Online customer experience. Much more than Web and social networks

8/13/2019 Online customer experience. Much more than Web and social networks

1/16

Online customer experienceMuch more than Web and social networks

2013Latin Americas levelof maturity


2/16

Content

3 Preface

4 "Online" experience

10 Latin Americas level of maturity

14 Conclusion

April 2013

Online customer experience

Much more than Web and social networks

Special edition

Authors and contact:

Horacio Croxatto

[email protected]

Buenos Aires, Argentina

Deloitte LATCO

Julio Francisconi

[email protected]


Deloitte LATCO

Contribution and analysis

Daniel Alarcn


Deloitte LATCO


3/16

Preface

3

So, what are companies to do as new digital

technologies and media drastically alter consumers

behaviors and expectations? One key to success will

be to embed digital strategies into the core of business

operations. This goes much further than simply having

an online presence or using technology to support

normal operations. All customer touchpoints must be

examined, rethought, andin many casesmodified

to support the shift to digital channels across the entire

online customer experience.

Of course, many companies have not sat idly by as this

shift-to-digital has occurred. And while perhaps these

companies are not ahead of customer adoption and

assimilation, many have taken steps to respond. To

better understand how to handle this phenomenon,

Deloitte set out to answer some questions: What are

companies doing? How are these actions perceived by

customers and potential customersand how do they

affect the customers online experience? What are the

differences in the degree of maturity between thosewho are leading the change and those who lag behind?

In late 2012/early 2013, Deloitte analyzed the

perception of customers and potential customers

online experiences with businesses in the

telecommunications industryan industry in which

businesses now play a double role as suppliers to online

channels and enablers of new technologies that serve

customers.

For this study, Deloitte selected 32 telecommunications

operators from 11 countries in Latin America. For eachoperator, we examined 42 attributes that are distributed

across four online channels (the Web, Facebook, Twitter,

YouTube) throughout a customer's life cycle. We used

three case studies from the U.S. market to compare the

degree of maturity of the region against operators in a

more developed country.

We hope that the conclusions of this analysis will be

useful to your company as you search for ways to

innovateand grow your businessin this new

digital world.

Mobility, social technologies, andoperational integration are crucial pillars toan organizations digital framework strategyand are becoming key components forinnovation and growth.

The ever more rapid emergence and adoption of new

technologies is radically changing the relationship

between consumers and the businesses that serve them.

As the Internet revolution is morphing into the social

media and mobile networking revolutions, companies

must figure out how to incorporate consumers embrace

of evolving technologies into their business visionand

transform those learnings into innovation and

new opportunities.

Worldwide, there are close to one billion social network

users, and in most Latin American countries, penetration

is above 30% relative to total population1. Mobile

phones are displacing PCs as the main means of access

to the Web: It is estimated that the use of smartphones

in Latin America will grow at a rate of 39% in 20132.

Even more striking is that tablet sales are growing

at an annual rate of 70%, making intelligent mobile

devices the fastest growing segment of Latin Americas

IT market3. The sixth edition of Deloittes the State of

the Media Democracy survey reveals that the Web andsocial media are having a greater influence on consumer

buying decisions; indeed, 63% of Latin American

respondents reported that they learned about a product

for the first time online4.

1 eMarketer,Social Network User Penetration Worldwide, by

Region, 2011-2017

2 International Data Corporation, IDC Latin America Predictions

2013, November 2012

3 International Data Corporation, IDC Latin America Predictions

2013, November 2012

4 Deloitte Touche Tohmatsu Limiteds (DTTL) Global TMT Industry

group,State of the Media Democracy 6th edition, 2012

Online customer experience Much more than Web and social networks 3


4/16

Online experience

4

The focus and weight of each type of interaction

throughout the customer life cycle

For the purposes of this study, the five stages of a

telecom customers life cycle have been considered:

research, selection, supply, use, and support.

