Customer Centric Commerce
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Table of Contents 1 Background and Context ........................................................................................................ 5
1.1 Technology and Market Shifts Change the Purchasing Models .................................. 5
1.2 B2C is Changing: A Demanding New Software Buyer .................................................. 6
1.3 B2B is Changing: Businesses are buying like Consumers ............................................. 6
2 The individual is at the center ................................................................................................ 7
2.1 B2i: The Individual Is In Control ................................................................................... 7
2.2 B2i Economy ................................................................................................................. 7
Self-Service Tools with Stellar Support ..................................................................... 8 2.2.1
Make Incremental Progress with Subscriptions ....................................................... 9 2.2.2
Buy On Any Device or Channel ................................................................................. 9 2.2.3
Interact Across Multiple Touchpoints ....................................................................... 9 2.2.4
Anytime, In-Context Purchasing ............................................................................. 10 2.2.5
Trusted Relationships ............................................................................................. 10 2.2.6
2.3 The Bottom Line ......................................................................................................... 11
3 Today’s Commerce is Fragmented and Ill-equipped ........................................................... 12
3.1 So Why Aren’t Companies Customer Centric Today? ............................................... 12
Need for Experimentation ...................................................................................... 12 3.1.1
Failure of CRM ........................................................................................................ 13 3.1.1
Silos, Smokestacks and Walled Application Complexity ........................................ 13 3.1.2
Continuous Experimentation - The New Normal .................................................... 14 3.1.3
Automation Imperatives ......................................................................................... 14 3.1.4
Frictionless commerce that extends beyond online self-service ............................ 15 3.1.5
3.2 Who Owns The Commerce Hairball? ......................................................................... 16
4 The Need for Customer Centric Commerce ......................................................................... 17
4.1 Solving the B2i Challenge with Customer Centric Commerce ................................... 17
4.2 Transact across Online, Mobile, Portals, and Marketplace Touchpoints .................. 18
4.3 Optimize Trial, Freemium, and Subscription and Other New Business Models ........ 19
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4.4 Reach New Markets with Global Distribution, Building Trusted Relationships ........ 19
5 The Customer Centric Commerce Blueprint ........................................................................ 20
5.1 Avangate Customer Centric Commerce Platform ..................................................... 22
Sky eCommerce ...................................................................................................... 23 5.1.1
Avangate Commerce Platform ............................................................................... 23 5.1.2
Sky Channels and Affiliates..................................................................................... 23 5.1.3
Marketing and Merchant Services ......................................................................... 24 5.1.4
6 Conclusions and Key Takeaways .......................................................................................... 25
6.1 Key Benefits of Customer Centric Commerce ........................................................... 25
6.2 Increase Revenue Gained at Each Touchpoint .......................................................... 26
6.3 Broaden Revenue Options through Distribution Optimization ................................. 26
6.4 Achieve Overall Revenue Optimization ..................................................................... 26
6.5 Ensure Financial Operations Is In Place ..................................................................... 27
6.6 Conclusion .................................................................................................................. 27
7 About Avangate .................................................................................................................... 29
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1 Background and Context
The software and cloud services industry has been disrupted by macro trends such as cloud
computing, increased mobility, and consumerization of the workplace. Software is now more
ubiquitous than ever before, and plays an increasingly central role in daily life as well as
business operations. This in turn has created expectations of a more intimate, on-going
relationship between software and its buyers, requiring a major shift in how software
companies develop, promote, sell and support their products—a shift that places more power
in the hands of individuals.
This paper explores how this shift toward the individual is changing how software companies
operate, and proposes a bold new customer centric commerce blueprint for interacting with
customers in order to secure future revenue streams.
1.1 Technology and Market Shifts Change the Purchasing Models
The growth of cloud, mobile, and information access are enabling global markets, more vertical
solutions, and innovative distribution models. Both individual consumers (B2C) and businesses
(B2B) are buying software in creative new ways, changing how companies must serve their
needs. Analyst estimates predict that almost two-thirds of all software sold will be via
software-as-a-service and electronic downloads by 2014, from 33% in 2010, the share gains
coming mostly at the expense of physical box fulfillment[1].
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1.2 B2C is Changing: A Demanding New Software Buyer
The asymmetry of information where vendors knew more than the buyers is fast vanishing.
