OneShot - Three opinions

Hervé Rigault, Director General for France of Netino by Webhelp

Herve-Picture

The notion of a key opinion leader is coming back into fashion. Previously, this role was held by journalists, speakers, analysts, etc. Yet, on the one hand, journalists no longer have the time to do research and, on the other, many experts lack neutrality. This is because influencers have learned to establish themselves with solid audiences, mainly thanks to blogs and curation, but also thanks to social media. This phenomenon is seen in both B2C and B2B. LinkedIn’s recent and considerable development, for example, is a result of its transformation: this social network has become a very influential social media platform. So it is no longer enough to be an expert to become an influencer; you have to have a vision, a certain talent for expression, a taste for sharing, a dynamic network, etc. Brands can profit from it, through attentive listening.

 

Jérémy Rodney, Head of Digital Content & Social Media Bouygues Telecom

At Bouygues Telecom, influencer marketing started in 2013, with 4G. We had to spread the word about its high data speeds, relying on the power of recommendations from a few influencers. First we targeted gamers, big bandwidth consumers and their subscribers. Today, the use of influencers is ingrained in our media campaigns. We don’t use nano-influencers, they are too complex to manage with our services and products. When we have a reach objective, we look for macro-influencers. And to find more engagement, and oproduce original content, we work more and more with middle or micro-influencers. Adults, parents, seniors, etc. All age ranges are represented; the palette of influencers has become very large and diverse.

 

Jeroen Dijkema, CEC Cluster Lead Europe Unilever (Rotterdam)

Unilever has a vast galaxy of agribusiness brands of international renown. Some of these brands have strong local ties. On an international or local level, we reach out to influencers with three goals in mind: to develop brand reputation, deliver messages on specific brands and test certain new products. The authenticity of these influencers is a criteria for selection, since our products are built on data that reflects the needs of the consumer, but they are also a societal goal. Mainly on Instagram and Facebook, we reach out to macro or micro-influencers.

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recommerce - second hand

Recommerce on the surge: Why second-hand stores are booming

Why is recommerce on the rise? and why are marketplaces such as VINTED, thredUP or Poshmark thriving in this business model? Is it just trendy, cost effective, sustainable or a mix of all these that explains the current surge? Tomorrow’s personalization and customer journeys are expected to be even smarter, more immersive, more trust-enabling than they are today. The question is: Are brands and consumers ready? Here is an analysis from Olivier Carrot, Global Business Unit Direct, Retail & E-commerce.

Recommerce - Olivier Carrot

So which are some of the factors that have contributed to this increase?

  • Rise in the use of mobile devices. The accessibility of mobile devices globally has essentially contributed to the growth of e-commerce thanks to the increased reach which has consequently increased the sales. According to Aaron Orendorff – Forbes Top 10 B2B Content Marketer, e-commerce has helped businesses launch beyond borders reaching out to millions of new potential customers. By 2023, an increase of 276.9% in the total global sales in retail is projected with APAC taking the lead (source: shopify.com).
    The easy accessibility of mobile phones and internet has definitely elevated the demand of recommerce as a service. This surge has seen many start- ups joining the bandwagon to not only meet the growing demand but also to take advantage of the efficiency and scalability that marketplaces provide.
    Through the creation of an application that links second-hand products to customers, VINTED has grown from being owned by its two co-founders Milda and Justas to an organization that employs more than 450 people and unites a community of 25 million people.
  • Personalized customer experiences. In reference to platforms like VINTED, personalized services that match customers preferences are highly sought after. Customers want to feel valued and there is no better way than to offer a personalized experience. Even though many consumers are in search of products being offered at discounted or affordable prices, they will not compromise on the experience. Brands are thus competing not only on price but also on offering the most memorable experience to their customers.
  • Old is new again. Founded in 2009 as a swapping company for men’s shirts’ thredUP is a huge consumer marketplace that flaunts over 35,000 brands. In one of his keynotes, CEO and co-founder James Reinhart forecasts sales of upto $51 billion from the second-hand apparel market by 2023 (source yahoo.com)
    In reality, people buy twice as many clothes and wear them half as long. If one can buy a branded item for half the price of the new, why not? There is a growing trend to transform consumption through reuse. And so as to keep up with the changing environment in the retail industry, integrating a resale option in traditional retail outlets is seen to boost the overall sales. Customers are sparked to spend 21% more and visit 70% more frequently. James attributes the massive increase in the visiting percentage to the fact that second hand collection is restocked every two weeks whereas in the traditional format, new collection arrives between four to six times a year (source: www.thredup.com)
  • Cost friendly. Pocket friendly purchases is a big driver in the recommerce boom. Customers are increasingly seeing the value in buying recycled brand-name products for huge discounts. “Recommerce has seen a tremendous upsurge” says Steven Bethell, founder of Bank & Vogue – a firm that specializes in the logistics of selling used goods and operates a sister company called Beyond Retro. Prior to making a purchase, many shoppers aquent themselves with the resale possibilities of items they wish to buy with the plan to resell them in the near future. The retail industry is seeing a continued shift with the majority of consumers shopping smarter.
  • Sustainability. The new affluent generations like the Gen Z are more environmental and social conscious and as such, they expect brands to be more ethical and sustainable in their production processes. Fashion brands that have this audience as their customer base, are obliged to revamp their business models to be able to not only attract but most definitely also retain this segment.
    VINTED is one such brand. By investing on its brand ethos which is providing a platform for purchasing and selling of second-hand clothes. These clothes reduce the environmental impact of Co2 levels that are usually released in the production of new clothes (think water, chemicals, fertilizers and pesticides). In addition, it prolongs the shelf life of clothes that would otherwise head to the dumping sites in one or two years. It’s estimated that 600 kilograms of used clothes would lead to a reduction of 2250 kilograms of Co2 emissions, 3.6 billion liters of water saved, and 144 trees planted. (www.smartgreenpost.com).

