78% of directors believe customers are paying more attention to responsible business practices since pandemic
New research from Gobeyond Partners, the consulting firm focused on customer journey transformation, and Webhelp, Europe’s leading provider of outsourced customer engagement services, has today revealed that responsibility, transparency and trust are now perceived to be more important than they were prior to the pandemic. These values are deemed to be so important that over seven in 10 directors of UK companies stated that their customers are now paying more attention to how responsible their business practices are compared to before the COVID-19 crisis.
Responsible business is just one of a number of data points in some joint research and accompanying report by Gobeyond Partners and Webhelp which underlines the importance of a human experience, as we move to a more digital age. It also highlights that organisations will need to work hard to manage this emerging trend, which will be crucial to the future of customer service as we enter this new normal.
Gobeyond Partners and Webhelp surveyed 500 respondents of director level and above across a range of industries about the impact of COVID-19 on their businesses. By combining Webhelp’s expertise in customer engagement with Gobeyond Partners’ customer journey design and transformation, the two organisations were able to evaluate the impact of COVID-19 across a number of key areas and offer recommendations to businesses as they start to plan towards a post pandemic world.
Mark Palmer, CEO of Gobeyond Partners comments on the findings: “When considering the seismic changes that COVID-19 has already driven for businesses on a global level, it is heartening to note that many brands have responded remarkably; adapting to rapidly shifting consumer demands and rethinking propositions at unprecedented pace. However, some have also suffered significant damage too. Certainly, at the start of lockdown, social media feeds were awash with examples of brands accused of behaving irresponsibly and this hasn’t gone unnoticed by their customers. As organisations rush to respond to changing consumer behaviour and working practices, by making much-needed technology and operating model changes, our research highlights the importance of doing this in a responsible, and human way.”
Other key findings from the joint research include:
- 70% of businesses have seen a direct impact to their bottom line as a result of COVID-19, with more than half being negatively affected.
- These financial impacts are expected to last, with more than 80% of respondents believing they will be financially impacted for six months or more and 50% expecting their finances to be affected for more than a year.
Craig Gibson, Chief Commercial Officer at Webhelp Group continues: “Since the start of the pandemic, there has been a major shift when it comes to the health and wellbeing, and of course, the safety of team members. However perhaps more interestingly customers have been paying even more attention to how companies deliver on this. We have already seen, and indeed will continue to see, a new more "responsible" behavioural shift, with more empathy for those at the front line. This in turn will place more pressure on businesses to deliver on responsible human work practices and ensure this is communicated as part of their customer journey. Never before has there been a greater need to demonstrate transparency and create genuine and deep emotional connections with customers and colleagues.”
To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp group, on Reimagining service for the new world which is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.
Trends 2020 – Connected vehicles: data sharing will benefit all players
Car manufacturers are in a paradoxical situation: they are bringing back huge amounts of data from vehicles without fully exploiting or sharing it. Yet, the PTOLEMUS Consulting Group's Vehicle Data Market Global Study report reveals there are high stakes in opening up this ecosystem as manufacturers, motorists and third parties would have a lot to gain. The customer experience could be completely transformed - in compliance with current regulations. Manufacturers must act now, otherwise the exploitation of this data will be done without them.
To gather further insights into transforming the customers experience in mobility services, we interview Frédéric Bruneteau's, President of PTOLEMUS Consulting Group, who has over 20 years' experience in mobility services, becoming one of the worlds’ foremost experts in the field of connected vehicles. Our Director of the Telecom & High-Tech BU at Webhelp, Jalil Lahlou, also shares his insights into these transformations.
Why did you launch this study on vehicle data?
Frédéric Bruneteau (FB): The market was close to maturity on the strategic issue of vehicle data, and on the opportunities for value creation offered by their sharing. This hypothesis was confirmed during the 50 interviews that many international automotive professionals gave us, in 18 countries.
I should point out that the study does not only concern car manufacturers, since we studied 8 vertical mobility markets, including: fleet management, car rental and car sharing, payment from the vehicle, car maintenance (remote or local), car insurance, etc.
