1 | ©2013, Cognizant ©2013, Cognizant Mobile and Social Integration : Its role in CEM solution
Sep 14, 2014
1 | ©2013, Cognizant ©2013, Cognizant
Mobile and Social Integration : Its role in CEM solution
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The changed customer ecosystem
What is CEM?
Agenda
Harness the Power of Social and Mobile
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The age of Customer
Customer is only an end point Focus is on efficient operations Protected market place Discrete generation of data and limited
conversion to information
Old Playbook
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
New Playbook
Age of Manufacturing
Mass manufacturing makes industrial powerhouse successful.
Ford,RCA,GE, Boeing,P&G Sony
Age of distribution
Global connections and transportation systems make distribution key.
Walmart, Toyota,UPS,CSX
Age of information
Connected PCs and supply chain mean those who control information flow dominate.
Amazon.com,Google Intuite, MBNA
Age of the customer
Empowered buyers demand a new level of customer obsession.
Contenders include Facebook,IBM,Best
Buy, and Apple.
Source: Forrester, Competitive Strategy in the Age of the Customer, June 6,2011
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Think Business = Think Customer
Every customer has multiple touch points
with my company
Am I getting enough
information from all our channels
Is my digital marketing apt for the customers?
But our company still manages data
in fragmented manner
*Source: Gartner
The practice of designing and reacting to customer interactions to meet or exceed customer expectation to increase customer satisfaction, loyalty and advocacy.*
How do I win their absolute loyalty ??
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Why CEM?
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.
Depending on the
industry, reducing your customer defection rate by 5% can increase your profitability
by 25 to 125%
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
86% of customers are willing to pay more for a better
customer experience
Pro
fita
bili
ty
Sati
sfie
d
Loya
l
Ad
voca
te
Perceived Value
Source : From the Book - Leading on the Edge of Chaos, Forrester Research, ATG, Oracle
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The changed customer ecosystem
What is CEM?
Agenda
Harness the Power of Social and Mobile
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The Nexus of Forces: Social, Mobile, Cloud and Information…
Source: Gartner, The Nexus of Forces: Social, Mobile, Cloud and Information, June ’12
…is building upon and transforming user behavior while creating new business opportunities
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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)
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The networked customer
56% who use social media to interact with an organization say that they feel stronger connection
50% are more likely to buy a product or service from a company that they can contact using social media
16% want to interact with organizations using social media
51% trust online forum more
than organization’s website
use online forum to sort out problem with product or service
37% Taking age into account- for customer ages 16 to
24
52%
Source : Avaya, http://www.avaya.com/usa/campaign/socialmedia-mobiletechnology/
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Impact of social media on Customer Life Cycle
• Creates opportunity for easy discovery
Discover
• Enables credible evaluations
• Provides Inputs for new product/service
Evaluate • Influences
buying decision
Buy
• Keeps customer engaged
• Enables co-creation of new product/service
Access/Use • Provides a
preferred medium for support
Get Support
US consumers create over 500 billion online media impressions about products and services every year 1
36% of US online adults are “Critics,” or users who contribute to ratings, reviews, blogs, and other social channels to voice their opinion 2
17% of users have bought something based on a friend’s post about it using social media 3
33% of users want to follow a brand on social media channels because they’re current customers 4
50% of all Facebook users and 80% of Twitter users expect a response to a customer support inquiry in 24 hours or less 5
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
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Everyone is Mobile…
1 Gartner, http://www.gartner.com/newsroom/id/2304615
Mobile • 1Billion+ smartphones out 5 Billion mobile
phones in the world
• 2nd among the top 10 CIO technology priorities
in 2013 1
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Mobile Frenzy…
Mobile and tablets are increasingly become center of customer life cycle with many activities being performed on mobile device
Source: comScore MobiLens and TabLens, U.S., 3 Month Avg. Ending Dec-2012
39%
39%
38%
38%
33%
30%
21%
23%
24%
19%
34%
22%
19%
21%
Researched productfeatures
Compared product prices
Purchased goods orservices online
Found store location
Found coupons or deals
Checked productavailability
Made shopping lists
Tablet Smartphone
80%
have still not been marketed to by their
favorite site using mobile device
Opportunities galore
Source : Avaya, http://www.avaya.com/usa/campaign/socialmedia-mobiletechnology/
51%
would be interested in receiving a time
sensitive location based offer
57%
Customers are interested if brands reach them on mobile
would be interested in opting into brand
loyalty club via mobile social sites
like Facebook, twitter
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
Smart-phone users are better informed customers
16%
63%
69%
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Impact of Mobile on Customer Life Cycle
Discovery
Evaluation
Buy
Access/Use
Get Support
20% emails in a marketing campaign are opened on a mobile device 1
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
Aids brand discovery through mobile email, location based services, social media access
Allows research on products
Influences buying decision
Use mobile for recurring activities like periodic payments, tracking usage etc.
