WebProNews

Category: EnterpriseCustomer

EnterpriseCustomer

  • SAP CEO: It’s All About the Customer Experience

    SAP CEO: It’s All About the Customer Experience

    SAP CEO Bill McDermott, in a wide-ranging interview with Bloomberg talked about enterprises moving to the cloud, competing with Oracle’s new autonomous database, competing with Salesforce, and its huge business in China:

    SAP Has Taken Over the Enterprise Database Market

    Do you have a major move to the cloud? If legacy companies haven’t fully invested themselves in the cloud where they’ve converted their revenue streams more to cloud than on-premise I think you will see them make bold moves to get cloud-ready. No choice, that’s where the customer wants us.

    We obviously have taken over the enterprise database market with HANA. HANA has many of the characteristics that you mentioned (referencing Oracle). HANA can take data from any source, everything that is either structured or unstructured and data from any source in the enterprise. HANA is running the biggest enterprises in the world now with 25,000 customers at mass scale. We like our HANA database very much.

    It’s All About the Customer Experience

    We see a fourth-generation of CRM where we go beyond the current market participants. Basically, they focus on sales, marketing campaigns, things that essentially take money out of the customers pocket. What we want to do is focus on an omnichannel ecommerce world where we connect the demand chain because our customers are social, mobile and on the run. They shop in every channel, direct to consumer, wholesale, retail. We want to connect that demand chain to the supply chain so that we have a complete end-to-end business.

    Why is this so important? We are not just talking about CRM, we are talking about customer experience. The way CEOs think about their brand, their products, their human capital, their customers. All of the people inside of the company have to be completely committed to the customers outside the company. This is what we call fourth-generation CRM. It’s all about the customer experience.

    We’d Like to See China and the US Cooperate

    The most important thing is that we get paid to run businesses and work in an environment where we let government do what government does. All government leaders have to do what’s best for their country and best for their constituents. These tariffs are obviously a serious situation. You have the two largest economies in the world with $30 trillion in combined economic firepower that right now are at a little bit at odds with each other.

    It’s good, as we saw in today’s tweet, it was stated that at the G20 President Xi and President Trump will sit down and talk. That’s very encouraging to the market. Markets like certainty. So certainly we would like to see China and the US cooperate. It’s good for supply chain, it’s good for business.

    China is Regarded as SAP’s Second Home

    Germain engineering is highly regarding in China, as it is in the United States and around the world, but we do particularly well in China. China is our fastest growing market. We think that China is easily regarded as SAP’s second home in terms of market receptivity, ecosystem growth in China, and our long-term prospects. We think China will end up being the biggest market in the world soon.

    We have the most sophisticated data privacy in the world. We acquired a company called Gigya where we have billions and billions of customer records. We protect your privacy, we don’t let customers actually engage you unless you agree that you want to opt-in on various offerings from our customers and they serve their customers. We follow the same reference architecture, the same high-security standards and cloud standards in China that we do in Europe, the United States, and every other theater in the world.

    We are very confident in China in the way enterprises can serve their customers in China with high-security standards. We recently announced a very important partnership with Alibaba and that is a cloud partnership that will not only impact our growth in one of the fastest growing regions in the world.

    We Are Very Diverse and Highly Inclusive

    We actually have appointed in the last 12 months two women to our Executive Board, not just because they are women, but because they are great leaders. That would be Adaire Fox-Martin and Jennifer Morgan. If you look at our company we have a third of our workforce that is female and we also have a third of our leaders that are female.

    We are very diverse and highly inclusive. One of the things we really enjoy is what we have done with Autism at Work and now we have dedicated one percent of our hiring to autistic folks, at least on the spectrum somewhere, to help our workforce be highly productive and diverse. That extends also to the solutions that we have. If you look at success factors, the number one human capital solution in the world, we have a business without bias mentality.

    Computers don’t have bias. In the way we build the algorithms in the software they eliminate bias from the hiring process. The computer doesn’t have a bias. It looks for the best candidates and it fills an algorithm or model that the company is trying to get at. If you want 40 percent of your workforce to be diverse and inclusive, the model is built to do that for you. You don’t leave it up to humans, you let the software do the work and then the human judgment comes in at the final phase of hiring. It’s changing companies everywhere.

  • Chipotle CEO Going Digital to Create a ‘Frictionless Experience’

    Chipotle CEO Going Digital to Create a ‘Frictionless Experience’

    Chipotle is moving in a digital direction, with their digital business up 48 percent over last year. The company has introduced a new app, digital lines, digital pickup shelves, and a mobile pickup window in an effort to create a “frictionless experience” for its customers, according to Chipotle CEO Brian Niccol.

    Brian Niccol, Chipotle Mexican Grill CEO, discussed their digital strategy this morning on CNBC:

    Chipotle App Creating a Frictionless Digital Experience

    What we’re trying to do is remove any friction and get people more access and we’re having a lot of success with that. Our digital business is now up to 11 percent, which is up 48 percent over last year. What’s really exciting is we’re seeing people continue to adopt the utilization of the app and then all the new access channels that we’re creating, whether it’s these digital pick-up-shelves or delivery, we’re just getting a tremendous response from our customers.

    Introducing Digital Lines and Shelves

    One of the things that are really powerful for our company is we’ve got what we call a Digital Make Line and it is completely separate from the Customer Facing Line. When you come into the restaurant and you go down that Customer Facing Line if you’ve placed a digital order it doesn’t get in the way of that experience. We’re also putting in place these Digital Pickup Shelves so that when you order ahead, you literally can walk in grab your food and go, a completely frictionless experience.

    Our digital line requires fewer people to run it versus the front line. The thing that’s great is what we’ve seen is this digital business is highly incremental, so the additional labor necessary to support the incremental sales it works really well for us.

    Testing a New Mobile Pickup Window

    We’ve got the new mobile pickup window in four restaurants right now. The way it works is you order ahead and you pick your time and then you know you literally come right by the restaurant, we’ve got a window, your food comes out the window and off you go. We’re seeing tremendous response to that and it’s in a market in Ohio and a market in Texas. We’re gonna start adding more restaurants in 2019, so you’re gonna see us building more restaurants that have the ability for that mobile pickup.

    Second Lines in All 2,500 Stores in 2019

    The thing that is happening right now on a broad scale basis are these second lines. We’ve digitized them, we’re in about 750 restaurants we’ll have all 2,500 restaurants done by the end of 2019. To accompany that we’re putting in these digital shelves so that literally you can skip the whole process.

  • Heathrow Airport: How We Achieved a 20% Email Open Rate and 25% Click Through via Adobe

    Heathrow Airport: How We Achieved a 20% Email Open Rate and 25% Click Through via Adobe

    Analytics and Optimization Lead at Heathrow Airport, Stuart Irvine, says that email is still the key driver for them in marketing and personalizing the customer experience. Irvine said that Heathrow sends over 6 million emails monthly and that working with Adobe Campain has enabled them to move their opening rates to over 20 percent with 25 percent click-through.

    Stuart Irvine, Analytics and Optimization Lead at Heathrow Airport, recently talked about their use of Adobe products and services and how they have driven their evolution in digital marketing:

    Engaging 80 Percent of Our Customers Digitally

    We have 78 million customers a year and we are targeted with engaging 80 percent of our customers digitally. Certainly, we need to raise pre-awareness of our products and services before someone arrives at the airport.

    We have strong commercial targets that we need to hit and the Adobe Experience Cloud allows us to get from acquisition through to activity to after the trip activity. This allows us to tailor messages as someone moves through the airport experience to make sure that we deliver relevant push messages or relevant content throughout their journey.

    Email is Still the Key Driver for Us

    We work a lot with geolocation where we have over 11,000 beacons around the airport. Tools like Adobe Campaign allow us to move through that journey and keep that contact regular. We implemented Adobe Campaign three years ago with integration partner Acxiom, a long-term data partner. Adobe Campaign, as a truly omnichannel tool, has allowed us to really ramp up activity across channels.

