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How to Be Relevant to Digital Shoppers in Retail and Consumer Goods - All Channel Experience
Citation preview
All-Channel
Experience
Being Relevant to Digital Shoppers
in Retail and Consumer Goods
DREAMFORCE 2012
2 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Agenda
Digital Shopper Relevancy Profiting from the All-Channel Experience
Capgemini Client Example: Cycle 30
A Telco provider going eRetail
Social Media Engagement
“Acquire to Inspire”
How to be Relevant ?
The Myth of All Channels
Kees Jacobs, Capgemini
Brian Girouard, Capgemini
Rohit Kapoor, Capgemini
Wendy Gonzalez, Cycle 30
Kees Jacobs, Capgemini
Brian Girouard, Capgemini
Digital Shopper Relevancy Profiting from the All-Channel Experience
4 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Digital Shoppers* Weave In and Out of Multiple Channels
During the “All-Channel Shopping Journey”
(*) shoppers who use one or more digital channels in one or more phases of their journey
Shoppers are no longer loyal to an individual channel but rather to an experience across all channels
5 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
16,000 Consumers
9 Countries
2,000 Consumers
4 Countries
16,000 Consumers
16 Countries
10 Years + 34,000 Consumers + 18 Countries =
Countless Insights Into Shopping Behavior
Consumer Relevancy 2002 Future Consumer 2007 Digital Shopper Relevancy
6 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Digital Shopper Relevancy
16,000 Consumers in 16 Countries
Canada
USA
Mexico
Brazil
Sweden Finland
China
India
Australia
Russia Germany France
Italy
UK
Spain
Turkey
The Objective: To understand how a range of channels and devices are used and valued by shoppers
during the All-Channel Shopping Journey
7 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Looking at the Different Dimensions of Digital Shopping Behavior
Digital
Channels
Shopping
Journey
Phase
Market
Maturity
Shopper
Demographics
Attitudes &
Expectations
6 distinct segments
of digital shoppers
with specific behavior
and preferences
in their digital
shopping journeys
Product
Category
8 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Segment 1: Techno-Shy Shoppers
Techno-Shy Shoppers Passive attitude to technology
Digital channels not important
Only little recent online shopping
Prefer personal contact
Bought online during last six months
1
9 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Segment 2: Value Seekers
Value Seekers Price-Sensitive,
Looking for best deals
Fashion & Personal Healthcare
More women than men
2
Bought online during last six months
10 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Segment 3: Occasional Online Shoppers
Bought online during last six months
Occasional Online
Shoppers Fewer online transactions
Use digital for choosing & tracking
Better educated, majority > 45 yrs
3
11 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Segment 4: Rational Online Shoppers
Bought online during last six months
Rational Online Shoppers 2nd most active segment
Know what they want
Fashion & Electronics
Less interested in social & mobile
4
12 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Segment 5: Digital Shopaholics
Digital Shopaholics Highest rate of online purchases
Heavy use of digital thru Journey
Social, share opinions
Expect fully integrated experience
Men, working full time, educated
Bought online during last six months
5
13 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Segment 6: Social Digital Shoppers
Social Digital Shoppers Frequently shop online, but
purchase < avg in most categories
Social media, smartphones,
identification are important
Young & from developing markets
6
Bought online during last six months
14 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Developing Countries Have a High-Degree of Digital-Savvy
Shoppers
Dominant in developing
markets
Smallest segment, but
relatively big in Spain, France &
Germany
43% are “Digital Savvy”
Value
15 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
The Internet Remains the Most Important Enabler of the
All-Channel Shopping Journey
Source: Capgemini
Ranked on a scale of 1 to 5 where 1 = not at all important and 5 = extremely important
Separating hype from reality is critical for social media and smartphone apps
2.79
2.87
3.02
3.32
3.57
3.90
1 2 3 4 5
Phone (via call center)
Smartphones (specific apps)
Social media
In-store technology (such as kiosks)
E-mail (such as newsletters, offers)
Internet sites
16 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Women are More Engaged Than Men When Using Digital
Channels. They are More Interested In:
Source: Capgemini, Digital Shopper Relevancy, 2012
Receiving personalized offers and recommendations; this is the case
across all countries
Receiving inspirational content through digital channels (such as “how-
to” videos)
Finding out about new products in blogs, receiving messages and offers
from retailers based on location, and in participating in online
communities provided by retailers.
Using digital devices inside the physical store to order products that are
not available in the store.