At Webhelp, our clients are at the heart and our core objective is to ensure that their customers experience world class service in every touchpoint. The creation and upholding of a sustainable environment also go hand in hand with what our company stands for.

In our endeavor to always provide seamless interactions, we go the extra mile to guarantee that customers’ needs are met. We focus on making the purchase process in the marketplaces as simple and fulfilling as possible 

Our flawless and memorable customer journey from order management to returns and replacements is swiftly executed with our dedicated service specialist who are located globally in the different hubs. 

And thanks to the booming second-hand industry, content management and moderation is also on high demand. Ever thought of outsourcing your content moderation? Our highly experienced offshore content moderators ensure that our clients’ brands are duly protected across their target audience. We support our clients’ to not only maintain their brand integrity, but also to shield their customers from inappropriate, aggressive or illegal content.  

Are you looking for an experienced partner who will help you take your marketplace to the next level? Get in touch to receive your tailormade solution: Olivier Carrot.


Taking a human centred approach to cyber security

In response to the evolving cyber challenge in the post-COVID-19 landscape, Here James Allen, Chief Risk & Technology Officer for the Webhelp UK Region, considers the way that risk in customer service has evolved and reveals the steps Webhelp has taken to protect its clients and people, with a human centred approach to cyber security.

The humanitarian crisis brought by COVID-19 undoubtedly caused rapid and universal disruption to businesses across the global stage; impacting economies, and leaving some companies struggling to maintain business continuity, whilst increasingly vulnerable to unscrupulous cyber criminals.

In fact, the Council of Europe’s Cybercrime division has reported evidence of a substantial rise in malicious activity (specific to the topic of COVID-19) in areas like phishing, malware, ransomware, infrastructure attacks, targeting teleworking employees to gain system access, fraud schemes (fake medicines and goods), misinformation and fake news.

In July, Action Fraud, the UK’s national reporting centre for fraud and cybercrime, published that victims had already lost over £11 million to COVID-19 related scams.

Consequently, the pandemic has put an intense spotlight on personal cyber practices, especially as working from home (without proper measures) can create more risk than the traditional controlled office environment. Similarly, Tech Republic reported that, from phishing attacks to malware, 71% of security professionals have been recording increased security threats or attacks since the COVID-19 outbreak, and as a result many countries and companies have been spurred into rapid action.

In the UK more than 80 coronavirus-related phishing and scam websites were taken down in just one day after the UK’s National Cyber Security Centre (NCSC) asked for the public to report suspicious emails. Existing takedown services, in one month alone, removed more than 2,000 online scams related to coronavirus, including 471 fake online shops, 555 malware distribution sites, 200 phishing sites and 832 advance-fee frauds. NCSC chief executive officer Ciaran Martin believes that the rise in technology use is making online safety more critical, saying:

 “Technology is helping us cope with the coronavirus crisis and will play a role helping us out of it – but that means cybersecurity is more important than ever,”   Source: Zdnet.com

 And, according to PWC, 80% of UK CEOs are concerned about the risk of cyber threats to their business, it is the issue they are most worried about, above skills (79%) and the speed of technological change (75%).

Revealingly, just under half of UK CEOs (48.4%) have taken some action regarding their own personal digital behaviour, including deleting social media or requesting a company to delete their data.

This is a worrying trend, which was noticeable even prior to the current crisis, as (according to the U.S. Securities and Exchange Commission) 2019 saw a 350% increase in ransomware attacks, a 250% increase in spoofing or business email compromise (BEC) attacks and a 70% increase in spear-phishing attacks in companies overall.