In the end, these 8 months of work allowed us to better estimate the fantastic data production of the vehicle, current and future, and its fundamental economic stakes. The 600-page report covers the period 2018-2030 and proposes case studies from 7 manufacturers who already share their data.
How is vehicle data produced and what is the role of Vehicle Data Hubs?
FB: Firstly, I would like to point out cars are already producing phenomenal amounts of data, and with good reason. There are a good hundred sensors in a vehicle, and there are more lines of code in the computer programs that manage it than in those of an Airbus.
To take advantage of this data, new platforms are appearing today, these are the Vehicle Data Hubs (VDH).
These are sometimes traditional players who have gradually taken an interest in vehicle data and its use, such as insurance (LexisNexis, Verisk) or maintenance (CCC) providers. These players have been exchanging data with manufacturers for several years now within the scope of their original business which makes them specialists.
In addition, we have recently seen the emergence of more generalist players, such as Wejo, Otonomo and Caruso. Their approach is first and foremost to serve carmakers and open up their data to the rest of the world, in all verticals.
What are the current and future business models for exploiting this data?
FB: The data generated by a rolling vehicle is of all types: traffic information, incident and accident detection, maintenance data, conditions, and modes of use, etc.
Some data takes on a special meaning, and therefore value when crossed intelligently. For example, some VDHs are already doing this and can thus determine which lane on a 3 or 4-lane road runs best. This information can be monetized in different ways.
Another example: for an insurer, interesting data can be retrieved from the vehicle, such as distances travelled, as well as risk levels; depending on whether one is driving during the day rather than at night, on the highway rather than on the road, etc., this makes it possible to build different billing models based on usage.
However, in this insurance niche, suppliers of electronic boxes are already positioned to provide this data; competing solutions also exist, based on the mobile phone. In other words, car manufacturers are already ‘short-circuited' in these business models. This should make them aware of the value of the data they collect...
More generally, the automotive ecosystem is particularly large and diverse, with dealerships, repairers, accessory dealers, leasers, and a multitude of equipment and service providers.
All these players have a strong interest in accessing vehicle data to create all kinds of business models.
Jalil Lahlou (JL): I would simply add that vehicle data can create a lot of value, as long as it can be coupled with user data. The latter are now being exploited in a very relevant way, based on data analytics.
Based on cross-referencing of vehicle-driver data, loyalty and personalisation actions can be imagined. For example, for a manufacturer, this opens-up opportunities for range renewal: the sales pitch to a driver would be much more relevant, since we would be aware of his real uses.
In other words, this opens up opportunities for upselling complementary options, mobility products and services, etc.
For example, a good knowledge of the driver and his or her uses would make it possible to recommend other products - such as the purchase of an electric scooter for a very urban, short-distance, environmentally conscious user.
In a loyalty and renewal framework, the proposal for a replacement vehicle could be based on reliable bases (age of the vehicle, kilometres travelled, repurchase value of the vehicle, etc.).
These practices are highly developed in telecoms. Conversely, today, manufacturers find it very difficult to keep track of a vehicle's life.
More generally, this cross-referencing of vehicle-driver data would lead to the emergence of new types of prospects and customers, highly relevant to the automotive and mobility ecosystem. Subject, of course, to strict compliance with regulations in force, such as the RGPD, and the rejection of dubious practices of the dark pattern type.
How important is consent to the use of vehicle data?
FB: This is one of the most important questions - how will this consent be granted, and renewed on a regular basis? Some data will not be personal data - anonymised traffic data, for example, but others will fall within this legal perimeter, such as geolocation data.
Significant efforts will therefore have to be made in terms of transparency and education, so that users see their interest in this exploitation of their vehicle data.
This is the sine qua non of consent, whether one-off or more permanent.
Which segments are affected by the use of vehicle data?
FB: Based on the study, 4 segments can be distinguished:
- Company cars, which in some markets account for around 50% of new car sales (Belgium, England...),
- New cars - the majority of which in Europe are purchased by people over 50 years of age, this population being users of digital products and services
- Second-hand cars which often lack a digital link to the manufacturer or other players
- As for the digital natives, they see the world without owning a car. However, they are looking for mobility and carpooling solutions from their mobiles. Neither do they have a digital link with the manufacturer or other players.