Comparing different products before making the final purchasing decision
and being offered visual aids to help them choose the most suitable
product.
17 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
1,0 2,0 3,0 4,0 5,0
The Techno-Shy
The Rational Online Shopper
The Occasional Online Shopper
The Convenience-Seeker
The Digital Shop-a-Holic
The Social Digital Shopper
Digital Channels Likely Increase the Amount Spent In Stores for
50%+ of Digital Shoppers
Over half of consumers are likely to spend more money in physical store, if they have used
digital channels to research products beforehand.
I am likely to spend more at the physical store if I have used digital
channels to research products before going to the store
1,0 2,0 3,0 4,0 5,0
The Techno-Shy
The Rational Online Shopper
The Occasional Online Shopper
The Convenience-Seeker
The Digital Shop-a-Holic
The Social Digital Shopper
I am likely to spend more with a retailer if their services are available at
any time via any channel
1=strongly disagree, 5= strongly agree
Source: Capgemini, Digital Shopper Relevancy, 2012
The Value Seeker
The Digital Shopaholic The Digital Shopaholic
The Value Seeker
18 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Most Digital Shoppers Expect Major Changes in All-Channel
Experience In Future
Source: Capgemini, Digital Shopper Relevancy, 2012
Half of all consumers expect that by 2020
most physical retail stores will just be
showrooms to select and order product
Roughly 30-40 % of the traditional segments
are more doubtful about the pace of digital
development of shopping experience
Roughly 80 % of Social Digital Shoppers and
Digital Shopaholics expect to see fully
transformed role of physical stores by 2020
56% of global consumers expect seamless
integration of multichannel shopping
experience by 2014
I expect that by 2020 most physical retail stores will just be showrooms to select and
order product, and the delivery will be done separately at my convenience
I expect my favorite retailers to provide seamless integration of their online, physical
and mobile shopping experience by 2014
0% 20% 40% 60% 80% 100%
The Techno-Shy"
"The Rational Online Shopper"
"The Occasional Online Shopper"
"The Convenience-Seeker"
The Digital Shop-a-Holic"
"The Social Digital Shopper"
Positive indication Neutral indication Negative indication
0% 20% 40% 60% 80% 100%
The Techno-Shy"
"The Rational Online Shopper"
"The Occasional Online Shopper"
"The Convenience-Seeker"
The Digital Shop-a-Holic"
"The Social Digital Shopper"
Positive indication Neutral indication Negative indication
“The Value Seeker”
“The Digital Shopaholic”
“The Value Seeker”
“The Digital Shopaholic”
19 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Digital Shopper Relevancy in Action
via the Salesforce.com Platform
20 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Capgemini invites you to view any of our 3 demos
Loyalty
Management
Social
Clientelling All-Channel
Experience
Booth 601
Capgemini Client Example: Cycle 30
A Telco provider going eRetail
Salesforce.com Confidential
• Cycle30 to provide a “next generation”
platform in support of GCI‟s iPhone
offering (with online expansion into both
urban and rural Alaska).
• GCI required an online ordering system
to enable its wireless customers order
Phones, Accessories & Plans quickly.
• GCI required the capability of
understanding website visitor navigation
& behaviour.
• Cycle30 identified Force.com as
the platform for the online ordering
site.
• The online solution as well as the
backend master data
management applications are built
using Force.com Platform, &
Force.com Sites.
• Integrated with a Payment
Gateway, Credit Check vendor and
Billing system.
• Deemed secure by an external
Security Auditing Agency.
• Quick go to market – the Online Ordering Site went
live in 4 months.
• Ability to scale without investments in additional
Hardware or Software.
• Expanding consumer base by reaching out to remote
customers who did not have access to GCI retail
stores.
• True channel ordering experience via Web channel
consistent with Call Center & Store
• A site and services that cater to a wide variety of
digital shopper segments
• Improving CSR efficiency by enabling them to focus
on order fulfillment rather than order capture.
CHALLENGE SOLUTION VALUE
OVERVIEW
• Cycle30 : provider of “Order-to-Cash” capabilities for telco
companies
• Capgemini engaged as Systems Integrator for its new Force.com-
based platform.
• Initial roll-out at GCI (Alaska-based Telecommunication company)
GCI's Online Ordering Site is a one of its kind Telecom eCommerce site built on Force.com platform. It is aligned to Cycle30's strategic direction of offering Cloud based Telecom solutions to its clients.