    Certainly, email is still the key driver for us. We send over 6 million emails every month and Adobe Campaign has allowed us to personalize a lot more emails and make sure we get the right offers to the customers. We’ve worked with Adobe Analytics for 8 years and we now capture all of our online data. That’s all passed to Adobe Audience Manager which allows us to drive personalization at scale and deliver relevant and contextual experiences.

    Adobe Professional Services Has Been a Key Advantage

    I think the Adobe DAM, obviously with the integrations with Creative Cloud, can offer us huge process improvements. Working with Adobe professional services has actually been one of the key advantages for us. They have the knowledge to make the best value of the integrations between all of the solutions to really deliver experiences at scale we need to have automated processes.

    Moving More Towards Personalization

    We have a lot of faith in the Adobe Sensei platform and the machine learning there. We’re just opening up our homepage to automated personalization to try and bring through some subcategories of products that we’ll get a much better cut through with our customers. Now we’re moving more and more towards personalization, recommendations being the key focus areas for target.

    Adobe Audience Manager has been a key driver behind that. It is really a game changer for Heathrow Airport given our investment in the rest of our tech stack. Audience Manager really brings that all together and allows us to deliver an omnichannel experience.

    Open Rates Are Now Above 20 Percent

    We’ve seen open rates go from the low teens to above 20 percent, some great results there. We have over 25 percent click-through rates on some of our emails, which is a fantastic number to achieve. We’ve been able to increase average retail spend per passenger from £5 ($6.48) to £8 ($10.38). With our rewards customers, we see that they travel at least five times a year they have an average spend of £140 ($182) per visit. Adobe Campaign has been key to building that relationship.

    Our journey with Adobe has been a great experience. We’ve moved through from basically analytics eight years ago, but actually, the development of Adobe’s roadmap has continually evolved and that has driven our evolution in digital marketing as well.

  • Panera CEO: We Can Never be the Food Police

    Panera CEO: We Can Never be the Food Police

    “Panera can never be the food police,” says Panera CEO Blaine Hurst in a recent interview. “That is not even our mantra. We have got to be the brand that is relentlessly pursuing better eating.”

    Blaine also announced that Panera is about to begin “the most extensive renovation and remodeling of Panera Cafes that’s ever been undertaken in our brand.” This is a back to basics strategy that is following years of tremendous investment in technology by Panera.

    Blaine Hurst, CEO of Panera, discussed the company’s strategy in a recent interview on CNBC:

    Panera is in a Pretty Good Place Going Forward

    We did see a slight slowdown versus expectation in September, but what’s been amazing to me, as we look at our two-year comp which is our two-year trended sales, we have actually seen a real pickup actually in the last few weeks. Some of this may have been that our volumes are so high in September that we may have been challenged just to handle the volume.

    We don’t see this as a long-term downturn in the consumer, at least not Panera’s consumer. We also compare our sales to the black box all composite industry comps and we continue to dramatically outperform the trends that we’re seeing from other folks. I think Panera is actually in a pretty good place going forward.

    Tougher to Find Great People than it’s Ever Been

    Finding employees is a challenge for everybody in our industry without a question. The good news for Panera is because of who Panera is, what we stand for, what our brand stands for, and what we’ve done over the years, I think we’re in a better place than most.

    That being said, our turnover levels are well below the industry and it is tougher out there to find the great people that we’re looking for at Panera than it’s ever been. I do think that’s an overall trend and we are not completely immune to that trend. With our new channels that we’ve launched, the new product categories that we’ve launched, we seem to at least be on the positive side of that trend.

    We Spent a Lot of Time, Treasure, and Talent on Technology

    We spent a lot of time, treasure, and talent on technology and the differentiation of Panera across the channels. Then our clean initiative, which frankly was not quite as inexpensive when we look at the total system costs as we had all hoped it would be, but it was the right thing to do. That was pretty much all we could do as a public company.

    Beginning the Most Extensive Renovation of Panera Cafes Ever

    As a private company, we actually are now able to talk about making investments around a longer-term strategy. For example, in 2019 we will begin the most extensive renovation and remodeling of Panera Cafes that’s ever been undertaken in our brand. I’m not sure as a public company we probably could have done that, but as a private company, it’s like that makes sense, we’ve got to do it, it’s not an option.

    Panera Can Never be the Food Police

    Panera can never be the food police. That is not even our mantra. We have got to be the brand that is relentlessly pursuing better eating. I think a part of that is options, which clearly we have delivered through our apps and other things, but also through transparency.

    What we started talking about earlier this week was the amount of whole-grain in our breads. It’s only six of our products, but we think it’s important to talk about that and give people that insight as they make their choices.

    Further with our launch of Food Interrupted, which is a video series delivered through Facebook Watch, we think that is just simply helping our consumers to make better choices with better information. In no way will we say do this, don’t do that. Literally, this entire video series has very little mention of Panera. We are specifically communicating through storytelling what better eating could be in America of the future.

  • YouTube is Now Making it a Lot Cheaper to Advertise on TV

    YouTube is Now Making it a Lot Cheaper to Advertise on TV

    In its bid to capture a portion of television advertising revenues, Google’s YouTube has finally launched an option to run campaigns on TV screens. Labeled “TV screens device type” on the Google Ads platform, the option will allow advertisers to target engaged viewers watching YouTube content on their TVs.

    It’s not surprising that YouTube has added TV to its list of devices for video ads, along with computers, tablets, and mobile phones. Based on the video giant’s estimates, people watch an average of 180 million hours of YouTube on TV screens daily.

    The considerable shift isn’t harming mobile device viewership, though, as many viewers use their tablets and smartphones to stream content onto their TV screens.

    The availability of set-top boxes Roku and Apple TV, devices like Chromecasts, video game consoles, and smart TVs have paved the way for video streaming and changed viewing behavior. YouTube saw the potential and allowed marketers to develop ads tailored for TV viewing. Advertisers will also receive television-focused analytics to determine an ad’s impact on their overall campaign mix, so they can make tweaks wherever necessary.

    With the flexibility and affordability of Google Ads, YouTube advertisers can optimize and set specific bidding prices for campaigns or ad groups on different devices. After all, viewing habits tend to change depending on the platform being used. Mobile viewers, on average, watch videos in 60-minutes increments, while the watching duration for TV screens is about 4.5 hours.

    Brand awareness and ad recall may also be different on TV and mobile, but on both platforms, high-quality content on ads remains essential.

    For companies that already created amazing TV commercial ads, it’s cost-effective for them to post the video on YouTube as a way to spark more interest in their brand. They can tap into new markets while keeping their existing customers engaged. And, by uploading the video ad on YouTube, companies get the added benefit of easily uploading it to the company’s website for more views and sustained interest.

    [Featured image via YouTube TV]

  • AT&T Launches Xandr, Enabling Individualized Targeted Television Ad Sales

    AT&T Launches Xandr, Enabling Individualized Targeted Television Ad Sales

    AT&T launched a new advertising company called Xandr last week led by CEO Brian Lesser. “Xandr is a name that draws inspiration from AT&T’s rich history, including its founder Alexander Graham Bell, while imagining how to innovate and solve new challenges for the future of advertising,” said Lesser.

    “Our purpose is to Make Advertising Matter and to connect people with the brands and content they care about. Throughout AT&T’s 142-year history, it has innovated with data and technology, making its customers’ lives better. Xandr will bring that spirit of innovation to the advertising industry.”

    Brian Lesser, CEO of Xandr, discussed the new company this afternoon:

    Advanced Television to Power Direct Advertisements on a Household Level

    Xandr includes our existing advertising business which is about a $2 billion dollar television ad sales business, television and digital. We had an internal data project to pull all the data together across all of AT&T, and over the summer we completed an acquisition of AppNexus so that’s all now rolled up into Zander.