As you can imagine, each of these segments has its own challenges in terms of the customer experience
JL: As far as new vehicles sold in Europe are concerned, regulations require them to be equipped with the eCall emergency call system. Cross-vehicle driver knowledge creates new opportunities in customer care such as premium support that could concern the optimised use of the vehicle, or a ‘concierge’ type service for vehicle maintenance and to make the driver's life easier, for example.
Preventive maintenance services are also possible on these bases. Generally speaking, these 4 segments could all benefit from a much-improved customer experience and customer relations.
You advocate a model for sharing vehicle data, what are your arguments?
FB: As I pointed out, cars already produce a considerable amount of data flow, and the trend will increase in the future since all new models in Europe are connected. Yet, paradoxically, these gigabytes of data are hardly ever shared with third parties.
Here, a comparison must be made as data from mobile phones has been widely shared and used for a long time. There is a strategic challenge in sharing vehicle data to offer drivers new services and a richer, more satisfying experience.
Apple has just announced its intention to use vehicle data (in partnership with BMW) to launch a digital solution for Car Keys - to open the door of a car purchased, rented, or borrowed with an iPhone.
This enables manufacturers to implement this service for car users so they can easily access the car using their Apple mobile device.
How can manufacturers create a mechanism for third parties to access vehicle data?
FB: The manufacturers we interviewed already have ideas or solutions.
The general idea is to design a platform model that allows targeted access to certain data, with the necessary consents. Each platform would be linked to a manufacturer on the one hand and to third parties on the other.
Of course, there are already some implementations that correspond to this model at some manufacturers, for example BMW or General Motors, but they are still only on a small scale.
It is true that today, manufacturers do not have a data centric culture, or that they have other priorities, but rather extraordinarily complex and heavy in investments: the autonomous car, the electrification of vehicles, the reduction of emissions, and so on.
So, one of the key conclusions of the study is that the most efficient way to go to scale in vehicle data management would be to use specialised players. These have the expertise to create data hubs, and to make them available to thousands of players. This is the purpose of GM's investment in Wejo and Nissan's investment in Otonomo.
What do you think of Apple and Google's App Store model?
FB: It is indeed the model of app stores, as it was developed for smartphones. Millions of developers can thus create applications, often useful and with high added value.
Our analysis and our bet is, this model will eventually prevail, due to a great market demand and the solidity of the model. Moreover, Silicon Valley has proven that by putting customer data at the centre of the organization, we solve all the problems of an industry or service!
Finally, it is very likely that a regulation will be put in place on these subjects, in Europe and the United States in the next 2 or 3 years, and we must anticipate this.
Will manufacturers be able to draw inspiration from the success of Apple and Google?
That would be the start of a new era!
Reimagining Service: Insurance spotlight
COVID-19 has dramatically impacted millions of lives and fundamentally changed the direction of the global economy, but what are the emerging implications for the insurance industry, which is currently inundated with enquires and claims across all area of cover?
Half a million UK businesses have shut down, 20% of the workforce furloughed and revenue expectations and profitability has been severely reduced. Whilst insurance was less visibly impacted than sectors like travel and tourism, 2020 losses are still estimated at a considerable $200bn globally. Survival has now become a medium-term question and with the expectation of legal challenges, consolidation and increased loss ratios, radical changes are on the horizon.
Flexibility and speed of response has created frontrunners, and interestingly, type of risk alone is not dictating the level of impact. This now hinges on multiple factors, including leadership, culture, digital maturity, and the way organisations have designed their operating model.
What's next?
There are some emerging characteristics for success, the most obvious perhaps being the critical business continuity provided by investing in supported homeworking, which has in many cases helped to increase productivity and decrease advisor attrition. A heightened focus on swift regulatory compliance and vigour in commitment to operational resilience has also been a crucial factor.
