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Mobile And Social Integration's Role In Cem Solution

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March 2018
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Mobile and Social Integration : Its role in CEM solution

Agenda

What is CEM?

The changed customer ecosystem

Harness the Power of Social and Mobile

The age of Customer
Old Playbook
 

New Playbook
 




Customer is only an end point Focus is on efficient operations Protected market place Discrete generation of data and limited conversion to information




Customer is the starting point Focus is on smarter operations De-regulation opening up the market place Continuous data generation and dynamically conversion to information
Age of the customer

Age of information

Age of distribution

Connected PCs and supply chain mean those who control information flow dominate.

Empowered buyers demand a new level of customer obsession.

Global connections and transportation systems make distribution key.
Age of Manufacturing

Mass manufacturing makes industrial powerhouse successful.
Walmart, Toyota,UPS,CSX Ford,RCA,GE, Boeing,P&G Sony

Amazon.com,Google Intuite, MBNA

Contenders include Facebook,IBM,Best Buy, and Apple.

Source: Forrester, Competitive Strategy in the Age of the Customer, June 6,2011

Think Business = Think Customer
But our company still manages data in fragmented manner Every customer has multiple touch points with my company

Is my digital marketing apt for the customers? Am I getting enough information from all our channels

How do I win their absolute loyalty ??

The practice of designing and reacting to customer interactions to meet or exceed customer expectation to increase customer satisfaction, loyalty and advocacy.*

*Source: Gartner

Why CEM?

CEM
propels your customers from Satisfied to Advocate

A 2% increase in customer retention has the same effect as decreasing costs by 10%

Acquiring new customers can cost as much as five times more than satisfying and retaining current customers

Profitability

Depending on the industry, reducing your customer defection rate by 5% can increase your profitability by 25 to 125%

86% of customers are willing to pay more for a better customer experience

Perceived Value

Loyal

In the age of well informed customers companies have to now create and maintain a complete experience for the customers in order to maintain brand loyalty & advocacy.

Source : From the Book - Leading on the Edge of Chaos, Forrester Research, ATG, Oracle

Advocate

Satisfied

Agenda

What is CEM?

The changed customer ecosystem

Harness the Power of Social and Mobile

The Nexus of Forces: Social, Mobile, Cloud and Information…
…is building upon and transforming user behavior while creating new business opportunities

Social media boom…

Social
• • Facebook has more than 1 Billion unique users 110 Billion minutes spent on social sites (that is 1 out of every 4.5 minutes online)

The networked customer
56% 50% 16%
who use social media to interact with an organization say that they feel stronger connection are more likely to buy a product or service from a company that they can contact using social media

want to interact with organizations using social media

51%
trust online forum more than organization’s website

37%
use online forum to sort out problem with product or service

52%
Taking age into accountfor customer ages 16 to 24

Impact of social media on Customer Life Cycle
US consumers create over 500 billion online media impressions about products and services every year 1 17% of users have bought something based on a friend’s post about it using social media 3 50% of all Facebook users and 80% of Twitter users expect a response to a customer support inquiry in 24 hours or less 5

• Creates opportunity for easy discovery

Evaluate • Enables credible evaluations • Provides Inputs for new product/service

• Influences buying decision

Access/Use • Keeps customer engaged • Enables cocreation of new product/service

• Provides a preferred medium for support

Discover

Buy

Get Support

36% of US online adults are “Critics,” or users who contribute to ratings, reviews, blogs, and other social channels to voice their opinion 2

33% of users want to follow a brand on social media channels because they’re current customers 4

1 Forrester Research Inc., “Competitive Strategy in the Age of the Customer,” June 2011 2 Deloitte Consumer Products Group, “Global Social Media Adoption,” June 2012 3 Forrester Research Inc., “The Purchase Path of Online Buyers in 2012,” September 2012 4 2012 study conducted by Get Satisfaction 5 Oracle, “Consumer Views of Live Help Online,” 2012

Everyone is Mobile…

Mobile
• 1Billion+ smartphones out 5 Billion mobile phones in the world 2nd among the top 10 CIO technology priorities in 2013 1

•

1 Gartner, http://www.gartner.com/newsroom/id/2304615

Mobile Frenzy…
Mobile and tablets are increasingly become center of customer life cycle with many activities being performed on mobile device
69% 63%

Researched product features Compared product prices Purchased goods or services online Found store location