Furthermore, the average cost of a cyber-data breach rose from $4.9 million in 2017 to $7.5 million in 2018. Likewise, worldwide spending on cyber security increased by over 20% during 2017-2019 ($101Bn – $124Bn) and inevitably these costs will continue to rise, but without addressing the human behaviours contributing to this trend, much of this investment could be wasted.

And behaviour change is the key, as research firm Proofpoint revealed that a staggering 99% of threats observed relied on human interaction like enabling a macro, opening a file, following a link, or opening a document – highlighting the role of social engineering in enabling successful attacks, and the importance of knowledge as the top factor for prevention.

A recent FirstData study revealed that 60% of individuals are currently concerned about online security, and feel the need to do more to protect themselves. But information on how to do this is clearly absent, as over a quarter of those asked were entirely uninformed about the subject.

We know that the pandemic has led to record numbers of individuals now working from home – often without prior knowledge and experience of safe remote working practices and the potential security risks.  And, this situation is complicated by the fact that too often companies publish complex security policies, which are difficult to understand for the regular user.

As a people-first company, Webhelp is committed to a human centred approach to Cyber Security, aiming to provide all our people with the essential skills to keep them and their families safe online.

From the start it was clear that education was critical to delivering this goal. We recognised a need for clear and simple guidelines, put forward in an engaging and easy to follow manner, to help employees gain insight and confidence in recognising and protecting themselves against potential scams and take action when approaching cyber security.

So, in 2020 we launched our Cyber Super Heroes Campaign, designed to make complex security advice simple and accessible to all colleagues. This campaign talked to these issues in a humorous yet informative voice, and our activity has accelerated to support our colleagues through a time when cyber threats were increasing.

Focusing on a different topic every fortnight, guidance has been delivered across multiple channels including on site, email, social media, the employee intranet, desktops and screen savers and by using digital animations and posters.

Our people were also given the opportunity to get involved by becoming a Webhelp Cyber Superhero, through signing up for in-depth additional information to better champion the cause to their teammates and families.

The campaign has covered a full spectrum of cyber security topics including:

  • Phishing
  • Safe Passwords
  • Physical Security, both at work and at home
  • Keeping safe online
  • Social Engineering
  • Malware
  • Social Media
  • Keeping kids safe online
  • Safe Online Banking
  • Keeping your devices secure when you’re out and about
  • Cookies

Finally, to add a truly human face to our campaign, personal stories from volunteers in our business were shared. Colleagues were extremely keen to highlight their experiences and offered heartfelt advice to their colleagues, with the goal of really delivering a relatable message that Cyber scams can and do happen, and that together we can make our online activity safer, both in our workplaces and in our homes.

However, the work doesn’t stop there as Head of Cyber & Privacy for Webhelp UK Region, Chris Underhill, explains:

“The cyber threat landscape is constantly evolving, requiring businesses to monitor threats, adapt to change and deal with incidents swiftly. As part of my new role in Webhelp, I will be supporting our international teams and clients with cutting edge cyber intelligence, training, technology and consultancy services that not only help secure organisations against a growing number of threats but also to provide professional, certified level assurance to help secure business as usual against a backdrop of regulation, uncertain times and new working conditions.

 It’s clear that threats facing businesses extend well beyond the network perimeter and a move towards a new ‘human centric’ approach to cyber security is required to protect critical assets from compromise. Webhelp are committed to supporting our teams and clients using the very best in technology and educational programmes that will provide a robust suite of solutions across industry.”

Agility and innovation in risk has been crucial to managing the pace of change during the pandemic, so despite the challenges brought by COVID, fear must not stand in the way of progress. This is something that will be explored further in a forthcoming blog for the #servicereimagined series.

 

To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp group, on Reimagining service for the new world which is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.


OneShot #5 - Influence

Our 5th edition of OneShot is here!

Download your OneShot magazine

Following the unprecedented situation of the COVID-19 pandemic, numerous companies have been forced to make vital adjustments to stay afloat and also guarantee business continuity. Our interesting reads also include:

A Word: KOL – Key Opinion Leader
A Number: 10,000 subscribers and no more
Three Opinions: Influence: How to get your messages across?
One News: TikTok supports its position in Europe
A Demo: The dark social
A B-Case: How Webhelp’s KYC participated in securing a platform by Bpifrance
A Hashtag: #TrustYourInfluencer
An Offer: MyStudioFactory
An appointment: Conversation 2020, Paris
A Conversation: How to restore confidence in the time of fake news?
A Story: Santa Claus, citizen of the New World

Read all about these exciting and thought-provoking topics in our 5th edition of OneShot.


