Nuance Acquisition Strengthens Microsoft’s Industry & AI Capabilities

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Last week Microsoft announced the acquisition of Nuance for an estimated USD 19.7 billion. This is Microsoft’s second largest acquisition ever, after they acquired LinkedIn in 2016. Nuance is an established name in the Healthcare industry and is said to have a presence in 10,000 healthcare organisations globally. Apart from Healthcare, Nuance has strong capabilities in Conversational AI and speech solutions to support other industries. This acquisition is in line with Microsoft’s go-to-market roadmap and strategies.

Microsoft’s Healthcare Focus

Microsoft announced their Healthcare Cloud last year and this acquisition will bolster their Healthcare offerings and market presence. Nuance’s product portfolio includes clinical speech recognition SaaS offerings – Dragon Ambient eXperience, Dragon Medical One and PowerScribe One for radiology reporting – on Microsoft Azure. The acquisition builds on already existing integrations and partnerships that were in place over the years.

Microsoft Cloud for Healthcare offers its solution capabilities to healthcare providers using a ‘modular’ approach. Given how diverse healthcare providers are in their technology maturity and appetite for change, the more diverse the  ‘modules’, the greater the opportunities for Microsoft. This partnership with Nuance also brings to the table established relationships with EHR vendors, which will be useful for Microsoft globally.  

The Healthcare industry continues to struggle as the world negotiates the challenges of mass vaccination. But on the upside, the ongoing Healthcare crisis has given remote care a much-needed shot in the arm. Clinicians today will be more open to documentation and transcription services for process automation and compliance. The acquisition of Nuance’s Healthcare capabilities will definitely boost Microsoft’s market presence in provider organisations.  

However, Healthcare is not the only industry that Microsoft and Nuance are focused on. The Microsoft Cloud for Retail that was launched earlier this year aims to offer integrated and intelligent capabilities to retailers and brands to improve their end-to-end customer journey. Nuance has omnichannel customer engagement solutions that can be leveraged in Retail and other industries. As Microsoft continues to verticalise their offerings, they will consider more acquisitions that will complement their value proposition.

Microsoft’s Focus on Conversational AI

Microsoft already has several speech recognition offerings, speech to text services, and chatbots; and they continue to invest in the Conversational AI space. They have created an open-source template for creating virtual assistants to help Bot Framework developers. In February, Microsoft announced their industry specific cloud offerings for Financial services, Manufacturing, and Non-Profit, and also introduced a series of AI and natural language features in Microsoft Outlook, Microsoft Teams, Microsoft Office Lens and Microsoft Office mobile to deliver interactive, voice forward assistive experiences.

Audrey William

“There is no slowing down in this space and the acquisition clearly demonstrates the vision that Microsoft is building with Nuance – a vendor that has made speech recognition, text to speech, conversational AI the foundation of the company. This is a brilliant move by Microsoft in the Conversational AI space and a win-win for both companies.

This move could also mark further inroads for Microsoft into the contact centre space. With Teams now being integrated into contact centre technologies, working with large customers using speech and conversational AI, Dynamics 365 could herald the start of more acquisitions for Microsoft to bolster a wider customer engagement vision.

The Conversational AI war is heating up and various other cloud vendors such as Google and AWS are starting to get aggressive and have made investments in recent years to enhance their Conversational AI capabilities. Google Dialogflow has been seeing rapid uptake and they now have deep partnerships with Genesys, Avaya, Cisco and other contact centre players. Microsoft coming into the game and acquiring a company with years of history and IP in the speech space, demonstrates how the cloud battle and the war between Google, Microsoft and AWS is heating up in the Conversational AI. All of a sudden you have Microsoft as a powerhouse in this game.”


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Retail Transformation in the New Decade – Ecosystm Bytes

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Ecosystm research finds that more than 80% of retail providers had to start or re-calibrate their digital transformation initiatives in 2020. While retailers will continue to focus on the shift in customer expectations, a mere focus on customer experience will not be enough. In this Ecosystm Bytes, we discuss what Retailers should prioritise in the years ahead and where technology will help.

