1. w w w . c g n g l o b a l . c o m
CGN GLOBAL
Competing in the Digital Economy
March 2014

2. 2 | CGN Global - Confidential
Agenda
• Defining the digital spectrum
• Business @ speed of light
• Big Data, Hairy decisions, Audacious results
• The customer – value equation

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The digital spectrum is a multi dimensional living, evolving ecosystem and there is a recipe
that works for you and your customers – you just have to find it!
Channel to market
Real time decision making
Target resolution
Privacy
Framing the contextual problem becomes a critical first step in the digital economy
Data drives business drives data
…and so on

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Superior business models in the digital age will have to deliver on competing business
priorities without dropping the ball
Closeness to
customer
Product / Service
innovation
Operational
excellence
Crowd sourceTele-management
Zerolatency
Ultrascale
Micro-targetedGeo-located
Psychographics
convergence
A/Btesting
Access / availability
Technology is forcing traditional businesses to decouple their processes and arrive at newer models
to remain relevant under continuously evolving market conditions

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Competing in the digital age involves synthesizing relevant insight from multiple data sources
– structured and unstructured…… AND ACTUALLY DOING SOMETHING WITH IT!
Technology capabilities are moving from just analytics to actionable insight but the truly
transformative scenario would be adaptive decision making.

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Healthcare: Patient centric approach to delivering value in an integrated care delivery
environment
Asset tracking
for improved
utilization
Patient tracking
from the time the
patient walks into
the door
Resource
monitoring
for improved
productivity
Reduction in the lead
time to serve
patients, through real
time data collection &
analytics capability
Location
Where are patients within the
facility?
Where is staff within the
facility?
Where are devices/assets
within the facility?
Traffic Patterns
Hot/Cold zones within the facility
Dwell times
Core metrics: unique visitors, visits etc.
Repeat visitor ratio, visit frequency, recency
Key Metrics
Identity
Who is in the facility?
What is the profile of patients
within the facility?
Analytics
How many patients are in the
facility
Where do patients spend
most time
What are the paths they take
How many are repeat visitors

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Healthcare: The true business value of big data is in delivering structural cost improvement
and improving financial stability of the enterprise
Salaries &
Wages
51%
Services
&
Supplies
27%
D&A
5%
Revenue
100%
Higher operating network
efficiencies
Optimized fixed costs &
procurement
Gain
Increased throughput resulting
in greater visits & revenues
Higher efficiency of administrative activities
through technology interventions
Operating Income
4%
Other exp
11%
Interest exp
2%
Impact on Provider
• Fewer resources & associated
costs
• Reduced administrative &
transaction costs
• Ability to generate greater
revenues through improved
patient throughput
• Improved resource & asset
utilization
Right sized assets

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CPG / Retail: Putting the customer in charge of the product discovery and buying experience
and allowing unfettered exchange of information in return for real value
Susie goes to the store
Susie decides to host a party and
checks out wine options online
Connect with Susie as she looks
at inventory at a client’s web
property (FB page, Twitter
handle, website, etc.)
Promote the client app / web
property / products in Susie’s
and her “look alikes’” news feed
and sends her coupons / ads /
app downloads
Recognize her smartphone as
she enters the store and tracks
her as she walks towards the
wine aisle
She walks through the store occasionally
stopping to check out various products
Suggest other products based on her
current location as well as
recommended wine pairings with
those products. Additionally, it sends
her relevant coupons and offers
She completes her trip
and checks out
Update her profile
with the list of
products bought
for future
recommendations
Susie goes online to
review the wines
Update the
sentiment
profile for the
product and
aggregates
feedback to the
retailers and
brands
Brand Awareness
Personalized Promotions
Social Sentiment
Product Innovation
Dynamic Pricing
Customer Engagement
Susie invites her friends
and downloads the app

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CPG / Retail: The power of the medium is in connecting with the core audience with pin point
accuracy and scaling that universe using network effects with efficiency
Reach –
3,500k
Reach –
2,500k
Reach
– 120k
Step 1:
Identifying
the most
engaged
audience
• Core audience on FB (177K) and Twitter (30K)
• Subset of this audience interacting with a
particular video post – 50K
• Look alike audience harvesting – 100K to 120K
• Targeted, personalized messaging through
sentiment and emerging theme analysis
• 3-5% app download – 3K to 6K
Step 2:
Expanding
reach across
the web
• Expand audience on Youtube (500K) and
ShareThis (1,000K to 1,500K)
• Understand audience psychographic and
behavioral characteristics
• Look alike audience harvesting – 2,000K to
2,500K
• 1-3% app download – 20K to 75K
Step 3:
Reaching
audiences in
context
• Incentivize engaged audience to spread the
message through their network – 1,000K
• 1-1.5% additional app download – 10K to 15K
• 2 way communication with 100K consumers
inside stores through the app
• Store analytics and strategic screen marketing in
context of the shopping activity
Converting an ever
expanding universe of
engaged eyeballs to
spending consumers