Trends 2020 – Connected vehicles: data sharing will benefit all players

Car manufacturers are in a paradoxical situation: they are bringing back huge amounts of data from vehicles without fully exploiting or sharing it. Yet, the PTOLEMUS Consulting Group's Vehicle Data Market Global Study report reveals there are high stakes in opening up this ecosystem as manufacturers, motorists and third parties would have a lot to gain. The customer experience could be completely transformed - in compliance with current regulations. Manufacturers must act now, otherwise the exploitation of this data will be done without them.

To gather further insights into transforming the customers experience in mobility services, we interview Frédéric Bruneteau's, President of PTOLEMUS Consulting Group, who has over 20 years' experience in mobility services, becoming one of the worlds’ foremost experts in the field of connected vehicles. Our Director of the Telecom & High-Tech BU at Webhelp, Jalil Lahlou, also shares his insights into these transformations.

Why did you launch this study on vehicle data?

Frédéric Bruneteau (FB): The market was close to maturity on the strategic issue of vehicle data, and on the opportunities for value creation offered by their sharing. This hypothesis was confirmed during the 50 interviews that many international automotive professionals gave us, in 18 countries.

I should point out that the study does not only concern car manufacturers, since we studied 8 vertical mobility markets, including: fleet management, car rental and car sharing, payment from the vehicle, car maintenance (remote or local), car insurance, etc.

In the end, these 8 months of work allowed us to better estimate the fantastic data production of the vehicle, current and future, and its fundamental economic stakes. The 600-page report covers the period 2018-2030 and proposes case studies from 7 manufacturers who already share their data.

How is vehicle data produced and what is the role of Vehicle Data Hubs?

FB: Firstly, I would like to point out cars are already producing phenomenal amounts of data, and with good reason. There are a good hundred sensors in a vehicle, and there are more lines of code in the computer programs that manage it than in those of an Airbus.

To take advantage of this data, new platforms are appearing today, these are the Vehicle Data Hubs (VDH).

These are sometimes traditional players who have gradually taken an interest in vehicle data and its use, such as insurance (LexisNexis, Verisk) or maintenance (CCC) providers. These players have been exchanging data with manufacturers for several years now within the scope of their original business which makes them specialists.

In addition, we have recently seen the emergence of more generalist players, such as Wejo, Otonomo and Caruso. Their approach is first and foremost to serve carmakers and open up their data to the rest of the world, in all verticals.

What are the current and future business models for exploiting this data?

FB: The data generated by a rolling vehicle is of all types: traffic information, incident and accident detection, maintenance data, conditions, and modes of use, etc.

Some data takes on a special meaning, and therefore value when crossed intelligently. For example, some VDHs are already doing this and can thus determine which lane on a 3 or 4-lane road runs best. This information can be monetized in different ways.

Another example: for an insurer, interesting data can be retrieved from the vehicle, such as distances travelled, as well as risk levels; depending on whether one is driving during the day rather than at night, on the highway rather than on the road, etc., this makes it possible to build different billing models based on usage.

However, in this insurance niche, suppliers of electronic boxes are already positioned to provide this data; competing solutions also exist, based on the mobile phone. In other words, car manufacturers are already ‘short-circuited' in these business models. This should make them aware of the value of the data they collect...

More generally, the automotive ecosystem is particularly large and diverse, with dealerships, repairers, accessory dealers, leasers, and a multitude of equipment and service providers.

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

Jalil Lahlou (JL): I would simply add that vehicle data can create a lot of value, as long as it can be coupled with user data. The latter are now being exploited in a very relevant way, based on data analytics.

Based on cross-referencing of vehicle-driver data, loyalty and personalisation actions can be imagined. For example, for a manufacturer, this opens-up opportunities for range renewal: the sales pitch to a driver would be much more relevant, since we would be aware of his real uses.

In other words, this opens up opportunities for upselling complementary options, mobility products and services, etc.

For example, a good knowledge of the driver and his or her uses would make it possible to recommend other products - such as the purchase of an electric scooter for a very urban, short-distance, environmentally conscious user.

In a loyalty and renewal framework, the proposal for a replacement vehicle could be based on reliable bases (age of the vehicle, kilometres travelled, repurchase value of the vehicle, etc.).

These practices are highly developed in telecoms. Conversely, today, manufacturers find it very difficult to keep track of a vehicle's life.

More generally, this cross-referencing of vehicle-driver data would lead to the emergence of new types of prospects and customers, highly relevant to the automotive and mobility ecosystem. Subject, of course, to strict compliance with regulations in force, such as the RGPD, and the rejection of dubious practices of the dark pattern type.

How important is consent to the use of vehicle data?

FB: This is one of the most important questions - how will this consent be granted, and renewed on a regular basis? Some data will not be personal data - anonymised traffic data, for example, but others will fall within this legal perimeter, such as geolocation data.

Significant efforts will therefore have to be made in terms of transparency and education, so that users see their interest in this exploitation of their vehicle data.

This is the sine qua non of consent, whether one-off or more permanent.

