There Will be Conflict Between Opti-Channel and Personalisation
The challenge for opti-channel strategies will be to align them to your personalisation strategy. How will it work when you have analytics driving your personalisation strategy that say customer X wants a fully digital experience but your opti-channel strategy says part of the digital experience is sub-standard? And the answer to this lies in understanding the scope of your experience creation – are you trying to improve the existing experience or are you looking to create a new improved experience?
If you are improving the existing experience, then you have less license to shift transactions and customer between channels – even if it is a better experience.
If you are creating a new experience, you have the opportunity to start again with the overall experience and prove to customers that the new experience is actually a better one.
For example, when airlines moved away from in-person check-in to self-check-in kiosks, there was an initial uproar from customers who had not yet experienced it – claiming that it was less personal and less human. But the reality is that the airlines took the check-in screen that the agents were using and made it customer-facing. Travellers can now see the seats and configuration and select what is best for them.
This experience was reinvented again when the check-in moved to web and mobile. By turning the screen around to the customer, the experience actually felt more human and personal – not less. And by scattering agents around the screens and including a human check-in desk for the “exceptions”, the airlines could continue to optimise AND personalise the experience as required.
Opti-Channel Opens Many New Business Opportunities
Your end-state experience should consider what is the best channel or touchpoint for each step in a journey – then determine the logic or ability to shift channels. Pushing customers from a chatbot to web chat is easy. Moving from in-store to online might be harder, but there are currently some retailers looking to merge the in-store and digital experience – from endless aisle solutions to nearly 100% digital in-store. Some shoe and clothing stores offer digital foot and body scans in-store that help customers choose the right size when they shop online. And we are beginning to see the rollout of “magic mirrors” – such as one retailer who has installed them in fitting rooms and you can virtually try different colours of the same item without actually getting them off the shelf.
Businesses are trying to change customer behaviour – whether it is getting them into stores or mainly shopping online or encouraging them to call the contact centre or to even visit a service centre. Creating reasons for why that might be a better option, while also providing scaled-back omnichannel options is a great way to meet the needs of existing customers, create brand loyalty and attract new customers to your company or brand.
But it is not just about offering online sales. In the digital world, customers now expect to be able to track packages, get alerts when they are delivered, and have access to easy and free returns. Again – if you don’t do this today, you are creating poor customer experiences and are most likely losing business to those that offer great experiences.
Here is what organisations are witnessing:
The need to evolve their CRM solution. Salespeople expect the CRM to give them insights on who to sell to, why to sell to them and what approach will work best. CRM systems that don’t provide this analysis are letting businesses and salespeople down.
Analytics has to be turned into actions. More businesses are telling their analytics partners to stop telling them what to do, and just do it! Automating the outcomes of BI and analytics is beginning to be expected.
Ease of use has become essential. Interactions and processes need to be intelligent and easy to automate. We no longer throw teams of people at challenges – we automate the outcomes and use technology to deliver entirely new experiences without teams of employees pulling strings behind the scenes.
Process and technology changes happen quickly and seamlessly. We have been taught this by Zoom, Microsoft, AWS and Google. If you aren’t doing this today, you are behind the market and behind the expectations of your employees and customers.
Ecosystems are emerging to enable this agility and innovation. We can now innovate with a growing range of partners. Companies can partner for a single sale and move on. Start-ups are being embraced by dinosaurs, and competitors are becoming partners. More companies than ever are involving their own customers in their innovation processes. Ecosystems are changing the ability of technology and business teams to offer new and improved services to customers and employees.
Time for a Shift in Organisational Culture
Seemingly, the world changed overnight. But many of these changes have been in the works for years. It just took a global crisis to highlight how important they are and how much organisations need to change to embrace these opportunities. The only thing holding businesses back from thriving in the Great Bounce Forward are their people and culture. If you can embrace these changes, your businesses will move forward and emerge as different companies to the ones that entered the pandemic in early 2020. You’ll be more open, agile, innovative and digitally aware. You’ll be able to move in new, unheralded directions, driving improved customer, shareholder, or citizen value.
So stop thinking about how your business will bounce back. Make plans for it to bounce forward into the unknown.
