Mobile and Social Integration's Role in CEM Solution

1 | ©2013, Cognizant
©2013, Cognizant
Mobile and Social Integration :
Its role in CEM solution

| © 2013, Cognizant2
The changed customer ecosystem
What is CEM?
Agenda
Harness the Power of Social and Mobile

The age of Customer
 Customer is only an end point
 Focus is on efficient operations
 Protected market place
 Discrete generation of data and limited
conversion to information
Old Playbook
 Customer is the starting point
 Focus is on smarter operations
 De-regulation opening up the market place
 Continuous data generation and dynamically
conversion to information
New Playbook
Age of Manufacturing
Mass manufacturing makes
industrial powerhouse successful.
Ford,RCA,GE,
Boeing,P&G Sony
Age of distribution
Global connections and
transportation systems
make distribution key.
Walmart,
Toyota,UPS,CSX
Age of information
Connected PCs and
supply chain mean
those who control
information flow
dominate.
Amazon.com,Google
Intuite, MBNA
Age of the customer
Empowered buyers
demand a new level of
customer obsession.
Contenders include
Facebook,IBM,Best
Buy, and Apple.
Source: Forrester, Competitive Strategy in the Age of the Customer, June 6,2011

Think Business = Think Customer
Every customer has
multiple touch points
with my company
Am I getting
enough
information from
all our channels
Is my digital marketing
apt for the customers?
But our company
still manages data
in fragmented
manner
*Source: Gartner
The practice of designing and reacting to customer interactions to meet or exceed customer expectation to increase
customer satisfaction, loyalty and advocacy.*
How do I win their
absolute loyalty ??

Why CEM?
In the age of well informed customers companies have to now create and maintain a complete experience for the customers in order to
maintain brand loyalty & advocacy.
Depending on the
industry, reducing your
customer defection rate by 5%
can increase your profitability
by 25 to 125%
CEM
propels your customers
from Satisfied to Advocate
A 2% increase in customer
retention has the same effect
as decreasing costs by 10%
Acquiring new customers can
cost as much as five times
more than satisfying and
retaining current customers
86% of customers are willing
to pay more for a better
customer experience
Profitability
Satisfied
Loyal
Advocate
Perceived Value
Source : From the Book - Leading on the Edge of Chaos, Forrester Research, ATG, Oracle

What is CEM?
Agenda

The Nexus of Forces: Social, Mobile, Cloud and Information…
Source: Gartner, The Nexus of Forces: Social, Mobile, Cloud and Information, June ’12
…is building upon and transforming user behavior while creating new business
opportunities

Social media boom…
Social
• Facebook has more than 1 Billion unique users
• 110 Billion minutes spent on social sites (that
is 1 out of every 4.5 minutes online)

The networked customer
56% who use social media to interact with an
organization say that they feel stronger
connection
50% are more likely to buy a product or service from a
company that they can contact using social media
16% want to interact with organizations using social media
51%
trust online forum more
than organization’s
website
use online forum to sort
out problem with
product or service
37%
Taking age into account-
for customer ages 16 to
24
52%
Source : Avaya, http://www.avaya.com/usa/campaign/socialmedia-mobiletechnology/

Impact of social media on Customer Life Cycle
• Creates
opportunity for
easy discovery
Discover
• Enables credible
evaluations
• Provides Inputs
for new
product/service
Evaluate
• Influences
buying decision
Buy
• Keeps customer
engaged
• Enables co-
creation of new
product/service
Access/Use
• Provides a
preferred
medium for
support
Get Support
US consumers create over 500 billion
online media impressions about
products and services every year 1
36% of US online adults are “Critics,” or
users who contribute to ratings, reviews,
blogs, and other social channels to voice
their opinion 2
17% of users have bought something
based on a friend’s post about it using
social media 3
33% of users want to follow a brand on
social media channels because they’re
current customers 4
50% of all Facebook users and 80% of
Twitter users expect a response to a
customer support inquiry in 24 hours or
less 5
1 Forrester Research Inc., “Competitive Strategy in the Age of the Customer,” June 2011
2 Deloitte Consumer Products Group, “Global Social Media Adoption,” June 2012
3 Forrester Research Inc., “The Purchase Path of Online Buyers in 2012,” September 2012
4 2012 study conducted by Get Satisfaction
5 Oracle, “Consumer Views of Live Help Online,” 2012

Everyone is Mobile…
1 Gartner, http://www.gartner.com/newsroom/id/2304615
Mobile
• 1Billion+ smartphones out 5 Billion mobile
phones in the world
• 2nd among the top 10 CIO technology priorities
in 2013 1