Mobile app and mobile sites provides an easy medium to do self-service
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Mobile & Social Media together make a lethal combination
62% MOBILE USERS use their device for SOCIAL NETWORK ACTIVITY
Source : Accenture, Mobile Web Watch 2012, http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Mobile-Web-Watch-Internet-Usage-Survey-2012.pdf
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Web
Contact Center
Store
Discover Evaluate Buy Access/
Use Get
Support
Social and Mobile adds complexity to Customer journey…
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Web
Contact Center
Store
Discover Evaluate Buy Access/
Use Get
Support
Social and Mobile adds complexity to Customer journey…
Social
Mobile
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Strength of Mobile and Social across Customer Life Cycle
Discover Evaluate Buy Access/
Use Get
Support
Strength of social is strong across the life cycle except the buy stage
Strength of mobile is strong across the life cycle. Its weakest in the discover phase
Strong Weak
Social and mobile have varying strength of influence at the various stages of customer life cycle
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B2B CEM
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
Higher Time and Higher Capital
Business buyers are people like you and me and are present on social
media
Social Media
A disgruntled customer will talk about his experience. 84% B2B Buyers trust
Word of Mouth (Forrester)
Word of mouth
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
Less no. of customers, Higher value per customer
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B2B Vs. B2C use of Social Media
55%
47%
27%
39%
18%
18%
26%
8%
3%
43%
37%
34%
33%
29%
27%
25%
7%
3%
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
B2C B2B
Source: Ascend2, “Marketing Strategy Report: Social Media” in partnership with Research Underwriters, Mar ‘13
B2C have established their presence in social marketing channels, B2B are rapidly gaining social traction
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Social Media is important in B2B world
13%
40%
24%
12%
5%
45%
23%
11%
Very effective
Somewhat effective
Somewhat ineffective
Very ineffective
B2B B2C
Business marketers are more than twice as likely to consider social media “very effective”
Source: Ascend2, “Marketing Strategy Report: Social Media” in partnership with Research Underwriters, Mar ‘13
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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
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The changed customer ecosystem
What is CEM?
Agenda
Harness the Power of Social and Mobile
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CEM Imperatives
Customer Needs
Business Goals
• 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
• A seamless, cross-channel Capability for increased Customer
Experience
• Better access and use of insights about consumer needs and
preferences
• 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
Foundational Capabilities Required
Key IT Enablers Ex
cep
tio
nal
Cu
sto
mer
Exp
erie
nce
Cloud
Mobile
Social
Information
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Connecting inside out and outside in views
Discover Evaluate Buy Access/
Use Get
Support
Cu
sto
mer
Per
spec
tive
C
om
pan
y Pe
rsp
ecti
ve
Customer Experience
Low
High
Process & Systems
Disconnected Sub-optimal
Website Mobile Email Call Center Store/Kiosk Social Channels
Touch Points
Customer Journey
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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.
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Mobile
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Mobile can change the model of engagement
Customers
Partners
Employees
Smart Products
Social and Mobile can connect customers to other customers and the organization. Customers can interact with organization at the moment of decision and need.
