Protect your community of dealers and buyers in the online marketplace

Managing content at each step of the online marketplaces’ customer journey

Protecting users online is crucial for businesses. It’s imperative to have a safe and secure platform for a seamless experience, and provide customers with trustworthy content to engage throughout the customer journey.

Did you know: 67% of consumer’s fears towards the sharing economy are related to trust, and 73% of people are unlikely to return to a site if ads have poor descriptions?

This paper looks at some of the pain points in online marketplaces, highlighting how Webhelp can offer a comprehensive and game changing solution to ensure a smooth and efficient experience.

Download our insights to learn more and discover our solutions.


 

Author

Thomas Japy

Digital Content Services Business Analyst

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Whitepaper B2B Marketplaces Webhelp Payment Services

Whitepaper: The sun rises - The role and opportunities of B2B marketplaces in a post-Covid world

Whitepaper-B2B-Marketplace

Following our last studies “The spring of B2B marketplaces” (2017), “B2B marketplaces are blossoming” (2018), and “The summer of B2B marketplaces” (2020), we once again joined forces with the strategy consulting firm Roland Berger and Mirakl to take stock of this new year of development for B2B marketplaces.

This new edition, entitled “The sun rises – The role and opportunities of B2B marketplaces in a post-Covid world”, goes further into the new development and opportunities for B2B marketplaces which played a key role in helping businesses continue their activities during the pandemic.

While the growth of B2B marketplaces has thus accelerated, they also face added pressure from B2C marketplaces, as customers’ expectations have also risen. Increasingly threatened by leading generalist marketplaces, B2B players have turned to diversifying their products and developing vertical services on highly controlled and specialized markets to protect themselves. This specialist approach shows clear success potential today and in the post-Covid era, as B2B marketplaces are expected to continue to grow at a strong rate.

We invite you to download this study, which addresses the following topics in detail:

  • The relevance of B2B marketplaces in a post Covid-world
  • Two distinct strategies for B2B marketplaces: digital generalist natives and incumbent B2B players


How to maneuver ahead to meet new customer needs

Automotive: 3 tips to meet new customer needs

2020 became the year of digital acceleration – to strengthen the connection with consumers, digital transformation is a must for the automotive industry.

The road may be circuitous depending on maturity, but implementation of the right tools and a strong customer-focused strategy will support in maneuvering ahead.

To assess this maturity and support you in this transformation, Julie Bouis, Sales Director for Webhelp’s Automotive and Mobility BU shares some insights and advice.

  1. Automotive sales and after-sales: new challenges and customer needs

There is no doubt about it, the automotive sales and service environment has changed markedly over the last few years, long before the 2020 health crisis.

At national and international levels, we noticed:

  • Significant shifts in customer loyalty to manufacturers and their owned cars
  • Demand for digital services increasingly diversified and more personalized offers
  • Stricter environmental and safety regulations

New industry challenges are emerging in the automotive industry. Customers’ expectations are increasingly pressing, requesting for greater personalization, immediacy, choice, connectivity, as well as more security and reassurance.

To differentiate, interactions must be customized to the needs of customers, while considering these new industry challenges.

  1. 2020, accelerator of the CX digitalization in the automotive sector

These challenges – combined with 2020’s events drove businesses to adapt customer journeys to maintain contact with prospects and customers.

Depending on the company – and its level of digital maturity – this adaptation resulted in:

    • Implementing 100% digital or online journeys
    • Setting up digital showrooms
    • Creating or participating to 100% digital car shows
    • Introducing e-advisors or e-salespeople
    • Starting or consolidating a remote diagnosis service (video)
    • Contactless terminals installation

In many cases, these solutions have been an emergency reaction: they need to be re-evaluated internally to stabilize or improve the new model and make it efficient and sustainable.

The booster effect of digital transformation from 2020 events has significantly impacted customer relationships in the automotive sector: these technical evolutions now require internal modifications to be fully integrated.

  1. Automotive sales and after-sales: new models focusing on new customer needs

Digitization has embraced emerging needs for customer interactions management, but at the same time it has revealed many barriers to transformation.

Let’s take the example of creating e-salespeople teams to sell vehicles 100% online – the preferred solution for many players: Automotive distance selling framework: building a successful sales strategy.

This solution requires to overcome the barriers of tools technical complexity – in order to promote information sharing, data analysis, and personalization of the offer (sales and after-sales).