    The fastest growing part of our business is what we call advanced television. We sell quite a bit of television advertising but the most popular products we sell are television advertising powered by data using technology to direct advertisements on a household level. What that means is you and your neighbor could be watching the exact same program and getting different ads within the same content based on the behaviors of your household.

    Individuals Have a Control Over Their Data

    Some data we won’t use because of our privacy policy. When it comes to who you call that’s not information that’s relevant to how we’re going to serve you ads, but for example, if you’re on a browser on your phone and you are browsing content or you’re using DIRECTV NOW on your phone we can then use that information to direct ads both on your phone and on your television.

    AT&T is a 140-year-old company and we have a lot of respect for our customers and therefore how we treat data is a big part of our advertising business and our advertising program and our policy is dependent on us having that relationship. This means customers should always understand how and when we’re using data. They should always have choices as to how we use it and they will have control of it.

    Most of the information we get has to do with how AT&T interacts with you such as an app like the AT&T app, DIRECTV, or other information that you give us as a customer. The policy is the data that we collect from our customers always stays within our systems and we don’t sell data for advertising purposes. When we buy data to supplement that’s anonymized data and we never know who a person is.

    We have a profile in a database that says not you but an anonymous version of you likes to watch certain programs on television, you have certain apps installed on your phone and then we can buy data from brokers to augment our understanding and serve you relevant ads.

  • Verizon Business Markets CIO: We Have to Humanize Technology

    Verizon Business Markets CIO: We Have to Humanize Technology

    The CIO of Verizon Business Markets, which is Verizon’s small business segment, says that “We have to humanize technology.” What Rajeev Chandrasekharan is talking about is Verizon’s push internally to modernize the customer experience and to make it less frustrating.

    The Verizon Business Markets CIO says that they are modernizing and becoming more customer-centric with the help of Salesforce CRM and other tools. Their goal is to ensure that the customer’s concerns and information follow the customer, regardless of who at Verizon the customer is speaking with.

    Rajeev Chandrasekharan, CIO of Verizon Business Markets, recently discussed how they are reimagining the customer experience at the Dreamforce conference in San Francisco:

    The Three Pillars for Industry Transformation

    Our industry is seeing a lot of need for transformation and if you really look at it there are three different pillars. One is we’re engineered for scale and not for speed to market. We do something well and we are big and now that whole equation is changing with needing to get to the market quickly with products. The second aspect is we’ve been around for a while and use different kinds of technologies and we need to refresh them so we need to start using some of the cooler capabilities that exist.

    Lastly, there’s a lot of pressure on us with all the other industries, the digital unicorns, trying to provide this amazing customer experience and it’s not good enough now just to provide service or be a commodity. The intersection of those three needs is creating a need for a huge digital transformation.

    My role here in Verizon Business Markets is while we launch new products try to build digital business and try to leverage all of this technology and customer experience while we penetrate newer customer segments.

    Verizon Business Markets in the Midst of a Digital Transformation

    Generally, when you do a digital transformation there’s a lot of work and a lot of investment and the question companies always have is how much is it worth to go change everything that I’ve done? Luckily for us since we have multiple business units we pick the small business unit and said we see a tremendous potential here for new products and for penetration of the market so the investment is well justified. So go, do not compromise on things, drive this digital mobile first omnichannel thinking to the extreme and build something that’s like a beacon for all the other business units to follow.

    We’ve taken this to a place where revenue is going to be generated and when you have a promise of being able to grow the top-line it’s easy to justify all the work that goes into it. The other aspect is we’ve got a lot of buy-in from the top on trying to do things differently, so we’ve tried to put together a few rules of how we want to operate. We call them the big rules. Then build on that, where we’re trying to make sure the whole organization is saying, don’t fall into the trap of doing things the old way and make sure we focus on these big rules. Culturally and then opportunity wise Verizon Business Markets, the small business segment, becomes a fantastic place to try out this concept and we’re going all-out.

    This is a Customer-Centric Digital Transformation

    This is a customer-centric digital transformation. We started with the customer, we looked at the product research, we looked at the capabilities and then we decided what platform we wanted and what processes we can change. We also challenged ourselves by saying that we need to break our own rules and do something different. For example, if you’re going to get into a house differently and you can’t get to through the window, you can’t build another door, you can’t break in and you have got to use the key, then different about it? We challenge ourselves to break those rules.

    That customer in mindset is what we are struggling with and that’s the one thing I would say that we didn’t have, the digital native aspect, the customer-centric aspect as much. We have that in our service, in our network, and in our products, we have amazing stuff. When we top it off with this we’re going to be in a good place.

    We Have to Humanize Technology

    I think we have amazing products and services so innovation is constantly going to happen there. The two things that I see is operations are going to become digital with artificial intelligence and those sort of new age technologies, which is very important for you to be competitive in the marketplace or you’re not going to survive against your competition. Then, the most important thing is the way you go to deliver capabilities to a customer.

    We have to humanize technology. The customer is basically saying what do you think, what do you say, what do you do, and we then turn it into some garble technology talk. We need to operate as a digital entity and make the customer feel like we as a company are doing one-on-one personal services for you in think, say, and do.

    We’re giving you intelligent recommendations, executing your orders, and we are communicating with you effectively. That is going to almost take you back to the olden days of manual stuff which were one-on-one but without the human and instead with technology. That is the sweet spot for us going forward.

  • Vlocity Thriving on the Salesforce AppExchange Focusing on Industry Verticals

    Vlocity Thriving on the Salesforce AppExchange Focusing on Industry Verticals

    The Salesforce AppExchange is where companies can find third-party applications that run on and integrate with the Salesforce platform. David Schmaier, CEO and Founder of Vlocity, a Forbes Cloud 100 Company, says that Vlocity is the fastest company ever built on the Salesforce AppExchange and the Salesforce platform.

    Companies leverage Vlocity Industry Cloud apps to extend the power of the Salesforce platform.

    Vlocity CEO and founder David Schmaier discussed his companies amazing rise in an interview at Dreamforce:

    Vlocity Has 5 Industry Verticals Built on Top of Salesforce

    Vlocity is the single fastest company ever built on the Salesforce AppExchange and the Salesforce platform. The app exchange has 4,000 companies that do basically everything you can do possibly with the world’s number one CRM platform and cloud platform Salesforce. What we do is we build five industry verticals on top of the Salesforce platform; communications and media, insurance, healthcare, government, and our newest addition is the energy business. We take what our regulated businesses and we make them digital.

    I came to my first Dreamforce in 2013 and I was looking around for opportunities. Some friends had built a company called Veeva, which is the biggest company ever built on the Salesforce platform and they do pharmaceutical and life sciences CRM. I came to Dreamforce to find the next Veeva and when I found was astonishing. Back then there were around 2,700 companies on the AppExchange and I saw CPQ, CGI, Middleware and Document Management, but no other industry vertical applications.

    There was only one back then and yet it was the largest company ever built on the Salesforce platform and the only one to go public. You didn’t need to be a Ph.D. in computer science to figure out that there was an opportunity to build another Veeva, a bigger Veeva, which we call Vlocity.

    Vlocity Transforms Industries to be Modern, Digital, and Customer Centric

    We named the company Vlocity because we’re fast, but we try and we’re trying to improve the agility of our customers. A good example of this is last night we were with New York Life Insurance which has rolled out about 18,000 users of Salesforce and Vlocity in about a year and they do it all in a mobile-first way.

    Before they would go in and talk to you about life insurance in your kitchen with pen and paper and now they just tap on their phone to sell life insurance. We’ve taken the whole process and made it mobile first and made it digital so they can connect with their customers in a whole new way. That’s the kind of capabilities that we provide for people. We call it digital, we call it agile and it’s all available now on the mobile device.

    Vlocity Announces New Mobile Products

    We’re announcing two new mobile products. The first is a visual studio where I can point and click and drag and drop and I can put in a companies logo and I can build high fidelity rich mobile apps and I can deploy them really really fast versus having to custom build them. We simplify the development process and allow you to point-and-click and put your colors and your branding and your logo and roll out very high fidelity mobile apps.

