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:

  1. Company cars, which in some markets account for around 50% of new car sales (Belgium, England...),
  2. 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
  3. Second-hand cars which often lack a digital link to the manufacturer or other players
  4. 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: 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.


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.

[1] www.dma.org.uk

[2] www.sonomaecologycenter.org


The importance of remaining human, in the switch to digital learning

The business challenge facing the Webhelp UK Operational Learning and Development (Ops L&D) team, at the onset of the COVID-19 pandemic was truly exceptional. Here, Declan Hogan Director of Operational L&D, UK region, reveals how they transformed their strategy while thinking human and what plans they are making for the future.

In March 2020, upon observing the initial impact of COVID, our team faced an unprecedented demand; to deliver an overarching vision of safe, accessible, viable training - available at speed and at scale.

As a people-first business, colleague well-being was a driving principle, and as pre-COVID, virtual training made up no more than 5% of delivery, we knew that we had to rapidly increase our online service to both protect and inform our employees.

This was to be no small task, as the team operates across 25 sites covering 3 major geographic regions; the UK, South Africa and India. We deliver L&D to 11,000 people across 32 different client campaigns, encompassing a diverse range of cultures, sectors, scales and approaches. We focus on our 9000 frontline advisors, via a fraternity of circa 100 trainers, facilitators, L&D consultants and development specialists.

The Webhelp vision is to ‘make business more human’, so we knew we had to swiftly implement a comprehensive change of direction in strategy and delivery, in a relevant, but above all ‘human’ and accessible way.

We needed a reframed game-plan to meet the considerable demand of the many more employees working from home. With intelligent work force management, access to a daily War Room (to engage, inform and learn from senior leaders) and a freshly developed playbook, using an agile 5DI mythology, we understood the differing circumstances of our colleagues and designed tailored virtual sessions and digital learning spaces to meet their needs.

In just 14 days we achieved:

  • 100% online learning delivery for over 8,000 people working from home
  • Over 50 Webhelp trainers upskilled into a virtual environment
  • 85 core digital learning modules and 25 Digital Compliance Courses ready to deploy

And, our people responded with employee satisfaction scores of around 90%. During the COVID crisis we welcomed 5 new partners in retail, tele-co and key services and our learning team have been consistently central to speed and success.

Our programs and modules broke down existing physical training into short impactful interventions, supported with self-directed guides, an information portal, webinars and video and focused on key themes of communication and well-being and resilience

We used creative design solutions like gamification and split screen technology to engage, test, recognise and reward. Plus, we developed a virtual ‘hot seat’ environment and a soft go live to ease ‘call shock’ for new advisors. And, it was also crucial to invest time to skill the front-line trainers to deliver virtually. We made this real-world with a psychological contract between facilitator and learner that this is not training ‘as usual’: signal will drop, kids will interrupt, pets will make noise etc.

Alongside all of this, a constant dialogue was maintained with each client, keeping them at the heart of all activity, strong relationships based on trust and transparency were built, each playing a part in the decision-making process. You can read more about our partnership strategy in this interview with Yodel. who share their high level of satisfaction with our approach during COVID-19.

So, by necessity, but with insight, the ‘classroom only’ model rapidly evolved and 100% online delivery became standardised and transferable across all of our regions. Although our entire L&D catalogue can now be delivered online, a decision tree process is in place to establish if training should be virtual, blended or face to face.

Looking to the future

Reacting to the COVID crisis gave the world an unmistakable virtual capability call to action, however, our team were ahead of the game with an established L&D strategy for 2020 which had already initiated the clear and strategic goal of increasing the self-learning/digital proposition to enable learning anywhere.

Whilst the crisis has given us the stimulus to test, learn and roll out a virtual model, the focus has now began to shift to blended learning - drawing the best from both virtual and face to face approaches.

As part of our half yearly reflections, each training manager is presenting (via case studies) successes and suggestions on how to improve our new methodologies.

Online learning is growing in both sophistication and popularity, but it should never lose the human touch - as FutureLearn CEO Simon Nelson, who previously led the BBC’s transition from analogue to digital, remarks:

“The integration of digital technology into education has had a profound impact, opening up distribution globally and allowing flexible, on-demand, around-the-clock services for learners. It also connects us to vast stores of information.

