences (CSX) can enable companies to have more proactive post-purchase relationships with customers. Specifically, it outlines 30 measurable business cases for how IoT and CSX can help companies lower costs, increase revenue, improve customer satisfaction and safety, and gain a competitive advantage by enabling predictive monitoring of products and proactive interventions. The document argues that preventing issues before customers complain is less expensive than reacting to complaints, and near real-time analysis of device data through CSX allows companies to take proactive actions that improve productivity, uptime, and aftermarket sales.
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.
This document provides best practices and advice for contact center managers on successfully integrating self-service technology. It discusses key metrics like call deflection rates and customer satisfaction that should be measured. It also highlights potential drawbacks like poor user experience frustrating customers and causing them to avoid self-service options. Additionally, it emphasizes the importance of thorough training for contact center agents across all channels to ensure consistent customer service.
Becoming Customer Centric: A Business and IT RoadmapPlus Consulting
The rapid rise of global competition, combined with the adoption of Internet-based communications and cloud processing power, has created a state of hypercompetition across most industries. The antidote? Become customer centric. Here's a brief business and IT roadmap to make it happen.
Survey costing is a complex process which balances an organization’s financial objectives against the expenses associated with achieving or maintaining the scientific standards which govern validity and reliability, or quality, of the final product. Achieving optimum balance between budgetary and scientific goals requires that researchers first understand how survey components are related to costs and how changing each influences both data quality and budgetary outcomes.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Making Analytics Actionable for Financial Institutions (Part I of III)Cognizant
This document provides an overview of making analytics actionable for financial institutions. It discusses the need for financial institutions to go beyond just gathering insights from data to explicitly enabling real-time translation of data into improvements. It proposes a framework for identifying gaps between how information is gathered, insights generated, actions enabled, and learning leveraged. This framework aims to help capture and exploit digital footprints around clients, employees, partners and competitors to drive differentiation, growth and profitability through actionable analytics.
Bring Agility in your Customer Service through Low code adoption and improve ...LCDF
Bring Agility in your Customer Service through Low code adoption and improve customer engagement.Creating Frictionless Customer
Service Applications with a Modern Development Platform.
The document discusses the importance of voice of the customer (VoC) strategies for companies over the next 10 years. It states that the most successful companies will be those that align everything they do to customer outcomes. It provides an overview of applying VoC, including understanding customer touchpoints, optimizing customer journeys, surveying customers, analyzing feedback, and using insights to improve processes. It emphasizes the need for VoC programs to include employee and stakeholder feedback as well.
The document discusses digital banking and the challenges facing established banks. It describes how digital transformation through initiatives like the Hewlett Packard Enterprise Digital Banking Framework can help banks address these challenges by improving efficiency, agility, control, and quality. The framework utilizes technologies like robotic process automation, workflow management, and self-service portals to streamline processes, reduce costs, and improve the customer experience. When implemented correctly, the framework can potentially increase a bank's productivity by up to 46%.
Greg Gianforte argues that proactive customer service can significantly improve customer satisfaction, cut costs, and provide a competitive advantage over non-proactive competitors. Proactive customer service involves addressing customer issues before customers are aware of them through techniques like proactive messaging to provide information to customers, implementing processes to answer customer questions online, and monitoring service quality. It requires technologies like a knowledge base, email tools, chat, and surveys to track metrics. Making the shift to proactive customer service can enhance business performance even in challenging economic times.
Why does the word omnichannel usually lead to the misinterpretation of its goal and what strategies can institutions take to improve true omnichannel delivery?
Find the answer in “True Omnichannel – Strategies to Improve Omnichannel Delivery”, a White Paper by Novabase.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
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DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
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- Verstehen des DLAU-Tools und wie man es am besten nutzt
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Overview
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Key Topics Covered
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7. What is Prometheus?
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8. Monitoring Application Metrics with Prometheus
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10. Configuring Camel K Integrations for Data Pipelines
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Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 6
Vehicle Health Tracking System
1. A VINVOX White Paper
Telematics and Consumer Loyalty
Bob Rybak, Chief Technology Officer, VINVOX
January, 2011
2. V I NV O X T E CH NI C AL W H I T E P AP E R S E R I E S
Telematics and Consumer Loyalty
Why Consumer Loyalty Matters
Overview
Conventional wisdom holds that there is a direct correlation between
customer satisfaction and customer loyalty. As a result, the industrial world
has made huge investments in business processes that focus on customer
1
Why Consumer Loyalty
Matters
2
What Drives Loyalty and
Retention?