Samsung just launched their third generation of foldable devices – the Galaxy Z Fold3 and Galaxy Z Flip3 (both 5G devices). The VERY clear message that Samsung gave through the pre-launch content and launch event is that foldable devices are no longer a niche segment. Samsung expects them to go mainstream over the next 12-24 months. They made some significant changes to the pricing and availability of their new devices to get them into more stores and retailers, to put them in front of potential buyers. They also reduced the prices by 15-20% (although they are still premium devices). By adding pen support to the Z Fold3 they indicated that this is their new “hero” device – (allegedly) taking the place of the Note series in Samsung’s line-up.
Samsung has made changes to make the phone more acceptable to the mass market – making it more durable, introducing IPX8 water resistance, improving speaker and sound quality, improving the brightness of the screens, and removing the “camera hole”. But some of the biggest changes have come in the software. They provide an experience that is designed for the larger screen – not just taking the existing content and stretching it. They have also taken an idea from Samsung DeX and introduced the ability for all apps to be stretched to the larger screen. While this is not a perfect solution, it works pretty well in the DeX world – and I’ll reserve my judgement on the Z Fold3 until I have some hands-on time with it.
The Z Flip3 appears to be targeting iPhone owners along with premium Android device users. The price is very similar to the iPhone 12, and it is a well spec’d device with a large screen but a small form factor when folded. It needs to rely less on software to make the form factor usable but has a few tricks that will appeal to teenagers in particular (such as the ability to do a video call with the phone partly folded).
Samsung Should Witness Strong Growth of these Devices
So will we see more foldable phones over the next twelve months? Samsung has gone a long way to (a) get more foldable phones into the hands of consumers, and (b) make that experience one that they recommend to friends and family – which was an issue with previous generation devices. Consumers who tend towards the “hero” device will be more tempted by this phone than ever before. Some previous Samsung Galaxy Note move to the Z Fold3 – others to the Galaxy S series. We will even see some Apple users make the switch towards Samsung to take advantage of the big screen on the Z Fold3 or the smaller form factor of the Z Flip3. Every iPhone user who is also carrying an iPad is a target for the Z Fold3 – they are (a) used to spending a lot of money on a device (b) already lugging around a lot of hardware.
So while it will be a slow burn to get the penetration of foldable devices higher, I believe Samsung has got close to the sweet spot. And while I don’t expect Apple will release a foldable device this year, if Samsung is successful, we can expect their development efforts to ramp up for a future device next year. And maybe it won’t be what we expect (maybe a foldable iPad mini?). But as batteries get smaller and more powerful, flexible screens get more durable and demand for larger screens continues, it feels like the opportunity for foldable devices will only continue to grow.
Enterprises Need to Prepare for Foldable Devices
This is important to enterprises:
Users with foldable screens will be your customers – they will expect an experience that takes advantage of the extra real estate. This might be a shopping app that has the items on the left and the cart on the right, or a transport app that has a map on the right and information about the transport services on the left; and
Your employees will bring these foldable screens into your business – and you will want them to use their devices to help them do their job better than they do today.
As discussed in my previous analysis when the original Fold was released – any employee that uses a tablet now could be a potential foldable device user. These might be truck drivers, warehouse employees or information workers. There may be an opportunity to save money and buy just one device for your employees – not two. Or there may be a business case to improve the user experience with a foldable device.
Samsung Should Seed the Foldable Developer Space
My advice to Samsung is to seed the development of Android apps that take advantage of foldable devices. Put a fund together that developers can access to improve the performance and experience of apps on foldable devices. Also, share knowledge between developers on best practices and shortcuts to make it easier to take advantage of this extra real estate. And understand that creating an app that works well on foldable devices is not a one-off activity. Microsoft originally gave money to app developers to create apps for Windows Mobile devices – but these apps were never updated and soon looked dated compared to their iOS and Android counterparts. So provide continued funding until the percentage of foldable devices reaches a tipping point and developers are incentivised to create apps for foldable devices because a significant proportion of their customers own foldable devices.