View the latest Ecosystm Bytes below, and reach out to our experts if you have questions.


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Ecosystm Predicts: The Top 5 Retail & eCommerce Trends for 2021

Need more insight into 2021’s retail and eCommerce Industry trends? Ecosystm predictions explore how the industry is shaping and revamping the rules of retail in 2021. Learn more about our insights and trends on retail in 2021 below.

Ecosystm Predicts: The Top 5 Retail & eCommerce Trends for 2021
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Woolworths Announces Future of Work Fund

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2020 was a strange year for retail. Businesses witnessed significant disruption to supply chains, significant swings in demand for products (toilet paper, puzzles, bikes etc!) and then sometimes incredible growth – as disposable income increased as many consumers are no longer taking expensive holidays. Overall, it was a mixed year, with many retailers closing down and others reporting record sales. The grocery sector boomed – with many restaurants and fast-food providers closed, sometimes the supermarkets were some of the few remaining open retailers.

For many retailers, technology has become a key enabler to their transformation, survival and success (Figure 1).

Technology Focus 2021 - Retail Industry

Woolworths, Australia’s largest retailer, operates across the grocery, department store, drinks, and hospitality sectors. They hold a significant market share in most markets that they operate in. The company had a strong 2019/20 (financial year runs from July 2019 to June 2020) with sales up 8% – and in the first half of the 2020/21 financial year, sales were up nearly 11%. But the company is not resting on its laurels – one of its 6 key priorities is to “Accelerate Digital, eCom and convenience for our increasingly connected customers”. This requires more than just a deep technology investment, but a new culture, new skills, and new ways of working.

Woolworths’ Employee Focus

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).

Future of Work

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.

Ecosystm Predicts: The Top 5 FUTURE OF WORK Trends for 2021
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The rise in Conversational Commerce – meeting customers on their terms

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Customer needs are changing. Quickly. In 2020 having a great digital strategy went from being a nice-to-have to an absolute necessity. And in 2021, businesses that have great omnichannel experiences will go from a small minority to a majority as customers demand that they are served on their terms in their chosen platform. Only 14% of businesses in Singapore offer a complete omnichannel experience today – serving customers on their terms regardless of the location or platform (Figure 1). These businesses are setting the benchmark that the rest of the market needs to meet soon.

Singapore Businesses Struggle with their Omnichannel Strategy

The Growing Importance of Social Media in Delivering Customer Experience

Chat and messaging are quickly becoming the normal way to interact with businesses – the view of a few years ago that “no one wants to chat with a bot” has quickly turned around. Now virtual assistants and chatbots are the second most important self-service channel for businesses in Singapore (Figure 2).

The growing relevance of Virtual Assistants and Chatbots

In fact, Zendesk’s global study shows that most customers (45%) use embedded messaging over social messaging apps (31%) and text/SMS (20%). That might be great for self-service, but for commerce, boundless opportunities exist to move to where the customer lives, communicates, and socialises today.

Smart businesses understand that customers spend their lives in other chat and social media platforms – such as Facebook Messenger, TikTok, Instagram, WeChat, Discord and WhatsApp. More customers expect to be served in these channels; they expect to be able to transact with their brands of choice. Why should they go to a mobile banking app to find their balance? Why can’t they get it in WhatsApp? They are often learning about the next Jordan or Yeezy shoe drop from their social network in Messenger – so why not transact with them there? Consider all your own personal WhatsApp, Messenger and other messaging platform groups discussing social activities, sporting teams, school activities or the latest fashion – these are ALL opportunities for commerce (Figure 3).

Number of Monthly Active Users on Social Media Platforms

And there are use cases now. Airlines – such as KLM and Etihad Airways – are engaging customers on WeChat, Kakao Talk, and WhatsApp, helping them reschedule flights and answering customer service queries.  Telecommunications providers are allowing customers to raise issues on messaging platforms – and are also using them to upsell and cross-sell new services. Transportation providers are making it easier to find a car or the the next scheduled bus right there in the messaging platforms. Retailers – such as 1-800 Flowers and Culture Kings – are not only serving customers but finding new customers on these messaging platforms.