39% 23% 39% 24% 38% 19% 38% 34% 33%

Smart-phone users are better informed customers 16% use barcoding scanning apps to compare prices use online coupons to get the best prices say that they always know more about the product or issue than the customer service agent

80%

have still not been marketed to by their favorite site using mobile device

Opportunities galore

Found coupons or deals
Checked product availability Made shopping lists

22%
51% 57%

30% 19%

21% 21%

would be interested in receiving a time sensitive location based offer

would be interested in opting into brand loyalty club via mobile social sites like Facebook, twitter

Tablet

Smartphone

Customers are interested if brands reach them on mobile

Source: comScore MobiLens and TabLens, U.S., 3 Month Avg. Ending Dec-2012

Source : Avaya, http://www.avaya.com/usa/campaign/socialmedia-mobiletechnology/

Impact of Mobile on Customer Life Cycle
20% emails in a marketing campaign are opened on a mobile device 1

Aids brand discovery through mobile email, location based services, social media access

Discovery

Evaluation

Allows research on products
Buy

Influences buying decision
Access/Use

Use mobile for recurring activities like periodic payments, tracking usage etc.

Get Support

Mobile app and mobile sites provides an easy medium to do self-service

1 Forrester Research, Inc., The State of Retailing Online 2012: Mobile and Tablet Commerce, July 2012 2 http://www.clickfox.com/blog/mobile-apps-for-customer-service-and-engagement/ 3 http://enterprisecontent.nuance.com//mobile-advantage-infographic.jpg

Mobile & Social Media together make a lethal combination

62% MOBILE USERS use their device for SOCIAL NETWORK ACTIVITY

Social and Mobile adds complexity to Customer journey…
Access/ Use Get Support

Discover

Evaluate

Buy

Web Email Contact Center Store

Social and Mobile adds complexity to Customer journey…
Access/ Use Get Support

Discover

Evaluate

Buy

Web Email Contact Center Store Social Mobile

Strength of Mobile and Social across Customer Life Cycle
Social and mobile have varying strength of influence at the various stages of customer life cycle

Strength of social is strong across the life cycle except the buy stage

Discover

Evaluate

Buy

Access/ Use

Get Support

Strength of mobile is strong across the life cycle. Its weakest in the discover phase

Weak

Strong

B2B CEM

Higher Time and Higher Capital
A sale being made to a business is typically a major investment in terms of time and capital as opposed to a direct sale to a customer which is usually a rapid phenomenon with a very narrow window of opportunity

Social Media
Business buyers are people like you and me and are present on social media

Less no. of customers, Higher value per customer
The potential of damage in case of lower loyalty is much higher as the number of customers are small and churn can lead to significant reduction in revenue and hence, profit

Word of mouth
A disgruntled customer will talk about his experience. 84% B2B Buyers trust Word of Mouth (Forrester)

B2B Vs. B2C use of Social Media
B2C have established their presence in social marketing channels, B2B are rapidly gaining social traction
Improve customer engagement
Increase website traffic Increase content reach Increase sales revenue Increase lead quality Increase lead quantity Improve search engine ranking Reduce marketing costs Reduce customer support costs
3% 3% 8% 7% 18% 29% 18% 27% 34% 39% 33% 55% 43% 47%

37%

27%
26% 25%

B2C

B2B

Source: Ascend2, “Marketing Strategy Report: Social Media” in partnership with Research Underwriters, Mar ‘13

Social Media is important in B2B world
Business marketers are more than twice as likely to consider social media “very effective”

Very effective

13% 5%

Somewhat effective

40%

45%

Somewhat ineffective

24% 23%

Very ineffective

12% 11%

B2B

B2C

Source: Ascend2, “Marketing Strategy Report: Social Media” in partnership with Research Underwriters, Mar ‘13

Are organization prepared to face the challenge?

Unpreparedness: Percent of CMOs reporting under preparedness

CMOs priorities for managing the shift towards digital technologies

Source : IBM, The 2011 Global CMO Study, http://www-05.ibm.com/ch/presentations/cmo_study/pdf/CMO_Erkenntnisse_Susanne_Marty_IBM.pdf

Agenda

What is CEM?