To adopt this strategy, you will need to carefully assess the competitiveness concern evaluating competition between dealerships and online sales in order to shape the solution according to the customer’s needs.

  1. Diversify contact channels and redesign customer journey

With customization offers, it should be noted that a digital transformation cannot be implemented without a solid CRM solution: this is the cornerstone that will enable you to collect and analyze the data of your prospects and future customers.

A CRM solution can provide real data based on the identified customer needs to proceed efficiently and effectively.

To establish satisfactory contact with your customers and prospects, consider multiplying your contact channels: from the most common channels (telephone, email, chat, social networks), to the most innovative (bot, video chat, WhatsApp, Messenger).

Let’s take the example of video chat. According to our research conducted by OnePoll  in July 2020 in France, the UK and Germany:

  • 12% of customers interacted with a brand via video chat for the first time during the Covid crisis
  • 20% of video chat users are now using it more often
  • 27% might switch to a competitor providing video as a contact channel: that’s more than a quarter of the respondents.

In a comprehensive way, it is recommended to redesign your customer journey to offer an enhanced experience, by offering new services to your customers, such as

  • Communities of experts
  • Selfcare tools
  • Luxury concierge service, etc.

These new services will enable you to adapt to your customers’ expectations, reinforce the quality of service and improve your economic performance.

5. Accelerate your digital transformation

Our 3 tips to help you move forward quickly:

    1. Assess your customer relationships and contact centers: the objective is to measure the performance of your organization (benchmark of best practices), in an unprecedented context of uncertainty.
    2. Identify the ways to improve your customer experience, also the internal constraints that slow down your digital transformation.
    3. Consider outsourcing, on a one-off or partial basis: set ambitious budget and commercial performance objectives -see the article Automotive distance selling framework: building a successful sales strategy.

Have you implemented any of these points, or considering how? We can support you in planning your digital transformation and redesigning your customer journey, from sales to after-sales service.

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Fashion: sales agents role

[Fashion] "Sales agents play a key role in brand development!"

Fashion: sales agents role

Jérôme Tordjmann runs the Talk sales agency, specialising in urban fashion and streetwear, in both physical and digital environments. He answers 4 questions put to him by Aline Abeya, Sales Manager France & Benelux at Webhelp Payment Services.

The role of a sales agent is to help fashion brands, whether they are emerging or well established, to grow in a market. And in these complex times, they play the even bigger role of a facilitator. So at Webhelp Payment Services, we pay particular attention to our relationship with sales agents, to whom we offer a comprehensive range of payment services. Your agency, Talk, specialises in urban fashion and streetwear. Can you tell us a bit more about what you do?

Jérôme Tordjmann: I set up the Talk agency and have been running it since June 2019. It’s one of the subsidiaries of JV Fashion which I established in 2006. Talk specialises in urban fashion and streetwear for men and women on a B2B basis.

Our team of 7 people offers selective or comprehensive support in 3 areas:

managing sales in France and around the world (business development, sales, after-sales), with the overall management of billing, payments and debt collection taken care of in partnership with Webhelp Payment Services

creating temporary sales outlets: in-store corners, pop-up shops and shop-in shops (Galeries Lafayette, Printemps, Samaritaine, etc.), as well as recruiting and managing teams, training, merchandising and logistics. We also have a permanent showroom in central Paris, and we rent temporary showrooms during the fashion weeks in January and June.

– organisational consultancy: marketing, positioning, creating or adapting collections, artistic direction. We work alongside brands in all these areas, in both physical and digital environments – in the phygital world if you like. As far as the digital world is concerned, we can help brands with marketplaces like Zalando and Amazon which are becoming more and more influential from a commercial point of view.

So to sum up, we help a lot with “value creation”: sales agents play a key role in developing fashion brands!

To give you an idea of how well Talk is growing, our turnover has doubled each season.

Can you describe the kind of brands that you work with?

J.T.: They are often European brands, and exclusively involved in young, urban fashion and streetwear. We want to build and promote a really consistent world.

We work regularly with around fifteen brands, including: Daily Paper, ARTE Antwerp, Foret, The New Originals, Libertador, Mercer, Ksubi, Shaka, Rise of Human and Dechase.

Webhelp Payment Services offers sales agents a comprehensive range of payment services, from billing to debt collection, both nationally and internationally. And of course paying the agent their share after being paid by the client brand. What does your partnership look like?