Mobile Frenzy…
Mobile and tablets are increasingly become center of customer life cycle with many activities being
performed on mobile device
Source: comScore MobiLens and TabLens, U.S., 3 Month Avg. Ending Dec-2012
39%
39%
38%
38%
33%
30%
21%
23%
24%
19%
34%
22%
19%
21%
Researched product
features
Compared product prices
Purchased goods or
services online
Found store location
Found coupons or deals
Checked product
availability
Made shopping lists
Tablet Smartphone
80%
have still not been
marketed to by their
favorite site using
mobile device
Opportunities galore
Source : Avaya, http://www.avaya.com/usa/campaign/socialmedia-mobiletechnology/
51%
would be interested in
receiving a time
sensitive location
based offer
57%
Customers are interested if brands reach them on mobile
would be interested
in opting into brand
loyalty club via
mobile social sites
like Facebook, twitter
use
barcoding
scanning
apps to
compare
prices
use online
coupons to
get the best
prices
say that they always
know more about the
product or issue than
the customer service
agent
Smart-phone users are
better informed
customers
16%
63%
69%

Impact of Mobile on Customer Life Cycle
Discovery
Evaluation
Buy
Access/Use
Get Support
20% emails in a marketing campaign are
opened on a mobile device 1
1 Forrester Research, Inc., The State of Retailing Online 2012: Mobile and Tablet Commerce, July 2012
2 http://www.clickfox.com/blog/mobile-apps-for-customer-service-and-engagement/
3 http://enterprisecontent.nuance.com//mobile-advantage-infographic.jpg
Aids brand discovery through mobile email, location based services,
social media access
Allows research on products
Influences buying decision
Use mobile for recurring activities like periodic payments, tracking usage etc.
Mobile app and mobile sites provides an easy medium to do self-service

Mobile & Social Media together make a lethal combination
62% MOBILE USERS use their device for SOCIAL NETWORK ACTIVITY
Source : Accenture, Mobile Web Watch 2012,
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Mobile-Web-Watch-Internet-Usage-Survey-2012.pdf

Web
Email
Contact Center
Store
Discover Evaluate Buy
Access/
Use
Get
Support
Social and Mobile adds complexity to Customer journey…

Web
Email
Contact Center
Store
Access/
Use
Get
Support
Social and Mobile adds complexity to Customer journey…
Social
Mobile

Strength of Mobile and Social across Customer Life Cycle
Access/
Use
Get
Support
Strength of social is strong across the
life cycle except the buy stage
Strength of mobile is strong across the
life cycle. Its weakest in the discover
phase
StrongWeak
Social and mobile have varying strength of influence at the various stages of
customer life cycle

B2B CEM
A sale being made to a business is typically a major
investment in terms of time and capital as opposed to a
direct sale to a customer which is usually a rapid
phenomenon with a very narrow window of opportunity
Higher Time and Higher Capital
Business buyers are people like you
and me and are present on social
media
Social Media
A disgruntled customer will talk about
his experience. 84% B2B Buyers trust
Word of Mouth (Forrester)
Word of mouth
The potential of damage in case of lower loyalty is much
higher as the number of customers are small and churn
can lead to significant reduction in revenue and hence,
profit
Less no. of customers, Higher
value per customer

B2B Vs. B2C use of Social Media
55%
47%
27%
39%
18%
18%
26%
8%
3%
43%
37%
34%
33%
29%
27%
25%
7%
3%
Improve customer engagement
Increase website traffic
Increase content reach
Increase sales revenue
Increase lead quality
Increase lead quantity
Improve search engine ranking
Reduce marketing costs
Reduce customer support costs
B2C B2B
Source: Ascend2, “Marketing Strategy Report: Social Media” in partnership with Research Underwriters, Mar ‘13
B2C have established their presence in social marketing channels, B2B are
rapidly gaining social traction

Social Media is important in B2B world
13%
40%
24%
12%
5%
45%
23%
11%
Very effective
Somewhat effective
Somewhat ineffective
Very ineffective
B2B B2C
Business marketers are more than twice as likely to consider social media
“very effective”
Source: Ascend2, “Marketing Strategy Report: Social Media” in partnership with Research Underwriters, Mar ‘13

Are organization prepared to face the challenge?
Unpreparedness: Percent of CMOs reporting
under preparedness
CMOs priorities for managing the shift towards
digital technologies
Source : IBM, The 2011 Global CMO Study,
http://www-05.ibm.com/ch/presentations/cmo_study/pdf/CMO_Erkenntnisse_Susanne_Marty_IBM.pdf