When looking at a telecom customers overall

experience, the focus has traditionally been on online

interactions related to purchasing (part of the selection

stage), supply, and support. One significant change that

has occurred in the digital world is the weight that the

stages of research, selection, and use have in shaping

the overall customer experience, along with entirely new

expectations of what is expected from thesupport stage.

Research

Consumers select an operator after researching the

products and services offered and considering the

operators brand recognition and reputation. This

process is not based on only traditional marketing

channels. Digital channels can be more effective

in helping consumers during this stage. The more

information a telco makes available digitally

complemented by information from independent

sites and community sitesgreater is the potential

that consumers will have positive reactions. Digital

strategies offering strong content, community links,

personalization, and feedback channels that encourage

open dialogue are all ways for telcos to differentiate

themselves in the research stage.

The relationship between thecustomers experience and thecompanys financial

performance is growingincreasingly clear.

As new digital channels increase the number of

touchpoints customers have with companies, the

correlation between customer experience and a

companys customer satisfaction is more closely aligned,

ultimately impacting a companys overall financial

performance. One recent example of this is Sprint, the

third-largest mobile operator in the U.S. According to

the American Customer Satisfaction Index, Sprint went

from last place to first among all national carriers in

customer satisfaction over the past five years. This was

a 20 percent improvement, which is in line with the

companys solid increase in mobile services results overthe same time period5.

The satisfaction index reports similar results for other

telecom operators, with consistent improvement since

2004 (the first year the index was implemented). This

is also in line with consistently improving financial

performance at these telcos.

Given the strong tie between customer experience and

financial results, its useful to review the three factors

that strongly affect customers experience in the digital

revolution: The focus and weight of each type of interaction

throughout the customer life cycle

The way customers channel preferences change

over time

The power of people in the digital world

5 American Customer Satisfaction Index, Benchmarks for Wireless

Telephone Service, 2013

Research

Selection

Life

Cycle

Support

Use Supply

4


5/16

Selection

Moving beyond the familiar online shopping cart, digital

channels help consumers select and sign on with a

new carrier by integrating the research, selection, and

purchase stages into one seamless process.

Personalization, made easier by digital technologies,

becomes even more important when a consumerreaches a decision to select a provider and purchase a

plan. The tools that guided the research process can

be leveraged here, bolstered by consumer history and

expectations of use, as well as the availability of chat or

online voice calls as support options.

Use

Digital channels present new opportunities for telcos

to improve the customer experience in the use stage,

where they traditionally focused on supporting

invoicing and payment processes or offering product

and service support (by answering FAQs, for instance).Online tutorials, links to communities, and interactive

information exchange are further examples of the more

robust and useful options carriers can now offer.

The effective use of digital channels can especially help

build loyalty with new customers during the onboarding

process. A recent Deloitte report, titled Wireless

Onboarding 2.0: F irst impressions matter, shows that

the number of calls made to mobile operators call

centers peaks in the first 10 days of onboarding (this

includes purchase of the new device, registration,

service activation, and use). It was found that close to

11 percent of customers contact their operators during

Moving beyond the familiaronline shopping cart, digitalchannels help consumers selectand sign on with a new carrierby integrating the research,selection, and purchase stagesinto one seamless process.

this period. From thereon, the average number of

customers who remain in contact quickly descends to

2 percent or less6. Telcom operators that leverage

digital technologies to serve customers during the

high-contact onboarding process realize bottom-line

results through enhanced retention, reputation, and

overall operational performance.

Support

Digital technologies can substantially improve telcos

performance in the support stage of the customer life

cycle. Existing Web-based channels at this stage mirror

the structured approach of traditional call centers,

providing individualized support and direct, one-on-one

answers to questions asked by existing customers.

Today, that approach can be greatly enhancedand

broadenedwith new options available through

unstructured media channels such as Facebook

and Twitter.

In most cases, traditional and new channels coexist,and customers have the option of which channel to

use. Another point to note is that, unlike traditional

channels, new channels are also open to non-customers,

which can help strengthen the operators brand with

potential customers while providing more expansive

support to existing ones.