The changed customer ecosystem

Harness the Power of Social and Mobile

CEM Imperatives
Foundational Capabilities Required
• A seamless, cross-channel Capability for increased Customer Experience • Better access and use of insights about consumer needs and preferences

Information

Exceptional Customer Experience

•
• •

A holistic view of the customer & an efficient platform for
managing the product and service portfolio Efficient business processes and infrastructure management Integrate the customer’s data & voice in real time into processes and employee activities for actionable Improvements

Social
Customer Needs Business Goals

Key IT Enablers
• • • Enterprise Mobility to enable "always-on" connection to clients, customers, and employees Structured analytics to provide real-time, deep customer insights Integration capabilities to process large, unstructured data from social media and other sources leveraging existing IT Assets. • BPM to enhance STP & CEP to gain real time actionable insights for a Customer

Mobile

Cloud

Connecting inside out and outside in views
Discover Evaluate Buy
Access/ Use Get Support

Customer Perspective

Customer Journey High

Customer Experience Low

Company Perspective

Disconnected
Process & Systems

Sub-optimal

Website

Mobile

Call Center

Store/Kiosk

Social Channels

Touch Points

3I’s for delivering delightful customer experience

You can deliver a delightful customer experience when you INTERACT with the customers, anytime, anywhere, and on any channel giving them real
time, contextual, and consistent INFORMATION. To achieve this,

INTEGRATION of the various enterprise business processes is the key.

Mobile

Mobile can change the model of engagement
Social and Mobile can connect customers to other customers and the organization. Customers can interact with organization at the moment of decision and need.

Customers

Partners

Business value can be extended by provisioning partners with tools in their daily workflow and context.

Business decision can be accelerated by putting data dashboards into executives’ hands
Employees

Mobile app can work as control interface and extend product value and differentiation
Smart Products

Better Customer Experience

Source: Forrester Research, Inc., Mobile Is The New Face of Engagement, February 2012

New demands in era of the customer…
Factor or competency Systems of record (PC era) Systems of engagement (mobile age) Billions of computers, smartphones, and tablets Solution broker Improve customer and employee interactions Apple, AT&T, Cordys, Deutsche Telekom, Google, and salesforce.com External, open Web, mobile app Internet Task-specific, atomized, REST Secure the device, access, application, and data Agile, weekly or quarterly updates Managed supplier ecosystem Self-service app store with social features

Devices
IT’s value-add to the business Technology investment priorities Key vendors Delivery architecture Middleware and associated APIs Security approach Development process Partnering strategy Application provisioning

Hundreds of millions of computers
Application developer and operator Automate back-office and front-office processes Microsoft, Oracle, and SAP Internal, proprietary client/server or browser Function-specific, modular, SOA Look down the perimeter Waterfall, yearly releases Not invented here IT-controlled software pushed to desktops

Source: Forrester Research, Inc., Mobile Is The New Face of Engagement, February 2012

Enterprise Mobile Landscape

Mobile Transformation
Extend existing business capabilities to mobile devices

Build

Integrate

Run

Manage

Secure

Transform the business by creating new opportunities

Differentiate the consumer experience

In Store Customer Experience

Items

Scan QR Code

Cart Processing Request

Exit

SHOPPING

D M Z

Security Gateway

Store

Enter the Store

Store

ESB Layer Application Layer

Reference Solution Architecture for Mobile
Security Layer Connector Layer
IBM Cast Iron IBM DataPower Appliances (XS40, XI50) IBM WBI Adapters IBM Worklight IBM Websphere Enterprise Service Bus

Business Process Layer
IBM Websphere Message Broker

Web API Management

Cloud Connector

Enterprise Apps Connector

IBM BPM

Transport Layer Security

Caching Layer
Data Flow IBM DataPower XC10 Orchestration Transformation

Message Layer Security - Secured Hashing - Authentication Header - Encapsulating Security Payload

IBM Extreme Scale

Routing

Enrichment

Elastic Caching

Protocol Mediation

Auditing

Enterprise Applications

Mobile Payments
SMS based Payment OTP QR Codes Payments

Mobile Payment Channels
Online Wallet Mobile Web Payment Credit cards Near Field Communication

Channel Effectiveness

• OTP based payments are fast and provide Two-factor authentication • QR codes facilitates easy communication but implementation for payments is limited due to technical limitations of the format used for payment • Online Wallets provide seamless integration with operator and credit card payments. • Mobile web payments provides high customer satisfaction and ease of use • NFC has complex ecosystem of standards and requires state-of-art mobile infrastructure.