What is CEM?
Agenda

CEM Imperatives
Customer Needs
Business Goals
• Enterprise Mobility to enable "always-on" connection to clients,
customers, and employees
• Structured analytics to provide real-time, deep customer
insights
• Integration capabilities to process large, unstructured data from
social media and other sources leveraging existing IT Assets.
• BPM to enhance STP & CEP to gain real time actionable insights
for a Customer
• A seamless, cross-channel Capability for increased Customer
Experience
• Better access and use of insights about consumer needs and
preferences
• A holistic view of the customer & an efficient platform for
managing the product and service portfolio
• Efficient business processes and infrastructure management
• Integrate the customer’s data & voice in real time into processes
and employee activities for actionable Improvements
Foundational Capabilities Required
Key IT Enablers
ExceptionalCustomerExperience
Cloud
Mobile
Social
Information

Connecting inside out and outside in views
Access/
Use
Get
Support
CustomerPerspectiveCompanyPerspective
Customer Experience
Low
High
Process & Systems
Disconnected Sub-optimal
Website Mobile Email Call Center Store/Kiosk Social Channels
Touch Points
Customer Journey

3I’s for delivering delightful customer experience
You can deliver a delightful customer experience when you INTERACT
with the customers, anytime, anywhere, and on any channel giving them real
time, contextual, and consistent INFORMATION. To achieve this,
INTEGRATION of the various enterprise business processes is the key.

Mobile can change the model of engagement
Customers
Partners
Employees
Smart Products
Social and Mobile can connect customers to other customers and the organization.
Customers can interact with organization at the moment of decision and need.
Business value can be extended by provisioning partners with tools in their daily
workflow and context.
Business decision can be accelerated by putting data dashboards into executives’ hands
Mobile app can work as control interface and extend product value and differentiation
Better Customer Experience
Source: Forrester Research, Inc., Mobile Is The New Face of Engagement, February 2012

New demands in era of the customer…
Factor or competency
Systems of record
(PC era)
Systems of engagement
(mobile age)
Devices Hundreds of millions of computers
Billions of computers, smartphones, and
tablets
IT’s value-add to the
business
Application developer and operator Solution broker
Technology investment
priorities
Automate back-office and front-office
processes
Improve customer and employee
interactions
Key vendors Microsoft, Oracle, and SAP
Apple, AT&T, Cordys, Deutsche Telekom,
Google, and salesforce.com
Delivery architecture
Internal, proprietary client/server or
browser
External, open Web, mobile app Internet
Middleware and associated
APIs
Function-specific, modular, SOA Task-specific, atomized, REST
Security approach Look down the perimeter
Secure the device, access, application,
and data
Development process Waterfall, yearly releases Agile, weekly or quarterly updates
Partnering strategy Not invented here Managed supplier ecosystem
Application provisioning IT-controlled software pushed to desktops Self-service app store with social features
Source: Forrester Research, Inc., Mobile Is The New Face of Engagement, February 2012

Enterprise Mobile Landscape
Mobile
Transformation
Extend existing
business
capabilities to
mobile devices
Transform the
business by
creating new
opportunities
Differentiate the
consumer
experience
Build Integrate Run Manage Secure

SHOPPING
StoreEnter the Store
Exit
Store
Items
Scan QR
Code
In Store Customer Experience
Cart Processing Request
Security Gateway
ESB Layer
Application Layer
D
M
Z

Reference Solution Architecture for Mobile
Security Layer
Transport Layer
Security
Message Layer
Security
- Secured Hashing
- Authentication
Header
- Encapsulating
Security Payload
Business Process Layer
IBM DataPower Appliances
(XS40, XI50)
IBM Websphere Message
Broker
IBM Websphere Enterprise
Service Bus
IBM BPM
Orchestration Transformation
Protocol
Mediation
Routing Enrichment
Caching Layer
Connector Layer
IBM DataPower XC10
IBM Extreme Scale
Elastic Caching
IBM Cast Iron
IBM WBI Adapters
Cloud
Connector
Enterprise Apps
Connector
IBM Worklight
Auditing
EnterpriseApplications
Data Flow
Web API Management

Online Wallet
SMS based Payment OTP
Mobile Web Payment
Credit cards
QR Codes Payments
Near Field Communication
Mobile Payment Channels
Channel Effectiveness
Security Issues
• OTP based payments are fast and provide Two-factor authentication
• QR codes facilitates easy communication but implementation for payments is limited due to
technical limitations of the format used for payment
• Online Wallets provide seamless integration with operator and credit card payments.
• Mobile web payments provides high customer satisfaction and ease of use
• NFC has complex ecosystem of standards and requires state-of-art mobile infrastructure.
Solution
Weak Cryptographic
Algorithms
Unauthorized access Replay attacks
ImpersonationRepudiation
Mobile Malware/spyware
Identity Management Idempotence MAC based Data Integrity
XML Threat Protection AAA
Mobile Payments