    The second part is we’re coming up out with a new app for consumers so that when I want to browse my bill or look at my usage or add devices or buy the new iPhones that just came out I can do that all from a branded consumer mobile app that’s that comes out of the box and ready for use. We’re doing a lot of things in the mobile-first area.  

    Vlocity Integrates AI and Siri

    I’m excited about Salesforce’s big announcement this week where Einstein and Siri are now best friends. We were in parallel working on these mobile apps and because our software’s all built 100% native and additive on the Salesforce platform all that great work Salesforce is doing with Einstein and Siri we get for free.

    Now we can ask Siri questions about paying the bill or understanding usage or adding the new iPhone and I can do that all through the voice capabilities that Salesforce has added to the platform. The platform keeps getting better with analytics, with Einstein, now Einstein meets Siri, and we’re just thrilled to be part of this great ecosystem.

  • Zippin CEO: In 5-10 Years Every Store Will Be Checkout Free

    Zippin CEO: In 5-10 Years Every Store Will Be Checkout Free

    What if going to a store was easier than shopping online where you could just walk in and pick up your purchases and walk out with payment happening all in the background?

    You have heard about Amazon’s cashierless stores, Amazon Go, and their plans to open thousands of those stores in the coming years. Now there are startups that intend to bring this concept to all stores by providing a software platform and a technology solution to retailers.

    Zippin Co-founder and CEO Krishna Motukuri talked about the technology behind his new checkout-free solution in a recent CNBC profile:

    At Zippin, our mission is to banish checkout lines for good. You can simply walk in, check-in when you enter, pick up whatever you want, and simply walk out. If there was somebody that actually was able to follow a customer around the store and see what they were picking and just took a note of that information and then when they walked out simply just gave them a bill, it would be very convenient for the customer.

    We use overhead cameras that look straight down and get a bird’s-eye view of the entire store. That allows us to uniquely identify customers and we use that information to also understand which items they’re picking from the shelf and which ones they’re putting back. This information is paired with sensors that are on the shelf that worked with the cameras to accurately identify which products cart picked.

    As we’ve seen in the online world where ecommerce customers can actually see which product you’ve clicked on how long you actually considered it or whether you put it in the cart or taking it out, there will be retailers that will be responsible in the way they use that information.

    In addition to supermarkets and grocery stores, we’re also getting a lot of interest from hotels, airports, stadiums, and commercial buildings. For the first time, this technology allows you to operate a store more cost efficiently. We expect more of these smaller stores to appear in residential complexes and office buildings where there was nothing other than just a vending machine and some salty snacks before.

    Our next step is to actually take the technology to an existing retailer and implement it in their stores. I would say five to ten years you should expect every store will be checkout free.

  • Chinese Internet Growth is Staggering and is Still an Enormous Business Opportunity

    Chinese Internet Growth is Staggering and is Still an Enormous Business Opportunity

    South China Morning Post CEO Gary Liu recently gave a Ted Talk explaining the staggering growth of the Chinese internet and how it is rapidly changing millions of lives for the better. What’s especially fascinating is how impactful their internet growth has been for the Chinese migrant workers and the poor and how this is only the beginning.

    There are still 600 million Chinese offline, their wages are rising too which means their spending power is a huge opportunity for internet startups. 

    South China Morning Post CEO Gary Liu talks about the impact of 772 million Chinese that are now on the internet:

    Technology is Changing China

    Once every 12 months, the world’s largest human migration happens in China. Over the 40 day travel period of Chinese New Year 3 billion trips are taken as families reunite and celebrate. The most strenuous of these trips are taken by the country’s 290 million migrant workers for many of whom this is the one chance a year to go home and see parents and children they left behind.

    Travel options are very limited with plane tickets costing nearly half of their monthly salary, so most of them choose the train. Their average journey is 700 kilometers, the average travel time is over 15 hours and the country’s tracks now have to handle 390 million travelers every Spring Festival.

    Until recently, migrant workers would have to queue for long hours, sometimes days, just to buy tickets often only to be fleeced by scalpers and they still had to deal with near stampede conditions when travel day finally arrived, but technology has now started to ease this experience. Mobile and digital tickets now account for 70% of sales, greatly reducing the lines at train stations, digital ID scanners have replaced manual checks expediting the boarding process, and artificial intelligence is deployed across the network to optimize travel routes.

    New solutions have been invented, China’s largest taxi hailing platform Didi Dache launched a new service called Hitch which matches car owners are driving home with passengers looking for long-distance routes. In just its third year Hitch served 30 million trips in this past holiday season, the longest of which was further than 1500 miles. That’s about the distance from Miami to Boston.

    China’s “Need Economy” is Driving Innovation

    About a year and a half ago I moved from my home in New York City to Hong Kong to become the CEO of the South China Morning Post and from this new vantage point. I’ve observed something that is far less familiar to me, propelling so much of China’s innovation and many of its entrepreneurs is an overwhelming need economy that is serving an underprivileged populace which has been separated for thirty years from China’s economic boom.

    The stark gaps that exist between the rich and the poor, between urban and rural, or the academic and the unschooled, these gaps form a soil that’s ready for some incredible empowerment. When capital and investment become focused on the needs of people who are hanging to the bottom rungs of an economic ladder that’s when we will start to see the internet truly become a job creator.

    Because of the country’s sheer scale and status as a rising superpower, the needs of its population have created an opportunity for a truly compelling impact. When explaining the rapid growth of the Chinese tech industry, many observers will cite two reasons. The first is the 1.4 billion people that call China home.

    Chines Government: “Active Participation” or “Pervasive Intervention”

    The second is the government’s active participation, or pervasive intervention, depending on how you view it. The central authorities have spent heavily on network infrastructure over the years creating an attractive environment for investment at the same time they’ve insisted on standards and regulation, which has led to fast consensus and therefore fast adoption.

    The world’s largest pool of tech talent exists because of the abundance of educational incentives. Local domestic companies in the past have been protected from international competition by market controls. Of course, you cannot observe the Chinese internet without finding widespread censorship and very serious concerns about dystopian monitoring.

    Yet, the Internet Has Continued to Grow

    Yet the Internet has continued to grow and it is so big, much bigger than I think most of us realize. By the end of 2017, the Chinese internet population had reached 772 million users. It’s larger than the populations of the United States, Russia, Germany, United Kingdom, France, and Canada combined. Also,  98 percent of them are active on mobile and 92 percent used messaging apps. There are now 650 million digital news consumers and 580 million digital video consumers.

    The country’s largest ecommerce platform Alibaba now boasts 580 million monthly active users. It’s about 80 percent larger than Amazon. On-demand travel between bikes and cars now account for 10 billion trips a year in China. That’s two-thirds of all trips taken around the world. So it’s a very mixed bag the internet exists in a restricted, arguably manipulated from within China, yet it is massive and has vastly improved the lives of its citizens. Even in its imperfection, the growth of the Chinese Internet should not be dismissed and it’s worthy of our closer examination.

    As the Chinese Internet continues to grow, even in its imperfection and restrictions and controls, the lives of its ones forgotten populations have been irrevocably elevated. There is a focus on populations of need, not of want, that has driven a lot of the curiosity, the creativity, and the development that we see. There’s still more to come.

    An Enormous Opportunity: 600 Million Chinese Offline

    In America, internet penetration has now reached 88 percent. In China, the Internet has still only reached 56 percent of the populace. That means there are over 600 million people who are still offline and disconnected. That’s nearly twice the US population and an enormous opportunity.

    Wherever this alternative fuel exists, be it in China or Africa or Southeast Asia or the American heartland we should endeavor to follow it with capital and with effort driving both economic and societal impact all over the world. Just imagine for a minute what more could be possible if the global needs of the underserved become the primary focus of our inventions.

