Becoming a Communications Service Provider
Richard Lloyd, Vice President of Sales, Service Providers
Arianna Valentini, Product Portfolio Manager | April 2017 | Prepared for Xplor
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What we will talk about today
① Digital disruption and CCM
② Your positioning as a Service Provider Facts
Your positioning
Your opportunity
③ Key investments to consider Customer journey mapping
Dynamic, cross channel, communications
Preference management
④ Case Study
⑤ Wrap-up
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Digital disruption and CCM
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Consumers move faster than companies can react
Quick adoption of new payment methods
Authentically mobile experiences
Up to 9+ interactions before purchase
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32.4% change
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Enterprises invest in improving CX
Marketing tech spend rivals IT
Investments in infrastructure
Harmonizing relationships across the enterprise
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Consumer technology from home to work
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70%+ of US workers will use mobile
to complete task
Mixed sourcing for new channels effects workflows
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Market trends effect measurement of success
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Best product
New product culture
Cash flow to new product development
Rewards product successes
Divisions between organizational stakeholders
Best solution for customer
Solve new customer problems
Cash flow to services/products based on customer need
Rewards customer satisfaction
Sharing, collaboration, and local initiatives across stakeholders
Product focused organization CX focused organization
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Convergence of trends creates new roles
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Enterprise trends
Hi, I’m the CXO!
Consumer trends
Market trends
Technology trends
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Implications for CCM
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Your positioning as a Service Provider
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The reality of the service provider market…
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Marketing spend on print based communications will decrease
or remain flat in 2017
Data and regulatory experience
Used to quick turnaround
Know the demands of business
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Document composition
Technical expertise, moves SP up CX value chain
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10s products 100s of business rules
Contract
(PDF/print)
Personalized T&Cs compliant to regulations
CCM
Eligibility Underwriting Contract
(omni-channel)
Customer engagement
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Expertise
Remember, your key advantages
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Familiarity
Omni-channel Knowledge
Trust Credibility
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Your opportunity for change
Develop a new business model
Enable digital transformation
Move beyond printing
Deepen relationships
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How to transition and evolve
Develop a parallel team
Create a specific business model
Invest in people or partnerships
Start small and grow
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Key investments to consider
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CX and CCM are continuing challenge
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Retention
Acquisition
CCM Forms
Cust. Service Etc.
Welcome kit Offers
Social media Etc.
SP Opportunity
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Be part of the customer journey discussion
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IT
Marketing
Sales Rep.
Customer
Service
Support
Customer
Relationship
Legal
Customer
Experience
HR
Pain points Innovation
Journey
Metrics
Moment of Truth
Touch Points
Customer Perception
Customer Expectations Manual
Process
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Why Customer Journey Mapping?
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Quantify the experience
Understand the situation
Make decision with the highest impact
for the lowest effort
Collaborate
with all departments
Capture the voice of the Customer
Visualize communications at interaction points
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Use CJM to improve CX around CCM
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For marketers omni, multi, cross is a key metric
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Why offer dyanmic channel communications?
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Create engaging CX out of traditional CCM output
Address enterprise CC challenges on all channels
Leverage new business opportunities
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Bring engagement to the table
You aren’t just serving up print
Speed to market
Another way to connect those two ships…
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Help reduce compliance risk and improve consistency
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The new business opportunity
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On-demand &
batch output
Correspondences
& contracts
Forms to digital
processes
• Statements
• Welcome kits
• Invoices
• Video statements
• Life insurance
contracts
• Mortgages
• Notifications
• On-boarding
• Self-care
• Self-service
• Underwriting
• Feedback survey
Millions 100s of templates 100s of Forms
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Risks of omni-channel workflow:
GMC workflow:
What does dynamic content mean for workflow?
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Legacy documents
Workflows
Templates
Legacy documents
Workflows
Templates
Multiple workflows Multiple templates Multiple solutions
Recreate documents New templates
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Preference is everything
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69% out of 5,398 online consumers agree that the quality, timing, or relevance of a company’s message influences their perception of a brand.
- Consumers in the Micro-Moment, Google Insights, 2015
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Design
Design landing page to collect
customer preferences
Design and inform
Inform customers by email
about new delivery channels
Collect
Collect customer preferences during the campaign
Dashboard
See real time progress through
an online dashboard
Integration
Send results back to core backend
systems
What does preference management look like in the business?
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Case Study
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The Eversfrank Group is one of Germany’s five largest independent print and media service providers. Established in 1993 through the merger of the Evers and Frank printing companies, Eversfrank now has more than 1,200 employees. The company has 12 locations and generates revenues totaling more than $290,000,000.
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Eversfrank’s traditional business is web offset printing. That means: big machines, high volumes, and large customers. To secure the company’s business success long-term, the management team invested heavily in digital transformation technologies as the basis for innovative products and services.
Eversfrank launched a new ambitious project: a digital initiative that should be completed within a year. The Eversfrank team will be starting with highly complex variable magazines and catalogs, further ramp-up will include individual travel booklets for the tourism industry. Their ultimate goal with the communication channel and point in time approach for each customer, whether via email, push notification or app.
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Cruise Line Client Example
Batch Print Web Call Center Agents
Personalized itinerary (print-mobile)
Interact with customer via digital through the cruise (surveys, offers)
• upload photos from your trip
Post-cruise personalized follow-up (print, digital)
Cross sell/Upsell/Future Sell
Acquire/Engage Follow-up Cross-sell
Data driven personalization across the customer lifecycle
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“Of course we also considered developing a solution for communication management ourselves. When you have two software companies with 200 developers, it obviously suggests itself. But after we looked over the functional specifications, it quickly became clear that GMC Inspire offers nearly everything you need for one-to-one communication.”
- Gerhard Märtterer, Head of One-to-One Marketing Services at the Eversfrank Group
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Challenge
• Eversfrank was planning its own digital strategy. The goal: to provide innovative one-to-one marketing services with cutting-edge technology and to offer longstanding customer relationships for the future.
Solution
• GMC Software gave Eversfrank the technological capability to have flexibility in high-volume printing, flexibility that can be incorporated in cross-channel communication strategies.
Outcome
• Digital strategy established in less than a year
• New market segment opened up with innovative products
• Successful transformation to service provider for high-grade customized digital communications
Wrap-up
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Build on value
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Approach the mid-level first
Address immediate needs
Look at omni-channel for one LOB
Then, longer-term business objectives
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Your Questions
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