How could something so intuitively obvious fail to be a correct interpretation
3
Vehicle Service - Make it Easy
tricky thing to unravel. It is only in the last 20 years or so that statistically
4
Telematics in Every
Car…Today
5
Designing Systems for
Retention
promises large and enduring advances in customer retention. More than
6
Collect, Communicate,
Connect
provides a solid foundation for systems specifically designed to increase
7
Key Conclusions
8
References / Notes
satisfaction and the ways in which to measure it. It is a perfectly reasonable
concept, except for the fact that it isn’t particularly true.
of human behavior? In part, it is because causality in human behavior is a
relevant studies have revealed the primary drivers of consumer loyalty in the
context of real business practices. Today, there is good scientific evidence
that can guide the application of resources and technology in a way that
that, an improved understanding of the factors that actually drive loyalty
customer retention, and thereby yield the best possible return on investment
(ROI).
In the early 1990’s, Fed Reichheld, a prominent management consultant and
thought leader in the area of loyalty effects, summarized it this way:
“Creating value for customers is the foundation of every successful
business system. Creating value for customers builds loyalty, and
loyalty in turn builds growth, profit and more value.”
Conventional wisdom
holds that there is a
direct correlation
between customer
satisfaction and
customer loyalty… It is
a perfectly reasonable
concept, except for the
fact that it isn’t
particularly true
Although it may seem like common sense, this principle has often been
misinterpreted or, at least, misapplied in service organizations. Nevertheless,
done correctly, the economic rewards of increasing retention by creating
incremental value for the consumer can be enormous. Across a wide array
of industries, a 5% improvement in customer retention has been consistently
shown
to
yield
25-100%
improvements
in
profits.2
This
is
because
improvements in retention touch on so many elements of the customer
relationship, resulting in either an increase in direct revenue for the service
provider, or a decrease in costs including the substantial cost of initial
customer acquisition.
The question that remains, however, is this:
What represents “value” to the consumer, particularly in the context of
service transactions?
3. TELEMATICS AND CONSUMER LOYALTY
PAGE 3
What Drives Loyalty and Retention?
“The simple truth is that
satisfaction surveys
alone don’t yield the
information that
companies need to
have about delivering
value to customers.”
Fred Reichheld et. al.
European Business Journal, 2000
Customer satisfaction (CSAT), as it is traditionally measured, has a significant
impact on the value of a brand in the eyes of the consumer. This, in turn, has
an impact on both initial and recurring purchases of new products.
However, what is equally clear is that CSAT is a poor predictor of loyalty and
customer retention in the context of service transactions.
In a recent paper entitled “Stop Trying to Delight Your Customers” published
in the Harvard Business Review, the authors examined data from actual
customer service interactions with 75,000 people across a wide range of
industries. Their somewhat counterintuitive, but robustly supported conclusion
was that there is:
“…little relationship between satisfaction and loyalty. Twenty
percent of the “satisfied” customers in [the] study said they
intended to leave the company in question; 28% of the
“dissatisfied” customers intended to stay.”
The two critical findings of this study, albeit previously suggested by
“…delighting customers
doesn’t build loyalty;
reducing their effort –
the work they must do
to get their problem
solved – does”
Reichheld and others, were that:
“First, delighting customers doesn’t build loyalty; reducing their
effort – the work they must do to get their problem solved – does.
Second, acting deliberately on this insight can help improve
customer service, reduce customer service costs and decrease
customer churn.”
This could be re-stated as the following basic design principle for service
transactions:
Consumer convenience is the basis for consumer loyalty.
The simplicity of this conclusion makes it possible to focus on the things that
are actually relevant in building customer loyalty. It also allows the creation
of simple tests to determine the value of new or incremental processes and
technology.
In practice, creating convenience for the consumer is often a matter of
simply
anticipating
needs
and
removing
obstacles.
Applying
these
guidelines to business processes and the systems that support those
processes is fairly straightforward. A good example is an activity familiar to
most of us: the process of having our vehicle serviced.
Loyalty (leading to long-term customer
retention), is positively correlated with the
ease of service interactions
4. PAGE 4
TELEMATICS AND CONSUMER LOYALTY
Vehicle Service – Make it Easy
The very nature of the vehicle ownership experience provides Dealers and
OEM’s with an excellent opportunity to build customer loyalty. Every single
interaction with the customer related to the maintenance of a vehicle can
build incremental loyalty if that service is provided efficiently and with a high
degree of convenience. In this context, “convenience” means arranging
and providing service in a way that is personalized and streamlined, with a
minimum of distraction for the customer. In other words, make it easy.
In many situations, the multiple steps and diversions demanded even by the
simple scheduling of a service appointment are a bane to consumers. These
“The immediate mission is
clear: Corporate leaders
must focus their service
organizations on mitigating
disloyalty by reducing
customer effort.”