It’s clear that shifting business to digital platforms has created much needed traction too, but this reactionary approach must now become mature, otherwise it will continue to deliver fragmented and frustrating customer journeys. And, companies that invest in mitigating the human impact of the pandemic will reap the benefits in public perception and employee commitment and satisfaction.
Often borne out of necessity (like car or business insurance) or for peace of mind, like home and personal cover, insurance can coincide with major life events that carry a deep emotional impact, so concentrating on relationship building and platforms that inspire trust will help brands to build better experiences and drive scale.
Humanising, streamlining and redesigning operating models should remain high on the insurance transformation agenda, as a critical fulcrum for engaging and creating the customer loyalty. Insurance must now build on the momentum of change generated to thrive and ensure genuine longevity, in this new and challenging world.
To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp group, on Reimagining service for the new world which is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.
Reimagining Service: retail spotlight
The existing retail transformation agenda has been radically altered. And, while doors are now reopening following what could be the toughest ever period of trading, it is clear that the sector has been hugely impacted by the current crisis.
Many bricks and mortar stores (and even entire portfolios) are still teetering on the brink, so reduced footfall coupled with social distancing measures may render them un-viable. Government intervention may help in the medium term but, as cash reserves dwindle, insolvencies and consolidation will rise.
For multichannel retailers, digital growth has helped to subsidise bricks and mortar revenue. However those behind the curve on the digital agenda will suffer the most, with w-commerce and mixed model adoption (like click and collect) becoming a huge priority. Emerging winners will need established robust digital channels, a modern and scalable attitude to customer service, and have less exposure to costly store portfolios.
What's next?
Brick and mortar focused organisations will have to work much harder for success, as profit margins decrease. Options include undergoing restructuring, investing in omni-channel approaches, or exploring experiential outlets. But, ultimately, retailers must understand how to recreate brand and human experiences digitally.
Obsolete legacy retail teams must merge with digital teams for the benefit of the consumer and, importantly, new digital should not be layered onto an outdated operating model or “broken” customer journeys. Ideally, companies should be rethinking their new world customer experience from the ground up.
Delivering a seamless, consistent service through a blended home/office model will be a difficult balance to strike, especially as moving forward employees and customers will become less forgiving. So, being human and transparent has never been more important – but a laser-focus must remain on performance management and repeatable customer experience, irrespective of location and model.
This may be a tall order for those retailers with limited transformation funds, already reeling from the current shock. However, the first lesson in retail is to begin with a deep understanding of your customers: harnessing existing data and insight and ensuring that expertise and exemplary practices are in place when building new journeys, will be the best starting point for retailers to succeed on their digital journey.
To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp group, on Reimagining service for the new world which is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.
Reimagining Service: Travel spotlight
In 2019 the outlook for travel was fairly optimistic in comparison to some other major sectors. It was at a place of maturity in customer experience, using the ability to emotionally and personally connect, whilst leveraging consumer behaviours to create buy in and deliver enhanced customer journeys.
Some disruption was evident, including financial fragility caused by the emergence of new players and go-between providers, like AIrBnB, and also a growing interest in personalised, sustainable eco-tourism. Both factors were impacting on the traditional value, luxury and price based market. Plus, technology was giving regional providers global reach, and bricks and mortar travel retailers were being challenged by digital startups.
The arrival of COVID-19 increased existing pressures, while lockdown and flight bans created income stasis and refund deficits. Cost sustainability is now a huge factor, especially for standalone venues and cases where low operating margins coincide with high cost distribution or intermediation, with go-betweens and resellers draining income flows.
What's next?
Thankfully, the industry is trading again, but the extended airline recovery period is likely to create immediate price hikes and a lack of availability in the leisure market. For business travellers and the corporate market, this recovery will be much longer.
We can expect short term growth in domestic markets, as people have less money and opportunity for international journeys. With global destinations limited, travel will become a simpler more meaningful and relationship-based activity. Lasting consumer trends will result, including a renewed interest in sustainable tourism and purposeful, enriching travel.