Which segments are affected by the use of vehicle data?

FB: Based on the study, 4 segments can be distinguished:

  1. Company cars, which in some markets account for around 50% of new car sales (Belgium, England...),
  2. New cars - the majority of which in Europe are purchased by people over 50 years of age, this population being users of digital products and services
  3. Second-hand cars which often lack a digital link to the manufacturer or other players
  4. As for the digital natives, they see the world without owning a car. However, they are looking for mobility and carpooling solutions from their mobiles. Neither do they have a digital link with the manufacturer or other players.

As you can imagine, each of these segments has its own challenges in terms of the customer experience

JL: As far as new vehicles sold in Europe are concerned, regulations require them to be equipped with the eCall emergency call system. Cross-vehicle driver knowledge creates new opportunities in customer care such as premium support that could concern the optimised use of the vehicle, or a ‘concierge’ type service for vehicle maintenance and to make the driver's life easier, for example.

Preventive maintenance services are also possible on these bases. Generally speaking, these 4 segments could all benefit from a much-improved customer experience and customer relations.

You advocate a model for sharing vehicle data, what are your arguments?

FB: As I pointed out, cars already produce a considerable amount of data flow, and the trend will increase in the future since all new models in Europe are connected. Yet, paradoxically, these gigabytes of data are hardly ever shared with third parties.

Here, a comparison must be made as data from mobile phones has been widely shared and used for a long time. There is a strategic challenge in sharing vehicle data to offer drivers new services and a richer, more satisfying experience.

Apple has just announced its intention to use vehicle data (in partnership with BMW) to launch a digital solution for Car Keys - to open the door of a car purchased, rented, or borrowed with an iPhone.

This enables manufacturers to implement this service for car users so they can easily access the car using their Apple mobile device.

How can manufacturers create a mechanism for third parties to access vehicle data?

FB: The manufacturers we interviewed already have ideas or solutions.

The general idea is to design a platform model that allows targeted access to certain data, with the necessary consents. Each platform would be linked to a manufacturer on the one hand and to third parties on the other.

Of course, there are already some implementations that correspond to this model at some manufacturers, for example BMW or General Motors, but they are still only on a small scale.

It is true that today, manufacturers do not have a data centric culture, or that they have other priorities, but rather extraordinarily complex and heavy in investments: the autonomous car, the electrification of vehicles, the reduction of emissions, and so on.

So, one of the key conclusions of the study is that the most efficient way to go to scale in vehicle data management would be to use specialised players. These have the expertise to create data hubs, and to make them available to thousands of players. This is the purpose of GM's investment in Wejo and Nissan's investment in Otonomo.

What do you think of Apple and Google's App Store model?

FB: It is indeed the model of app stores, as it was developed for smartphones. Millions of developers can thus create applications, often useful and with high added value.

Our analysis and our bet is, this model will eventually prevail, due to a great market demand and the solidity of the model. Moreover, Silicon Valley has proven that by putting customer data at the centre of the organization, we solve all the problems of an industry or service!

Finally, it is very likely that a regulation will be put in place on these subjects, in Europe and the United States in the next 2 or 3 years, and we must anticipate this.

Will manufacturers be able to draw inspiration from the success of Apple and Google?

That would be the start of a new era!


Reimagining Service: retail spotlight

The existing retail transformation agenda has been radically altered. And, while doors are now reopening following what could be the toughest ever period of trading, it is clear that the sector has been hugely impacted by the current crisis.

Many bricks and mortar stores (and even entire portfolios) are still teetering on the brink, so reduced footfall coupled with social distancing measures may render them un-viable. Government intervention may help in the medium term but, as cash reserves dwindle, insolvencies and consolidation will rise.

For multichannel retailers, digital growth has helped to subsidise bricks and mortar revenue. However those behind the curve on the digital agenda will suffer the most, with w-commerce and mixed model adoption (like click and collect) becoming a huge priority. Emerging winners will need established robust digital channels, a modern and scalable attitude to customer service, and have less exposure to costly store portfolios.

What's next?

Brick and mortar focused organisations will have to work much harder for success, as profit margins decrease. Options include undergoing restructuring, investing in omni-channel approaches, or exploring experiential outlets. But, ultimately, retailers must understand how to recreate brand and human experiences digitally.

Obsolete legacy retail teams must merge with digital teams for the benefit of the consumer and, importantly, new digital should not be layered onto an outdated operating model or “broken” customer journeys. Ideally, companies should be rethinking their new world customer experience from the ground up.

Delivering a seamless, consistent service through a blended home/office model will be a difficult balance to strike, especially as moving forward employees and customers will become less forgiving. So, being human and transparent has never been more important – but a laser-focus must remain on performance management and repeatable customer experience, irrespective of location and model.