Going beyond the messaging platforms, businesses are also looking to serve customers on their smart devices – such as Amazon Alexa/Echo and Google Nest/Home devices. Alerting customers to order updates, shipping details and product promotions is becoming standard practice for leading businesses. Digitally-savvy banks are allowing customers to not only track their balance but also make transfers and payments using these smart platforms.

Customers are more comfortable with these conversational commerce options – and they actually expect you to offer such services on your site, in your app, on their smart devices, and on their messaging platforms of choice. Your ability to provide outstanding customer experiences will not only be your ticket back to revenue growth but the recipe for long term business success. Meeting customer needs on their terms is a good place to start.

Delivering a Personalised Conversational Customer Experience

Customer experience (CX) decision-makers will have to rethink how they approach building richer CX capabilities to deliver personalised conversational interactions with customers.

Messaging should become part of a wider AI, Data, and Mobile strategy. Contact centre teams might feel that this is too ambitious a project and would prefer to continue to serve customers through the more traditional channels only. So, it is important to identify the key stakeholder/s who will drive the initiative. And the contact centre team should work with the Digital, Innovation and Marketing teams.

Designing the mobile experience and in app messaging for CX should have some of the following features:

  • Ability to click a button to request for a service or escalate an issue that will, in turn, result in the company contacting the customer either by messaging or calling.
  • Giving customers the option to contact through popular messaging platforms such as Facebook Messenger, WhatsApp, LINE, WeChat, and others. Unifying these systems in a single interface that integrates with your customer service application is best practice.
  • Having one single interface to manage and make payments – within the app itself or on the social messaging platform. Conversational commerce is about creating an ongoing relationship with customers throughout the entire customer journey. Don’t just focus on the sale or the post-sales experience – customers expect to be able to interact with your business from their platform of choice regardless of their need or stage in the customer journey.
  • Embed deep analytics into the communication services to help the organisation better deliver a personalised CX.
  • Ensure you have a solid, unified knowledge management interface at the backend so that all questions lead to the same answers regardless of channel, platform or touchpoint.

Your opportunity to drive greater business success lies in your ability to better win, serve and retain your customers. Refresh your customer strategy and capability today to make 2021 an exceptional year for your business.

Improve Customer Experience eBook
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Retail Centre Transformation: Use Cases Enabled by Digital Technology

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Authored by Alea Fairchild and Mike Zamora

There have been a few articles recently about investment companies looking to buy large national US retail companies, for example, JC Penney and Dillards. Their historical approach was to purchase the land and develop the sites as a retail centre and operate their stores. They then lease the remaining retail space to other retailers. It is a business model which has been in use for many decades. 

Historically a long and deep negative economic cycle has caused some retail operators/developers to sell part of their operations. This happened in the US in 1995 with Sears. The real estate development and investment companies’ interest is in exploring if there is a higher and better use for the properties. That is the essence of land economics, going from a lower economic use to a higher income/value use. 

A key difference this time is the use of advanced technology. We see this in many dimensions: building systems and operations; retail management, social media, entertainment and food and beverage (F&B) operations. 

The Smart Building revolution in Retail is about changing the management philosophy of buildings and using technology to aid in the process. The defining characteristic of building smarter is not the application of technology or a function of outcomes on energy use or maintenance. Instead, it is a commitment to leveraging the overall footprint to achieve the goals that perhaps inspired the building in the first place. 

Evolution of Space for Retail Activities

The old axiom of real estate is location, location, location. This means that every retail centre will have to be assessed for its best purpose for its locations and surrounding environment. Retail has been morphing in the past few years from a traditional purpose of picking something up to an intersection of shopping and entertainment. This combines on-premise activities with a buying transaction which can be handled either onsite or online.  Technology infrastructure investment opportunities are driven by optimising the customer retail experience.

Retail centres are seeking new functionality, including the adaptation of both design and use. Below are four approaches we believe can be used to assess each retail centre.

