Mobile and Social Integration's Role in CEM Solution

1 | ©2013, Cognizant ©2013, Cognizant

Mobile and Social Integration : Its role in CEM solution

| © 2013, Cognizant 2

The changed customer ecosystem

What is CEM?

Agenda

Harness the Power of Social and Mobile


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


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 ??


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



What is CEM?

Agenda



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


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% 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/


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


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


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%


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


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


Web

Email

Contact Center

Store

Discover Evaluate Buy Access/

Use Get

Support

Social and Mobile adds complexity to Customer journey…


Web

Email

Contact Center

Store


Use Get

Support

Social and Mobile adds complexity to Customer journey…

Social

Mobile


Strength of Mobile and Social across Customer Life Cycle


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


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


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


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


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



What is CEM?

Agenda



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


Connecting inside out and outside in views


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

http://www.google.co.in/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=SIt5YYPV6SdaGM&tbnid=oUaGA-ZhenO6VM:&ved=0CAUQjRw&url=http://www.ipmadvancement.com/5-rules-for-successful-nonprofit-email-fundraising/&ei=2mkbUcenGIWSiQeopIHwBA&bvm=bv.42261806,d.bmk&psig=AFQjCNFP7nSnxGKsjiRQ2xDVuy9mYoT-FQ&ust=1360837461511148


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

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


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


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


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


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


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


Account Snapshots

Transaction Snapshots

Payment History

ATM & Banking Location

Account Activity Data

Bill Payments

Remote Cheque Deposit

Mobile Banking Use Case - Application Features


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

…


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


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

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



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



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

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


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


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


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


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


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


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


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


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


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


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


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