However, skills like emotional intelligence, creativity, resilience, conflict resolution, or leadership will never go out of fashion. As technology continues to redefine the world of work, the traits that make us human will remain as important as ever”

Source: Britishcouncil.org

Webhelp is an intrinsically human company – a global melting pot of passionate individuals who actively want to change the game, to really make a difference in the lives of the people and business they work with.  I am incredibly proud of the agility and creativity of my team and how they remained focused and supportive during difficult times.

Our vision and culture will act as a compass to guide the next generation of people-centric learning, and we will keep challenging the status-quo to be the forefront of new thinking, now and in 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,

 

Why did you launch this study on vehicle data?

Frédéric Bruneteau:  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?

Frédéric Bruneteau:  FirstlyI 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?

Frédéric Bruneteau:  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 of these players have a strong interest in accessing vehicle data to create all kinds of business models.

Jalil Lahlou: 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.

On the basis of this 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 upsell: sale of 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?

Frédéric Bruneteau:  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?

Frédéric Bruneteau:  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.

Here too, cross-vehicle driver knowledge creates new opportunities in customer care such as premium support: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?

Frédéric Bruneteau:  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?

Frédéric Bruneteau:  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.

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?

Frédéric Bruneteau:  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 ithat 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!

 

 

 


How the Yodel and Webhelp partnership faced the challenge of COVID-19

Partnership is a huge part of the way we deliver services at Webhelp, and one of our four cultural pillars is to put the client at the heart. Here we explore the strong collaborative approach that was undertaken during the COVID crisis with Yodel, a key logistics client for Webhelp. Joining the discussion were Michaela Simpson, Head of Customer Experience at Yodel, Kellyann McCafferty, Account Director at Webhelp and Cobus Crous, Head of Operations for Webhelp in India and SA.

Yodel is one of the UK’s largest delivery companies for B2C orders, serving many of the country’s leading retailers. Webhelp and Yodel have been working together since 2015, and have built up a strong alliance providing outstanding customer service management, which is delivered from Webhelp’s offshore locations in South Africa and India.

What was the starting position of the logistics industry, and Yodel’s outlook before COVID?

Michaela Simpson (Yodel):

We were just coming out of a very successful peak period, the six weeks over Christmas, is traditionally one of the highest delivery periods for the consumer market. Logistics is a highly competitive sector and as an innovative carrier, our efforts were focused on continuing to build a forward-thinking technology roadmap. We were in the enviable position of having well-established, technical and highly skilled operational and management teams in place, and an exceptionally in depth understanding of the day to day working of the business.

Do you have any feedback on what Webhelp were doing well before COVID hit?

Michaela Simpson (Yodel):

Everything.

Together we had had a run of at least three, if not four really strong quarters. And, this success can be measured by the fact that Yodel have been awarding Webhelp service credits for great delivery at the end of each quarter.

Like any partnership, you can drill down into detail to find areas to challenge, which is simply good practice. But, in my opinion, we had the strongest people we’ve ever had  and overall we were very pleased.

Do you have anything to share on the operational approach during COVID, for example how and when our partnership reacted – any stand out examples, or challenges?

Michaela Simpson (Yodel)

One stand out during the COVID crisis would be, just as we approached Easter, Yodel were awarded a UK government contract to collect COVID tests for the NHS, seven days a week. Webhelp delivered an eight person team specifically trained to support this essential service. We went from concept to go live in less than a week! They did an absolutely fantastic job delivering the first campaign and we now have two more on the horizon.

Kellyann McCafferty (Webhelp):

But there were challenges, and they were different depending on the country in question. In India, a curfew was announced on the 14th of March, and then the lockdown was announced on Mothers Day on Sunday the 22nd of March, one of Yodel’s busiest trading days of the year! We then had four hours to deliver desktops & laptops to our employees who were without access to technology. Working swiftly, our teams successfully managed to complete all actions on time and in line with the Indian Government regulations.

In South Africa, shortly before the formal lockdown announcement on the 23rd of March, we conducted an initial employee survey to understand the potential challenge of the home situation for our advisors in terms of WIFI, hardware, infrastructure and so on.