Cycle30’s Online Ordering Project
Key Features
• Intuitive, step-by-step process for ease of ordering. • Styling aligned to GCI’s corporate style guidelines. • Information rendered dynamically based on selected handset. • Dynamic Plan rules to included gratis plans and features. • Ability to change selection at any point of ordering process.
Dynamic Plan & Feature Selector
Key Features
• Simplified checkout process, with ability to navigate back, giving more control to the consumer.
• Ability of Porting In numbers from other carriers. • Frontend validations to assist correct information entry. • Backend validations & rules for adhering to key business processes.
Checkout Process
Key Features
• Administration Module with ability of real time update to Online Site (Price, Availability, etc.)
• Ability to schedule device, accessory, plan & feature visibility on online site. • Access from within GCI’s corporate network. • Can store device & accessory images • Audit history for capturing any change to the master records
Master Data Administration
Note: Records for representative purpose only. Non production data.
Solution Overview
Force.com Platform (Bespoke eCommerce Business
Process Logic)
Consumer
GCI Website Force.com Sites based
e-Commerce Website
Order
Confirmation
Payment Gateway
Business Users
(Customer Support Reps)
Order & Lead
Management &
Custom Reports
Campaign
Monitor
Kenan Billing System
MULE ESB Credit Check
Gateway
Social Media Engagement
“Acquire to Inspire”
28 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Social Media Monitoring: GCI
“I really need to call GCI
and get cable soon. Cuz
going to buffalo wild wings
every Sunday is gonna get
expensive.”
“$#&3w GCI I want to
switch to direct tv”
5,688 posts about GCI
were monitored from
August 11th to September
11th
“(…)Well time to ditch
ACS and sign up for new
company now, So long
ACS, GCI i'm on my way.”
“No local phone at home
for 3 days now. Thanks
GCI!!!”
29 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Retail Gift Cards Example
Objective
• Are there any conversations about our products in Social
Media?
• What are these conversations about?
• Who are the people talking about us?
• What can we do to address them?
30 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Twitter,
Facebook,
Blogs,
YouTube,
etc.
Filter out
the Noise
Respond
to
Customer
Scenario-
based
Priorities and
Response
Selection
Client SME
1
2 4 5
1. Collect Data/Conversations
2. Filter out Noise
3. Identify types of conversation
4. Build scenario based response model
5. Implement model
6. Continuous improvement cycle for responses with SMEs.
Social Media Respond
High Level Process
Identify and
Classify
Conversations
– Map to
Decision Tree
3
6
31 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Capture - Data and Noise Overload
Introducing new Elements to the Mixture of Customer Communication
Capture Conversations across all platforms and sites
"I had purchased a gift
card and the recipient
never received it"
"The kids tried to use their
cards and had them
rejected"
“Unfortunately none of the
cards that I shipped
arrived on time.”
“Just the best service at
Card Q”
“The X card customer
service is so rude"
“Card Y doesn't provide
shipping info online so
there's no way to track it."
D
“It was an issue of Q, of
the cartridge”
1
Do we Z card &
electricity! This is what
we deal with every day
Ore. Wind farms seek
end to shutdowns, the
wind companies want to
Z card.
32 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Capture & Filter out the Noise
Never buy a visa giftcard from X they steal 6 dollars off
your balance a month what a joke #unethical #stealing
why cant X be used for legal online gambling? smh.
misleading, it does say it can be used online!
0
2
4
6
8
10
12
14
16
15-m
ei
17-m
ei
19-m
ei
21-m
ei
23-m
ei
25-m
ei
27-m
ei
29-m
ei
31-m
ei
02-j
un
04-j
un
06-j
un
08-j
un
10-j
un
12-j
un
14-j
un
Ore. wind farms seek end to springtime shutdowns: The
wind companies want Bonneville to X power generators
out... http://bit.ly/kJmleW
Do we X power and electricity? ~Sarah Hitchcock This is
what I deal with daily!
Num
be
r of p
osts
00
0s
With a “tools only” approach, volume averaged at 284 daily posts, but
after our filtration process the average came down to 24 per day of
highly relevant conversations.
Brand X
Card Brand X
Card
2
33 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Decision Tree
Who is posting?
Posts
What is their sentiment?
Current Customers
Positive Negative
No
Engagement
Required
Products Customer
Service
Neutral
Products Customer
Service Products
Customer
Service
SM Agent Engages Process Flow
57 Types of conversations
5 Levels of Decision Tree
9 Types classified as Severity One
3
34 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Convert Data Overload to Actionable Insights
"I had purchased a gift
card and the recipient
never received it"
"The kids tried to use their
cards and had them
rejected"
“Unfortunately none of the
cards that I shipped
arrived on time.”