To compare the effectiveness of traditional online

channels (the Web) and new ones (Facebook and

Twitter) when it comes to providing support, Deloitte

posed a series of questions to operators in Latin America

and the U.S. via these various channels. The resultsshowed that the new, unstructured channels were more

effective than traditional ones, with Twitter being the

vehicle most often viewed as getting the best results.

In many cases, it was difficult to get an answer via

the traditional Web channels, largely because these

channels are restricted to customers. Operators in

the U.S. provided fully satisfactory answers to queries

entered via Facebook or Twitter. In Latin America,

however, responses were less precise, even when

contributions from other users were included. Even so,

the responses from this new channels were still distinctly

better than those received via the traditional

Web channel.

6 Deloitte United States, Wireless onboarding 2.0: First impressions

matter, 2012



6/16

New digital channels are open to customers andnon-customers alike, which can help strengthenthe operators brand with potential customerswhile providing more expansive support toexisting customers.

6

New, unstructured channels combined with existing,

more structured channels pose great promise in the

support stagehowever, there are challenges in the

development and integration of these approaches.

Many operators have hired a community manager to

implement the new capabilities, but deep experience

and strategic thinking is required to be successful in

these efforts.


7/16

The way customers channel preferences change

over time

A customers online experience is not an isolated

event. From initiating an Internet product search to

interacting with an operator via online chat, from

making a phone call to the call center to a making

purchase on a Web site, and from entering an opinion

via an online community to posting a usage question via

Twitter, a customers experience typically involves many

interactions across many channels. Throughout the

entire process, customers expect seamless movement

and servicefrom one channel to the next.

Call centers and Web sites remain major interaction

channels, but online channel use overall is growing as

telephone use is declining. A market research report

published by Ovum in 2010, Optimizing customer

service in multi-channel world, showed that in 2004,

98 percent of the interactions between customers and

service providers in the U.S. were made by telephone,

while by the end of 2010 this percentage had fallento 67 percent7. At the same time, the use of online

channels has been increasing, as is the number of total

customer interactions, largely because of the growing

proliferation and complexity of products and services

offered. This trend is expected to occur in Latin America

as well, but with a different rate of change. That could

present an opportunity for telcos who lead in the switch

to online channels to differentiate themselves. Lets

examine these online channels more closely.

7 Ovum, Optimizing customer service in multi-channel world, 2010

ComparisonSite

PortalWeb

CommunityQuery

Shareexperience

ConfigurationProblems

CommunityResponse

Research Selection Supply Use Support

Channels

Web

ContactCenter

MobileDevice

Pointof Sales

Social

Networks

Search forOffers

Purchase

Chats ConfigurationConsultation

Visit Takesdevice

Web sites

Web sites are still the main channel of interaction

within the online universe, and, in the face of increasing

customer needs, they are becoming ever more dynamic.

Customers expect an easy-to-navigate site that provides

relevant information, offers interactive chat features,

integrates search results across sites, provides guidance

according to personalized interests, and accepts

comments throughout an interaction.

In addition to those rising expectations, the increasing

use of mobile devices and smartphones as the main

means of access to the Web poses a big challenge,

especially given the variety of devices and operating

systems on the market. As customers increasingly prefer

to interact via mobile devices, telcos must offer features

and apps that enable mobile access. Only 34 percent

of Latin American operators surveyed in the Deloitte

study currently offer apps that can support customer

transactions.

With mobility being front and center at this stage of the

digital revolution, device manufacturers are introducing

smartphones with larger screens that are nearing the

size of screens on tablets. Users will continue to demand

more options and features for these new devices.



8/16

Social Networks

Mobile and Website

applicationsThird party sites

CommunitiesHelp tools

Access to content

Website

Online Channel Digital Channels

8

Facebook

Telecom operators use of Facebook has evolved over

the past few years. It started out as a marketing and

purchasing tool, but today more broadly offers product

information; bi-directional communication; and a link to

support, queries (FAQs), and troubleshooting solutions.