New Cloud/AI Partners Winning Consulting and Implementation Deals
We have seen a new community of partners emerge with tech changes, such as the hyperscale cloud platforms and AI/machine learning tools. Traditionally, these companies would be good at one thing – and would learn slowly. For example, in the SAP ERP growth period, the projects were large and long. A single, mid-sized SI might only be working with 2-3 clients at a time. Therefore, the IP that they collected was limited – and they would find themselves with focused or niche skills. The large SIs had done many large, long projects across the globe and had much best-practice IP to call upon, giving them a broader and deeper knowledge of the technology and industries. Smaller providers had limited IP and industry experience.
But in this cloud and AI era, specialist providers work on hundreds of smaller projects with dozens or hundreds of clients. With the technology constantly evolving, the skills are constantly improving. While the global SIs are working on many cloud and AI engagements, they are often part of longer engagements – giving the consultants and tech teams less exposure to the new and evolving cloud platforms.
In a world where technology is changing at pace, the traditional global SI practice of “learning from peers across the globe” doesn’t happen at the pace the market requires. By the time your peers in the business have completed a project, documented it, and shared learnings, the market has moved on and technology has changed. Today it is easier and faster to learn directly from the tech vendors and cloud platform providers and their training partners. The network effect of knowledge in a team on the opposite side of the globe for a global SI is less valuable to clients. Often the smaller and mid-sized SIs have a deeper, broader knowledge of the technology platforms and toolsets than the larger providers – giving them a competitive advantage. For example, if you want the actual experience of moving SAP to Azure, or Oracle to AWS – you’ll often find the smaller providers have more experience. And this continues to play out. In many markets in the world, the top 5-10 SIs for cloud, AI and cybersecurity has a high proportion of local specialist providers.
Tech Buyers No Longer Look for Culturally Aligned Partners
Tech buyers themselves are changing too. In years gone by, the smaller tech partners would tell us that they felt they were included in bids to drive down the price from the global SIs. But today the story is different. Smaller partners are admired for their agility and innovation. Large enterprise customers will choose small providers because the small SI is NOT like them. In the past, they chose the global SI because they were just like them!
Because of this, the large SIs are mopping up their smaller competitors across the globe. Accenture has acquired 40 companies in the past 10-11 months, IBM has acquired over 10, Atos and Cognizant have also acquired many companies in the past 12 months. They are doing this for the skills as much as for the clients, along with getting a foothold in a new market or strengthening their position in geography. The challenge will be to hang on to the clients, culture, and the IP of the acquired business. Often these smaller competitors are growing at a significant pace – and the biggest risk is that the acquiring company takes their eyes off the prize.
Smaller and mid-sized SIs and consultants find it hard to create deep pools of expertise across multiple industries. While some may have a deep focus on a single or two industries, only the large players have broad and deep geography and industry experience. This puts many of the acquisitions into context – the global SIs will take these acquisitions and use that deep and broad technical and business knowledge and add it to their industry knowledge to create a more compelling offering.
Their challenge will still be one of cultural alignment. As discussed, many companies seek out tech partners who represent what they want to be, not what they are. The ability for the Global SIs to retain the culture, agility and innovation of the acquired business will determine their ability to continue to see similar or improved levels of growth from the acquired business. Using their IP in the context of industries will be the key to their ongoing success.
I recently had the opportunity to attend a briefing by ServiceNow regarding their new “AI-Powered Service Operations” that highlighted their service-aware CMDB – adding machine learning to their service mapping capabilities. The upgraded offering has the ability to map entire environments in hours or minutes – not months or weeks. And as a machine learning capability, it is only likely to get smarter – to learn from their customers’ use of the service and begin to recognise what applications, systems, and infrastructure are likely to be supporting each business service.
This heralds a new era in service management – one where the actual business and customer impact of outages is known immediately; where the decision to delay an upgrade or fix to a known problem can be made with a full understanding of the impacts. At one of my previous employers, email went down for about a week. It was finally attributed to an upgrade to network equipment that sat between the email system and the corporate network and the internet. The tech teams were scratching their heads for days as there was no documented link between this piece of hardware and the email system. The impact of the outage was certainly felt by the business – but had it happened at the end of the financial year, it could have impacted perhaps 10-20% of the business bookings as many deals came in at that time.