J.T.: I’ve been working with Webhelp Payment Services since 2006, when it was called FDI. Talk’s clients are mainly adopting solutions like order analysis, payment plans, debt collection, credit insurance and customer scoring, both in France and internationally.

So at the moment we are not using the other services that Webhelp Payment Services offers sales agents, such as imports, logistics, paying commissions and KYC.

We are also in discussions with Webhelp Payment Services about offering some emerging brands the chance to embrace processes geared towards wholesale management. This is so that we can work together to help them grow in areas such as managing customer receivables, multi-brand stores and other strategic organisational issues.

How do you see the future of fashion brands in an era of marketplaces and online stores?

J.T.: Quite apart from the pandemic, online sales are booming. These sales compensate, sometimes to a large extent, for the decline in business for multi-brand retailers for example.

So clearly, we need to think about the development of large generalist marketplaces, like Zalando and Amazon, as well as more specialist platforms. We help brands within this environment, which is often new to them.

However, I sincerely believe that opposition to online shops is no longer a big deal. On the contrary, we are seeing the rise of a phygital approach, combining sales in physical stores with digital channels, trying to find the right balance.

The most dynamic emerging brands understand this: I can see that all the ones that we work with have an online store, which gives them a revenue stream, consolidates their financial and commercial position, and lastly, speeds up their growth.

Therefore, a phygital approach is a real opportunity for fashion brands, if they know how to manage it!

To find out more about this topic

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Peer Hackman joins as Managing Director of Telecommunications, Media and Technology Practice

Webhelp and Gobeyond Partners are pleased to announce the expansion of their Telecommunications, Media and Technology Practice, under the leadership of Peer Hackman.

Peer joins Webhelp as Managing Director for TMT. He brings a wealth of knowledge to the business with over 20 years’ experience in leadership, consulting and operational roles with CSPs, technology vendors, management consultancies and media start-ups.

He is supported by a global team of industry consultants, customer experience specialists, customer engagement operations experts, analysts, data scientists and engineers, who work with our clients to transform and create value from customer engagement and experience engineering. This practice brings together specialists who transform customer experience excellence into profitable growth and run your customer operations at greater efficiency and lower costs.

 

Commenting on the TMT expansion, David Turner, CEO of Webhelp UK said:

“Telecommunications is a diverse and hugely important sector of the global economy, which has provided a crucial  role during the pandemic in keeping individual and businesses connected, media companies entertaining and informing us, and technology vendors providing the devices and infrastructure. However, the gap between these sectors in shareholder returns has widened. All businesses have realised that customer engagement, experience and trust is THE decisive enabler to produce sustainable growth and expansion in uncertain times. Peer and his practice are working with leading operators, media businesses and technology vendors to help them mature their digital transformations across strategy, customer engagement, operations, culture, technology and data, to build sustainable, resilient and highly profitable future-facing businesses.”

 

Peer Hackman, Managing Director for TMT, continues:

“Webhelp and Gobeyond Partners provide end-to-end capabilities – from assessing our clients’ digital and CX maturity, to helping them to shape their customer engagement strategy to drive business performance, to engineering profitable customer experiences and providing holistic customer engagement solutions. We are uniquely placed to deliver transformative programmes which help clients grow the value of their existing customers, open new market opportunities, drive down the cost base, increase revenue and improve customer satisfaction.

“I’m delighted to be joining the team at Webhelp and Gobeyond Partners and look forward to bringing customer engagement transformation solutions to the often complex challenges faced by their prestigious client base.”

 

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The Nest ESG for startups

Incorporating ESG initiatives from the ground up – A game-changer for startups

ESG (Environmental, Social, and Governance) initiatives are created using different elements that measure the sustainability and societal impact of an investment in a company or business. These roles of course can differ based on the industry and startup.

In order to create strategic value for ESG initiatives, companies can partner with a trusted advisor that is committed to an honest approach to measure sustainability and societal impact. Too often ESG initiatives can be done as a feel-good exercise or even in an attempt to “good-wash” a business. An experienced partner can be used in addition to a wide range of initiatives related to a company’s core business.

Continue your reading on the Nest by Webhelp to know why incorporating ESG initiatives from the ground up for a young company is key for its future growth and how The Nest, through the impact sourcing programs set up by Webhelp, can be a key partner to support startups’ growth in this context.