A staggered approach was then used to move our people to either supported homeworking, or for the small group where this was not suitable due to not having an appropriate home environment, supported working from a hotel venue.

The hotel solution was an industry first, which showed not only the strength in our partnership to act quickly and decisively around commercials and logistics, but also highlighted the commitment and dedication our people have towards Webhelp and Yodel.

Our advisors left their families and loved ones for 21 days, without hesitation, to support customers and clients from a hotel room during a very uncertain period. This is testament to our values and how our wonderful employees live the Yodel brand.

Michaela Simpson (Yodel):

Yes, the Indian lockdown happened incredibly quickly. And then South Africa was hot on its heels. One of the strengths we shared collaboratively was the ability to make some very decisive and quick decisions on how we were going to operate. This allowed Webhelp to deploy a robust plan at speed, which has been really successful, particularly in India, and remains so now.

Understandably, there were technical challenges to overcome, early in the process but, I think if you were a Yodel customer you probably wouldn't have noticed a significant difference.

We made the pragmatic, but firm decision to move away from phone services to Web chat until early August, and to manage that message to our consumers. Clear joint action gave us the freedom to plan our campaigns together, knowing the road ahead and the expected timeline.

Kellyann McCafferty (Webhelp):

This helped make sure that in a short space of time all our people, in both locations, were up and running from home, or hotel based – and while we appreciate the sacrifices our advisors made, the feedback was that they were delighted to carry on representing the Yodel brand during a difficult period, and maintained high enthusiasm in delivering great service.

Cobus Crous (Webhelp):

Absolutely. Taken together across the Webhelp estate, in both India and South Africa, Yodel was one of the accounts that were 100% operational within a 72-hour window.

And I think that's quite an achievement on its own.

Personally, I'm exceptionally proud of how my team reacted, to what was a very scary and unsettling scenario. Their attitude was: “OK, we're going for it, we're going to solve it!” From the moment they got their PC’s, they unpacked, connected and were ready to work the next morning! And I think that was remarkable, just how well they moved with the change. Our people are such a big part of this story.

Kellyann McCafferty (Webhelp):

In fact, this shows great resilience, as they were quickly functioning above normal business levels, when COVID actually brought much larger parcel volumes than usual.

Michaela Simpson (Yodel):  

Yes, interestingly, at Yodel we were initially concerned about the negative impact COVID could have on online retail, which forms a substantial part of our business.

However, the reality was completely different. China came out of lockdown just as Europe went into it, and the expected disruption to the global manufacturing industry didn’t impact us. Suddenly home shopping habits changed completely, so we have been effectively running at peak operation, which we usually spend a significant part of the year planning and laying out logistics for.

And we managed to switch this on in a just a few hours. And since then we have maintained very, very high numbers, well above our plan!

Webhelp is a people first organisation with a commitment to make business more human, did this approach effect delivery?  

Michaela Simpson (Yodel)

In the logistics industry, it's easy for us to think in operational terms, but despite the fact that we had to make some very critical business decisions, together we have considered and prioritised the people side of our partnership. This went above the usual checks and balance for any business and has come through very strongly from the Webhelp operational teams at a grass roots level.

Thoughts for the future?   

Kellyann McCafferty (Webhelp):

With Yodel, we are building a highly proactive approach to contact and delivery, which benefits from the joint operational traits of flexibility, clarity of decision making and the right balance between people and technology.

Our partnership will continue to change the way that brands look at outsourced customer service for the logistics sector, both during this crisis and as we move towards a more stable future.


The future of travel in the post COVID world

The arrival of COVID-19 may have changed the travel industry forever. We’ve asked sector expert, and Webhelp Global Director, Nora Boros, to reflect on how far we have come and, most importantly, what the future holds for this most human of industries?

What was the travel industry landscape prior to COVID-19, were there any ongoing issues, or significant changes on the horizon?

Although it feels like an age away right now, looking back to 2019 the outlook for the travel industry was fairly optimistic and, on the whole, the industry was in a place of maturity in customer experience - especially when compared with other sectors which might be perceived as being weaker in this area such as financial services.