Mathew Dixon et. al.
Harvard Business Review, 2010
elements are analogous to the friction in a machine, and any steps taken to
eliminate such friction are steps toward improved customer retention.
Designing systems that are optimized for “low friction” is simply a matter of
minimizing the number of diversions imposed on the customer. Some
examples include:
Reducing or eliminating “channel switching”. A transaction initiated
electronically (perhaps as an attempt to self-schedule a service
appointment), that subsequently requires the customer to switch to a
voice channel for confirmation is a good example of a system with
high friction. *
Minimizing the number of individual decisions and actions required to
accomplish a particular task. In electronic transactions, this can mean
minimizing the number of clicks necessary to complete a function.
Providing some flexibility and choice, but only in limited quantities. The
“dilemma
of
too
much
choice”
is
an
interesting
behavioral
phenomenon that can strongly color a customer’s perception of his or
her experience.
A strong focus on decreasing the friction in service processes is the key to
building solutions that successfully build consumer loyalty. It is then possible
to leverage the latest telematics and enterprise systems technology in the
most effective way and with a high ROI.
* One interesting result revealed by the Harvard study was related to the level of consumer
Prudent use of technology to
eliminate friction in vehicle service
acceptance for purely electronic or self-service interactions. Contrary to the generally
transactions can significantly improve
held belief that customers prefer live phone service to self-service, the data indicated
consumer loyalty and retention,
that customers are actually indifferent. Considering that the cost of self-service can be
providing a high ROI.
made to be dramatically lower than live service through the careful application of
technology, this provides a significant opportunity for higher profitability.
5. TELEMATICS AND CONSUMER LOYALTY
PAGE 5
Telematics in Every Car… Today
Every vehicle sold in North America today is equipped with a data port for
the purpose of connecting diagnostic scan tools to the car’s on-board
computers. The port itself is located inside the passenger compartment,
typically within 12 inches of the steering column, and in a position that is
generally invisible to the driver. In fact, the vast majority of drivers are
oblivious to the existence of the port since it is only accessed when a
technician is troubleshooting faults with the vehicle. The exposed
connector is known as an On Board Diagnostic (OBD) port and it provides
direct access to various high- and low-level protocols linking the complex
on-board network of computers.
The foundation for innovative and often unexpectedly useful business
The OBD port (shown here head-on at
applications are the standards that allow transparent operation of systems
approximately full scale), is located
on multiple platforms. To some degree, the OBD connection provides this
inside the passenger compartment,
capability by implementing a standardized communications protocol
typically within 12” of the steering
known as OBD-II. The protocol is purpose-built to expose vehicle status
column, and in a position that is
information that can facilitate troubleshooting of various faults. But the
generally invisible to the driver
intended scope of the protocol also limits its usefulness, and a wealth of
information maintained by the vehicle still lies buried beneath the OBD-II
surface. This is a critical fact that dramatically restricts the true usability of
on-board data for telematics applications: OBD-II does not provide
enough information for many highly automated (and therefore “lowfriction”) telematics applications.
Fortunately, the same OBD port also provides a more direct connection to
the entire network of computers distributed throughout the vehicle. Since
2008, all cars sold in North America have been required to implement a
standard signaling protocol, ISO 15765-4 which is a variant of the
“Controller Area Network” (CAN) bus protocol. Although originally
designed specifically for automotive applications, the CAN bus is now used
…the intended use of
the [OBD-II] protocol
also limits its usefulness,
and a wealth of
information maintained
by the vehicle still lies
buried beneath the
OBD-II surface
in various and diverse industrial automation applications.
Accessing the CAN bus layer makes it possible to read the data collected
by each discrete electronic module in the car. For example, although the
OBD protocol does not provide odometer information, using the CAN
protocol makes it possible to interrogate the embedded computer in the
instrument cluster and to retrieve that value. This single piece of critical
data can enable a whole host of applications, including such things as a
highly automated, “low-friction” service scheduling application. Or pay-asyou-go insurance, or the generation of targeted sales leads based on
actual usage patterns, or countless other solutions. The possibilities are
almost limitless, but only with technology that can access the full set of
information monitored by the vehicle.
6. PAGE 6
TELEMATICS AND CONSUMER LOYALTY
Designing Systems for Retention
The research shows that low-friction consumer experiences form the primary
basis for strong consumer loyalty in service-oriented scenarios. Technically, it
is feasible to support such experiences by automatically capturing,
transmitting and analyzing a wealth of accurate, real-time information
about the vehicle.
So, what sort of solution architecture can bring it all together? What design
can support a wide range of highly-automated applications working
together to streamline business processes with minimum friction?