  • How to Use Data to Become Incredibly Customer Centric

    How to Use Data to Become Incredibly Customer Centric

    Steve Stone, former CIO of L Brands and Lowes, recently discussed how retailers can use data to serve their customers better and become incredibly customer-centric:

    Retail Grew Up Differently

    When you think about retail, retail grew up differently. We started with stores and then we eventually added e-commerce. We were also very much notorious best-of-breed in the way we build our applications. Over time, you’ve got this technical debt where information about the customer and information about the product is stored in many different places.

    When you’re trying to build an integrated seamless frictionless customer experience it’s very hard to do that if your information is disjointed. One of my favorite sayings is if the plumbing isn’t right it doesn’t matter how nice the experience is it just isn’t going to work. This is a huge challenge for retailers and it’s where technology really has to play a role, not only to combine the information but to find ways to add speed and agility to the entire process.

    Data Key to Meaningful Customer Experiences

    I’ve always said data governance isn’t exactly sexy but it’s it’s what really drives the ability to deliver those types of meaningful customer experiences. With the focus now today on the customer experience with the Internet of Things and with all these new technologies coming at us and especially with the advent of AI and machine learning, we now see that data has to be right, the hygiene has to be great. Suddenly, master data has become a vogue term in retail and in consumer products.

    I think the biggest problem a lot of companies find is they’ve got to find a place to start. You’ve got to get that starting point. Picking an experience, an experience that you want for the customer, and then flowing back through, where are all the interaction points of data, where does it originate, and where is it getting corrupt? Cleansing that and building that one experience we’ll start you on your journey.

    Be Customer Centric, Not Product Centric

    After that, it’s really getting into the plumbing and understanding your data and understanding the customer. It’s always amazing when we build these great customer experiences, but they’re built more for us and not for the customer. At L Brands we always put the customer first. Be customer centric, not product-centric. How do we integrate, how do we become customer first in everything that we do?

    We’re really at the point now where the technology exists to do this right. The integration platforms such as MuleSoft are really strong now that allows you to stitch together your applications plus build an extensible layer where applications can change quickly. That experience becomes one where if I’m a customer and I walk into a store and you don’t have the product I want there’s no problem. The product will still be at my doorstep the next day or hopefully that day.

    Knowing Your Customer

    I’m online and I want this product and I don’t want to have to wait for it to come from your distribution center in Detroit or Wisconsin. I want it and I’m in California and I get it in a couple of hours because the retailers are able to use the inventory in those local stores.

    As a customer, you know me regardless of the channel, whether I came to you via the call center or whether I came to you in a store or online. You know me and that’s to me where retailers have to be. I don’t think that’s differentiating as much anymore, instead, I think that’s becoming the table stakes.

    You can’t compete against the past, you’ve got to compete against what the future is going to be. I see retail changing so much from inventory, from the customer, and even the whole level of personalization that we’re trying to offer to the customer now. The customer is going to be asking for things that we would never have dreamed possible and yet in a few years we’re going to be delivering it.

    The Best Retailers Cater to Their Customers

    Retailers that I really admire are Costco, Lilly Pulitzer, Ulta Beauty, Tractor Supply, they have a really great connection with their customer. They cater to that customer and they’re building out technology capabilities that really allow that customer to operate on their terms, not on the retailer’s terms, and I just think that’s so powerful.

  • CEO’s of Adobe, Microsoft, SAP Announce the Launch of the Open Data Initiative

    CEO’s of Adobe, Microsoft, SAP Announce the Launch of the Open Data Initiative

    CEO’s of Adobe, Microsoft, SAP announced the launch of the Open Data Initiative, a new data repository in the cloud dedicated to facilitating collaboration across the global research community. This is an initiative squarely aimed at Facebook and Google, in effect challenging them to provide all customer related data back to the customer. Here is Microsoft’s portal to the Open Data Initiative.

    Below are key highlights from a discussion the three tech CEO’s had on CNBC…

    Satya Nadella, CEO, Microsoft:

    The insight that all three of us had based on the work we’re doing with many customers, such as Coca-Cola, Unilever, and Walmart, today as customers they’re all excited about this open data initiative. It’s their real insight that led us to do this, how do we work to put them in control of their own customer data, because that’s the real currency.

    Any brand out there cares deeply about the continuous improvement of their own customer data understanding. The three of us coming together is going to be central to them feeling in control of their own customer data.

    Bill McDermott, CEO, SAP:

    There isn’t a CEO in the world that does not want to have a single view of their customer and they have to connect their demand chain to their supply chain and do so in real time. If you think about the consumer whose social, mobile, they’re geospatial, they’re always on the fly, they’re going to shop different companies in all channels, direct to consumer and retail, and you have to make sure that connection point with that consumer is really intimate.

    These companies need to be intelligent enterprises because more and more AI and predictive analytics is going to rule how you engage with that customer. Ultimately, what you have to do is fulfill, so now you’re going to see the demand and the supply chain completely integrated and that data will be shared evenly among our companies so the customer is the major benefactor of the Open Data Initiative we announced today.

    Shantanu Narayen, CEO, Adobe:

    All three of us shared this vision of how do we enable enterprises to put customers at the front of the digital journey. Getting behavioral data, getting transactional data, and getting customer engagement to be the front and center is the most important thing that enterprises can do so that digital is actually a tailwind rather than a headwind.

    What Marketo does is add to our offerings in the Experience Cloud of being able to create this unified profile for all customers. The thing that every customer will tell you today is that they want an engaging experience with whoever they’re doing business with, whether it’s financial services, automotive, or retail. Adobe focused a lot more on B2C customers, but the same requirements that were true for B2C customers are now true for B2B customers and that’s what Marketo provides.

    Satya Nadella, CEO, Microsoft:

    The name itself should tell everything, it’s an open data initiative. It’s about really unlocking the data that is our customers’ data about their own customers. I think what is foundational here is trust. In other words, ultimately customers will decide.

    Also, compliance with their own customers trust in them is also going to be very key, because if you think about it one of the top considerations for anything around customer data is privacy and regulation around privacy. So the most important thing here would be for each vendor to think through how they participate here and ensure that there is more trust in the entirety of the value chain, starting with the end consumer to the brand and to us as software vendors or tech companies.

    I think the real challenge is going to be for some who may want to join but their business model is probably not going to allow them to join. I think overall though what we have all anchored on is if we can create an architecture and an incentive system that turns the tide to put customers in control of their own customer data I think the overall economy will be better off.

  • Clorox: Digital is About Changing the Way We Do Business

    Clorox: Digital is About Changing the Way We Do Business

    When you think of Clorox you probably think about bleach and consumer products. However, from a business operations and marketing perspective, you might be surprised to discover that Colox itself is undergoing a multi-year transformation with the goal of becoming a digital company.

    Recently, at Salesforce Live, Doug Milliken, VP Digital Experience Transformation at The Clorox Company, described their digital journey:

    We were doing digital, but we have to go to being digital. In the past, we’ve been doing digital marketing or doing e-commerce and we realized we really need to be digital, meaning the company needs to be organized around and operating in a digital way end-to-end.

    Digital is About Changing the Way We Do Business

    That led us to realize is that for us digital is not just a channel and a technology, digital fundamentally is about changing the way that we do business. Digital for us is about changing the way that every function in the company operates, leveraging the possibilities of digital technology.

    We have efforts across the whole value chain of the company, how we do R&D, how we do product supply, how we do marketing and sales, and a program that’s funded and built into our three-year long-range plan across every sector of the company to digitize and change how we work.

    Goal of Digitizing is to Improve the Consumer Experience

    We then decided we have to have a North Star, why are we doing that and to what end are we digitizing the company? For us, that end is to improve the consumer experience. Digital transformation is changing how we work across the whole company in service of improving our consumers’ experience.

    What this is about at the core is about becoming more radically consumer-centric and human-centered. Companies like Clorox,  most CPG companies, we are very consumer oriented, but we’ve typically been very brand-centric. We’re very organized and our thinking is very much around our brands.