Two segments are emerging: The smaller, local, mid-market meaningful avenues for travel, versus luxury propositions. As companies jostle for space in this new world, mature customer service will be vital. But, there is a substantial learning curve required to develop as a seasoned customer advisor, with the depth of understanding needed covering the sector, brand and processes.
In tandem with the rise of homeworking, leisure travel will become blended with business needs, creating the new concept of ‘Bleisure’. Put simply, the human experience of travel and the need for personal contact and connection will be at the forefront of all these changes, and will be increasingly valued and promoted.
To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp group, on Reimagining service for the new world which is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.
How AI and data analytics can support vulnerable customers
Well before the COVID-19 pandemic began, the identification and protection of vulnerable customers was a significant focus for companies and regulators. Here James Allen, Chief Risk & Technology Officer for Webelp UK Group looks at the impact it will have, now and in the future.
In these testing times, the identification and protection of vulnerable customers will now assume even more importance as organisations work on proactively recognising customers who need assistance, prior to the predicted surge in demand for financial support - as aids like employee furloughs, payment holidays and credit schemes end.
Worryingly, prior to the outbreak over half of the UK population were already financially vulnerable, with one in six people unable to cope with a £50 increase in monthly bills, according to a survey of Britain’s personal finances by the City regulator. The Financial Conduct Authority’s biggest ever survey of households found that 4.1 million people are already in serious financial difficulty, falling behind with bills and credit card payments, with 25- to 34-year-olds the most over-indebted.
Furthermore, 50% of adults (over 25.6 million people) “display one or more characteristics that signal their potential vulnerability” and just under 8 million are over-indebted.
And this is not limited to the UK, as the 2019 Prosperity Now Scorecard finds that forty percent of American households lack a basic level of savings and don’t have enough savings to make ends meet at the poverty level for three months if their income was interrupted. Almost half (48.1%) of Americans with credit had scores below prime and 20% of households had no credit in the past 12 months and were likely to be without access to it.
Furthermore, a report from the ING Group states that southern European economies like Italy and Spain are especially vulnerable to the economic effects of COVID, exacerbated by the importance of tourism which accounts for at least 13% of GDP and about 15% of total employment. They also have a larger share of vulnerable workers and a higher chance of bankruptcies due to firm size.
However, throughout all this we must remember that vulnerability can be a temporary and fluctuating status, with many causes, including mental health, dementia, changes in employment and personal circumstances, literacy, numeracy and socioeconomic factors. It is key to use technology to help people on an individual basis, never forgetting that unique set of circumstances they may be experiencing.
Plus, regulators will be keeping a close eye on these new developments, and the pressure may soon be on firms to use all available routes to safeguard customers and prevent the global financial crisis from deepening.
So the question for many global companies has become, in the post COVID world, how do we identify and support customers who are financially vulnerable, without compromising operational efficiency?
And this is especially important for us at Webhelp, as we carry a people-first commitment and our think human value through to the customer base of over 32 clients in the UK, India and South Africa.
It’s clear that data analysis and artificial intelligence (AI) is already changing the way that companies offer support to their most vulnerable customers, and that this may play a part in reshaping the regulatory landscape. While establishing if someone is vulnerable and how best to support them is a very human judgment, at Webhelp we believe that sensitive and careful use of data, using AI to segment, can help direct the right customer support teams to the right people, spotting potential issues before they become a problem.
We combine the very best in technology and skilled people to create the best outcomes, as Chris Bryson, Webhelp Global Data & Analytics Director explains:
“We’re helping clients leave no stone unturned to reveal customer vulnerability. Whether customers tell us directly that they’re experiencing issues, or if they show characteristics of someone who can be vulnerable; using analytics from customer contacts and records helps us and our clients see those signals clearly.
We use our own unique speech and text analytics engine, which is applied to advisor and automated customer conversations. The resulting Voice of the Customer analytics drives constant improvements in the way we measure quality and enhances the overall customer experience.
As a result, we can help our clients to spot vulnerable customers who would otherwise slip through the net. At the heart, it’s about helping our advisors to better support that customer, and working with our clients to ensure they are recognising these signs of vulnerability.”