Reuse: Retail Lifecycle – Consumption to Redemption

There is a shift from consumers discovering and experiencing products in a physical retail space to retailers delivering on-demand. Many smaller retailers have capitalised on this by becoming pick-up points for online orders. They hope to increase footfall by drawing the customer into their own premises when retrieving their online delivery. 

Retail centres need to expand on this trend to become a fulfilment location rather than a retail shopping space. Consumers could pick up online orders, recycle used goods, get products maintained and repaired, have appointments for personal services (dental, eye, hair, dry cleaning, etc.), try and test goods in mini-showrooms and collect points and benefits from gamification activities. By having a centralised exchange facility with multiple functionalities, consumer data can be leveraged to create marketing pull activities such as exclusive shopping events, and personalised customer service based on preferences and purchase history.

The current square meterage can be reallocated for distribution including the use of dark stores, green recycling centres for 3D printed product disposal and retail pick-up and exchange points. Staff will not be salespeople, but customer delivery service managers. The technology opportunities in this area would be re-allocation of network resources; focus on efficiency in delivery and customer satisfaction; and automation tools for customer service staff.

Redesign: Blended – Community Environment and Retail Experience

An alternative and more involved development approach would be to redesign the retail centre with deeper use cases to get more customers to come and stay longer. If a consumer stays onsite longer, there is a higher probability they will spend more at the retail centre. The future retail centre (Figure 1) would include additional space usages for a community space, a distribution centre for pick-ups, expanded F&B and remote working.

Retail - The new inter relationships - Effecting the Experience and Direction

The technology opportunities are in two areas: customer experience and building operations. From a customer perspective, some technology examples would include entertainment and gaming in the F&B area, digital signage and mobile device technology to further engage people. For building operations examples could include technologies to control climate, lighting, security, energy management and building management.

Redevelop – Living Space for a Quality of Life

In some locations, the retail environment could have an oversupply of newly development retail centres. This means the optimal use for the centre would be to change it to a ‘Village Community’ – a community where people can live, work, learn and play. It would encompass multiple uses – multi-family residential units, a community centre, learning centres for younger children and a co-working area. The technology opportunies would be identical to a connected Smart City – at a lesser scale. Smart residential solutions would make the living environmental more user friendly. Retail could include digital media, mobile push features, enhanced and operational technology, energy management, climate control and security. Schools could include interactive and collaborative tools. Parks would have Wi-Fi and enhanced security. Connected Services (eg utilities, fire life safety, security and communications) could include operational technology systems for utilities, audio and video security systems and communication.

Repurpose: Knowledge & Learning Environment

For some retail centres a redevelopment may not be required, but would instead need a major repurposing of the space. The repurpose could be as a learning or healthcare centre. Learning environments require large open spaces with high ceilings for auditoriums or class rooms; common areas for gathering in between classes; onsite housing for students; food courts; and adequate parking for commuters. A healthcare environment would require patient reception, examination rooms, inpatient rooms, surgical units, and administrative offices. It could also include a medical learning centre.

The technology opportunities would be to develop a 24×7 site, with technologies to support the key purpose of the centre. The learning environment could include collaborative audio/video tools for Smart Classrooms. The social areas could including advanced food ordering and delivery systems and multiple player gaming centres for entertainment.  The living areas would include systems and technology for smart living. The parking area could include enhanced security and surveillance systems, and smart parking systems. Behind the scenes, the building operations would need to upgrade energy management, building maintenance and management,  digital food court operations, and a wellness air quality system.

The Future of Sustainable Retail Space

The decline of a retail centre is not necessarily a bad thing for a community. It is just the “Circle of Life” as an area evolves. Locations morph over the long-term. This has been seen in all the large cities around the world which have stood the test of time, eg. London, Paris, Amsterdam, New York, Tokyo and Beijing. The transformation also breathes fresh air into the surrounding environment. There are multiple layers of technology available to provide for an incredible Sustainable and Smart Community. It is large opportunity, not only for real estate developers, but also for technology vendors who understand the transformation process into the multiple variations of smart environments. Large real estate players and REITs will buy these retail portfolios and begin to transform older, low revenue, semi-vacant shopping centres into vibrant destination centres. Technology vendors should bring their ideas and systems to the attention of retail real estate owners early on in the the process. This will increase their chances of having their systems incorporated into the overall design concept and operational approach. It is a physical and digital transformation which improves neighborhoods, businesses and the city.  It is a win for all.