“
“Just the best service at
card Q”
“The X card customer
service is so rude"
“Card Y doesn't provide
shipping info online so
there's no way to track it."
Ore. wind farms seek end
to springtime shutdowns:
The wind companies want
Bonneville to Z card
Do we Z card and
electricity? ~Sarah
Hitchcock This is what I
deal with daily!
“It was an issue of Q, of
the cartridge”
Negative
Products Customer
Service
Acquired Product
"I had purchased a gift
card and the recipient
never received it"
Product Use
"The kids tried to use
their cards and had
them rejected"
Delivery
“Unfortunately none of
the cards that I shipped
arrived on time.”
Provided Solution
"I have faxed a
complaint and they
never responded"
Quality of Service
"Their customer service
is so rude"
Channel
Orientation
“Card Y doesn't provide
shipping info online so
there's no way to track
it."
Positive
Customer
Service
Provided Solution
“Thanks, that fix worked,
glad to refill my card"
Quality of Service
“Just the best service at
card Q”
4
5
35 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Typical Radian6 Enabled Process
Filter the Posts
Map to Scenario
based Model
Apply
Decision Tree
36 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Compelling Outcomes
• 100% engagement of all product related and customer service related issues.
• Average response time improved from 43hrs to 4.5 hrs.
• Due to the engagement volume is growing at a rapid 22% month over month.
• 15%-20% of these conversations were negative in nature, with a potential to
significantly impact the brand. Post engagement it has dropped to less than 5%.
• 70% of the conversations revolve around Product transaction issues – Insights
leading to process improvements for transactions.
• Identified key influencers in unknown or new market segments that could generate
new revenue streams.
Capgemini provides excellent customer service on social media to our consumers who purchase gift cards. The listening and monitoring services have helped us understand our customers better and address their needs. Sr. Director of Customer Service
37 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
How to be Relevant?
The Myth of All Channels
38 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Digital Shopper Relevancy Requires Thorough Understanding of
Customer Needs and Perceptions Across 5 Key Attributes
Access Experience Price Product Service
• Friendly and clean
store • Easy to reach stores
• Easy to navigate
stores • Compelling
promotions
• Customer Service
• Freshness/ Quality
• Maximum opening
hours
• Loyalty program • Availability
(no stock-outs)
• No damaged goods
in store
• Inspirational
Atmosphere
• Complaints Handling
• Return policy
• Wide and deep
assortment
• competitive pricing
Traditional
Relevancy
Criteria for
Physical Channels
“Better Stuff,
Better Life”
“Making it
Easy for You”
“Lowering Your
costs “
“It is All About Your
Experience”
“Whatever it Takes
For You”
• Dynamic Pricing
• Mobile instore
Shopping support
• Advanced /visualised
product information
and (usage) advice
• Product Comparisons
• eCommerce (mobile,
social, web)
• Flexible delivery-
options ( home, store-
pick-up etc) • Personalised Pricing
Additional
Relevancy
Criteria for
Digital Channels
• Personalised offers
• Technology-enabled
staff -support instore
• Interactive service via
digital channels (eg
click-to-chat, social
media)
• Wider and deeper
assortment
• Solution Pricing
• Inspirational
Content
• Community
engegements
(„share
experiences‟)
• Social Shopping
• Location-based
pricing
• Price Comparisons
39 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
How Can You Be Most Relevant to Digital Shoppers?
Successful companies dominate on one attribute, differentiate on a second and compete
at parity on the remaining three
4
3 3
5
3
Access Experience Price Product Service
2. Differentiate on a compatible
value attribute
3. Maintain parity on others
1. Dominate on one value attribute
Illustrative
40 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Understand how Digital Shopper Behavior/Preferences Relate
to Your Positioning and Digital Performance
Distribution in country / market
Demographics
Channel Behaviour & Preferences
Understand different shopper attributes
Consumer Relevancy Attributes
Price
Product
Service
Experience
Ease of Access
Identify most relevant
shopper segments
Digital Shopper Relevancy Consumer Segments
The Value-Seeker
The Occasional
Online Shopper
The Rational
Online Shopper
The Digital
Shop-a-Holic
The Social Digital
Shopper
The Techno-Shy
1
2
3
4
5
6
Key segment
Key segment
Secondary segment
Understand your current position and
digital performance
Your current positioning & objectives
• Move clients to the store.