With powerful tools and plenty of information at their disposal, consumers are buying more
intelligently than ever before: going online first, doing thorough research using multiple
sources, and leveraging superior access to information to buy exactly what they want, from a
vendor they know and trust. In fact, most consumers would delay engaging with a sales person
until the final stages, and preferably leverage a self-service channel if available.
New models of trials, freemiums and subscriptions privileges an ongoing relationship over
“one-and-done” sales transactions, making it clear that software companies need to relate to
the individual buyer at every stage of the purchase process for long-term loyalty and retention.
1.3 B2B is Changing: Businesses are buying like Consumers
Businesses are beginning to buy more like consumers, due in part to consumerization of the
workplace; this is happening rapidly as employees choose to bring their own devices to work,
and make smaller departmental purchases for their team using a credit card rather than going
through a complete corporate purchasing process.
Gartner predicts that the CMO will have a larger technology budget than the CIO by 2017[2]. As
technology needs grow across departments, businesses are following consumers by doing
research online, trying software before they buy, paying per use, and “renting” software
through subscriptions instead of committing to perpetual licenses.
Successful technology companies realize that that a “land-and-expand” strategy is a more
effective guerilla tactic versus competing head-on with larger, more well-entrenched
competitors. Trials and Freemiums, and mechanisms to avoid upfront capital expenses (and
drag in IT and Procurement departments) are instrumental in advancing this tactic.
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This shift in business behavior reflects the fact that changes in the market are affecting both
consumer and business buyers in similar ways, creating a new software buyer: the individual.
2 The individual is at the center
2.1 B2i: The Individual Is In Control
With this shift toward the individual comes the need for a new software sales model: business-
to-individual, or B2i. Gone are the days of sensationalist B2C promotions, dull B2B slide decks,
or lock-in to a specific vendor. The software market is more fluid, and every software sale is
more demanding than ever before, requiring vendors to reach the individual buyer at the right
time, in the right context, in the right market.
2.2 B2i Economy
Shifting focus to the individual requires meeting many new challenges. Individual buyers expect
the ability to buy any product combination they want, through any channel, using any payment
model, at any time they please—all while enjoying rapid access to competent resources and
support. As the buyer progresses through the purchase process, many new challenges in
serving the individual arise. The nature of these challenges is explored in depth below.
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Self-Service Tools with Stellar Support 2.2.1
Today’s B2i buyer wants to be able to access software online at any time, on her own terms,
while also enjoying expert guidance. This buyer demands self-service tools that make it easy to
change settings and strategies, but are also supported by consistent guidance from experts. By
building great self-service tools yet always being there to provide specialized advice, companies
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can meet buyer needs and build relationships without applying sales pressure. In the end, self-
service makes the sale; support keeps the customer around. It is stunning on how many
companies leave money on the table by completely ignoring the self-service channel
completely due to a lack of a cohesive commerce strategy.
Make Incremental Progress with Subscriptions 2.2.2
Trials, freemiums, and subscription models all empower B2i buyers to consume only what they
need in the moment. By creating a customizable buying experience, vendors can help buyers
without wasting time or attention. A buyer in the research stage may sign up for a trial or
freemium offer, then use self-service tools to find the additional elements necessary to build a
complete solution. If the buyer achieves success over time with the product, the vendor then
wins the right to monetize the relationship further—but only on the buyer’s terms.
Buy On Any Device or Channel 2.2.3
It’s not enough for software to simply work on any device (although that in itself is a big
challenge). Today’s new individual software buyer demands to purchase software from any
device as well. This could be a PC, mobile device, tablet, kiosk, or a widget embedded within
another website. Whatever the channel or device used, the individual buyer needs to be able
to interact with the product from anywhere and have an experience that’s consistent across all
channels.
Interact Across Multiple Touchpoints 2.2.4
Software companies need to send the right message to the buyer at the right time to prompt
action. After a user has expressed initial interest, whether through a website visit or a
download, appropriate additional messages may take the form of emails, cross-promotions, or
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special offers delivered anywhere in the purchase flow, or even as a win-back effort after the
purchase process has been abandoned (by leaving an item in a card, for example). Regardless
of the form they take, contact at every touchpoint should continually build on every aspect of
the potential buyer’s interaction with the company and its products, bringing them closer to
customer status.