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
Mobile app can work as control interface and extend product value and differentiation
Better Customer Experience
Source: Forrester Research, Inc., Mobile Is The New Face of Engagement, February 2012
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New demands in era of the customer…
Factor or competency Systems of record
(PC era) Systems of engagement
(mobile age)
Devices Hundreds of millions of computers Billions of computers, smartphones, and tablets
IT’s value-add to the business
Application developer and operator Solution broker
Technology investment priorities
Automate back-office and front-office processes
Improve customer and employee interactions
Key vendors Microsoft, Oracle, and SAP Apple, AT&T, Cordys, Deutsche Telekom, Google, and salesforce.com
Delivery architecture Internal, proprietary client/server or browser
External, open Web, mobile app Internet
Middleware and associated APIs
Function-specific, modular, SOA Task-specific, atomized, REST
Security approach Look down the perimeter Secure the device, access, application, and data
Development process Waterfall, yearly releases Agile, weekly or quarterly updates
Partnering strategy Not invented here Managed supplier ecosystem
Application provisioning IT-controlled software pushed to desktops Self-service app store with social features
Source: Forrester Research, Inc., Mobile Is The New Face of Engagement, February 2012
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Enterprise Mobile Landscape
Mobile Transformation
Extend existing business capabilities to mobile devices Transform the business by creating new opportunities Differentiate the consumer experience
Build Integrate Run Manage Secure
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SHO
PP
ING
Store Enter the Store
Exit
Store
Items Scan QR
Code
In Store Customer Experience
Cart Processing Request
Security Gateway
ESB Layer
Application Layer
DMZ
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Reference Solution Architecture for Mobile
Security Layer
Transport Layer Security
Message Layer Security
- Secured Hashing - Authentication
Header - Encapsulating
Security Payload
Business Process Layer
IBM DataPower Appliances (XS40, XI50)
IBM Websphere Message Broker
IBM Websphere Enterprise Service Bus
IBM BPM
Orchestration Transformation
Protocol Mediation
Routing Enrichment
Caching Layer
Connector Layer
IBM DataPower XC10
IBM Extreme Scale
Elastic Caching
IBM Cast Iron
IBM WBI Adapters
Cloud Connector
Enterprise Apps Connector
IBM Worklight
Auditing
Ente
rpri
se A
pp
licat
ion
s
Data Flow
Web API Management
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Online Wallet
SMS based Payment OTP
Mobile Web Payment Credit cards
QR Codes Payments
Near Field Communication
Mobile Payment Channels
Channel Effectiveness
Security Issues
• 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.
Solution
Weak Cryptographic Algorithms
Unauthorized access Replay attacks
Impersonation Repudiation
Mobile Malware/spyware
Identity Management Idempotence MAC based Data Integrity
XML Threat Protection AAA
Mobile Payments
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Account Snapshots
Transaction Snapshots
Payment History
ATM & Banking Location
Account Activity Data
Bill Payments
Remote Cheque Deposit
Mobile Banking Use Case - Application Features
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Mobile Banking Use Case - Architecture
Web Service Proxy
Tivoli Access Manager
VPN Tunnel
X509 Security Token
Providers
CRM
Content Mgmt System
SOAP/HTTPS
Consumer Layer ESB Layer Provider Layer
IBM DataPower
SOAP/HTTPS
…
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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
Security
• 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
Availability & Scalability
Transaction Response Time (in secs)
Logon 1.699
Get Payee 1.349
Approve Payment 3.719
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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
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Challenges with Implementing Mobile for CEM
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
Developing for multiple mobile platforms & delivering consistent user experiences
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
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Challenges with Implementing Mobile for CEM
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
Integrating with enterprise systems
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
Use IBM Data Power for enforcing XML Threat Protection and for securing access to enterprise systems
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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
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Social
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Use social to improve all facets of your internal organization
Marketing
Sales
Products
Support