    What is the Goal of the Consumer?

    Our brands are critical and they’re the unit of value for Clorox, but we’re trying to put the consumer much more at the center. Who is the exact consumer or the persona who we’re designing around and what is her goal?

    If we take one of our brands, Renew Life, it’s a probiotic, that consumers goal is not to buy Renew Life, her goal might be to enhance her wellness. What is the consumer’s goal, what is her journey to that goal and what are the pain points or difficulties along those journeys that we can help with?

    Becoming a Helpful Part of the Consumer Journey

    We’re trying to shift our mindset from how do we sell our brand or product to how can our brand help the consumer along this journey. That includes products but it could include other things too. It’s about their whole end-to-end experience and moving from being product and brand centered thinking to think about an end-to-end experience along a journey to a goal. That’s what we’re trying to accomplish.

    I think in the next three to five years this is going to really come to fruition. What we’re going to be able to do for our consumer, to move them along their journey, to enable them to reach their goal and our ability to help them and our ability to grow our business while we’re helping them do that is really exciting.

  • Adobe Creating an Industry Around Digital Engagement and Customer Experience Management

    Adobe Creating an Industry Around Digital Engagement and Customer Experience Management

    Shantanu Narayen, Adobe CEO, recently discussed on CNBC about how Adobe is working to actually create a brand new industry focused on digital engagement and customer experience management. I thought this was interesting in that this makes Adobe a CRM company competing with the likes of Salesforce, rather than what most people think when they hear the name Adobe, a company providing creative, marketing and document solutions.

    Much of this new focus will rely on their AI solution, platform Adobe Sensei, which you can read more about here.

    Narayen’s expands on Adobe’s intent to be a CRM leader in the excerpts below:

    We really believe that what’s happening is that every enterprise wants to in real time engage with customers. When you think about what CRM used to be, CRM was more about a record that was in a relational database. That is not as important as what you do with that customer information and how you make action out of it.

    That’s where the Adobe and Microsoft partnership is so valuable because together with what they have done with Azure and the ability for people to process the data at the pace at which they want and what Adobe has done. We enable people to attract customers to your platform. We allow you to engage it. We think we’re actually creating a brand new category and industry which is all about digital engagement and customer experience management, far more critical than what a record might store.

    We continue to think that content and data and how content and data come together is really where this magic happens. You’ve walked into a retail store you’re accessing an application on a mobile device and it’s all about what’s the right content that’s being delivered based on the intelligence.

    I think it’s a dramatically different approach that Adobe has pioneered and I think it’s companies like Adobe and Microsoft and SAP who actually see this vision for what’s happening in the world.

  • How Adobe is Using AI to Transform the Customer Experience

    How Adobe is Using AI to Transform the Customer Experience

    Adobe has now integrated their artificial intelligence platform Adobe Sensei into Photoshop and most of their creative products. “Adobe Sensei is an AI and machine learning platform that deeply understands how our users work and delivers a lot of simple workflow that makes that magical moment happens in any of our applications,” noted Abhay Parasnis, CTO & EVP at Adobe. “What makes Sensei so unique is that Adobe is the only company in the industry that can marry art of content and creative expression and science of delight on a massive scale.”

    “The key areas we focus on are content intelligence, computational creativity, and the experience which is related to understanding events related to how content is delivered,” commented Scott Prevost, VP Engineering of Adobe Sensei and Search in an Adobe explanation of the product.

    “If I can go all the way from how I create content in the creative tool and then have the ability to personalize it at scale to Adobe Experience Cloud, then have the ability to measure it through analytics and feed the measurement back into the creative workflow, saying these designs work better, that actually is the holy grail in what customers tell us they want,” says Parasnis.

    Shantanu Narayen, Adobe CEO, recently commented on CNBC about how this is helping to improve the Adobe customer experience:

    On the creativity side, everybody fears the blank page, so if AI can start to infer what people want to do in terms of using either Photoshop or one of our creative products and when you can speak to the computer and it understands and infers what you want to do and makes our products and tools more accessible, that’s a huge win. Then you can attract a tremendous amount of customers.

    At the other end of the spectrum, when you have millions of customers hitting your website, the AI that we have on the Digital Experience Cloud being able to infer intelligence from the trillions of transactions and ensure that you get the right offer that was meant for you in real time, that’s something that humans cannot do.

    Those are two really good examples at different ends of the spectrum of how AI enables our customers to do more with our technology.

  • Could Your Small Business Benefit from Using Chatbots?

    Could Your Small Business Benefit from Using Chatbots?

    The mindset of the modern consumer is one of urgency and convenience. Businesses that reply to queries and concerns quickly and without hassle generally earn more customer loyalty and have better brand reputation. And thanks to chatbots, more companies can now be online 24/7 to meet their customer’s needs.

    Chatbot is an amalgamation of the words “chat” and “robot.” Basically, a chatbot is a computer that can have a written conversation with a customer, either online or via SMS. They are used primarily for customer service, marketing, and sales. Most large enterprises have already incorporated chatbot technology into their daily operations, and a growing number of mid-sized and small businesses are following suit. But could your business benefit from using a chatbot? Here’s what you should consider:

    1. You’re Having Difficulty Providing 24/7 Customer Service

    Many businesses want to be able to provide their customers with support 24/7, but are unable to do so because of cost and human limitations. Chatbots go around these constraints. They can remain running all throughout the year. This means there will always be someone to interact with your customers regardless of the time of day.

    2. You Need New Ways to Interact With Customers

    It seems that there’s an app for everything these days. However, people can only devote their time to a limited number of apps, particularly messaging platforms. Instead of rolling out a company app or relaunching your website, you can deploy your chatbot on a messaging site. These robots can be programmed to provide personal and meaningful conversations with customers. What’s more, they can present your brand in much the same way that a real person would.

    The Sydney Opera House’s “Seal Bot” on Facebook Messenger is great at engaging people. It shares facts about the venue’s history as well as information about any upcoming performances or events.

    Image result for sydney opera house seal bot

    Meanwhile, customers can have a dynamic discussion with Nike’s Messenger bot as they customize their sneakers based on their preferred color scheme or while checking out the shop’s different shoe styles.

    Image result for nike messenger bot

    3. Efficiency is a Company Goal

    Chatbots can help make your business run more efficiently. You can automate tedious tasks and free up your employees for more crucial or creative ones. You can also program your chatbot to handle your employees’ human resource concerns, like sick leaves or questions regarding attendance. Bots can even be integrated into programs like Slack. They can assist in managing team projects, streamlining conversations and keeping tasks organized.

    4. Cart Abandonment is Becoming a Concern

    Abandoned carts are a problem a lot of online retailers are familiar with. There are instances when a customer is finalizing their purchase, gets interrupted and is forced to abandon the transaction. Chatbots can cut down on these missed purchases by giving customers gentle reminders. They can even be programmed to suggest other products that could interest the buyer.

    Image result for chatbot cart abandonment

    5. You Want to Build a Better Relationship With Millenials

    Millennials have different expectations when it comes to customer service.  Research revealed that the majority of millennial consumers prefer to resolve their customer service issues by themselves, and 69 percent feel good when a problem is solved without having to talk to a customer service representative. They prefer self-service solutions that chatbots can provide. If your company caters to this demographic or you want to target them, then automating your customer support is a good move.

    Chatbots can provide you with two key benefits—market presence and good customer service. These two things can make a big difference if you’re the owner of a small or medium-sized business. But make sure you first take the time to come up with a strategy for using a chatbot efficiently and in a way that also communicates your brand’s vision and personality.