By using this insight, and access to the best analytical technology, and to the right people to put this in action for the greater good, we can confidently move forwards and create a better financial environment for both clients and customers in the future.
To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp Group, on Reimagining service for the new world. This aims to address these crucial questions and is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.
How AI is changing the retail experience
As part of our #servicereimagined series, Helen Murray, Chief Customer Solutions Officer for the UK Region, looks at how Artificial Intelligence is influencing the retail sector, how it is being used to leverage new customer service models and why brands must evolve to embrace this unstoppable wave, or risk falling behind the curve.
Whilst I love a good movie, the fictional relationship with Artificial Intelligence (AI) is not a happy one – and almost universally results in a troubled experience for the human! The silver screen, and latterly the internet, often warns of the dangers of pitting man against machine, but in reality AI has seamlessly, quietly and unobtrusively embedded itself into our daily lives.
AI shares our homes, guides us when we travel, takes our selfie when we socialise and influences our retail and leisure activities, and it may well have become the most indispensable tool of the 21st century.
Beyond the media tropes, today AI is firmly focused on problem solving, by making millions of decisions at a basic level without human intervention. Machine learning allows processes to adjust to new inputs, and avoid pitfalls based on experience. Essentially it uses multi-layered data analysis to predict patterns and, in some cases, to uncover and direct customer behaviours.
It is much simpler, more benign and much, much more useful to business than its movie counterpart.
Dave Pattman, Director of CX Services at Gobeyond Partners, part of the Webhelp Group, sheds some light on this when he says;
“Whilst AI is everywhere, most experts agree that business is currently using the narrowest point in the definition, by enhancing brand delivery with mathematics, statistics, machine learning, deep learning and big data. However, even in its simplest form AI is making a radical difference, and is visually in our daily lives in our smart home device functions, autonomous vehicles and predictive text.”
“AI solutions are being developed in a broad range of sectors, and will inevitably be used for common business tasks like auto classification and recommendation services, which will streamline operations and drive revenue. However, the real benefit will come to those business that combine next level AI technology with the right skilled personnel – and use this to stimulate and track consumer emotions!”
But what does AI mean for retailers?
Both physical and virtual retailers could see a benefit of integrating AI into their processes, to improve task management and customer insight. As we reported in our blog on the future of retail post COVID-19, shoppers will be looking for a more experiential real journey, and traditional brick and mortar enterprises will have to work harder to compete. As the storefront.com magazine reports:
“Brands need to reimagine the total in-store experience, and technology is key. In-store technologies must be able to solve business processes and incorporate planning and strategy, rather than just implementing flashy, PR-driven technology. It’s crucial that retailers effectively merge technology and function, which is why AI is at the forefront of in-store tech.”
However, I believe that it is in customer service management where AI has the most significant potential for change, gathering detailed customer patterns and preferences, capturing both short term consumer market fluctuations and informing longer term business planning.
As AI grows more and more prevalent, at Webhelp we are also exploring language processing for the purposes of automation, as Chris Bryson, Webhelp Global Data & Analytics Director explains:
“The direct interaction between customer and machine is allowing us to analyse conversations, at scale, and to make recommendations. We have developed own speech and text analytics engine, which we apply to agent and automated customer conversations.
At Webhelp, this is deployed to drive efficiency in our measurement of quality and to create CX improvements through actionable Voice of The Customer analytics”
When intelligent algorithms are used to process customer and sales data, there is a wealth of actionable and valuable information to be discovered. Intelligent chat bots, voice analytics and word recognition are also changing the game for retail customer service. And, as David Turner, Webhelp CEO for the UK region, Webhelp are at the forefront:
“We have already made significant investments in our digital and automation capabilities to help clients improve customer experience and reduce costs using digital self-service, and leverage technologies such as chatbots to reduce volumes of non-complex and low value interactions. At the same time, we are identifying where human support adds value to digital experiences. Providing guidance and support to customers during high value, complex and emotionally important journeys.”