Account Snapshots
Transaction Snapshots
Payment History
ATM & Banking Location
Account Activity Data
Bill Payments
Remote Cheque Deposit
Mobile Banking Use Case - Application Features

Mobile Banking Use Case - Architecture
Web Service
Proxy
Tivoli Access Manager
VPN Tunnel
X509 Security
Token
Providers
CRM
Content
Mgmt
System
SOAP/HTTPS
Consumer Layer ESB Layer Provider Layer
IBM DataPower
SOAP/HTTPS
…

Mobile Banking Use Case – Addressing QoS Aspects
• Site to Site Persistent VPN connection used
between mFoundry and the bank’s extranet
environment that will reach only Data Power
• All communication happens using SSL
• Binary Security Token passed along with the
message from mFoundry to ensure message level
security. TAM used here along with Data Power for
the authorization
• Two Factor Authentication Model used involving
username/password based authentication followed
by a challenge question
Security
• Data Power’s inbuilt XML processing capabilities &
security featured used to create a scalable solution
• Data Power configured in a clustered mode for high
availability and failover
Availability & Scalability
Transaction Response Time (in secs)
Logon 1.699
Get Payee 1.349
Approve Payment 3.719

How to mobilize existing apps ?
 Import the WMB8 project into IBM Worklight Studio to view the list of functions the Mobile Application
can perform
 Test the Mobile Application within IBM Worklight/using an Emulator(ex: Android Emulator)
 Deploy the Application to the Mobile Phone
 For reference IBM Worklight Adapter Mobile Service Pattern that comes with WMB 8’s in built pattern
repository can be leveraged

Challenges with Implementing Mobile for CEM
 Highly fragmented set of platforms, devices, channels,
languages, and tools increases cost and complexity of
development and testing and makes it difficult to deliver a
consistent user experience
 Choosing not to support one or more platforms reduces the
reach of an application
Developing for multiple mobile platforms &
delivering consistent user experiences
Use IBM Worklight for App
Development and Version
Management
Delivering high quality apps that engage users
and meet business objectives
 Poor quality can negatively impact brand image
 Bad ratings and comments can cause other users to avoid
trying a mobile app
Use IBM Worklight for App
Development

 Recreating instead of leveraging existing business logic
increases maintenance costs and risk of inconsistent
behavior
 Lack of ready back-end services slows front-end
development and increases potential for last minute
integration issues
 Existing back end systems need to be able to handle
increased load due to the introduction of Mobile as a new
channel
Integrating with enterprise systems
Use IBM Cast Iron for integration
with a multitude of systems
Implementing Mobile Application Security
 Mobile devices also host other applications and can
potentially be affected by malware/viruses that can affect
the systems within the enterprise
 Sensitive data such as credentials may be stored locally on
mobile device and this poses a risk in case the device is
stolen/lost
 Some applications also store data on the device to ensure
offline availability. This introduces additional security
concerns
Use IBM Data Power for enforcing
XML Threat Protection and for
securing access to enterprise systems

Testing Mobile Applications
 Testing functionality and performance in real
business context - with all the integrated services,
applications and data is time consuming and complex
 The size of the device configuration matrix is vast and
continues to expand thus making it a volatile landscape
 More network considerations such as Multiple carriers ,
Variable throughput and latency, Disconnected use and
Network switching need to be taken into consideration
Use IBM Work light to Test Mobile
Applications

Use social to improve all facets of your internal organization
Marketing
Sales
Products
Support
Use social media insights to reduce
customer churn and determine the best
intervention to drive trust and
advocacy, driving more sales
Use insights from social analytics
anticipate trends and new opportunities
to provide value
Use social media listening to solve
customer support issues and anticipate
and plan for issues that might have
taken a long time to uncover
Use social media insights to better
understand customer sentiments about
brand

Social Computing Framework
Listen Analyze Engage Integrate
• Relate analysis
to business
strategy & other
business
intelligence
information
• Respond to
conversation or
take appropriate
action
Link enterprise
data systems
• Customer
• Product
• Net Promoter
Score
• Satisfaction
numbers
• Sales
• Product
Comparison
• Sentiment
Analysis
• Unusual
occurrence
• SME
identification
• Content Analysis
Social Listening Who, What, When,
Where, How
Actionable insights
after aligning with
business
Integrate social with
business strategy