    [Featured image via Pixabay]

  • Successful CEOs Understand The Customer Journey

    Successful CEOs Understand The Customer Journey

    Ryan Deiss is the co-founder and CEO of DigitalMarketer, a highly successful online community and learning platform for digital marketers. Ryan recently talked about the challenges of going from founder and Chief Marketer to CEO and offered some great advice for those of you who are in the process of building a company. Below are some highlights from a recent podcast:

    You Were the Rainmaker

    Any successful founder who now finds themselves as a CEO, or if you’re a CEO who came up through the ranks, it’s because more times than not, you were the person who could make the cash register ring. You were the Rainmaker. You could by just own force of will dig in there and make the sales happen, which is why as your team grows it’s very hard to turn that off.

    As a founder, even if you don’t enjoy marketing, you’ve got no choice in the early days of your business. Your first job is to create the product, and then as soon as it exists, even if it’s kind of crappy, it’s like okay we’ve got to sell this thing.

    If you’ve experienced any success whatsoever as a founder, as an entrepreneur, a small business owner, congratulations! It’s because you’re a marketer and it’s because you’re pretty good at it. Turning that off and handing that over to someone else is one of the more difficult things I’ve had to do in my career.

    Making the Shift to CEO

    When you make the shift into CEO or any type of leadership role, it means you have to take on more of a strategic process and more of a strategic approach. It means that the work is going to be done through the efforts of others, so you’re not gonna get that thrill. But if you don’t do it you’re going to be stuck. If you don’t do it your company is not going to grow because it’s only going to be as strong as you are and it’s only going to be able to do as much as you have time in a day.

    As your company grows and you have to take on more responsibilities you have less and less time. That’s why so many companies grow and do really well and then they seem to peter out and flounder. It’s because they never make that transition from the tactical to the strategic and that’s what CEOs need to learn to do.

    How to Move from the Tactical to the Strategic

    You start by hiring people to do the work that you hate to do and you suck at, that’s where it always begins. So in the early stages, building a team is really really easy. However, when you start needing to scale and hire for the roles that you’re good at and enjoy, that’s when it becomes difficult. For me, I really enjoyed marketing and I like to think I’m pretty good at. In the beginning, I tried to find someone who was this all-in-one marketer, who could do everything that I could do and then some.

    What I found is that person just didn’t exist, and it’s not because I’m so amazing, it’s because I had a lot of experience doing this type of marketing that we were doing and also that I had so much tribal knowledge. If you take somebody even with more experience, because they didn’t have the direct experience and all the tribal knowledge associated with the specific company, they are never going to be as good as I was right from the beginning.

    Hire, Train, Retain People… and Don’t Run Out of Money

    If you think about the role of a CEO at its core, it is to hire, train and retain great people, and don’t run out of money. As your team begins to grow, you may really love diving in and doing all the tactical aspects of marketing. But if you’ve got a marketing team there’s going to be issues that are going to suck up a lot of your time.

    You’re going to spend time talking with accountants and finance people, whether you like it or not. You’re going to be dealing with legal and all the other operational aspects of a business that maybe you don’t want to deal with. But in many cases, you’re the only person who can deal with it, and so a lot of the day-to-day, blocking and tackling, that goes into business and into marketing, in particular, you simply don’t have the time to do.

    CEO’s Should Understand the Customer Journey

    It is just taking more of that 30,000-foot view. So along with the roles of the CEO, hire, train, retain the best talent, and don’t run out of money, I would add to that, understand and seek to optimize the customer journey.

    I think as a CEO that’s one of your critical documents if you want to still be involved from a marketing perspective, it’s that customer journey. You need to understand that because if you don’t know how strangers become customers, then you don’t know how the growth engine works in your business. How can you responsibly influence that growth?

  • 5 Reasons Your Business Needs CRM Right Now!

    5 Reasons Your Business Needs CRM Right Now!

    Customers are the lifeblood of any business, which is why companies should have clear strategies regarding their customer relationship management (CRM).

    One way to do this is by using CRM software. These programs gather all the data regarding your customers and prospective clients in one place. It can also assist you in going digital with your marketing plans and sales funnels, thereby saving your company some much-needed resources.

    CRM can also boost productivity and efficiency, encourage employee cooperation, and improve customer satisfaction. However, there’s so much more that a CRM can do for your business.

    5 Reasons Your Business Needs CRM

    1. Develop a Solid Contact Information Hub

    Tracking down information about a client or a prospect is challenging and time-confusing, especially if you have to look at multiple programs. Investing in a reliable CRM system will keep all the information you need in a centralized location.

    More importantly, a CRM solution will keep individual files of every customer, and these can be added to every time a staff interacts with them. Employees can add data regarding phone calls made to the customer, emails sent, contracts signed, etc. Every team member can have access to this data and be able to update it so everyone is on the same page.

    2. Ensures Reliable After Sales Support

    Brands know how important it is to keep their customers. However, ensuring they remain happy is a job that extends beyond closing a deal.

    Let’s say an irate customer made a complaint but your support team says the issue has been resolved. How will you know which side is right? This dilemma happens when there’s no clear documentation or steps on how to provide reliable after-sales support. You could lose customers and prospects because of this.

    CRM can prevent this from happening as it allows you to track the status of clients and add support tickets. If the support team fails to resolve a complaint or misses a deadline, the software will send notice to the relevant manager. Action can then be taken before the problem escalates. It also ensures that everyone on the team is held accountable and provides you with a way to track an employee’s effectiveness.

    3. Reduces Risks Created by Turnovers

    Employee turnovers are inevitable in every company. Unfortunately, these situations do create risks for a brand. Let’s say a new sales representative takes over; the sudden change could result in dropped deals, prospective and existing customers not being contacted, and missed sales targets.

    These risks can be reduced with CRM. In the event of a customer service or sales rep turnover, the system can shift accounts and leads to other sales personnel or support representatives in just minutes. The smooth transfer of responsibilities also means the odds of someone dropping the ball drastically goes down.

    4. Reduces Carbon Footprint

    The right CRM software will reduce your company’s carbon footprint since you’ll be doing away with paper. The software will assist you in managing your mail, projects, and other documents, and keep it on one platform that you can easily access. More importantly, all your company’s sensitive documents will be stored in the cloud or on a secure server. This ensures that crucial customer information won’t be lost, misplaced, or destroyed accidentally.

    5. Assists You in Planning Ahead

    Managers are only too aware of the hassle of a team member forgetting to follow-up a lead. This type of problem is resolved with a CRM tool. The software can help you plan any sales and marketing activities in advance or set-up tasks that you need to accomplish daily. The system will also remind you of pending tasks and the time frame for it.

    Never underestimate what CRM can do for your business. With it, you can turn your company into a more efficient and profitable venture. It will also give you an advantage over your competitors in today’s multi-channel business environment.

  • Holler.com: Supply Chain Excellence is Our #1 Focus

    Holler.com: Supply Chain Excellence is Our #1 Focus

    Jonathan Um, Cofounder, and COO of Holler.com, the world’s first online dollar store, recently spoke at Retail (R)Evolution 2018 about how important the supply chain and automation is to his young start-up.

    We are on the extreme end of the online spectrum. For us, carrying about 10,000 SKU’s, providing the ultimate digital hunt to our 6 million users, the number one thing we focus on, first, second and third, is supply chain excellence. We take a holistic view of the supply chain, from the way we buy, what we buy, how we source, how we bring it in, how we pay, to the way we fulfill and ship. It was inevitable for a bunch of scrappy guys trying to squeeze every ounce of fat from that supply chain to turn to automation. Not just your run of the mill automation, but robotics.

    Speed Isn’t Everything

    I think with Amazon out there in the market there is a misconception that speed is everything. You have to deliver next-day, same day, and that’s simply not true. In fact, what rings the most true is free is king. And customers will do amazing things to try to get to free shipping. It is the end all, be all for the extreme value segment. For us, we are very focused on how to deliver free shipping and make our unit economics work. That’s number one. Number two is transparency. Customers want to know what’s going on with their order?