These technologies are unavoidable, and brands must learn how best to use them to their advantage, as Craig Gibson Chief Commercial Officer Webhelp UK recognises:
“As the urgency for change and transformation intensifies in the post COVID landscape, some pivotal questions will be raised: How different will service look and feel in the future? How will businesses and their operations need to adapt? And how can employers engage and support their colleagues to deliver on new customer promises?”
To discover more about how to leverage customer service models in this new world, I would suggest that you read our new Whitepaper, a joint publication with Gobeyond Partners, on Reimagining service for the new world, which aims to address these crucial questions and is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.
Demand Marketing guides salespeople to the best business opportunities
(Article published initially in French in Actionco.fr)
Selling is hard. More than ever, marketing-commerce congruence is essential to accelerate growth by generating higher value qualified leads.
While the first two thirds of the B2B customer journey is now in digital form, "it is essential to stimulate the customer as soon as he prepares to make a purchase, alone, online, to help the business to make this purchase intention a reality", underlines Alexandre Barthel, Marketing Director at Webhelp Enterprise.
From data to information, from information to action
Demand Marketing is above all based on data: "The ability to collect data to extract information is crucial to understand your audience and address them in a personalized way, the antipodes of the "’mass’ Direct Marketing actions of 20 years ago". It is now a multitude of highly targeted marketing campaigns that delivers value and feeds Lead Scoring. This method consists of allocating points according to behaviour within a digital path: opening an e-mail, clicking, visiting a site, etc., in order to produce a ranking reflecting the prospect's interest in the commercial offer and his propensity to buy. The objective is to guide the sales force in priority towards these opportunities. Reinforced by automation, Demand Marketing plays a major role more than ever in generating leads, in a daily life without trade shows or even face-to-face meetings.
Key figures
- Between 27% and 40%: this is the average contribution of marketing to turnover (source: Markletic March 2020)
- 69%: this is the share of companies that make the generation of qualified leads their top priority for 2020 (source: Hubspot)
Predicting buying behaviour
Beyond the essential work of segmentation, marketers are sometimes helped by data scientists to create predictive models: "it is a question of anticipating the need, in order to take proactive action, for example to retain a subscriber for whom signals of risk of termination have been detected". These models are now reinforced by ‘web listening’ techniques, which consist of analysing online interactions to detect purchase intentions. The retailer can then propose an adapted offer, but "it goes without saying that the posture towards the customer, in particular the tone of the message, must be benevolent enough to be perceived positively," notes Alexandre Barthel.
Social Selling completes the generation of demand
Demand Marketing is extended by an individual approach with Social Selling. The modern seller appropriates the brand's marketing content to share it with his ecosystem on social networks. Here again, the goal is to generate business. "This mastery of social selling has become the standard in sales to accurately identify and contact decision-makers. In addition to generating business opportunities, this approach enhances the expertise of the sales representative, who makes a commitment on behalf of the brand to a wide audience," says Alexandre Barthel.
Would you like an audit of your sales model and evaluate the value of marketing campaigns to feed your sales force? Get in touch with specialists.
WFH – Best practices of effectively managing a team – Part 2
One of the greatest misconceptions about managing a remote team is that it exclusively needs a new set of skills. However, managers must work harder to foster a positive team dynamic to ensure remote workers feel part and parcel of the whole group as they would in the office. It requires a constant proactive approach. And below are additional best practices to ensure that you stay in sync with your remote working team.
Remember their career paths
It's common for a team manager to focus on the main agenda or project at a given time often forgetting that the team members have their career goals. Despite them being virtual, they too have goals and aspirations. It's important to ensure they make progression in their careers for growth and self-development to avoid frustration and confusion. Having regular one to one conversation brings you to understanding their individual career development aspirations.
Balance schedule inconveniences
With regards to virtual teams that work globally, be flexible in understanding that your team members operate on different environments with change in time zones. It's thus your responsibility to entrust your team with freedom and flexibility to get their work done on the schedule that helps them to be more productive rather than being rigid on the assigned time schedule. They should however keep it consistent.