Among the analyzed cases in our study, 66 percent of

operators offer support services from Facebook, and

24 percent have integrated their Facebook pages with

channels such as Twitter and YouTube. Here, integration

means not just a link to those services, but also the

ability to view tweets and videos directly in an album

on Facebook.

Speed of response is critical in the social network

channel, and customers have come to expect rapid

replies. Indeed, the response time they experience can

alter their attitude dramatically.

In 40 percent of our analyzed cases, queries posted onFacebook were answered in less than an hour;

60 percent were answered in less than three hours. In

24 percent of cases, no answers were given.

With Facebook, the possibilities of achieving

differentiation through design or ease of navigation

(which can be done with a Web site) are limited.

Therefore, the secret lies in content and the way it is

segmented into albums according to users interests.

Other useful Facebook features include offers and

promotions, commercial queries, technical help,

tutorials, and links to other channels that allow users to

post queries and complaints.

In 40 percent of the analyzed cases, queriesposted on Facebook were answered in lessthan an hour, and 60 percent wereanswered in less than three hours.

Twitter

Often integrated with Facebook or redirected to and

from other online channels, Twitter has become a

popular tool for queries and complaints. With Twitter,

there is no differentiation within the channel itself;

quality and speed of responsiveness are what make

telcos stand out when using this channel.

In general, Twitter usage is highly segmented by type

of service (84 percent of analyzed cases in our study),

and the speed of response is the highest of all online

channels. All Latin American operators surveyed

reported that they have a Twitter account, along with

traditional Web options for queries and complaints.

YouTube

The Deloitte study also found that Latin American

operators make use of the popular video site YouTube,

mainly as a marketing tool, with content similar to that

found in other media advertising.

YouTube can be especially useful for providing support

such as tutorials or examples of how to use different

products and services. As devices and services become

more complex, video support is expected to become

increasingly valued by customers.


9/16

The power of people in the digital world

Digital channels give people new levels of power in

how they deal with businesses. Today, if a business does

not understand, listen to, and communicate with the

consumers it aims to serve, those consumers will let it

be knownloud and clear.

But merely having a presence in social networks does

not guarantee a positive interaction. All Latin American

telecom operators analyzed have a social networking

presence, but those that offer few possibilities for

interaction and response received the most negative

comments about their brand and services.

The sixth edition of Deloittes State of the Media

Democracy survey provides some clues as to the

power consumers have in the digital world in

Latin American countries:

47 percent of survey respondents in the region

recommended a product via a digital channel.

48 percent of them bought a product based on a

recommendation.

More importantly, 60 percent did not buy a product

after reading a negative comment, which shows

that a negative opinion has a greater effect on thepurchase decision than does a positive one.

Telcos can take a proactive approach and harness social

networks power of the people to their advantage in a

number of ways. One way to do this is via data analysis:

Listening to and understanding people and the way

they interact with a company involves developing new

analytical capabilities related to communications and the

content of social networks.

The ability to moderate and respond to whats being

said is critical, as is interaction with user communities.

Todays online communitieswhich evolved from

consumer forums launched in the 1990scombine the

advantages of offering a space for sharing matters of

common interest with the wide influence and reach of

social networks.

The less a company communicates through its official

channels, the more likely it is that existing and potential

customers will be influenced by information shared

in online communities. Here, its best for a company

to integrate its online channels with blogs and user

communities, allowing blog writers and community

members to post questions or comments, with the

company participating in the discussion.

Another tool used by the U.S. telecom operators

analyzed to help harness people power involves

user reviews of a device in the research and selection

process. Similar to reviews on Amazon.com and othersuch sites, this approach was not yet found to be used

by telecom operators in Latin America.

Loyalty clubs are another vehicle many companies use

in an effort to retain customers; based on our study,

50 percent of Latin American telecom operators offer

loyalty club memberships to their users. Sometimes

referred to as communities, loyalty clubs are different

from the online discussion communities discussed

above; they are created for existing customers with a

clear objective of customer retention.