    If it’s getting picked, packed–there are actually features in our WMS with HighJump Software where you get a Facebook notification if the order is being picked at that very instant. For the customer, it’s really about not worrying that you have our attention on your order because you receive regular updates. That whole stat about 8 contacts per package is a real cost and that is a reality that we’re living through. Every time we update and add transparency is a win for our business.

    Same Day: The Exception for Delivery but Not for Notification

    In terms of click to ship, it is same day, that is the expectation. When you place an order on Holler.com, the expectation is that you get a shipping notification the same day. The constraint is that we have a 5-day work schedule, we don’t have a 7-day work schedule, so we need to catch up on Monday and Tuesday very quickly. But that same day ship notification, that is the standard.

    Small Start-Ups Must Outsource Automation to be Successful

    We are a well-funded company, but we don’t have the capital to deploy traditional automation. You ask us to spend $2 million, $5 million we are just going to say no out of the gate. It’s a non-starter for us. There is no scenario that would payback for us, ever. I don’t know what my order volume is in Q4 five years from now. I can barely tell you five quarters from now. So I cannot put up $5 million, $10 million or $15 million.

    We are working with a solution called Invia Robotics. It’s basically a little robot, costs no more than a couple thousand dollars to build, and it’s a pay as you go service. So in the day of Uber and Lyft and Airbnb, why would you pay for your own capX as a small company like us? We pay by the pick, the replenishment tasks, and the inventory tasks. This is a great solution for where we are as a business, doing about 3,000 orders a day and 30,000 lines.

    If we were to scale up to 100,000 lines in a couple of years, I’d be totally open to insourcing.

  • How Mattel Optimizes Marketing on Walmart.com

    How Mattel Optimizes Marketing on Walmart.com

    Mattel is one of the largest distributors and brands sold on Walmart.com. Meredith Wollman manages the customer experience and all of the digital marketing for Mattel products that are sold through the Walmart.com channel. Wollman was interviewed at the eTail Conference by Tammy Everts, Senior Director of Research at SOASTA, now part of Akamai.

    How do you deliver the high conversion rates that Walmart and Mattel expect?

    If you don’t have the fundamentals down no campaign is going to be successful. Before we consider an ad campaign we go back to the cradle and look at setting up the items. We make sure that each item has the correct title, correct brand attribution, the right content in terms of A+ asset, beautiful imagery,  lifestyle imagery, package, out of package, the right videos, whether we have short TV commercials, and any user-generated content.

    Whatever the case may be, making sure that those items are set up and that they are optimized properly is very important to do before we even look at a campaign. No campaign will be successful if the item isn’t set up properly and they aren’t engaging for the consumers and there aren’t reviews already on the product.

    How do you plan a campaign for Mattel on Walmart.com?

    We are looking at what are our big bets? Where do we have the biggest investment in terms of the products that we want to put in front of the consumer? Every campaign looks at our on-hand inventory and where we are hoping on having the consumer lean in big. What we do is set up the campaign around that. We determine that if we can only have 5 or 6 hero images, what are those going to be? What are the products that we are going to use as the enticement for the consumer to come in and look at more?

    Then, which brands are we going to focus on? We also look at all of the analytics in terms of geo-targeting. In this particular zip code, are consumers leaning in towards our latin Barbie? Are they leaning in towards our African American Barbie? We want to really personalize what shows up on the screen for the consumers so they are seeing what they want to see and what they didn’t even know that they wanted to see.

    It’s Definitely a Data-Driven Process…

    I think the days of gut testing everything have gone the way of the Dodo Bird. Everything has to be data-driven now. That doesn’t mean that you can’t test something new, we do that all of the time. We really look at the data first to determine which products, where, who, when and how. All of those key factors are looked at when determining what we are going to put forward. It has to be data-driven.

    Most Mattel Shoppers Start on Mobile in the Store

    About 75 percent of our consumers start their journey on mobile. They are either in the store looking at a product and then they go on their phone and look for reviews or they are in the store and looking at products to see how quickly it could be shipped. A lot of people start their journey online which is why it’s so important to be mobile optimized.

    They don’t all necessarily buy online but that’s where they start their journey. Some will buy online but then go pick up in the store, which is actually considered a store purchase.

    How are conversions for Mattel on Walmart.com?

    They are slightly higher than the norm of 4-6 percent. If you are hitting the consumer when they want to see the product and with the product, they want to see you will, of course, have a greater conversion rate. It comes down to being scientific and artful at the same time about not necessarily telling the consumer what we want them to know, but giving the consumer the information that they want.

    Those two don’t always mesh as easily as we’d like because we have things we want to share at certain times, but that’s not always what works best for the consumer. The better we understand the consumer and what they want and when they want it the more successful the campaign. It’s always the case when we are communicating something that we want them to know in the time frame that we want them to know that it’s not nearly as successful.

    Akamai Study Shows Load Time Impacts Revenue Significantly

    A study by Akamai shows that every 1 second of load time improvement on Walmart.com equaled a 2% conversion rate increase.


    Also, for every 100ms of improvement, incremental revenue grew by 1%. All ecommerce sites can benefit from increasing both the speed and efficiency of the consumer experience.

  • What Are Businesses Trying to Accomplish with AI-Powered Customer Support?

    What Are Businesses Trying to Accomplish with AI-Powered Customer Support?

    Everyone hates automated customer support… right? Actually, every customer hates automated customer support. Companies love it because it saves them money that they assume is pure overhead. However, what if automated support could be beneficial to both customers and companies? That’s the promise of AI-powered automated customer support.

    “A big part of what we need to be able to do at a call center is to help our clients gain that insight to go away with something they didn’t even know they needed before they came into the situation,” noted Rob High, Chief Technology Officer of IBM Watson. “Creating a conversational system within a call center is not something that you simply drop into place and expect on day one to have everything answered that you are trying to accomplish.”

    What Are Businesses Trying to Accomplish with Conversational AI Customer Support?

    1. Automating tasks better and faster.
    2. Augmenting experiences in order to orchestrate activities.
    3. Transform and improve your business.

    “Ultimately, what many of us are looking for the ability to transform our businesses, to really achieve something greater than what we are able to do today,” says High. “This is to address our clients needs in ways that perhaps haven’t really been considered in the past or that will result in us being able to differentiate ourselves as a business.” That progression, he says, is one that needs to be taken a step at a time because as each step is taken you are increasing the complexity and the data that are needed to bring value.

    Evaluating the Conversational Support Option

    It’s a long (and often expensive) process to implement AI-powered conversational support into your business call center. So how does your company justify going down this road? IBM’s Rob High thinks there are five concerns to consider:

    1. Business Value – Address a clearly recognized business opportunity or pain point. “Do you really have a business value proposition that you are trying to address?” asks High. “Is there value that you can identify out of the results that you are trying to create? Can you measure that both quantitatively as well as qualitatively? Are there quantify values that you can associate with the outcome of this effort, such as reducing the first customer time to resolution or increasing net promoter score? Any of those kinds of qualitative and quantitative measurements that are important to you that you can identify use to measure value will allow you then to determine that this is a worthwhile effort.”
    2. Viable Data – You will need to analyze the availability, accessibility, and quality of your data. It is absolutely key to the implementation of successful conversational support that you think about your data first.
    3. Technical Feasibility – IBM’s CTO asks, “Do you have access to the technologies that are necessary to achieve the results you are producing? Are you able to get access to the AI systems, the conversational services, and even the data processing that is necessary in order for you to have a successful project.”
    4. Speed to Implement – The longer it takes to do something and the longer it takes to generate a result can kill support for a key project like conversation AI support. It not only raises costs but it also drives concerns within the enterprise that it will ultimately be successful and critical to future success. “Finding a way of delivering this project quickly by starting simply and getting those results back so that you can build on the value that you are creating is a key element to success here,” said High.
    5. Alignment with Corporate Initiatives – This comes down to reviewing existing company initiatives to see if AI-powered conversational support is already in alignment. Can you join an existing initiative? If you can it is often the quickest way to get things started.