Weak Cryptographic Algorithms

Repudiation

Impersonation

Security Issues
Mobile Malware/spyware Unauthorized access

Replay attacks

Identity Management Solution XML Threat Protection

Idempotence

MAC based Data Integrity

AAA

Mobile Banking Use Case - Application Features

Account Snapshots

Transaction Snapshots

Payment History

ATM & Banking Location

Account Activity Data

Bill Payments

Remote Cheque Deposit

Mobile Banking Use Case - Architecture

Consumer Layer

ESB Layer

Provider Layer

Providers
X509 Security Token Web Service Proxy
SOAP/HTTPS

SOAP/HTTPS

CRM

VPN Tunnel

IBM DataPower

Content Mgmt System

…

Tivoli Access Manager

Mobile Banking Use Case – Addressing QoS Aspects
• Site to Site Persistent VPN connection used between mFoundry and the bank’s extranet environment that will reach only Data Power • All communication happens using SSL • Binary Security Token passed along with the message from mFoundry to ensure message level security. TAM used here along with Data Power for the authorization • Two Factor Authentication Model used involving username/password based authentication followed by a challenge question • Data Power’s inbuilt XML processing capabilities & security featured used to create a scalable solution • Data Power configured in a clustered mode for high availability and failover

Security

Availability & Scalability

Transaction Logon Get Payee Approve Payment

Response Time (in secs) 1.699 1.349 3.719

How to mobilize existing apps ?
  



Import the WMB8 project into IBM Worklight Studio to view the list of functions the Mobile Application can perform Test the Mobile Application within IBM Worklight/using an Emulator(ex: Android Emulator) Deploy the Application to the Mobile Phone For reference IBM Worklight Adapter Mobile Service Pattern that comes with WMB 8’s in built pattern repository can be leveraged

Challenges with Implementing Mobile for CEM
Developing for multiple mobile platforms & delivering consistent user experiences
 Highly fragmented set of platforms, devices, channels, languages, and tools increases cost and complexity of development and testing and makes it difficult to deliver a consistent user experience  Choosing not to support one or more platforms reduces the reach of an application

Use IBM Worklight for App Development and Version Management

Delivering high quality apps that engage users and meet business objectives
 Poor quality can negatively impact brand image  Bad ratings and comments can cause other users to avoid trying a mobile app

Use IBM Worklight for App Development

Challenges with Implementing Mobile for CEM
Integrating with enterprise systems
 Recreating instead of leveraging existing business logic increases maintenance costs and risk of inconsistent behavior  Lack of ready back-end services slows front-end development and increases potential for last minute integration issues  Existing back end systems need to be able to handle increased load due to the introduction of Mobile as a new channel

Use IBM Cast Iron for integration with a multitude of systems

Implementing Mobile Application Security
 Mobile devices also host other applications and can potentially be affected by malware/viruses that can affect the systems within the enterprise  Sensitive data such as credentials may be stored locally on mobile device and this poses a risk in case the device is stolen/lost  Some applications also store data on the device to ensure offline availability. This introduces additional security concerns 38
| © 2013, Cognizant

Use IBM Data Power for enforcing XML Threat Protection and for securing access to enterprise systems

Challenges with Implementing Mobile for CEM
Testing Mobile Applications
 Testing functionality and performance in real business context - with all the integrated services, applications and data is time consuming and complex  The size of the device configuration matrix is vast and continues to expand thus making it a volatile landscape  More network considerations such as Multiple carriers , Variable throughput and latency, Disconnected use and Network switching need to be taken into consideration

Use IBM Work light to Test Mobile Applications

Social

Use social to improve all facets of your internal organization

Use insights from social analytics anticipate trends and new opportunities to provide value

Use social media insights to better understand customer sentiments about brand

Products

Marketing

Support

Sales

Use social media listening to solve customer support issues and anticipate and plan for issues that might have taken a long time to uncover

Use social media insights to reduce customer churn and determine the best intervention to drive trust and advocacy, driving more sales

Social Computing Framework

Listen
Social Listening

Analyze
Who, What, When, Where, How • Product Comparison • Sentiment Analysis • Unusual occurrence • SME identification • Content Analysis

Engage
Actionable insights after aligning with business • Relate analysis to business strategy & other business intelligence information • Respond to conversation or take appropriate action

Integrate
Integrate social with business strategy

Link enterprise data systems • Customer • Product • Net Promoter Score • Satisfaction numbers • Sales