The high-level outline of such an architecture is shown in the figure below,
along with typical points of interaction with the service providers and
consumers in the model. The principle actors in this scenario include:
The vehicle, empowered - through the use of telematics technology - to
essentially speak for itself;
The vehicle owner, as the target of the retention strategy;
The dealership, as the provider of services and the primary financial
beneficiary of a successful retention strategy;
The vehicle manufacturer, with a strong interest in the loyalty felt by
consumers not just towards the brand, but all aspects of their ownership
experience. In fact, incremental loyalty, however it is generated,
translates into improved sales and profits throughout the supply chain.
The principle actors in
this scenario include the
vehicle, empowered through the use of
telematics technologyto essentially speak for
itself
7. TELEMATICS AND CONSUMER LOYALTY
PAGE 7
Collect, Communicate, Connect
At the level of abstraction in the architectural diagram, there are really
only three critical parts in the design:
1
A “Retriever” device, capable of mining relevant OBD and CAN data
in real time and transmitting that data to an enterprise system in
support of one or more business processes. For example, the
transmission of the current odometer reading can trigger maintenance
notifications based on pre-determined thresholds. As an aside, this can
eliminate the need for traditional promotional mailings that are
distributed on the basis of wildly inaccurate projections of vehicle
usage. These materials are often discarded by the vehicle owner
because they are irrelevant at that particular point in time. At best,
such non-specific, non-personalized marketing tools represent a
neutral factor in building loyalty – at worst, they are considered a
Collect
nuisance and have a negative impact.
2
An “Enterprise Service Bus” (ESB), which acts as a universal translator
and router, brokering messages between various points in the system.
In general, the ESB is designed to accept inbound message traffic
through purpose-built adapters, apply business logic to augment
and/or re-assemble the incoming data, and send an appropriate
message stream to one or more application nodes requiring that
information. The power of the ESB approach lies in the singular and
relatively generic interface that can be exposed to any new
applications. With the addition of a simple adapter, those applications
can share functionality and information with one another to create
new and interesting business processes. This is the basic premise for a
Communicate
“mash-up”, a powerful way of leveraging existing technology
investments to produce incremental business value.* The ESB is an
elegant solution to the problem of reducing integration costs while
simultaneously enabling new business solutions, which is why it is widely
used in many Fortune 1000 companies with transactional and
information-centric infrastructures.
3
Robust, bi-directional support for communication with the vehicle
owner using his or her preferred channels, including all popular social
media channels. It is clear that the most friction-free method of
interacting with consumers is to use the medium that they themselves
use most often. With Facebook recently outpacing e-mail in terms of
worldwide message traffic, this is forcing a change in the way
companies do business. Fortunately, the technical challenges related
to this issue are well understood and easily overcome.
Using an architecture based on these three fundamental components, the
Connect
possibilities for assembling low-friction, customer-centric solutions are
almost limitless. And it is these systems that will ultimately drive customer
loyalty and retention in a tangible way.
* Over 5000 illustrative examples are listed at: www.programmableweb.com/mashups
8. PAGE 8
Key Conclusions
1.
Traditional measures of customer satisfaction are not good predictors of
customer retention in the context of service transactions.
2.
Low-effort consumer experiences are the basis for consumer loyalty, and
increased consumer loyalty yields significantly improved profits with a
disproportionately high ROI.
3.
New technology can help dealers and OEMs create a more streamlined
service experience for the end-consumer, and consistently retain those
consumers as a result.
4.
Ubiquitous vehicle features such as the OBD connection in every latemodel car already provide a common platform for machine-tomachine telematics applications that enable low-friction customer
experiences.
5.
It is important to embrace the communication channels preferred by
customers, including the newly dominant social media channels.
6.
Enterprise systems that incorporate accurate telematics-based data
sources, advanced ESB backbones and sophisticated customer
communication channels are uniquely positioned as practical solutions
that will build consumer loyalty and increase retention.
TELEMATICS AND CONSUMER LOYALTY
9. TELEMATICS AND CONSUMER LOYALTY
References
1. “Stop Trying to Delight Your Customers”
Mathew Dixon, Karen Freeman and Nicholas Toman
Harvard Business Review, July-August 2010
2. “The Loyalty Effect – The Relationship Between Loyalty and Profits”
Frederick F. Reichheld, Robert G Markey Jr. and Christopher Hopton
European Business Journal, 2000
3. “The Loyalty Effect – The Hidden Force Between Growth, Profits and Lasting Value”
Frederick F. Reichheld and Thomas Teal
Harvard Business School Press, 1996, 2001
Notes
PAGE 9