While loyalty clubs are popular with Latin American

operators, participation in user communities is not.

Although the results of our study varied from country to

country, only 20 percent of operators in Latin America

offer a link to communities from their Web sites,

and only 18 percent have policies related to content

moderation (beyond simply feedback capabilities), on

their online channels.

To succeed in the digital revolution, telcos must harness

the power of users by incorporating ideas such as the

ones discussed above into their online strategies.

Today, if a business does not understand,listen to, and communicate with theconsumers it aims to serve, those consumers

will let it be knownloud and clear.



10/16

Percentage difference between the best and

worst rated operators per country

Online channel development in each country was

further examined by determining the percentage

difference between the best and worst rated operators.

This difference helps identify market maturity and, in

some cases, strong market position of a

dominant carrier.

The results show a difference of nearly 10 percent in

most Latin American countries, except in three countries

where the difference exceeds 20 percent. In these

cases, the variation is either due to different operators

strategies or markets that have not yet reached

maturity. In general, operators that offer a wider range

of products and services are the ones with the highest

ratings in a given country.

Argentina

Bolivia

Brazil

Chile

Colombia

CostaRica

Ecuador

Mexico

Panama

Peru

Uruguay

USA

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Average online channel rating per countryExpressed in points from 0 to 5 (lowest to highest)

What is Latin Americas levelof maturity in online channels?

To determine where Latin American telecom operators

stand when it comes to delivering an online customer

experience, Deloitte selected 32 operators from

11 countries in the region and analyzed 42 attributes

from the customer life cycle across four online channels.

For each operator, 23 attributes were related to the

Web channel, 12 to Facebook, 5 to Twitter, and 2 to

YouTube. Each attribute was given a 0 to 5 rating

(5 being the highest).

In order to calculate an average value for each channel,

attributes were weighted according to an estimate of

their relative importance to the customer experience.

Finally, an average value per operator was calculated

using an estimate of the relative weight for each

channel based on its usage. A weight of 75 percent

was assigned to the Web channel, 10 percent to both

Facebook and Twitter, and 5 percent to YouTube. This

approach provided a clear picture of the current online

situation of telcos in Latin America. For referencepurposes, these scores were then compared to the

results of three U.S. case studies.

Average online channel rating per country

The results of our analysis point to lower online channel

ratings in all Latin American countries compared to the

U.S. reference cases.

The average of the Latin American countries best

positioned in online channels is 33 percent lower than

that of the U.S. case studies. The countries that rank the

highest are Argentina, Brazil, Chile, and Peru.

10

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Maximum and Minimum operator ratings and % difference

Ratings expressed in points from 0 to 5

Argentina

Bolivia

Brazil

Chile

Colombia

CostaRica

Ecuador

Mexico

Panama

Peru

Uruguay

USA

Maximum Minimum

12,69%

16,79%

7,59%

25,42 %

26,01% 13,73%

3,43%

27,51%

13,19%

13,02%

9,68%

0,41%

The average rating of the LatinAmerican countries bestpositioned in online channels is33 percent lower than that ofthe U.S. case studies. Thecountries that stand out fromthe rest are Argentina, Brazil,Chile, and Peru.


11/16

Average rating per channel per country

When the ratings of the three main channelsWeb,

Facebook, and Twitterare compared across Latin

American countries and with the U.S. case studies, the

main differences lie in the Web site channel, which

currently carries the greatest weight in the online

relationship.

Here again, the Latin American countries average

ratings are lower than the U.S. case studies, with the

best -positioned Latin American country rated

35 percent below the average for the U.S. case studies.

The percentage difference decreases significantly in

the Facebook and Twitter channels, where the chance

for differentiation is much lower than with the more

established Web channel.