Social integration impacting business
Shared Services Infrastructure
Service Oriented Architecture
Business Process Management
Order
Mgmt
Call
Center
Website ECommerce Partner Billing
…
FeedbackforImprovement
SOCIAL NETWORK
Enterprise
Social Monitoring & Engagement
CreateIncreasingBusinessValue
Source: Oracle, Transforming Customer Experience The Convergence of Social, Mobile and Business Process
Management, Jan 2013

Social BPM Use Case
Submit
Claim
Claim Processing
2. Claim Check
8. Process
Claim
3. Reprise Claim
5. Collaborate
7. Complete
Task
4. Assign Task
1. Submit
Claim
Manual Process
6. Get
additional
information
from
Customer

Real time actions
• The ability to collect information about a customer’s activities
• The analytics management capability
• Ability to take real time decisions on social activity
Source : IBM, Smarter Analytics: Driving Customer Interactions with the IBM Next Best Action Solution

Leveraging Cast Iron Web API for Social Business
• Allows enterprises
to extend their
services to support
the community of
developers for
building new
social, mobile and
cloud applications
• Helps users deliver,
socialize and
manage business
APIs
• RSS feeds to keep
app developers
posted with latest
updates
• Hooks into popular
social media sites
like twitter and
Facebook
• Dashboard to
monitor usage and
statistics
IBM DataPower …as Security Gateway
(OAuth)
Create Socialize Manage
API Assembly API
Management
API Exposure
Developer Community
CAST IRON WEB API
Public
Community
Private
Community
Enterprise Apps

Cognizant Social PrismStrategicData
Inputs
Manage Risk Effectively
Improve Operational
Efficiencies
Create New Business
Opportunities
Brand Monitoring
Competitive Intelligence
Sales & Marketing
Digital Marketing Analytics
Customer Service
Enterprise Data Management
Enterprise
Data
SocialData
Industry
News
Competitor
Information
Compliance
Data
R&D
Information
Customer
Feedback
Employee
Data
ValueDrivers
Business
Enablers
LENS/FILTER ALGORITHM/MODEL INSIGHTS/ DASHBOARD
…is Cognizant’s Social Media Monitoring and Intelligence platform

An adaptable lens provides a unique view of the Social Media ecosystem
domain lens
source lens
data lens
temporal lens
company
aspects
monthly
quarterly
weekly
yearly
daily
half yearly
spatial lens
Abcd Life|| Abcd life || abcd life||
Abcd || abcdlife || abcd Life ||
Abcdlife || AbcdLife || abcdLife
“Any of these” filter
Establishing the Lens
Abcd Life
Service Coverage Claims

Managing the algorithm
A configurable model makes it easy to adapt our solution to a specific
business requirement
Opinions
Reasons
Topics
Sentiments
Model-driven approach
makes the algorithm
adaptable
Abcd Life
Alico
Life
Universal Life
Coverage
Claims
Service
Whole Life
edelivery
Term Life
because
due to
since
as
owing to
bad
poor worst
good
great
awesome
tricky
unacceptable
intolerably
unvalued
victim
costly
prevent
value
unwilling
cheap

Presenting the Insights
A real-time dashboard provides a 360°view of the data with drill-down
capability
Single dashboard view
Filteringdataby
topics
Filteringdataby
sentiments
Document-level
viewofthedata
Marketing & Sales team,
Analysts
C-level execs,
department heads

Challenges with Implementing Social for CEM
 Maintaining perception generated by the
consolidated customer experiences across entire
customer lifecycle to boost the Brand experience is
an challenge.
Brand Management
Use IBM Web Content Manager for
managing branding
Customer Satisfaction
 Frequent service revisions/upgrades required to
meet ever-changing demands from
consumers/consumer trends
 Faster time to market to ensure customer
satisfaction is maintained
 Service adaption to local cultural context is
essential for global services.
Use IBM Customer Experience Suite
& collaboration Tools such as IBM
Connections to ensure & enhance
customer satisfaction

Customer Experience Management
Discover
Evaluate
Buy
Access/
Use
Get
Support
Business Goals
Improve brand value
& perception
Increase profitability
& customer base
Competitive
difference
Reduce operational
cost
Repurchase,
retention, advocacy
Customer Needs
Consistent
messaging
Connected
interactions
Personalized journey
Efficient service
Rewarding
relationship
Re-engage
Leave
Customer
Life Cycle

Mobile and Social Integration's Role in CEM Solution

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Mobile and Social Integration's Role in CEM Solution