Get more insights on the new use of retail space; and the functional and operational changes that real estate investors will need to develop for this period of adjustment in this report authored by Ecosystm Principal Advisors, Alea Fairchild and Mike Zamora
Download Now!

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Woolworths Australia Automates Dark Store

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The Retail industry has had to pivot fast this year – having faced early supply chain disruptions, social distancing restrictions due to COVID-19, uncertain demand and falling margins. But the biggest challenge faced was the evolved consumer buying behaviour. Customers were forced to go online, and eCommerce platforms thrived even through the difficult times. Retailers have to continue to cater to this shift in buyer behaviour.   

As retailers continue to evolve their capabilities, Woolworths, the Australian chain of grocery stores, recently announced that it has launched new micro automation technology for one of its eCommerce facilities located in Melbourne to speed up the fulfilment of online grocery orders. In 2019 Woolworths had partnered with a US based eGrocery startup, Takeoff Technologies.

Woolworths Automates Dark Store

Woolworths eCommerce floor space spanning across 2,400 sqm is equipped with micro automation technology that allows it to segregate and move groceries from automated storage units that can hold an inventory of 10,000 products and bring them directly to those you pick the orders. The innovative model is designed to make the inventory storage space compact and move high-volume online grocery products to consumers with greater speed, efficiency and accuracy. While grocery products will be picked from automated units, perishables such as fruits, vegetables and meat will continue to be picked up by shop floor workers. Woolworths has employed 50 new employees to fulfil online orders and is expected to fill 100 more vacancies.

“It appears that Woolworths is continuing to use New Zealand to test new technology before introducing it into their much larger Australian market. They are extending the introduction of the technology they first announced for use in their New Zealand online fulfilment centres – the Auckland dark store in November 2019 with a second in Christchurch announced in January 2020,” says Ecosystm Principal Advisor Alan Hesketh. “The Carrum Downs, Melbourne, store will be the first implementation of automation in Australia. Woolworths has announced a third dark store for Wellington in late September 2020 – it would be surprising it was not automated as well.”

Talking about the increase in the use of dark stores, Hesketh sayss, “The challenge with the current model of online stores is the use of expensive retail floor space for picking orders that cannot be used to serve physical customers. With the increase in online sales, accelerated by COVID-19, the volumes are now sufficient in urban areas to make these dark stores profitable. This allows the use of lower-cost, centralised, distribution central space for the dark stores.”

An Example of how Retailers are Pivoting Successfully

Woolworths has been constantly developing their capabilities to improve customer experience and process efficiency.  The demand for online products and groceries skyrocketed during COVID-19 which resulted in a temporary shortage of online products and Woolworths had to temporarily stop online ‘Pick up’ and ‘Delivery Now’ orders nationally. To ensure smoother delivery services, they partnered with Sherpa, Drive Yellow, and Uber. Earlier this month, Woolworths announced that six stores in Australia would go completely cashless. Woolworths has around 1,050 stores in Australia which operates on a mix of cash and e-payments.

To keep pace with the online growth, Woolworths automated dark stores will be a potential game changer as they are expected to be able to dispatch online orders five times faster, compared to a standard Woolworths store.

“This increased capacity also means Woolworths’ online offer is less likely to be overwhelmed in the event of another COVID-19 lockdown. This improved access to groceries will be an important benefit to vulnerable members of communities, as well as those customers wary of visiting physical stores,” says Hesketh.

“For their physical stores that support home delivery, Woolworths will now be able to repurpose or release the space used by the pick-and-pack operations. In-store customers will get a better experience without the Woolworths personnel picking orders in the aisles.”