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Argentina Bol ivia Brazi l Chi le Colombia Costa R ica Ecuador Mexico Panama Peru Uruguay USA

Average rating per channelExpressed in points from 0 to 5

Web Facebook Twitterwww



12/16

Average rating per life cycle per country

To better understand the use of online channels by Latin

American telecom operators, the ratings by channel in

each stage of the customer life cycle were analyzed. The

preliminary results of that analysis indicated that the life

cycle stages where the biggest differences occur are

research, selection (which includes purchase),

and support.

Those three stages were then further analyzed by

channel, without the assigned weights per channel that

were used in previous analyses.

Web channel

When looking at the Web channel, the greatest

difference between Latin American countries and the

U.S. case studies is in the selection stage. This is largely

due to the low level of online channel integration in the

purchase process and the limited functionality of most

Web sites. The differences during the research stage,

when users are learning what the operator has to offer,are not as pronounced. But at the time of selection

and purchase, users are limited; even operators with a

regional presence that use a common template for their

Web sites show differences in content from one country

to another.

12

Argentina

Bolivia

Brazil

Chile

Colombia

CostaRica

Ecuador

Mexico

Panama

Peru

Uruguay

USA

Research Selection Support

0.0

0.5

1.0

1.5

2.0

2.53.0

3.5

4.0

4.5

5.0

Web channel

Expressed in points from 0 to 5

Facebook

The greatest differentiation between countries use of

the Facebook channel is found in the support stage,

which is the stage best suited for this type of channel.

Because Facebook is not as strong a purchase channel

as are Web siteswhich offer promotions to encourage

purchasethere is no significant difference between the

research and selection stages here.

Argentina

Bolivia

Brazil

Chile

Colombia

CostaRica

Ecuador

Mexico

PanamaPeru

UruguayUSA

Research Selection Support

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Facebook



13/16

Twitter

In the Twitter channel, the support stage of the

customer life cycle receives the highest ratings.

Because this channel is so new, there are no significant

differences in its ratings in that important stage when

comparisons are made across countries and with the

U.S. case studies.

YouTube

YouTube offers great potential as a support channel in

the usage stage, which is where the greatest differences

between Latin American countries and the U.S. case

studies appear.

Arge

ntina

B

olivia

Brazil

Chile

Colo

mbia

CostaRica

Ecuador

M

exico

Panama

Peru

Uru

guay

USA

Research Support

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Twitter


Argentina

Bolivia

Brazil

Chile

Colombia

CostaRica

Ecuador

Mexico

Panama

Peru

Uruguay

USA

Research Support

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

YouTube




14/1614

Conclusion

Latin American telcom operators have many tasks ahead of them in order to reach the levelof maturity that telcos in developed countries have achieved in delivering an online customerexperience. Integration (of channels, the purchase process, and the support stage), mobility,social technologies, and personalization are all areas identified in this report where telcos inLatin American countries could improve.

However, any steps taken toward improvement must be part of a broader vision. After all, anonline tool is only part of the whole. Looking at the bigger organizational picture will helptelcosand any organizationmake changes to offer a stronger customer experience that leadsto stronger business results.

Companies can start clearly defining their digital strategies by answering fundamentalquestions about itwhy? (business objectives); to whom? (segments); in what way? (tactics);how to measure results? (metrics). With purpose and direction defined, they can begin torealign their organizations, develop internal capabilities, and integrate their operations todeliver the customer experiences they should be aiming for.

Development and integration of their

digital platforms

Today, more and more customer interactions are

conducted via multiple channels. Digital platforms are

no longer just an extension of traditional channels; they

have become an important pillar of the business and

require constant development and updating. There are

two factors in particular that companies should consider

in these efforts: the growth and demand for mobile

device features, as contact is made most frequently

from mobile devices; and the integration with customer

relationship management (CRM) platforms to ensurea 360-degree view of the customer throughout all

channels and contacts.

As they move to execute their digital strategies, companies are facing two important challenges that affect the

architecture and applications of their digital channels.