This may be a tall order for those retailers with limited transformation funds, already reeling from the current shock. However, the first lesson in retail is to begin with a deep understanding of your customers: harnessing existing data and insight and ensuring that expertise and exemplary practices are in place when building new journeys, will be the best starting point for retailers to succeed on their digital journey.

To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp group, on Reimagining service for the new world which is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.

 


How AI and data analytics can support vulnerable customers

Well before the COVID-19 pandemic began, the identification and protection of vulnerable customers was a significant focus for companies and regulators. Here James Allen, Chief Risk & Technology Officer for Webelp UK Group looks at the impact it will have, now and in the future.

In these testing times, the identification and protection of vulnerable customers will now assume even more importance as organisations work on proactively recognising customers who need assistance, prior to the predicted surge in demand for financial support - as aids like employee furloughs, payment holidays and credit schemes end.

Worryingly, prior to the outbreak over half of the UK population were already financially vulnerable, with one in six people unable to cope with a £50 increase in monthly bills, according to a survey of Britain’s personal finances by the City regulator. The Financial Conduct Authority’s biggest ever survey of households found that 4.1 million people are already in serious financial difficulty, falling behind with bills and credit card payments, with 25- to 34-year-olds the most over-indebted.

Furthermore, 50% of adults (over 25.6 million people) “display one or more characteristics that signal their potential vulnerability” and just under 8 million are over-indebted.

And this is not limited to the UK, as the 2019 Prosperity Now Scorecard finds that forty percent of American households lack a basic level of savings and don’t have enough savings to make ends meet at the poverty level for three months if their income was interrupted. Almost half (48.1%) of Americans with credit had scores below prime and 20% of households had no credit in the past 12 months and were likely to be without access to it.

Furthermore, a report from the ING Group states that southern European economies like Italy and Spain are especially vulnerable to the economic effects of COVID, exacerbated by the importance of tourism which accounts for at least 13% of GDP and about 15% of total employment. They also have a larger share of vulnerable workers and a higher chance of bankruptcies due to firm size.

However, throughout all this we must remember that vulnerability can be a temporary and fluctuating status, with many causes, including mental health, dementia, changes in employment and personal circumstances, literacy, numeracy and socioeconomic factors.  It is key to use technology to help people on an individual basis, never forgetting that unique set of circumstances they may be experiencing.

Plus, regulators will be keeping a close eye on these new developments, and the pressure may soon be on firms to use all available routes to safeguard customers and prevent the global financial crisis from deepening.

So the question for many global companies has become, in the post COVID world, how do we identify and support customers who are financially vulnerable, without compromising operational efficiency?

And this is especially important for us at Webhelp, as we carry a people-first commitment and our think human value through to the customer base of over 32 clients in the UK, India and South Africa.

It’s clear that data analysis and artificial intelligence (AI) is already changing the way that companies offer support to their most vulnerable customers, and that this may play a part in reshaping the regulatory landscape. While establishing if someone is vulnerable and how best to support them is a very human judgment, at Webhelp we believe that sensitive and careful use of data, using AI to segment, can help direct the right customer support teams to the right people, spotting potential issues before they become a problem.

We combine the very best in technology and skilled people to create the best outcomes, as Chris Bryson, Webhelp Global Data & Analytics Director explains:

“We’re helping clients leave no stone unturned to reveal customer vulnerability. Whether customers tell us directly that they’re experiencing issues, or if they show characteristics of someone who can be vulnerable; using analytics from customer contacts and records helps us and our clients see those signals clearly.

We use our own unique speech and text analytics engine, which is applied to advisor and automated customer conversations. The resulting Voice of the Customer analytics drives constant improvements in the way we measure quality and enhances the overall customer experience.

As a result, we can help our clients to spot vulnerable customers who would otherwise slip through the net. At the heart, it’s about helping our advisors to better support that customer, and working with our clients to ensure they are recognising these signs of vulnerability.”

By using this insight, and access to the best analytical technology, and to the right people to put this in action for the greater good, we can confidently move forwards and create a better financial environment for both clients and customers in the future.

To discover more about customer service models post COVID-19 read our new Whitepaper, a joint publication with Gobeyond Partners, part of the Webhelp Group, on Reimagining service for the new world.                                        This aims to address these crucial questions and is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.

 

 

 


How AI is changing the retail experience

As part of our #servicereimagined series, Helen Murray, Chief Customer Solutions Officer for the UK Region, looks at how Artificial Intelligence is influencing the retail sector, how it is being used to leverage new customer service models and why brands must evolve to embrace this unstoppable wave, or risk falling behind the curve.

Whilst I love a good movie, the fictional relationship with Artificial Intelligence (AI) is not a happy one – and almost universally results in a troubled experience for the human! The silver screen, and latterly the internet, often warns of the dangers of pitting man against machine, but in reality AI has seamlessly, quietly and unobtrusively embedded itself into our daily lives.