Social integration impacting business
Social Monitoring & Engagement

Enterprise
SOCIAL NETWORK

Create Increasing Business Value

Feedback for Improvement

Business Process Management

Service Oriented Architecture

Shared Services Infrastructure
Order Mgmt Call Center Website ECommerce Partner Billing

…

Source: Oracle, Transforming Customer Experience The Convergence of Social, Mobile and Business Process Management, Jan 2013

Social BPM Use Case

1. Submit Claim
Submit Claim

2. Claim Check Claim Processing

8. Process Claim

6. Get additional information from Customer

4. Assign Task 7. Complete Task

Manual Process

3. Reprise Claim

5. Collaborate

Real time actions

• The ability to collect information about a customer’s activities • The analytics management capability • Ability to take real time decisions on social activity
45
| © 2013, Cognizant Source : IBM, Smarter Analytics: Driving Customer Interactions with the IBM Next Best Action Solution

Leveraging Cast Iron Web API for Social Business
• Allows enterprises to extend their services to support the community of developers for building new social, mobile and cloud applications • Helps users deliver, socialize and manage business APIs

Developer Community
Public Community Private Community

Create

Socialize

Manage

API Assembly

API Exposure

• RSS feeds to keep app developers posted with latest updates
• Hooks into popular social media sites like twitter and Facebook • Dashboard to monitor usage and statistics
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| © 2013, Cognizant

API Management

CAST IRON WEB API IBM DataPower …as Security Gateway
(OAuth)

Enterprise Apps

Cognizant Social Prism
…is Cognizant’s Social Media Monitoring and Intelligence platform
Business Enablers
Manage Risk Effectively Brand Monitoring Competitive Intelligence Create New Business Opportunities Sales & Marketing Digital Marketing Analytics Improve Operational Efficiencies Customer Service Enterprise Data Management

Strategic Data Value Drivers Inputs

LENS/FILTER

ALGORITHM/MODEL

INSIGHTS/ DASHBOARD

Competitor Information

R&D Information

Compliance Data

Social Data

Enterprise Data

Employee Data

Customer Feedback

Industry News

Establishing the Lens
An adaptable lens provides a unique view of the Social Media ecosystem
company

Abcd Life
aspects

Service

Coverage
domain lens

Claims

“Any of these” filter

Abcd Life|| Abcd life || abcd life|| Abcd || abcdlife || abcd Life || Abcdlife || AbcdLife || abcdLife data lens

weekly monthly half yearly

quarterly

yearly daily

source lens

spatial lens

Managing the algorithm
A configurable model makes it easy to adapt our solution to a specific business requirement
tricky cheap unvalued
Opinions

victim unacceptable
intolerably value unwilling

Reasons

because due to since as owing to

costly prevent

Model-driven approach makes the algorithm adaptable

Alico

good great awesome

Abcd Life
Life

Claims
Term Life

Universal Life

Topics
edelivery

bad
Sentiments

Whole Life

poor

worst

Service

Presenting the Insights A real-time dashboard provides a 360°view of the data with drill-down capability
Filtering data by sentiments

C-level execs, department heads

Filtering data by topics

Single dashboard view
Document-level view of the data

Marketing & Sales team, Analysts

Challenges with Implementing Social for CEM
Brand Management
 Maintaining perception generated by the consolidated customer experiences across entire customer lifecycle to boost the Brand experience is an challenge.

Use IBM Web Content Manager for managing branding

Customer Satisfaction
 Frequent service revisions/upgrades required to meet ever-changing demands from consumers/consumer trends  Faster time to market to ensure customer satisfaction is maintained  Service adaption to local cultural context is essential for global services.
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| © 2013, Cognizant

Use IBM Customer Experience Suite & collaboration Tools such as IBM Connections to ensure & enhance customer satisfaction

Customer Experience Management

Customer Needs
Consistent messaging

Business Goals
Leave

Discover
Re-engage

Improve brand value & perception

Connected interactions

Get Support

Evaluate

Increase profitability & customer base

Personalized journey

Customer Life Cycle
Buy

Competitive difference

Efficient service

Access/ Use

Reduce operational cost

Rewarding relationship

Repurchase, retention, advocacy

Thank You 

Mobile And Social Integration's Role In Cem Solution

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Mobile and Social Integration : Its role in CEM solution