More insights on the impact of the COVID-19 pandemic and technology areas that will see transformation post COVID, as organisations get into the recovery phase, can be found in the Ecosystm Digital Priorities in the New Normal Study

Ecosystm COVID-19 Research Data

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How is AI Helping you Improve Customer Engagement?

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Your CEO and Board are asking you to cut costs and do more with the IT budget.

This is the usual refrain you get used to as a Chief Digital or Information Officer. COVID-19 has increased the need for cost savings, without compromising your organisation’s mission. In Ecosystm’s on-going research, Digital Priorities in the New Normal – a COVID-19 Study, there are several common themes that emerge for retailers. 

Impact of COVID-19 on Retail Industry

The impact of the cost-cutting measures that organisations are implementing, on CDOs and CIOs has been discussed in my report Managing Costs in the New Normal, where I provide guidance on how to address the necessary cuts.

Super Retail Group (SRG) recently presented at SalesForce Live on their success in using AI to improve their customer engagement – linking digital customer engagement and re-calibration of AI models. I want to highlight a couple of aspects of SRG’s experience for those retailers addressing these themes.

Increasing Customer Engagement

In a well-run online presence, retailers acquire a significant amount of data about their customers’ online behaviour. Data such as customer’s purchase history as well as how they traverse the site, how long they remain on the site and how they leave – often without purchasing. The challenge is how you can collect and use this data to improve the customer experience (CX) and increase sales in our new normal.

SRG, trading under banners such as Super Cheap Auto, BCF and Rebel across Australasia, has adopted a Salesforce tool called Einstein to address this challenge. SRG is using this AI engine to present product recommendations in several contexts across a customer’s online journey.

The impact of COVID-19 means overall sales across the group has declined. At the same time, online sales have grown to be generating almost 20% of the overall sales. Within these online sales, the AI recommendation engine has directly influenced 1 in 5 customer purchases.

SRG has developed a significant base of customer data since they introduced omnichannel and club offers; and are now seeing the return from this investment. Recommendation engines operate best when they have quality data in volume – and the proportion of and growth in, online customers using these recommendations is a guide to the quality of the platform.

Coping with Increasing Online Demands

Ecosystm research finds that over 56% of retailers are increasing their use of digital technologies for CX and will continue to invest after the immediate crisis. As always, getting the right value from this increased expenditure will be critical to a retailer’s price competitiveness and profitability.

With online sales growing dramatically, SRG’s online share of sales has more than doubled over April and May, the potential return from an engaging online CX has increased significantly. In turn, this has increased the importance of the online CX to a retailer’s competitive positioning and market share.

Tech leaders will be expected to provide direction on how to achieve this improvement, with AI engines offering an increasingly important tool in increasing the speed of response to changing customer behaviours.

With their mapping of customer journeys, SRG has been able to target specific stages in the journey for the use of the AI recommendation engine. Their focus on increasing the size and value of a customer’s basket provides the explicit measure of success. And SRG’s customers are showing their enthusiasm for these recommendations. The share of online sales influenced by the AI engine grew by over 600% in the past 12 months.

Customer expectations are continually being redefined by their experiences across the online environment, not just by retailers. In our new normal, with online becoming significantly important, retailers need to be consistently improving their offer to remain competitive. 

Our study results shows that retailers are taking this step and will need to pay careful attention to their cost base and profitability while making these changes. SRG’s success with the AI engine shows that this is possible.

Lessons to Learn

COVID-19 has changed customer behaviour significantly, and tech leaders are identifying new tools and processes to improve their CX in line with these changes.  SRG has continued its customer-focused omnichannel approach by adopting the Salesforce Einstein AI engine. By using one of their key sales metrics – size and value of basket – they have been able to assess the contribution of this tool.

There are some clear lessons for other retailers from their experience:

  • Be very clear on why you are introducing the new tool – how you are going to achieve value.
  • Understand the foundation that you need, to introduce new technology. You will find being successful using AI without quality data in volume will be difficult.
  • Experiment and learn quickly from experience gained. In this cost-constrained world, don’t over-commit to a new approach without evidence.
  • Use products and services that have a low cost of entry and a variable cost model. Cloud services generally provide this cost model.