Being able to understand the link between infrastructure, cloud services, applications, databases, middleware and business processes and services is of huge value to every business – particularly as the percentage of business through digital channels and touchpoints continues to accelerate.
If you have not yet started personalising your customer’s experience, now is the perfect time to build a Proof of Concept (POC) demonstrating the business and customer outcomes you can achieve. This will help the CX and/or marketing teams to understand what data you need to collect from existing systems and processes – or source externally to create the desired experience. Initially your personalisation experience may target a limited number of key personas – but it should have the capability to roll out to all customers and/or prospects, eventually considering many scenarios and requirements. It should continue to learn and adapt. Too many businesses discovered during the pandemic that static personalisation programs will fail when market conditions change.
The POC can provide the data that your senior leadership will need to deepen their investments in and think of personalisation as a business capability – not a single project. They can demonstrate the ROI (or lack of return) and will help to guide the larger spend should the POC be a success.
Invest in Behavioural Science Skills
Building a successful personalisation strategy often goes beyond simply listening to the experts within the business and even listening to your customers. Often your customers don’t know what affects their behaviour – and will mis-report motivations or mis-attribute actions. It is important to understand the science behind behaviour – what is possible, what can work, what is guidance and what is coercion. These experts, along with your legal or privacy teams, can help to set up the guide rails for the personalisation program to operate within, and help you create customer journeys where customers can achieve their desired outcomes.
Target Consent as a Key Customer KPI
Consent is a key enabler of deep personalisation capabilities. While some level of personalisation without formal consent can be created, the real benefits of personalised journeys come with consent to use customer data to offer better services. Many businesses ask for consent in the sign-up process, but often it feels like wishful thinking – not a serious attempt to offer a better customer experience. Businesses that make “Consent to Use Data” a CX KPI think more broadly of the customer journey, the brand promise and what that means to levels of consent. It isn’t a “tick-a-box” activity at sign-up – it considers what the customer wants to get out of the engagement or a longer relationship. It focuses on helping customers achieve their instant goals more effectively and the benefits the data can bring to nurture a longer-term relationship.
Businesses that seek a higher level of consent use more tangible outcomes, simpler language and no “sweeping statements” in their consent request. They are explicit how they will use data and what data they will use. Sometimes they don’t even ask for consent to use data at sign-up – they ask after they have formed a relationship and the customer has developed a level of trust in the brand or company.
Start Your Personalisation Journey Today
Your competitors are already thinking about personalisation – some have even implemented personalised elements within their existing or new customer journeys. Personalisation – while easier than ever – is still a significant capability to build within your business. You are likely to need new technology tools and/or platforms, new skills, and new budgets. The impact for your customers – and therefore for your business – can be significant. And the impact of no action can potentially be damaging. Start your personalisation journey today to help your business take the next step towards becoming a customer-obsessed, agile, and digital business.
In March I published an analysis of Samsung DeX – which is a desktop environment which many businesses could benefit from deploying to specific teams, roles or employees. During my research, I found that one of the shortcomings is the lack of native support for dual screens. I know that many information workers in particular use dual-screen setups – and going back to a single screen feels highly unproductive!
Knowing this, a contact at Samsung pointed me to a company that has developed a dual-screen capability for a virtual desktop environment running on DeX – so I jumped at the opportunity to trial the environment in my own dual screen setup.
The product is called NetConnect – and is sold by VOIP. It is actually a Branch Of One style solution, which allows employees to access enterprise resources on any device. But one of its unique features is the ability to run a dual screen virtual desktop environment.
NetConnect’s Dual Screen Capabilities – An Analysis
DeX users that run the NetConnect app can extend the desktop to a second, internet connected monitor or screen. The key point here is “internet connected” – the screen is deployed across the internet – not across cables from the phone. This means any tablet, laptop or connected screen can be used as the second screen for the Windows virtual desktop running through NetConnect. In my particular demo environment, the software (both NetConnect and the Windows server) was running in a data centre in Singapore – but the company (VOIP) sells the solution to organisations to run in their own data centre environment.