In fact, the industry had developed some depth in the ability to emotionally and personally connect with its audience, in order to deliver unique leisure experiences.  Brands were using new consumer behaviours to create buy in, especially in creating enriched customer journeys, something that I explored in a previous blog.

As travel is such a broad and diverse industry, some disruption was evident and there were emerging players and newcomers to the market, joining travel from competing sectors.

There was the growth of personalised, sustainable and eco-tourism, and its impact on the traditional value, luxury and price based travel campaigns - plus the continued arrival of start-ups, bringing new technology, fresh services and additional booking avenues to the industry.

Unfortunately, some areas of the travel industry were already financially fragile. For example, where low operating margins coincide with high cost in distribution or intermediation. This is especially apparent in models where there are go-betweens such as resellers, who are bridging the gap for providers and the consumers themselves, and draining income flows.

Alongside this, there was the growing financial challenge faced by the traditional retail brick and mortar travel providers from new players in digital technology.

And, there was huge impact from the way that technology can very quickly, change a regional provider to a global one – going digital provides the ability to easily disseminate an offer across multiple geographies and languages.

Interestingly, at Webhelp we are in the perfect position to provide support in this area, creating a unified customer experience across multiple markets.

What was the initial response to COVID-19 from the industry, and what challenges did Webhelp face as a company?

In the past decade, the travel industry has weathered many storms, including the ash cloud crisis in 2010 and the impact of the tragic events of 9/11. So when COVID hit, there was the awareness that it was going to hurt – but it was approached with a certain amount of resilience.

We saw a significant drop in sales volumes across our existing client operations, which we approached with a high degree of flexibility. As a people first company, we value our people and moved to protect them with swift workforce management measures like redeployment and adapted hours while working to reduce negative financial impact on our clients.

The travel industry has a substantial learning curve when producing the best customer advisors, particularly in the airline, tour-operating and hospitality segment. There must be a deep understanding of the sector, tools and processes – which can only be provided by time-served and highly trained advisors.

We focussed on retaining this wealth of experience; we knew that once the immediate challenge passed, our clients would need a highly skilled service.

And, it’s important to note, that as sales volumes fell, customer service needs in areas like refunds, information and rescheduling rose dramatically.  We protected the industry and our clients by cross-skilling advisors, redeploying them and introducing homeworking, where possible, to protect our people and ensure continuation of service.

We have also deployed automation where possible to accelerate digital transformation at a lower cost.

We entered a crisis discussion with one of our clients, who were understandably deeply concerned for their business and were considering calling off their contract. In response we provided a clear and robust financial roadmap through the crisis, working with local legislation to retain our people, safeguard their salaries and reduce the financial drain on our client and the ability to re-invest the savings to the post-crisis situation.

And now, as the industry is gradually returning to business under the next normal, our client is in an ideal position to come back strongly – and appreciates the flexibility, cost reduction and value Webhelp brought to the long term relationship.

Can we touch on the impact of COVID from an air travel perspective?

Yes, obviously the global travel industry has a symbiotic relationship with the airline industry, because travel by its very nature is closely linked to transportation.

The past three months have created a highly unusual situation, with limited (or no) cross border transportation and grounding several airlines.  This is without a doubt one of the single largest crisis’ to hit ANY industry, and we will see ripples and consequences for the next decade, if not longer.

There will be lasting consumer trends resulting from this, including a renewed interest in sustainable tourism and more purposeful, meaningful travel.

The recovery period for airlines may create a decrease in availability resulting in a potential price increase, both for the leisure market and particularly for business travellers. I think that for the corporate market, recovery will be much longer, and many companies will need to adapt their propositions to suit this new reality.

As a consequence we should see short term growth in domestic markets, as people have less in their pockets and less opportunity for international travel. There will be a return to travel as a simpler and more meaningful activity, with family relationships and new experiences assuming greater importance as some global destinations are limited.

The way ahead for the industry and your thoughts on the future of Travel under COVID-19?

Transformation and restructuring will be visible across the whole industry, which is already evident in the actions of Ryanair and British Airways and hotel chains like Marriott and Hilton. Travel companies will need focused customer experience during this difficult time and Webhelp can really support operational and digital transformation in this area.