Use social media insights to reduce customer churn and determine the best intervention to drive trust and advocacy, driving more sales
Use insights from social analytics anticipate trends and new opportunities to provide value
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 better understand customer sentiments about brand
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Social Computing Framework
Listen Analyze Engage Integrate
• Relate analysis to business strategy & other business intelligence information
• Respond to conversation or take appropriate action
Link enterprise data systems • Customer • Product • Net Promoter
Score • Satisfaction
numbers • Sales
• Product Comparison
• Sentiment Analysis
• Unusual occurrence
• SME identification
• Content Analysis
Social Listening Who, What, When, Where, How
Actionable insights after aligning with
business
Integrate social with business strategy
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Social integration impacting business
Shared Services Infrastructure
Service Oriented Architecture
Business Process Management
Order Mgmt
Call Center
Website ECommerce Partner Billing …
Feedb
ack for Im
pro
vemen
t
SOCIAL NETWORK
Enterprise
Social Monitoring & Engagement
Cre
ate
Incr
easi
ng
Bu
sin
ess
Val
ue
Source: Oracle, Transforming Customer Experience The Convergence of Social, Mobile and Business Process Management, Jan 2013
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Social BPM Use Case
Submit Claim
Claim Processing
2. Claim Check 8. Process
Claim
3. Reprise Claim
5. Collaborate
7. Complete Task
4. Assign Task
1. Submit Claim
Manual Process
6. Get additional
information from
Customer
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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
Source : IBM, Smarter Analytics: Driving Customer Interactions with the IBM Next Best Action Solution
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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
• 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
IBM DataPower …as Security Gateway (OAuth)
Create
Socialize Manage
API Assembly API Management
API Exposure
Developer Community
CAST IRON WEB API
Public Community
Private Community
Enterprise Apps
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Cognizant Social Prism Str
ate
gic
Data
In
puts
Manage Risk Effectively Improve Operational
Efficiencies Create New Business
Opportunities
Brand Monitoring
Competitive Intelligence
Sales & Marketing
Digital Marketing Analytics
Customer Service
Enterprise Data Management
Ente
rpri
se
Dat
a
Soci
al D
ata
Ind
ust
ry
New
s
Co
mp
etit
or
Info
rmat
ion
Co
mp
lian
ce
Dat
a
R&
D
Info
rmat
ion
Cu
sto
mer
Fe
edb
ack
Emp
loye
e D
ata
Valu
e D
rivers
Busin
ess
Enable
rs
LENS/FILTER ALGORITHM/MODEL INSIGHTS/ DASHBOARD
…is Cognizant’s Social Media Monitoring and Intelligence platform
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An adaptable lens provides a unique view of the Social Media ecosystem
domain lens
source lens
data lens
temporal lens
company
aspects
monthly
quarterly
weekly
yearly
daily
half yearly
spatial lens
Abcd Life|| Abcd life || abcd life|| Abcd || abcdlife || abcd Life || Abcdlife || AbcdLife || abcdLife
“Any of these” filter
Establishing the Lens
Abcd Life
Service Coverage Claims
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Managing the algorithm
A configurable model makes it easy to adapt our solution to a specific business requirement
Opinions Reasons
Topics
Sentiments
Model-driven approach makes the algorithm
adaptable
Abcd Life
Alico
Life Universal Life
Coverage
Claims
Service
Whole Life
edelivery
Term Life
because
due to
since
as
owing to
bad
poor worst
good
great
awesome
tricky
unacceptable
intolerably
unvalued
victim
costly
prevent
value
unwilling
cheap
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Presenting the Insights
A real-time dashboard provides a 360°view of the data with drill-down capability
Single dashboard view
Filte
ring d
ata
by
topic
s
Filte
ring d
ata
by
sentim
ents
D
ocum
ent-le
vel
vie
w o
f the d
ata
Marketing & Sales team, Analysts
C-level execs, department heads
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Challenges with Implementing Social for CEM
Maintaining perception generated by the consolidated customer experiences across entire customer lifecycle to boost the Brand experience is an challenge.
Brand Management
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.
Use IBM Customer Experience Suite & collaboration Tools such as IBM Connections to ensure & enhance customer satisfaction
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Customer Experience Management
Discover
Evaluate
Buy Access/
Use
Get Support
Business Goals
Improve brand value & perception
Increase profitability & customer base
Competitive difference
Reduce operational cost
Repurchase, retention, advocacy
Customer Needs
Consistent messaging
Connected interactions
Personalized journey
Efficient service
Rewarding relationship
Re-engage
Leave
Customer Life Cycle
Thank You