AI shares our homes, guides us when we travel, takes our selfie when we socialise and influences our retail and leisure activities, and it may well have become the most indispensable tool of the 21st century.

Beyond the media tropes, today AI is firmly focused on problem solving, by making millions of decisions at a basic level without human intervention. Machine learning allows processes to adjust to new inputs, and avoid pitfalls based on experience. Essentially it uses multi-layered data analysis to predict patterns and, in some cases, to uncover and direct customer behaviours.

It is much simpler, more benign and much, much more useful to business than its movie counterpart.

Dave Pattman, Director of CX Services at Gobeyond Partners, part of the Webhelp Group, sheds some light on this when he says;

“Whilst AI is everywhere, most experts agree that business is currently using the narrowest point in the definition, by enhancing brand delivery with mathematics, statistics, machine learning, deep learning and big data. However, even in its simplest form AI is making a radical difference, and is visually in our daily lives in our smart home device functions, autonomous vehicles and predictive text.”

 “AI solutions are being developed in a broad range of sectors, and will inevitably be used for common business tasks like auto classification and recommendation services, which will streamline operations and drive revenue. However, the real benefit will come to those business that combine next level AI technology with the right skilled personnel – and use this to stimulate and track consumer emotions!”

But what does AI mean for retailers?

Both physical and virtual retailers could see a benefit of integrating AI into their processes, to improve task management and customer insight. As we reported in our blog on the future of retail post COVID-19, shoppers will be looking for a more experiential real journey, and traditional brick and mortar enterprises will have to work harder to compete. As the storefront.com magazine reports:

“Brands need to reimagine the total in-store experience, and technology is key. In-store technologies must be able to solve business processes and incorporate planning and strategy, rather than just implementing flashy, PR-driven technology. It’s crucial that retailers effectively merge technology and function, which is why AI is at the forefront of in-store tech.”

However, I believe that it is in customer service management where AI has the most significant potential for change, gathering detailed customer patterns and preferences, capturing both short term consumer market fluctuations and informing longer term business planning.

As AI grows more and more prevalent, at Webhelp we are also exploring language processing for the purposes of automation, as Chris Bryson, Webhelp Global Data & Analytics Director explains:

“The direct interaction between customer and machine is allowing us to analyse conversations, at scale, and to make recommendations. We have developed own speech and text analytics engine, which we apply to agent and automated customer conversations.

At Webhelp, this is deployed to drive efficiency in our measurement of quality and to create CX improvements through actionable Voice of The Customer analytics”

When intelligent algorithms are used to process customer and sales data, there is a wealth of actionable and valuable information to be discovered. Intelligent chat bots, voice analytics and word recognition are also changing the game for retail customer service. And, as David Turner, Webhelp CEO for the UK region, Webhelp are at the forefront:

“We have already made significant investments in our digital and automation capabilities to help clients improve customer experience and reduce costs using digital self-service, and leverage technologies such as chatbots to reduce volumes of non-complex and low value interactions. At the same time, we are identifying where human support adds value to digital experiences. Providing guidance and support to customers during high value, complex and emotionally important journeys.”

These technologies are unavoidable, and brands must learn how best to use them to their advantage, as Craig Gibson Chief Commercial Officer Webhelp UK recognises:

“As the urgency for change and transformation intensifies in the post COVID landscape, some pivotal questions will be raised: How different will service look and feel in the future? How will businesses and their operations need to adapt? And how can employers engage and support their colleagues to deliver on new customer promises?”

To discover more about how to leverage customer service models in this new world, I would suggest that you read our new Whitepaper, a joint publication with Gobeyond Partners, on Reimagining service for the new world, which aims to address these crucial questions and is underpinned by our unique industry perspective alongside new research to discover the operating models of the future.


Demand Marketing guides salespeople to the best business opportunities

(Article published initially in French in Actionco.fr)

Selling is hard. More than ever, marketing-commerce congruence is essential to accelerate growth by generating higher value qualified leads. 

While the first two thirds of the B2B customer journey is now in digital form, "it is essential to stimulate the customer as soon as he prepares to make a purchasealone, online, to help the business to make this purchase intention a reality", underlines Alexandre Barthel, Marketing Director at Webhelp Enterprise. 

From data to information, from information to action 

Demand Marketing is above all based on data: "The ability to collect data to extract information is crucial to understand your audience and address them in a personalized way, the antipodes of the "’mass’ Direct Marketing actions of 20 years ago". It is now a multitude of highly targeted marketing campaigns that delivers value and feeds Lead Scoring. This method consists of allocating points according to behaviour within a digital path: opening an e-mail, clickingvisiting a site, etc., in order to produce a ranking reflecting the prospect's interest in the commercial offer and his propensity to buy. The objective is to guide the sales force in priority towards these opportunitiesReinforced by automation, Demand Marketing plays a major role more than ever in generating leads, in a daily life without trade shows or even face-to-face meetings. 