Anytime, In-Context Purchasing 2.2.5
The ability to purchase anywhere rests on the ability to purchase at the right time and in the
right context. When self-service tools, vendor expertise, trial offers, and consistent messaging
combine to motivate a purchase, it should be easy for the buyer to follow through and make
that purchase—anywhere, anytime, in any context. Whether the B2i buyer is working with a
channel partner such as a VAR or MSP, browsing via an affiliate, or on the vendor site itself, the
purchasing experience should always be simple, seamless, and tailored to the individual.
Trusted Relationships 2.2.6
At the core of the new B2i sales process is a different type of vendor relationship—one that’s
based on trust. This trust has to be built on real-world expertise that’s shared over time. By
proving their expertise in the area of application, vendors show buyers an ability to provide
knowledgeable service that reliably leads to successful performance, and assure buyers that
the relationship will flourish, not diminish, following purchase.
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2.3 The Bottom Line
Fortunately for software and cloud services vendors, the challenges inherent in the new
business-to-individual model also represent major opportunities. Companies who can meet
these challenges head on will succeed in transforming potential B2i buyers into customers who
regularly use software through any channel, using any model, in any market. This complex
matrix of factors is the new industry standard, enabling software vendors to differentiate
through innovative, effective distribution models.
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3 Today’s Commerce is Fragmented and Ill-equipped
3.1 So Why Aren’t Companies Customer Centric Today?
A perfect storm of customer expectations and system complexity is overwhelming software
companies as they attempt to transition from homegrown commerce platforms or incomplete
solutions in order to focus on the individual buyer.
Need for Experimentation 3.1.1
With the advent of B2i, the need to experiment with new packages and price points is clear.
Unfortunately, the systems or platforms that require managed services take too long to
implement and are not matched to the pace of change and experimentation necessary to
engage the B2i buyer. Companies need to price products and services for individual markets,
scale to provide 24/7 service and support, and take care of customers in their native language.
Different regions have different core requirements as well as different ways of doing business.
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And as buyers live a more and more global lifestyle, supporting subscriptions, currencies, and
local customs in different markets becomes more and more crucial.
The need for experimentation becomes even stronger as touchpoints proliferate. Vendors
must accommodate not just the fundamental need for online self-service tools, but provide
consistent capabilities across multiple touchpoints. Every touchpoint must be empowered to
meet all of the B2i buyer’s needs at that moment of truth. Most vendors typically looked at
CRM applications for this.
Failure of CRM 3.1.1
But Traditional CRM applications are not enough. For example, a common shortcoming might
arise when a customer support team member is able to resolve a trouble ticket, but not extend
the customer’s subscription or offer a discount for the next 3 billing cycles for the difficulties
experienced. Or a salesforce automation system can take an order for 100 new widgets, but
not modify any of their orders the next day in the same channel but instead be redirected to a
contact center instead, which is not able to service this order easily and efficiently. Both of
these scenarios, and others like them, create a disjointed experience for the individual and may
potentially damage the customer relationship.
Silos, Smokestacks and Walled Application Complexity 3.1.2
Building “silos” around each element of the customer experience is the enemy of customer
centricity. Customers expect consistent service and complete capabilities no matter where they
interact with the company. When a company uses, say, 33 different systems linked by 15 key
integration points just to process one order, it has created an absurdly complicated system that
serves complexity, not customers.
And when companies look to channels, this complexity often gets worse, with even very
complex systems often unable to properly accommodate a mix of direct sales and channel
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sales. Analysts estimate that more than half of sales for most software companies typically
come from channels[3]. Visibility into channel sales is a critical factor in getting a complete
view of the customer. Vendors need to empower B2i buyers to transact across every channel,
starting with the individual not their channel systems. Siloed systems also prevent companies
from getting the insights they need to improve their performance.
For vendors with a mix of on-premise and SaaS products, many are uncertain how to price their
offerings, how to make their delivery models flexible, and how to nurture different types of
customers differently which a homegrown system typically cannot.
Continuous Experimentation - The New Normal 3.1.3
Today’s software marketer must manage an explosion of direct and indirect touchpoints in
order to reach the individual customer. The tools used to manage and automate touchpoint
interactions must accommodate online and mobile contact, self-service portals, API
integration, and account management tools, as well as appropriate branding, rules-based
interaction, and personalization options. A successful solution needs to automatically
coordinate every touchpoint, streamlining the customer experience and ensuring seamless
movement between every contact point. Touchpoint integration improves customer
knowledge, builds a closer relationship between the business and the individual, reduces
friction in the purchase process, and facilitates successful commerce.