• Convey the proximity concept.
• Develop private label brand image.
• Develop image of Fresh Products.
• Help clients to obtain savings.
• Ease the buying process.
• Enable new ways to redeem coupons.
• Get closer to the to consumer habits.
• Develop global brand image.
Strategic objectivesConsumer
relevancy attributes
Ease of Access
Price
Product
Service
Experience
Your current digital performance
Above average / Best in class
On average
Below average
Average = Best in class level
Awareness Choose Transact Deliver After Sales
Online Social
Networking
Catalogue
Online/ Mobile
Product Search
Online
comparison
Management
Mobile Phone
Marketing
Direct
Promotion
Online R2C
Advice
Online C2C
Advice
Online
Availability
Indicator
Mobile
Commerce
Contact Centre
In-store Digital
Display
Online Size
Guides
Online Product
Visual
Store Cross-
Selling
Loyalty Card
Gift Card
Contact Centre
Transact
Kiosk Transact
Mobile Transact
In-store Device
Transact
Social Network
Transact
Next Day
Delivery
Time Slot
Delivery
Click n Collect
in store
Delivery
Tracking
Service at
Delivery
Delivery
Location Flex
Returns
M–C Query/
Complaints
Enablers Level of Development
Customer Journey
Global1
1) Global: Global standard level of development
Global Global Global Global
Illustrative
Social
Media
41 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Superior execution starts with putting the consumer in the center
and building capabilities to deliver an All-Channel Experience
Put the Consumer at the center Relevant Personal Engaging Truly all-channel
Define and Build the required Capabilities
Consumer Interaction Consumer Management Commerce Management Operations Management
Integrated & Flexible IT Services Platform
“powered by Saleforce.com”
Phased and controlled approach
Grow the All-Channel Experience
Accelerate revenue De-risk the new business
A future proofed platform Enhanced customer experience
Single View of Data
Demand Driven Business Operations
Awareness Choose Transact Deliver After Sales Care
Web
Social
Mobile
Instore
Etc…
All-Channel Experience Management
All-Channel
DigitalContentManagement
All-Channel
CustomerManagement
All-Channel
CommerceManagement
All-Channel
Distribution &OperationsManagement
All-Channel
CustomerServiceManagement
All-Channel
Sales & PerformanceManagement
2011 – H1 2011 – H2 2012 – H1 2012 – H2
Mo
bile
Pre
se
nce
Strategic Foundations Web Presence Social Network Presence
Future State
Current State
Mobile AppFactory
MED MED MED
Mobile WebFactory
MobileTicketing
HIGH HIGH HIGH
MDM
LOW MED LOW
Location Based Services
MED MED MED
AugmentedReality Game
MED MED MED
MobileCoupons
HIGH HIGH HIGH
MobileCompensation
HIGH HIGH HIGH
Google EarthEnterprise
LOWLOW MED
WidgetFactory
LOW LOW LOW
ProfilingEnhancements
MED LOWMED
Service Integration
ServiceManagement
Identity & Access Mgmt
BusinessProcess Mgmt
Strategy, ToolsIntegration
LOW LOW LOW
FacebookGame
MED MED MED
FacebookTicketing
LOW LOW MED
Bid-BasedCapacity Mgmt
HIGH HIGH MED
GroupReusable Portal
MED MED MED
Target ModelEnabler
MED MED MED
Diff Cost Time
Social Customer Profile
Social Enterprise
for Retail
Public Social Network
Employee Social Network
Customer Social Network
Listen & Engage
ConsumerMobileApps
Collaborate
Customer Service
SocialShoppping
StoreOperations
Marketing & Loyalty
Supply Chain/Financials
Social
Clienteling
42 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Conclusion and Q&A
43 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Digital Shopper Relevancy
Shoppers are no longer loyal to an individual channel but rather to an experience across all channels
You should be clear on your Digital Shopper Relevancy:
where to dominate, where to differentiate and where to compete at parity
??
??
??
??
44 © 2012 Capgemini. All rights reserved.
Digital Shopper Relevancy | July 2012
Please contact us when you are interested in the Digital
Shopper Relevancy report and/or the demo
The information contained in this presentation is proprietary.
It is for Capgemini internal use only.
Rightshore® is a trademark belonging to Capgemini.
© 2012 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
With more than 120,000 people in 40 countries, Capgemini is one
of the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and drive
the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the
Collaborative Business ExperienceTM, and draws on Rightshore ®,
its worldwide delivery model.