Our research, along with press release such as SRG’s, show that retail leaders are continuously improving their customer engagement. As a tech leader, you need to be aware that customers will vote with their clicks, for retailers that are delivering. 

And getting those non-essential costs out has never been more critical.


More insights on Retail organisations and their most significant response to COVID-19, can be found in the Managing IT Costs in The New Normal – Report
Managing IT Costs in the new normal

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The Path to Recovery – The Post COVID-19 World

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We continue to receive responses from the tech buyer community on the impact of COVID-19 on Digital Transformation initiatives, and the early business and technology measures that were implemented to combat the crisis. As the months go by, it is becoming apparent that organisations have implemented the early measures and are now looking ahead to their journey to recovery.

IT Teams realised that even if they had the right technology solutions, they were unprepared for the scale or capacity to extend these technology offerings to handle the sudden and enormous changes required to manage the crisis. Their cloud business applications, cybersecurity and collaboration solutions were simply not sufficient to meet the needs of the remote workforce. As organisations become more conscious of business continuity planning (BCP) for future eventualities, they will boost their technology capabilities, over the next 12 months.

Another area the study aims to explore is how optimistic is the business outlook, when it comes to expecting a return to normalcy. Only 3% of organisations are expecting a New Normal that is very different from where things were at the beginning of the year. About a third of organisations are expecting a return to normalcy by the end of the year, while the majority expect to recover by the middle of 2021. Also, some industries are more optimistic of a recovery than others. As an example, 35% of healthcare organisations expect a return to normalcy by the end of the year. This is a positive indicator, given that the industry has been in the forefront of the crisis, for nearly 6 months now.

Recovery Post COVID-19 World

More insights on the impact of the COVID-19 pandemic and technology areas that will see continued investments, as organisations get into the recovery phase, can be found in the Digital Priorities in the New Normal Study.


Ecosystm COVID-19 Research Data


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Creating Ecosystems to Thrive in the New Normal

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5/5 (2) A decade ago, the axiom of a successful business model was to identify a need, find the market and then develop an idea or product that fits into that chain. It was a process of inserting a product in the customer’s already existing experience journey with the hope that the product/idea would deliver efficiency to the client. This efficiency could be financial, operational, marketing or cost savings – the uni-product, uni-feature approach.

There has been enough said about the many companies that failed to innovate beyond their existing product/feature and failed to stay ahead of the game. Nokia and Blackberry remain at the centre of any discussion about “lack of innovation”. There are others like Kodak, Canon, Napster, Palm, Blockbuster – that were devoured by innovative competitors.

The predators were ones with the vision to see the entire value chain and not just their own product. Netflix created content and distributed it, Apple touched the lives of their customers in multiple ways and AirBnb provided accommodation inventory, choice and booking all in one. The new secret sauce is to provide the customer with an ecosystem and not a product!

The Need to Transform

Cut to the COVID era – there are many businesses facing the downturn and experiencing the “moments of truth” giving rise to a desperate attempt to innovate, transform, survive, and come out as the rising stars. Ecosystm research finds that 98% of organisations have re-evaluated their Transformation roadmap (Figure 1), while 75% have started, accelerated or refocused their DX initiatives.Impact of COVID-19 on Digital Transformation

New business models are evolving, and accelerating digitalisation is the result. The digital movement, be it in food delivery or payments, is here to stay. This digital acceptance and absorption exaggerate the need for business models that capture holistic ecosystems and entire customer journeys, due to reasons that separate the hunter and the hunted.