Change is certainly ahead for the hospitality industry, and some independent hotels could struggle to comply with the new social distancing regulations, reduced guests and increased costs required to stay open while maintaining the bottom line.

Travel brands, like Airbnb, Booking.com and Expedia, with more diversified portfolios or private rentals where new regulations and safety measures can be introduced quickly, may be in a position to benefit.

As we live more flexible work lives, leisure travel will become blended with business needs, creating the new travel concept of ‘Bleisure’, something that we will be exploring in future blogs.

The real trends will become more apparent in the first quarter of next year, as the financial and social effects of COVID become clearer.

And finally, I think that the human experience of travel, the need for personal contact and connection will be increasingly valued and promoted.

Travel is the most universal way to unlock boundaries and understand how diverse and beautiful the world is, and I am confident that the industry will recover and remerge. It may be changed but will remain just as meaningful.

In future blogs we will explore the travel horizon in further detail, re-imagining the customer experience and looking at how this can unlock meaningful opportunities for the travel industry. Feel free to contact Nora Boros via LinkedIn and to explore more of our services.


Five key questions for CEOs, a response to McKinsey Digital

In a recent article from McKinsey Digital, several experts posed a number of key questions focusing on a digital-led recovery from COVID-19 aimed at CEOs, a total of five in fact, and never being one to ignore a challenge, David Turner, CEO for the UK Region shares his insight.

I’m responding not only in my role as CEO for Webhelp’s UK region, but as a passionate advocate of digital transformation – something that drives our service structure and is deeply embedded in the innovative partnerships we create with our clients. I hope that my answers illustrate both the resilience shown by our teams during COVID-19 and our desire for our clients not just to recover – but to thrive.

  1. Do you have a clear view of where the value is going to be and a road map that will get you there?

Here at Webhelp, conversations with our clients on the topic of digital transformation are built in to our processes. The impact of increasingly sophisticated technology in the hands of consumers driving changes in their behaviours and expectations, combined with market disruption from new, online business models has been apparent for some time.

However, Dave Pattman, Managing Director CX Services for Gobeyond Partners, part of the Webhelp Group, highlights that:

“What COVID-19 has changed is the pace at which organisations have found themselves having to respond and adapt. For many this pandemic has resulted not only in the virtualisation of their workforce as offices closed but also the virtualisation of their customers as the shutters came down on physical outlets as well.”

In our view, it is very likely that the increasingly digital consumer behaviours arising from the lockdown experience will stick, forcing many organisations to radically rethink the fundamentals of their business and how they reach and serve their customers.

I firmly believe that Webhelp has the right resources, expertise and more importantly the flexibility to create and sustain digital strategy and online growth for our clients.

The insight driving every stage of this strategy should come from deeply understanding and tracking customer behaviours, something that is built into all our client solutions and forms the backbone of agile customer experience.

The digital landscape is also highly dependent on regulation, so the roadmap to success must be achieved in a compliant manner. For many organisations, this will create an added complication in the digital transformation journey. Our well-established risk function with expertise across regulation, cyber and compliance enables us to confidently navigate these challenges on behalf of our clients.

  1. What role should business building have in helping you accelerate your entrance into new markets or access new customers?

Here, McKinsey concludes that many businesses can only match the pace of both the crisis and the change in customer behaviour by building something outside of the core company.

This is true in our experience, we have worked swiftly with our clients, increasing their business building capacity in digital.

This has taken a range of forms, from re-engineering blocked and over-subscribed customer management routes, to creating blended services that move seamlessly between on site, voice, virtual hubs, digital messaging and homeworking.

They also highlight the potential for growth in remote service providers, which I can certainly confirm, and that data visionaries are finding ways through analytics and automation to use new types and sources of data to generate value. We have been a long-term proponent of this, with several blogs and whitepapers creating conversation and tracking innovation in this field.

  1. How can you lock in the benefits of a more agile operating model to increase the metabolic rate of your business?

McKinsey asserts that the very nature of the crisis has required teams to act quickly amidst uncertainty and react to changing situations. This was certainly true for us, and we immediately established a high-level rapid response unit to handle the major crisis decisions, while creating an agile and cascading level of responsibility to prevent our senior teams from becoming overwhelmed.  This allowed us to react across countries with one voice, while adapting to what was a rapidly changing set of international parameters and regulations.