Automation Imperatives 3.1.4
The old perpetual license model is out of the question for most of today’s savvy software
buyers. To identify its replacement(s), software companies need to appeal to customers with
different offers such as trial, freemium, or subscription. The “bundle” of offers that works best
will vary by customer and context, and a single order may even contain multiple offers. The
same customer may respond to a freemium offer for one product at one point in time or
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immediately start a subscription to another, so vendors need to experiment and identify the
right model to promote in every situation. This type of experimentation requires consolidated
automation, suggesting the need for a single powerful tool to manage and scale the many
processes involved in experimentation, which may include marketing efforts, order
management, fulfillment, and revenue assurance.
Frictionless commerce that extends beyond online self-service 3.1.5
As the software industry grows, businesses and individuals are expanding their use of
technology everywhere, especially in emerging markets. Meeting the needs of users in specific
regions is crucial to attaining and maintaining global reach. Companies need to onboard,
activate, and manage customers through any channel, as well as process payments, handle
taxes, and deal with other financial matters. Software companies who prefer to focus on their
own products rather than international sales need a commerce engine to handle these
distribution and payment processes for them.
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3.2 Who Owns The Commerce Hairball?
Siloing different commerce functions (for e.g. eCommerce, Order Management, Affiliates,
Subscription Billing all as separate lines-of-business) then linking them together creates a
“commerce hairball.” Multiple connected systems tie up everything into knots by order
fallouts, making it hard to service the B2i buyer. Customers can’t get subscriptions upgraded,
support issues resolved, or payments processed efficiently. It’s a mess--and, typically, no single
person or team is in charge of it overall.
With clear responsibility for individual elements but diffuse responsibility for the whole
commerce hairball, companies tie their hands and prevent themselves from achieving
customer-centric view of commerce. The core need is not just replacing individual systems, but
untangling all the elements and ensuring they can work together in a seamless manner.
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4 The Need for Customer Centric Commerce
4.1 Solving the B2i Challenge with Customer Centric Commerce
Customer centric commerce is about aligning all the elements of the customer relationship to
meet individual needs. It is about introducing a commerce layer that floats on top of existing
applications, automates key functions, integrates well with current systems and provides the
agility and time-to-market advantages that a customer centric enterprise needs. This breaks
down into three main areas:
Enabling B2i buyers to transact anywhere, at any touchpoint
Introduce new business models and constantly optimize
Reach global markets with ease and build a local, personalized relationship
Strong performance in each of these areas will ensure that B2i buyers receive the instant
gratification, rapid response, and relevant experience they demand, building the foundation for
a loyal customer relationship over time. Only by treating every customer as an individual can
companies achieve widespread success.
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4.2 Transact across Online, Mobile, Portals, and Marketplace Touchpoints
From app store searches to mobile browsing to self-service customer portals, every point of
interaction with the customer represents an opportunity. Software vendors need powerful
tools to support seamless transactions at all of these touchpoints, building up each prospect’s
knowledge, experience, and trust. Having the tools to automatically tailor these offers to the
individual is the only way to transform discerning buyers into customers.
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4.3 Optimize Trial, Freemium, and Subscription and Other New Business
Models
In the B2i world, no single model works for every buyer. Because every customer will respond
to a different combination of payment and distribution options, software companies need to
optimize offers for each individual. This requires experimentation with freemium, trial, and
subscription models to identify what appeals most to individual buyers in specific contexts.
Merely being able to offer any of these models is not enough: matching each model to the
individual customer is the only way to guarantee a perfect fit.
4.4 Reach New Markets with Global Distribution, Building Trusted Relationships
An increasingly global market for software requires powerful distribution and processing tools
that can distribute products and accept payments in any language, currency, and market.
These relationships may be established directly with the vendor or by way of trusted channel
partners and affiliate networks.
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5 The Customer Centric Commerce Blueprint
The elements needed to solve the B2i challenge and achieve customer centric commerce can
span what are typically multiple, disparate systems within the enterprise, creating the
commerce hairball if attempted internally in an incremental fashion.