The overall experience is seamless. The fact that one screen is running on a server in Singapore and being sent across the internet to my Samsung phone, and the other screen is running in Singapore and being sent across the internet to a completely different device is remarkable. The mouse moves across screens as if the desktop is running locally. While my demo environment was limited to web and a few desktop applications, I often found myself astonished that this entire environment was being driven by a smartphone (and a lot of clever technology behind the scenes!). Suddenly the limitations of only having a single screen for DeX disappeared – I now could run one application on my first screen and another on my second screen – and continue working, without the need to endlessly alt-tab between applications and screens.
There are some limitations – video streaming is not very smooth, and connected devices (cameras etc. for Zoom or Teams calls) are not recognised. These features are on the roadmap, but not available today. But the NetConnect solution really does open DeX up to a whole new community of users. Some of the VOIP employees I met at their office don’t have a laptop on their desk or a desktop underneath it – they are running their entire work environment from their Samsung phone!
And being a Branch of One solution, NetConnect also brings with it inherent security benefits – of not ever taking company data out of the data centre, reducing threats from viruses and malware that would normally run on the end-user computing device and others. It also improves the manageability of the desktop environment and makes it simple to deploy to users. Branch of One is about bringing all of the inherent benefits and capabilities that an office or branch would have and enabling a single user to get this power and security.
NetConnect is more than a dual screen solution – so working out which comes first is the interesting challenge. If your business is looking to run a solution like NetConnect, it is worth your while examining the opportunity to use DeX to extend full, dual screen desktop solutions to your employees. And if you are a business running DeX, NetConnect could open opportunities to extend DeX to more employees, roles or teams than originally planned.
Checkout Tim’s previous insight where he provides a detailed analysis on whether Samsung DeX is suitable for your employees. He bases his insights from using Samsung DeX as his primary desktop environment over the past 4 weeks.
Woolworths has committed to invest AUD 50 million in upskilling and reskilling their employees in areas such as digital, data analytics, machine learning and robotics over the next three years. The move comes as a response to the way the Retail industry has been disrupted and the need to futureproof to stay relevant and successful. The training will be provided through online platforms and through collaborations with key learning institutions.
The supermarket giant is one of Australia’s largest private employers with more than 200,000 employees. Under Woolworths’ ‘Future of Work Fund’ their staff will be trained across supply chain, store operations, and support functions to enhance delivery and decision-making processes. The retailer will also create an online learning platform that will be accessible by Woolworths employees as well as by other retail and service companies to support the ecosystem. Woolworths has plans to upskill their staff in customer service abilities, leadership skills and agile ways of working.
Woolworths’ upskilling program will also support employees who were impacted by Woolworths planned closures of Minchinbury, Yennora, and Mulgrave distribution centres due in 2025.
Woolworths’ Tech Focus
Woolworths has been ramping up their technology investments and having tech-savvy employees will be key to their future success. In October 2020, Woolworths deployed micro automation technology to revamp their eCommerce facility in Melbourne to speed up the fulfilment of online grocery orders, and front and back-end operations. Woolworths also partnered with Dell Technologies in November 2020 to bring together their private and public cloud onto a single platform to improve mission-critical processes, applications and support inventory management operations across its retail stores.
Future of Work
For many years, Ecosystm has been advising our clients to invest more in the skills of the business. Every business will be using more cloud next year than they are this year; they will suffer more cybersecurity incidents; they will use more AI and machine learning; they will automate more processes than are automated today. More of their customer engagements will be digital, and more insight will be required to drive better outcomes for customers and employees. This all needs new skills – or more people trained on skills that some in the business already understand. But too many businesses don’t train in advance – instead waiting for the need and paying external consultants or expensive new hires for their skills. Empowered businesses – ones that are creating a future-ready, agile business – invest in their people, work environment, business processes and technology to create an environment where innovation, transformation and business change are accepted and encouraged (Figure 2).
Empowered businesses can adapt to new challenges, new market conditions and respond to new competitive threats. By taking these steps to upskill and empower their employees, Woolworths is building towards empowering their own business for long term success.
Transform and be better prepared for future disruption, and the ever-changing competitive environment and customer, employee or partner demands in 2021. Download Ecosystm Predicts: The top 5 Future of Work Trends For 2021.