Remote friendly whiteboarding
As a manager, it is your duty to create a simulation of what other office going employees typically use to share documents or during brainstorming sessions. Tools like Teams, Mural, Miro, Parabol, Google Docs are optimal for remote teams. They engage, empower and assists in the easy execution of tasks within the teams. These online tools enhance collaboration and also provide creative spaces for the remote teams to exchange ideas.
Meet in person when possible
As a way of strengthening the bond within your team members, it's admissible to meet occasionally if the work setting isn’t fully remote. This helps in nurturing a sense of belonging as well as a way of creating a team feeling. The energy from these meetings is always high and provides an opportunity to have even further discussions around the vision, culture and the team’s future objectives.
Owing to the current obligatory social distancing measures resulting from the Covid-19 pandemic, many companies have resulted to embrace virtual working and are benefiting from these best practices to effectively manage their remote teams. At Webhelp we pride ourselves in providing professional, adequate and timely services by using our remarkable remote working culture integrated in our business model right from our company’s founding.
Whitepaper launch: Reimagining service for the new world
As the urgency for change and transformation intensifies in the post COVID landscape, Craig Gibson CCO for Webhelp UK, shares his thoughts on the launch of a new Whitepaper, a collaboration with Gobeyond Partners, part of the Webhelp Group.
At Webhelp, we have a commitment to use customer experience management to create positive and emotionally significant consumer/client relationships. Many of our previous blogs have discussed the importance of brand humanity and the how the multitude of emotions consumers experience can influence the customer journey and change attitudes towards companies and brands.
And whilst this remains a clear focus, we can’t ignore the impact that COVID-19 has had on both service delivery and development of the Customer Experience industry.
It is rapidly evolving, and as interactions have by necessity changed, customers’ expectations have shifted and priorities have become significantly different to those that were drafted onto strategic plans at the close of 2019.
We have shared some of the ways we met the immediate challenge of COVID-19, including looking at our strong partnerships with brands like Yodel, but the business world is still adapting to this new way of working, and the way customers have traditionally acted and regarded customer service is changing.
As an industry, brands must understand that the rules have changed, for good.
And I am not alone in believing that customer experience will be pivotal in this future landscape, as Feefo’s CEO, Matt West, agrees saying:
“I think the ‘new normal’ will be more CX focused than ever. It will be all about fine-tuning right the way through the journey. Before all of this happened, evaluating the customer experience may not have been at the top of many businesses’ to-do lists, whereas this situation has brought the real value of a brand right to the forefront of the consumer’s minds. A refined CX is no longer a ‘nice to have’, it’s an essential.”[1]
It is time to tear up outdated plans and explore new and evolving needs which will drive future service development and innovation.
To this end, I have joined forces with Mark Palmer, Chief Executive Officer at Gobeyond Partners, part of the Webhelp Group, as we firmly believe that together we are able to provide a unique perspective.
There is no doubt that the need for transformation will only continue to intensify post COVID, and Mark hits the nail on the head, when he concludes that:
“COVID-19 is having a profound impact globally. Not only is it affecting our health, but it is fundamentally challenging and altering our political, social, and economic norms.”
And as our normal shifts, some key questions must be answered:
- How different will service look and feel in the future?
- How will businesses and their operations need to adapt?
- And how can employers engage and support their colleagues to deliver on new customer promises?
Our new Whitepaper, combining Webhelp’s expertise in global customer management with Gobeyond Partners’ Customer journey design and transformation experience is called Reimagining service for the new world. It provides a clear framework, or roadmap, for tomorrow’s successful customer-focused operating models and is backed by the latest exclusive research from over 500 business leaders.
There is something wonderful about looking at the right map to explore the road ahead, as:
“Maps are like campfires – everyone gathers around them, because they allow people to understand complex issues at a glance, and find agreement.”[2]
We hope that launch of this Whitepaper will provide the stimulus for many further blogs and events, and I would like to personally invite you to keep the campfire of innovation burning and join the Reimagining service for the new world mailing list, by connecting on LinkedIn and by becoming part of our future conversation. We’d love to hear what you think the future holds.
[2] www.sonomaecologycenter.org