Click here to know more about ESG for startups
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When should your startup outsource?

When should your startup outsource?

If your startup is close to the scaling point: by this we mean that it has reached a stage where its growth is taking off and you need to control it, streamlining your operations in order to “scale” . If you also want to make your customer service a strong and differentiating pillar of this growth, you might want to consider outsourcing as an option for your customer service or customer acquisition – and this is where a structure like The Nest by Webhelp could help you.

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Outsourcing your customer relationship for your startup: good idea or big mistake?

In the early years of building a startup, challenges are everywhere: providing the best customer experience to your customers, keeping the right focus to innovate on products and services, recruiting the best talents, accelerating your time to market, expanding internationally, formalizing your processes while maintaining flexibility…

While customer relationship outsourcing could be a solution to many of these challenges, some startups are still unaware of the benefits of such a service or are hesitant to use it for maturity, growth strategy reasons etc.

Here are some tips to understand if customer relationship outsourcing is a good idea or not to support the growth of your startup (to be challenged of course!)

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KYC

B-Case – How does a bank manage KYC in a B2C marketplace… by using a non-dissuasive process?

Webhelp KYC bank

Webhelp supported a major international bank to manage all financial flows for its B2C marketplace customers through its specialised internal electronic money institution. Webhelp KYC Services carried out the entire vendor identification and onboarding process : a solution that means it was able to validate more than 10,000 vendors worldwide in just a few months.

This bank’s B2C marketplace customers offer their platform to thousands of vendors from around the world.

  • This sector of activity is regulated by the Sapin II law, which targets money laundering and financing of terrorism. Non-compliance fines are on the rise and are expected to exceed $400 billion by 2020 in Europe and the US.
  • This regulation requires that sellers and beneficiaries must have been formally identified by a KYC procedure (Know Your Customer) before they can operate in the marketplace.


The bank
 does not have an international task force to manage the KYC vendor registration process in the marketplace.

  • Legal constraint: where the vendor is a legal entity, beneficiaries must be personally identified when registering and then periodically as soon as they hold more than 25% of the capital.
  • The specific language and administrative requirements of each vendor’s country of origin must be taken into consideration.
  • Each country has its own specific requirements regarding connections to administrative databases.
  • Procedures for identifying and onboarding vendors must be fast and efficient enough not to be dissuasive, and reliable enough to comply with regulations.


In order to manage
 complex, multilingual and multi-country KYC procedures, Webhelp KYC Services has developed a project methodology that was rolled out in seven weeks. The organisation is based on five simultaneously processed areas: data collection (HMI), exchange security, APIs, acceptance rules, and management of reminders. Using our multilingual KYC hub, KYC identification operations can be managed in over 40 countries and in 15 languages. This takes into account each country’s specific administrative requirements and the KYC validation practices particular to the ordering parties. Generally speaking, only 55% of onboarding files are complete the first time around: Webhelp KYC Services uses a reminder program to optimise file completion.

The +: Onboarding a new vendor takes just a few minutes. Additional human verification, when necessary, is carried out in under twenty four hours.

“Unique in the market, our People & Solution procedure combines two components: a dedicated technical platform and multilingual operators trained in KYC verifications. It makes it possible to operate a multilingual, multi-country KYC service with a file rejection rate of less than five per cent.”

Hervé de Kermadec, president of Webhelp KYC Services


KYC know your customer

Whitepaper: Using KYC to deliver competitive differentiation

KYC know your customer

Revealing why KYC is no longer just a regulatory requirement but a matter of competitive survival

The process of knowing your customer, commonly shortened to KYC, describes the actions that organisations undertake to verify the identity of their customers. Regulatory compliance is fundamental to an effective KYC operation, but it is only the start.

As brands undergo rapid and necessary digital transformation in response to COVID-19, the importance of the experience created during the KYC process must not be overlooked. From regulation to differentiation, the customer must still be at the heart of the KYC journey.

KYC processes are increasingly viewed as competitive differentiators, for both clients and consumers alike across multiple industries. KYC can be flexed to provide differentiation linked to an organisation’s broader strategy, whether that is delivering a seamless journey for customers, rapid response times or reduced cost.

In this paper, authored by Senior Account Directors Ali Fry and Virginie Raux at Gobeyond Partners, part of the Webhelp group, we review the impact of new technologies, lessons learnt from other digital industries, and two key focus areas for KYC improvement activity.