WELCOME 2015 WITH ENTERPRISE COMMUNICATIONS TRENDS

Continuing evolution in mobility, software-based communications, architectural design, data analytics, and the user experience will keep us hopping this year.

Change will be the norm for enterprise communications this year, for sure. Let's look at the changes through some keywords: mobile, applications, architecture, analytics and experience.

• Mobile: Mobile devices continue to transform everything. Almost everyone is using a smartphone -- aka, a smart, mobile, Internet-connected computer. The phone part of the device is not the first thing folks think about when making a purchase and is definitely no longer the first thing they think about for communications. That mobile computer is the go-to device for texting, email, instant messaging, Tweets, social posting -- all before voice or video even get into the mix. In 2015, the mobile device is likely to transform the communications architecture for mobile employees, as those people click to call from their mobile contact lists and mobile apps and click to conference from their mobile calendars.

• Applications: Software applications have pervaded almost everything we do in a business setting. For example, customer relationship management apps keep track of customers and prospects; enterprise resource planning, logistics and point-of-sale apps keep track of inventory and product location; electronic health record apps track patient care; learning management systems manage educational experiences; and collaborative workspace products (i.e., those that include content management and process coordination) boost the output of development, marketing and professional services. The key for the communications industry is that these apps now have communications built into them. In many cases, the app becomes a communications substitute -- for example, a user tracks shipments in an app rather than by calling the shipment desk. In other cases, messaging, posting and peer-to-peer voice or video are built into the apps. In many cases, we won't even see this transformation happening, but it will -- and we can measure it.

• Architecture: This year we will see a continuing shift in architectural design for enterprise communications. My expectation, based on our client experiences, is that in 2015 and beyond most IT and telecom teams will build their communications system architectures around directories, applications (increasingly cloud-based), gateways, and mobile devices (almost all cloud-based on cellular networks) in the cloud. Of course, it will then take several years for these architectures to shift the market for communications technology purchases. The architecture will still account for IP-PBX and video room systems, which serve specific functions, but the higher-level view will begin with organizational workflows and the design of communications solutions for those workflows and the people -- employees, customers, partners, citizens and so on -- who participate in them. Directories will support addressing; gateways will provide connectivity, protocol conversions, security barriers and some middleware; and the cloud will serve as a host and connection point for apps, devices and users.

• Analytics: Now that almost everything is happening through apps (or the apps behind Web pages), companies are able to apply analytics engines to the massive data trails being created and use the analytical insight to guide or assist with processes, workflows and individual activities. This has been part of contact centers for some time and is now blossoming far beyond through digital marketing. In addition, analytics can now interact to shorten process times, lower costs, and reduce manual effort. Outside of the contact center, our industry has been a laggard in the use of analytics, but that will change, since there is so much to be gained by optimizing the flow of communications and by reducing the communications-based labor content that consumes as much as 21% of enterprise revenues, as I've noted previously. We probably can't even imagine all that will change based on analytics, but the application of analytics will be an investment criteria in 2015 and beyond.

• User experience: My estimate is that we will look back on 2015 as the year in which the user experience for communications shifted to the application interfaces on mobile devices. I've described the reasons above, and I've seen plenty of evidence already. In addition, new methods such as WebRTC, new services such as Twilio and the creativity of the mobile device OS makers including Apple, Google and even Microsoft Nokia and BlackBerry are dramatically lowering the barriers to embedding communications functions.

    For more details visit us @www.urssystems.com

Read More

CUSTOMER EXPERIENCE TO DRIVE IMPROVEMENT AND GROWTH

It is well documented that optimizing customer loyalty has a direct and positive impact on a company’s financial performance and strategy. Increasing customer loyalty through improved customer experiences can be driven by the insight gained from a comprehensive customer feedback program. As companies have better visibility into the attitudes, expectations and preferences of their customers, they can cost-effectively tailor their sales, marketing and services programs to better align solutions with the business objectives of their customers. Yet many companies continue to struggle with strategy, namely how to translate customer feedback into action and improve the bottom line.

Using customer feedback to drive product strategy and direction and has been incorporating customer feedback mechanisms into its day-to-day activities over the past decade. The company strategy should be focused on giving its customers what they are asking for—and on winning their loyalty in return. Through collaboration with customer care and services teams across all lines of businesses, an organization can identify customer needs and uncovers the root causes of customer issues across geographies and industries. A coordinated set of customer-centric programs are then designed to address opportunities in a consistent manner throughout the company. This helps to align business operations and executive priorities with those of our customers.