Development of new analytical capabilities

The development of digital platforms introduces a new

way of understanding the voice of the customer that

goes beyond traditional analysis based on customer

information, interactions, and satisfaction studies. The

information on digital platforms can be monitored and

used to understand behaviors, reactions, and feelings

(both negative and positive), almost immediately. Whats

more, analysis based on contact locations and access

devices provides new insights on customer behavior that

can be used to tailor offerings and improve customer

service.

CRM

PresenceCollaboration

Communities

Advertising

ContactEvents

Campaigns

Digital Mkt.AccountsProducts

CustomizationContent

Integtration

Customer

Point ofSales

ContactCenter

SMS

E.Mail

WebPortal

MobilePortal

SocialNetworks

SearchEngine

Customer Experience

3rd party

Websites

Blogs

DIGITAL PLATFORMS

WEB


15/16

One thing that isnt new in the digital age: Customer preferences and habits always change. However, the

pressure of the digital market poses new challenges.

Deloitte developed the Customer Transformation practice to help clients capture the value of each interaction

with a customer within the new digital paradigm. This model is based on two important tenets of the

customer value proposition:

Customer Experience. Delivering a consistent brand promise across touchpoints that enables more value to

be gained from customer relationships.

Customer Insights & Analytics. Developing a more heightened understanding of customers to better focus

resources and improve ROI.

Customer Transformation provides a holistic v ision based on the experience of customers and a deep

understanding of them, supported by technology. It allows companies to realize value in three specific areas:

Marketing Transformation. Increasing brand value, maximizing return on marketing investments, and

improving the performance of marketing organizations.

Sales Transformation. Developing go to market models with the right mix of channels to acquire

customers more effectively through the selling process.

Customer Service Transformation. Defining the right service capabilities to drive profitable growth while

increasing the effectiveness of the service management process.

As we have seen, the challengesand rewardsof delivering the customer experience in todays digital

marketplace are high. Deloittes Customer Transformation practice can help organizations clarify their d igital

vision and make the right moves to offer a stronger customer experience that drives stronger business results.

Deloitte developed theCustomer

Transformationpractice to help clientscapture the value ofeach interaction with acustomer within thisnew digital paradigm.



16/16

www.deloitte.com/ar

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate

and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

Deloitte provides audit, tax, consulting and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in

more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges.

Deloitte's close to 200,000 professionals are committed to becoming the standard of excellence.

These materials and the information contained therein are provided by Deloitte & Co. S.A. and are intended to provide general information on a particular subject or subjects and are

not an exhaustive treatment of such subject(s).

Accordingly, the information in these materials is not intended to constitute accounting, tax, legal or consulting professional advice or services. The information is not intended to

be relied upon as the sole basis for any decision which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or

business, you should consult a qualified professional adviser.

These materials and the information contained therein are provided as is. Deloitte & Co. S.A. makes no express or implied representations or warranties regarding these materials or the

information contained therein. Without limiting the foregoing, Deloitte & Co. S.A. does not warrant that the materials or information contained therein will be error-free or will meet

any particular criteria of performance or quality. Deloitte & Co. S.A. expressly disclaims all implied warranties, including, without limitation, warranties of merchantability, title, fitness for

a particular purpose, noninfringement, compatibility, security, and accuracy.

Your use of these materials and information contained therein is at your own risk, and you assume full responsibility and risk of loss resulting from the use thereof. Deloitte & Co. S.A.

will not be liable for any special, indirect, incidental or contingent damages derived as a consequence of its use, or punitive damages or any other damages whatsoever, whether in an

action of contract, statute, tort (including, without limitation, negligence), or otherwise, relating to the use of these materials or the information contained therein.

If any of the foregoing is not fully enforceable for any reason, the remainder shall nonetheless continue to apply.

2013 Deloitte & Co. S.A. All rights reserved.

Visit our website for more information:www.deloitte.com/arFind us on:http://www.facebook.com/DeloitteArghttp://twitter.com/DeloitteARG

If your mobile device

allows you to, scan the

code and access our

website.
http://www.deloitte.com/arhttp://www.deloitte.com/ar

Documents

Online customer experience. Much more than Web and social networks