By contrast, the customer centric blueprint solution is modular, yet integrated, and is built
around customer touchpoints, not internal systems. By starting from the customer’s
perspective, the commerce solution becomes truly customer centric.
The blueprint for customer centric software and cloud services unites and automates every
element of B2i sales, from flexible touchpoint and distribution management to a powerful
commerce engine with subscription billing and global payment capabilities.
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At the center of the blueprint for successful customer centric commerce is a powerful
commerce engine that can handle transactions across touchpoints, as well as global
distribution of products using any model.
Other crucial elements of the customer centric commerce blueprint include:
Powerful marketing and merchandising tools for promotions, upselling and cross-selling, A/B
testing, communications and retention management
Flexible order handling that includes bundles, channel orders, and fulfillment, as well as
download, license key management, DRM activation, and provisioning of new services
Robust Subscription billing that accommodates any combination of trials, freemiums, up-front
payments, pay-as-you go, subscriptions and bundled revenue models
Global payments, including both easy (purchase orders and credit card payments) and difficult
(international tax, financial reconciliation, legal entities) elements
Automated self-service tools and reminders to keep customers engaged
Global support in the local language
Revenue assurance, including risk mitigation, refunds and chargeback management, and fraud
prevention
The blueprint for customer centric commerce responds to the B2i phenomenon — with
sophisticated tools that can handle diverse touchpoints, business models, and global
distribution channels. This next section shows how Avangate solutions fit into the customer
centric blueprint, enabling customers to make the shift to business-to-individual economy
rapidly.
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5.1 Avangate Customer Centric Commerce Platform
Avangate meets every demand of the customer centric commerce blueprint with an integrated
set of proven solutions. The Sky eCommerce module allows for transactions at every
touchpoint. The Avangate Commerce Platform enables the optimization of new business
models - handling trials, freemiums, subscriptions, and other models for any customer. The Sky
Channels and Sky Affiliates solutions enable vendors to reach customers using indirect
channels like partners, affiliates, and marketplaces. Finally, each of these modules integrates
seamlessly with one another, as well as with internal systems of records, enabling rapid time to
market and return on investment. Avangate also provides managed services in marketing,
support, and other areas to complement the solution itself.
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Sky eCommerce 5.1.1
Avangate Sky eCommerce is the single source for managing customer touchpoints, handling
any point of contact with ease. The solution ensures a consistent customer experience across
online, mobile, and marketplace offers, while also enabling offers to be adjusted to become
more compelling to individual users in different contexts. Capabilities like A/B testing, multiple
purchase flow models, lead management, and win-back programs for those who abandon
shopping carts etc all contribute to building revenue through effective touchpoint transactions,
while self-service tools jumpstart customer success.
Avangate Commerce Platform 5.1.2
The Avangate Commerce Platform is the core of the customer centric blueprint. A sophisticated
order management and orchestration engine, the commerce platform is the glue to hold the
various elements together. With a robust product catalog, multiple pricing configurations and
multi-currency support is easy to configure. In addition, advanced rules engines and global
notification engines help in ensure zero order fallout, and visibility for the entire order and
service lifecycle.
Robust billing management and automation, including support for 37 payment methods in 133
currencies, allow both vendor and customer to focus on achieving results, not managing small
details.
Sky Channels and Affiliates 5.1.3
Reaching any market is practical with help from trusted, local partners. Whether these allies
come in the form of affiliate or channel partners such as value-added resellers (VARs),
Avangate tools help customize products and promotions for affiliate networks and channel
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partners in different regions, increasing the likelihood of success in new markets and niche
verticals. This increases the likelihood of achieving widespread adoption in those regions.
Marketing and Merchant Services 5.1.4
To complement the powerful Avangate Commerce Platform, Avangate offers select services
that are specifically designed to keep the customer in mind at every step of the way. These
include a robust affiliate network of more than 37,000 members and outsourced affiliate
program management, marketing services that boost conversion rates and help with paid and
organic search, and 24x7 shopper support in 33 languages. In addition to affiliate, marketing,
and support service, Avangate can also handle complicated components of selling online, such
as being the merchant of record in particular regions, handling fraud and risk management,
addressing chargebacks and refunds, and ensuring PCI compliance.
Finally, the Avangate content delivery network (CDN) reliably and quickly sends the right
message to the right customer at the right time, with no additional effort required from the
vendor.