Closed-Loop Feedback Process

In its simplest form, a closed-loop process helps  to collect and respond to customer feedback across customer segments, which follows three primary steps:

• Gathering, analyzing and reporting customer feedback
• Defining, actioning and communicating critical themes and initiatives
• Tracking, monitoring and trending results to quantify the effects of improvement programs

Listening and responding to customers promotes customer loyalty and forms the foundation for a solid reference program and retention strategy. Identifying issues at a macro level facilitates the prioritization of organization-wide business improvements, resource allocation and the refinement of strategic action plans to ensure our customers’ success. Similarly, at a micro level, strategy encourages employees to take immediate action to address individual customer concerns. Ideally, addressing customer concerns at the time of feedback ensures these at-risk customers do not defect. This sense of urgency toward unhappy customers creates a level of trust and transparency, which sustains customer satisfaction and drives profitability.

Gathering, Analyzing and Reporting Customer Feedback As Part Of Your Customer Strategy

Customer feedback is collected across a variety of channels with the objective of providing customers with a voice into how an organization delivers its products and services:

• Executive sponsorship programs, CIO advisory board and strategy councils
• Customer advisory boards, focus groups, users groups and special interest groups
• Proactive outreach programs and facilitation of feedback from one-to-one engagements
• Customer surveys, social media outlets and other online communities

This multi-channel approach provides customers with multiple avenues to voice ideas, highlight successes and engage with other customers sharing common challenges and opportunities.

Tracking, Monitoring and Trending Results

Upon identifying key themes and communicating the response, repeats the collection of feedback. This recurring process in our strategy allows to verify the effectiveness of the improvement programs, as well as identify future opportunities for enhancement, from those customers directly impacted.

Obtaining Insight Through Surveys

To ensure that you captures the right type of feedback from the right contacts at the right time without over-surveying, a structured survey program featuring a portfolio of relationship, transactional and targeted surveys is used:

• Relationship Surveys: Highlights overall customer experience and loyalty drivers across cumulative contact experiences
• Transactional Surveys: Measures service quality of each organizational unit and trigger improvements to enhance operational effectiveness
• Targeted Surveys: Facilitates qualitative research, enable deep-dives and compliment the relationship and transactional surveys

Building Strategic Customer Relationships As Part of a Holistic Strategy

Understanding customer needs and tailoring programs throughout the customer lifecycle fosters strategic relationships. Similarly, predicting and preventing customer attrition by interpreting and acting on the voice of the customer reduces market share erosion while yielding new opportunities to deepen existing relationships—and better positions the company for accelerated growth during improved economic times.

For more details visit us @http://www.urssystems.com

Read More

Foster Growth and Enhance Consumer Experience by Re-aligning Marketing Strategies

As online market places and m-commerce grow in sophistication, they give opportunities to local retailers to boost local economy and gain attention of customers worldwide. Since small retailers lack the resources and skills to enter the global markets, such solutions plug the void and create a level playing field for the disadvantaged SMB segment. 

Another strong development for upsurge of mobile-based payments is the greater adoption of mPOS (mobile point-of-sale) solutions. As of April 2014, India has about 418 million credit/debit card holders as against a mere 1 million POS terminals. Modern mPOS solutions are convenient to use, ensuring the SMBs to convert their mobile into a POS device and drive transaction volumes by accepting cards anywhere, anytime. This would help the SMBs to increase sales, add value to customer experience and take small retailers community to a cashless route.

Adopt mobility solutions to foster growth and enhance consumer experience.

• Data analytics: Analyses of data on the basis of consumer behaviour patterns plays a vital role for companies to understand the need of their consumer and thereby realigning their marketing strategies.

• Cost optimisation: It is imperative to ensure maximum output with minimum investment. Small business need to optimally utilise their resources for enhanced productivity.

• Personalised business applications: With the smartphone boom, mobile applications have become a standard business tool. SMB players need to focus on adopting specific applications which cater to their business needs and enhance operational excellence.

• Expansion of online presence and enhanced reach: SMB players need to utilise services such as email, messaging, CRM, social media to ensure they reach out to their consumers and potential consumers.

In India, mobility drives the holistic strategy of e-commerce success stories like Flipkart, Snapdeal and Jabong. Snapdeal has witnessed a 25-fold growth in mobile based transactions and more than 50% of their sales come from mobile devices in the current year.

With technology expertise and industry knowledge, our mobility consultants will work with you to develop your organization’s mobile blueprint and implement across a diverse range of mobile platforms and devices. URS will work with companies throughout their mobility journey to enable them to maximize the potential of their mobile implementation. 

For more details log on to www.urssystems.com

Read More