  • Margins will never be the same again as in the uni-product model. Using the F&B analogy; with the increasing number of customers wanting to dine in the comfort of their homes, restaurants cannot use ambiance as the price differentiator. Since most restaurants are available on food delivery services, customers are getting brand agnostic. This is the start of commoditisation of dining. Restaurants (or food caterers now!) will need to play the price card to remain competitive resulting in compressed margins. The food delivery market is expected to grow 4-fold to USD 8 billion by 2025 but with lower margins. This example of the food delivery model will be the same as experienced by retail, apparel and other industries.
  • Customer experience will still be the differentiator and lever for loyalty and repeat purchase. Factors like proximity, parking, in-store experience, and store layout are fast getting replaced by the ease of navigation, user experience, seamless check out and finally efficient and timely delivery. The ease of transaction including multiple steps of search, assessment, evaluation, payment and delivery is of paramount importance. Customers do not want fractured journeys with multiple drop-offs. A unified seamless journey will win.
  • Virtual, Digital and Automation are the three mantras that management consultants are betting on. However, this trilogy will not guarantee survival since the road to recovery is not a straight one. Different work schedules, observing various curves and on what point of the curve the business, its customer and the market are at, will add to the complexity of decision making and transformation.

Given the above, an obvious strategy to beat the existential crisis is to transform and seek out sustainable operating models. However, it may not be so simple since most businesses may not be able to change models as quickly as needed. There is an inherent cost to change since the existing processes and procedures have been well oiled and smoothed over time. The much-needed change requires the infusion of the 3Ts (time, technology, training) and associated costs. Most often, there is an inverse correlation noticed between the sturdiness of the business and its ability to be flexible to change. Businesses that are “rock-solid” and profitably sturdy and stable, have high inertia of transformation versus FinTech businesses, as an example, that pride themselves with nimble operations but are financially fragile and may not be able to absorb the cost of speedy transformation.

This Sturdy-Flexible continuum is the tight rope walk that businesses will need to walk in this need for transformation. Businesses that embark on this walk alone will find it extremely painful and lonely. Especially in the case of small business owners who are scared and low on all 3Ts.

The Rise of Ecosystems

The new world has manifested that businesses that use physical space or assets as their competitive advantage are more prone to be impacted. Retail, Education, Hospitality and Entertainment are some obvious examples that have been impacted by the physicality in their propositions. Digital businesses are more agile but have suffered in their inability to scale up in time to capture the increased demand.

Fashion retailer FJ Benjamin has decided to shut 300 physical stores and rely on online sales. This strategy also helps to utilise precious time to scale diversification. Other retailers too have been going down the FJ Benjamin path and ramping up eCommerce as this trend is expected to stick beyond COVID-19.

Zouk, the renowned nightclub with 30,000 square feet of space in Singapore uses this venue as a live streaming venue during the day to host bazaars for eCommerce vendors. From June 2020, it launched an online shop selling merchandise, bottled cocktails and food from its RedTail kitchen.

Transformation of businesses will require capabilities that were not created within their models. The instinct to survive in the short term will require businesses to create symbiotic partnerships. This will require some fresh thinking by business leaders.

  • Change the “Build” obsession and not try to own every leg of the customer journey. That will not only take time but also distract capital and management.
  • Rethink the customer needs – and this time think of the entire journey rather than an inward view of product-market fits. Customer needs are changing at breakneck speeds, so chasing and “building” these “fits” will always remain a common string amongst laggards.
  • Connect with like-minded ecosystem players and complement strengths with a single-minded focus on solving customer problems.
  • View technology stacks through the lens of your partners. There may be opportunities available from near open source technology solutions.

For example, FJ Benjamin will need the last-mile-delivery capability that will be provided by partners who have optimised in that field, Zouk has tied up with Lazada to host the bazaars and GrabFood is using underutilised taxi capacity to meet the increased demand for food delivery. There are many other examples in the O2O (Offline to Online) space.

This ecosystem approach is also relevant to other sectors like Financial Services. These firms also need to understand the changing consumer needs faster, with a mantra to deliver. Aspire, originally an alternate lending platform has gone through a metamorphosis and transformed into a Neobank. From a uni-product loan provider, it is now solving for a business account, card solution, integration with expense management solutions and continue to provide loans. Capabilities not necessarily built in-house.

The changing world will give rise to business models that will integrate and complement each other. Businesses with an ecosystem mindset will be winners while others might just be relegated to oblivion.

 


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