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The Avangate Commerce Platform is the only commerce platform that fulfills every aspect of
the customer centric commerce blueprint, empowering vendors to market and sell directly to
individuals in context with rapid automation tools built on top of a powerful payment platform.
Avangate meets the challenges of customer centric commerce by automating transactions,
optimizing distribution channels, and enabling unlimited market reach. With the use of the
Avangate platform, estimated revenue uplift increases notably across all areas of your
business, demonstrating the value of customer centric commerce.
6 Conclusions and Key Takeaways
6.1 Key Benefits of Customer Centric Commerce
Customer centric commerce doesn’t just benefit the B2i software buyer with self-service tools,
context-appropriate offers, and flexible subscription options. It also benefits the vendor, by
providing countless opportunities to boost revenue and build more intimate relationships.
In contrast to other solutions that consider only part of the customer centric landscape,
Avangate takes the full customer lifecycle into account at every step, providing the full
infrastructure that companies need to concentrate on the individual customer. This empowers
organizations to boost revenue in multiple ways. The following are just some of the many
possible revenue boosters in the Avangate Commerce Platform.
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6.2 Increase Revenue Gained at Each Touchpoint
The ability to transact at every touchpoint provides more ways to reach customers, boost
conversion, and appeal to customers throughout the purchase flow. Add-on revenue streams
and conversion rate optimization efforts have the potential to increase revenue by up to 2%,
while successfully managing cart abandonment, lead management, A/B testing, and multiple
purchase flows have all proven to grow revenue by 1%. Together, these improved interactions
can help you achieve 5% to 7% more revenue, simply by setting up automated tools to interact
with customers at the right time.
6.3 Broaden Revenue Options through Distribution Optimization
Differentiation through distribution pays off. Being able to reach customers through affiliate
networks and offer pricing flexibility can each lift revenue by about 2%. Accelerating a
product’s time to market has also shown about a 2% increase, while improved subscription
management tools help raise revenue 1%. Simplified VAT/tax compliance can bring another
1% in revenue to customers using the global payments platform. The account updater helps
customers keep their preferences fresh and updated, increasing customer satisfaction and
offer relevance to boost revenue by about 0.5%. These tools bring the total expected uplift for
distribution and commerce options to 6%-8.5%, a major opportunity.
6.4 Achieve Overall Revenue Optimization
Between touchpoint and distribution, commerce, and billing optimization tools Avangate
offers, users can expect to experience an increase in revenue of at least 11% to 15.5% when
switching to customer centric commerce. Results should be noticeable quickly because the
Avangate solution combines every element in a single platform, but they will also increase over
time as customer relationships strengthen and automation improves.
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6.5 Ensure Financial Operations Is In Place
Software companies deserve to focus on developing their own products, not worrying about
handling payments, signing up processors and worrying about risk and fraud. Allowing
Avangate to handle fraud and risk mitigation, chargeback management, financial reconciliation,
and shopper support, while improving approval rates, help you increase total sales and
margins, without the associated capital expenses.
6.6 Conclusion
Trends in technology and shifts in markets require a shift to customer centric commerce—
that’s undeniable. What’s uncertain is how companies will deal with this need. Will they
develop their own in-house solutions at great effort and expense, delaying their ability to be
customer centric players? Will they adopt multiple independent solutions that don’t fully
support the notion of customer centric commerce, creating additional headaches in trying to
make each system communicate? Or will they look to a proven, unified solution like the
Avangate Commerce Platform to automate their ability to transact at any touchpoint, optimize
business models, and reach global markets faster and more intelligently than ever before—all
while retaining the ability to focus on their core business?
Software vendors must ensure that they have the tools to meet the resulting challenges.
Customer centric commerce from Avangate provides these tools. Savvy software companies
should consider adopting it today.
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7 About Avangate
Avangate is the leading customer centric commerce
provider that enables companies to increase their
online sales across touch points, manage
subscription billing, and grow their distribution
channels to profitably scale and enter new markets.
Avangate’s scalable and integrated solutions include a full-featured, modular and secure
eCommerce platform, a partner order and revenue management solution, as well as a
constantly expanding worldwide affiliate network.
More information can be found on www.avangate.com
Avangate Inc.
Redwood City CA., USA
Tel: (650) 249 - 5280
Avangate B.V.
Amsterdam, The Netherlands
Tel: 31 20 890 8080
www.avangate.com