Our senior leaders create flexible strategies based on current research and highly probable outcomes, always keeping real-time customer data at the top of the decision tree.

An incredible amount of momentum was reached and we have certainly benefited from clarity of focus, something which I will endeavour to sustain, and I have a renewed depth of confidence in the commitment and flexibility of all our people.

In the post-COVID digital world, Webhelp’s Think Human positioning has never been more relevant. Digital technology has been an enabler rather than a barrier to human connection during the lockdown. Separated families and friends of all generations have kept in touch over video calls and communities have mobilised over social media to support the vulnerable and key workers on the frontline.

As Dave Pattman also points out:

“It would be a mistake for organisations to assume that they can or should seek to remove all human interaction with customers. The value for Webhelp is going to be found in helping our clients to simultaneously digitise the human and humanise the digital.”

How should you rethink your talent strategy so that you have the people you need when the recovery starts?

Recruiting and retaining the right people is absolutely key to the successful growth of any campaign or company.  Our commitment to make business more human drives us to deliver an exemplary people strategy – something that we genuinely pride ourselves on – this will no doubt continue to evolve in the recovery stage, post-COVID.

Melanie Buckley, Director of Employee Value Proposition & Engagement Programmes UK, India and South Africa, points out that flexibility is again the key here saying:

“We have moved from being reliant on our people reading key business messaging in work hours on the company intranet, to posting on closed Facebook groups that they can access any time of the day or night from the comfort of their own home. After all; good communication between the company and your people works both ways.

Being highly visible ‘where they live’ online (like social networks) also helps us to bond with our people as a brand, by sharing their successes and recognising their hard work.”

This topic deserves a blog – or a series - in its own right. And, as a people first company this is something that we will be bringing to you in the near future. In the meantime I will leave you some insight from Gillian Campbell, Chief People Officer UK Region & Director Global Engagement for Webhelp:

 “When developing our employer value proposition over the past year, we took the time to understand what is attractive to employees from different backgrounds and levels of experience. This endeavour is a cycle of continuous engagement, feedback and improvement, through which we identify areas for growth in the existing employee experience. Moreover, our investment in our employer brand is paying off – it’s helped us to attract and to retain the right people.”

  1. What investments are the most necessary to create the technology environment that will allow your company to thrive in the next normal?

Investment in technology infrastructure is absolutely critical.

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.

As we became aware of the impact of COVID-19, we took steps on the logistical front to reinforce our strong digital framework, and this continued as the crisis progressed. We did this both practically: improving, increasing and securing our network capacity, and with rapid digital innovation, creating bespoke solutions for our clients – which were delivered alongside the substantial task of moving 40,000 colleagues to homeworking.

The result has been the provision of a truly responsive range of solutions, a journey which hasn’t been without challenges, some of which Helen Murray, Chief Customer Solutions Officer, for the Webhelp UK region, reveals in her recent blog.

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.

It’s becoming very clear that success for any organisation will only be achieved through combining the right technology with a human mindset and strong digital strategy.

Digital strategy now has an almost universal impact on maintaining business continuity, and CEO’s need to both invest in and maintain their digital ecosystems across the board, making sure that data service providers and all respective technologies create a streamlined experience.

However, many businesses are not yet ready as Mark Palmer, CEO at Gobeyond Partners explains:

“Prior to COVID-19, there was a misperception of digital maturity across many sectors. As the crisis took hold, the world turned wholly digital, almost overnight. The varied level of response has exposed the lack of capability and flexibility inherent in many organisations. For brands to survive, leaders can no longer pay lip service to digital transformation. Digital needs to be fully integrated into their overall operating model”

Shockingly, before COVID 79% of businesses reported that they were still in the early stages of digital transformation, and this crisis will have been a huge wakeup call.

The world has moved online, and it looks like it will stay there indefinitely.
Business need to act fast – or risk becoming obsolete.

Click here to discover more about our transformative range of services or read more from Mark at gobeyondpartners.com