Key figures  

 - Between 27% and 40%: this is the average contribution of marketing to turnover (source: Markletic March 2020) 

 - 69%: this is the share of companies that make the generation of qualified leads their top priority for 2020 (source: Hubspot) 

Predicting buying behaviour 

Beyond the essential work of segmentation, marketers are sometimes helped by data scientists to create predictive models: "it is a question of anticipating the need, in order to take proactive action, for example to retain a subscriber for whom signals of risk of termination have been detected"These models are now reinforced by web listening’ techniques, which consist of analysing online interactions to detect purchase intentions. The retailer can then propose an adapted offer, but "it goes without saying that the posture towards the customer, in particular the tone of the message, must be benevolent enough to be perceived positively," notes Alexandre Barthel 

 Social Selling completes the generation of demand  

 Demand Marketing is extended by an individual approach with Social Selling. The modern seller appropriates the brand's marketing content to share it with his ecosystem on social networks. Here again, the goal is to generate business. "This mastery of social selling has become the standard in sales to accurately identify and contact decision-makers. In addition to generating business opportunitiesthis approach enhances the expertise of the sales representativewho makes a commitment on behalf of the brand to a wide audience," says Alexandre Barthel. 

Would you like an audit of your sales model and evaluate the value of marketing campaigns to feed your sales force? Get in touch with specialists.  

 


Whitepaper launch: Reimagining service for the new world

As the urgency for change and transformation intensifies in the post COVID landscape, Craig Gibson CCO for Webhelp UK, shares his thoughts on the launch of a new Whitepaper, a collaboration with Gobeyond Partners, part of the Webhelp Group. 

At Webhelp, we have a commitment to use customer experience management to create positive and emotionally significant consumer/client relationships. Many of our previous blogs have discussed the importance of brand humanity and the how the multitude of emotions consumers experience can influence the customer journey and change attitudes towards companies and brands.

And whilst this remains a clear focus, we can’t ignore the impact that COVID-19 has had on both service delivery and development of the Customer Experience industry.

It is rapidly evolving, and as interactions have by necessity changed, customers’ expectations have shifted and priorities have become significantly different to those that were drafted onto strategic plans at the close of 2019.

We have shared some of the ways we met the immediate challenge of COVID-19, including looking at our strong partnerships with brands like Yodel, but the business world is still adapting to this new way of working, and the way customers have traditionally acted and regarded customer service is changing.

As an industry, brands must understand that the rules have changed, for good.

And I am not alone in believing that customer experience will be pivotal in this future landscape, as Feefo’s CEO, Matt West, agrees saying:

 “I think the ‘new normal’ will be more CX focused than ever. It will be all about fine-tuning right the way through the journey. Before all of this happened, evaluating the customer experience may not have been at the top of many businesses’ to-do lists, whereas this situation has brought the real value of a brand right to the forefront of the consumer’s minds. A refined CX is no longer a ‘nice to have’, it’s an essential.”[1]

It is time to tear up outdated plans and explore new and evolving needs which will drive future service development and innovation.

To this end, I have joined forces with Mark Palmer, Chief Executive Officer at Gobeyond Partners, part of the Webhelp Group, as we firmly believe that together we are able to provide a unique perspective.

There is no doubt that the need for transformation will only continue to intensify post COVID, and Mark hits the nail on the head, when he concludes that:

“COVID-19 is having a profound impact globally. Not only is it affecting our health, but it is fundamentally challenging and altering our political, social, and economic norms.”

And as our normal shifts, some key questions must be answered:

  • How different will service look and feel in the future?
  • How will businesses and their operations need to adapt?
  • And how can employers engage and support their colleagues to deliver on new customer promises?

Our new Whitepaper, combining Webhelp’s expertise in global customer management with Gobeyond Partners’ Customer journey design and transformation experience is called Reimagining service for the new world. It provides a clear framework, or roadmap, for tomorrow’s successful customer-focused operating models and is backed by the latest exclusive research from over 500 business leaders.

There is something wonderful about looking at the right map to explore the road ahead, as:

“Maps are like campfires – everyone gathers around them, because they allow people to understand complex issues at a glance, and find agreement.”[2]

We hope that launch of this Whitepaper will provide the stimulus for many further blogs and events, and I would like to personally invite you to keep the campfire of innovation burning and join the Reimagining service for the new world mailing list, by connecting on LinkedIn and by becoming part of our future conversation. We’d love to hear what you think the future holds.

[1] www.dma.org.uk

[2] www.sonomaecologycenter.org