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CPG / Retail: The digital journey roadmap drives distinct value to the business performance
buckets at each stage – The key is tracking and measuring it
SG&A
22%Own Data
• Key statistics
• Correlated price and volume movements
• “Halo” effects
Digital Media Advertising Platform
• Increase ROI on advertising
• Micro targeted messaging
• Behavioral segmentation
Location Based Services
• Extend online profile to physical location
• In context messaging
• Personalized app content management
Integrated Business Decision Support
• Extend online profile to physical location
• In context messaging
• Personalized app content management
Stage 1
Stage 2
Stage 3
Stage 4
Gross
Margin
32%
Revenue
100%
Net Margin
10%
Cost of
Goods
Sold
68%
Cost of
Goods
Sold
68%
Cost of
Goods
Sold
68%
Cost of
Goods
Sold
68%
Cost of
Goods
Sold
66%
34%
11%
SG&A
22%
SG&A
22%21%
SG&A
21%
SG&A
21%
13%

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Automotive: A seamless customer experience delivering actionable sales insight for a
frictionless buying process
Sam goes online to
research a car
System analyzes his
behavior and influencers
System tracks Sam’s
choices and preferences
System alerts dealership
of Sam’s choice and
identifies his vehicle
Sam walks into
a dealership
System tracks Sam’s data
and enriches profile
Sam buys a car
System tracks Sam’s
comments and sentiment
Sam goes online to talk
about his experience
System prompts
personalized messages
for a new car
Sam is ready for
a new car
System up-sells service
packages
Sam brings his car
for service
Sam configures
a car online

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Automotive: The business value lies in creating an ecosystem of engaged consumers and
developing multiple touch points through the relationship lifecycle
Actionable intelligence from real live conversations
across 700 M users and 50,000 brands and live location
feed from every single customer in the dealership
Track and target influencers for your context
Win mindshare across the competitive landscape
Take the online relationship into the dealership and vice
versa
Execute end to end from insight generation, targeted
messaging as well as relationship management
One source of data to track the whole lifecycle from intent
generation to first time purchase, servicing and then
repeat buyer

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Insurance: Real time catastrophe response management to optimize field resource
deployment and service distressed policy holders in their times of need

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ImpactFin&Strat Levers
Insurance: The business value comes from recognizing that efficient response to crisis not
only minimizes the impact of the catastrophe but also creates lasting brand equity
Accurate
claims
processing
• Right resource, right place, right time
• Early response, limited damage
• Lesser time in ancillary support
(hotel, rental cars, etc) → lesser
expense
• Cost of latency for claims
adjustment
• Cost of ancillary support /
affected policy holder
Combined
ratio ↓
Optimized
resource
deployment
• Predictive resourcing models
• Real time monitoring of ground realities
• Targeted response with required
resource instead of max coverage
• # of deployed resources
• Optimized mix of deployed
resources
(training, supervisory, etc.)
Expenses
↓
Procurement
efficiencies
• Proactive positioning based on real
time feedback for optimized response
• Pre-staging reduces prices of hotel
rooms, rental cars, etc.
• Pre buy impact on ancillary
support / affected policy
holder
• Reduced wastage
Expenses
↓
Brand equity &
market share
• Real time sentiment management
• Proactive engagement with policy
holders and quick response
• Visible leadership
• Market share
• Cost of retention vs. cost of
acquisition
• Competitive pricing advantage
Premium
income ↑
SourceBenefit

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A fair and transparent exchange of information for commensurate value between the
provider and consumer drives sustainability
VALUE = QUALITY PRICE
Performance
Best in class
Frictionless
experience
Features &
attributes
Customized
offering
Highly
responsive
$
Personal
information
Time
Competing in the digital economy is about generating business (value) by serving greater market
complexity (quality) without sacrificing operational simplicity (price)

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SAURABH DEY
SENIOR MANAGER
E. SAURABH.DEY@CGNGLOBAL.COM
P. 617.755.4881