Personalised engagement at scale

Emarsys enables businesses to engage more effectively and more personally with their customers. Enhancing the 麻豆原创 Customer Experience portfolio with Emarsys will create a new paradigm for how commerce is managed digitally as it will deliver hyperpersonalised, omnichannel engagements in real time, helping organisations ensure every engagement is relevant and impactful.

鈥淲ith Emarsys now an official part of 麻豆原创 Customer Experience, we look forward to working together, learning more about each other and creating a product portfolio that is more than the sum of its parts,鈥� 麻豆原创 Customer Experience President Bob Stutz said. 鈥淲ith the strengths of our current solutions and the integration of Emarsys, 麻豆原创 Customer Experience will power a foundation of omnichannel personalised engagement, meeting customers where and when they choose to engage, on their preferred channels and on their terms.鈥�

麻豆原创 Customer Experience

Adding the Emarsys customer engagement platform to our leading 麻豆原创 S/4HANA and Experience Management technology from 麻豆原创 and Qualtrics opens up new possibilities for our customers that are unique in the market,鈥� said Christian Klein, CEO of 麻豆原创. 鈥淭he success of brands worldwide depends today on their ability to offer a compelling customer journey and to cater to the individual expectations of customers. To meet these expectations, front-office data must be integrated with back-office capabilities and with individual customer feedback. Once the transaction closes, 麻豆原创 will enable brands to connect every part of their business to the customer, including experience data. We will deliver a portfolio for a 鈥榗ommerce anywhere鈥� strategy allowing for hyperpersonalised digital commerce experiences across all channels at any time.鈥�

Emarsys is an innovative and easy-to-use fully integrated cloud-based marketing platform. It allows companies to deliver truly personal customer interactions across e-mail, mobile, social, SMS, and the web at scale.

鈥淐ustomer engagement technology has evolved tremendously over the past decade, and in that time, Emarsys has emerged as a world-class platform that truly enables personalised, one-to-one digital interactions between brands and customers across all channels,鈥� said Bob Stutz, president, 麻豆原创 Customer Experience. 鈥淲ith Emarsys technology, 麻豆原创 Customer Experience solutions can link commerce signals with the back office and activate the preferred channel of the customer with a relevant and consistently personalised message, allowing customers the freedom to choose their own engagement.鈥�

Innovation in digital marketing

鈥淓marsys has a rich tradition of innovation in digital marketing,鈥� said Ohad Hecht, CEO of Emarsys. 鈥淛oining forces with 麻豆原创, a leading global brand with an ongoing commitment to excellence and innovation in customer experience, is an exciting next step in our evolution. We鈥檙e confident that, once we have regulatory approval, our customers and partners will quickly benefit from synergies between the Emarsys platform and the 麻豆原创 Customer Experience portfolio.鈥�

鈥淪uccess in today鈥檚 market relies on brands delivering personalised experiences powered by a holistic view of each consumer that connects digital engagement data with supply chain data in real time,鈥� said Hagai Hartman, founder and chief innovation officer of Emarsys. 鈥淭ogether Emarsys and 麻豆原创 can create a new paradigm for digital commerce focused on the consumer.鈥�

Emarsys was founded by Josef Ahorner, chairman of the Supervisory Board, Hagai Hartman and Daniel Harari in Vienna, Austria. Today Emarsys has over 1,500 customers worldwide and more than 800 employees across 13 offices including London, Berlin, Sydney and Budapest, as well as a U.S. headquarters in Indianapolis. The company鈥檚 operations will become part of the 麻豆原创 Customer Experience business unit. The transaction is expected to close in the fourth quarter of 2020, subject to regulatory approval. Purchase price and other terms of the transaction are not disclosed.

To find out more about 麻豆原创’s Customer Experience portfolio, visit the .

To get the latest 麻豆原创 news delivered straight to your inbox, , Your 麻豆原创.

The post 麻豆原创 Completes Acquisition of Emarsys appeared first on 麻豆原创 Australia & New Zealand News Center.

Taronga Conservation Society Australia has ditched many of its paper-based administration processes after deploying a new staff experience app underpinned by 麻豆原创鈥檚 cloud platform.

The society has been using the app, dubbed StaX, for the last year to simplify and centralise the day-to-day admin needs of the more than 600 employees at Sydney鈥檚 Taronga Zoo.

Developed by Melbourne-based CX firm Bourne Digital, the app allows staff to perform key transactions like submitting聽food orders for animal and聽HR requests, as well as receive alerts.

With a largely mobile workforce, spread across 21 hectares, it has enabled staff to spend more time in the field focusing on wildlife, particularly in the wake of the bushfire season.

Taronga project manager Mark Kemp told聽iTnews聽the web app was built to remediate core processes like finance, payroll and HR, which were previously paper-based.

鈥淓ssentially, what we were looking to do is align things more with our digital technology strategy at Taronga, and try to approach things with a digital-first approach,鈥� he said.

Kemp said the app, which integrates with other services like Microsoft Azure AD and Atlassian鈥檚 Jira, was part of a broader core business systems uplift project with 麻豆原创.

鈥淭he reason why we chose to go that route is because we鈥檙e also using the S/4 HANA database for our 麻豆原创 upgrade project too,鈥� he said.

鈥淪o it was a bit of marriage between how the database could be utilised.鈥�

While the app鈥檚 development was relatively quick, with the first release in the wild two months after the project began, Kemp said much of the complexity centred around change management.

鈥淥bviously going from a paper-based to a digital workflow, we had to do a lot of stakeholder engagement and management, and that was quite a complex task,鈥� he said.

While the project had required an extensive change management process, Kemp said the outcome was a 鈥渃ornerstone app that people can’t really go without鈥�.

鈥淚 just need to talk to anyone around the zoo to qualify that. Everyone that鈥檚 been at the organisation for longer than a year has stated how much time they save,鈥� he said.

The success of the project means the app is currently being rolled out to Taronga鈥檚 sister zoo in Dubbo, Western Plains Zoo.

Keeping zoo keepers in the field

One of the app鈥檚 central features is an alert issuing function that broadcasts an alert code to staff – both within the app itself, as well as in email form – when an incident occurs.

Kemp said this was particularly useful for staff, given the zoo is a huge physical site with various animal precincts spread across quite challenging terrain.

鈥淚f there’s an animal breach, someone can open up the web app, click a button and it issues an alert that gets emailed to all users notifying them that there鈥檚 activity going on,鈥� he said.

鈥淲hat we鈥檝e implemented with StaX is there’s a lot more uniformity around those broadcasts now, so that everything that goes out is a code stating what鈥檚 been done.鈥�

Other useful features include an open weather API that includes a UV index, which Kemp said is useful for Workplace Health and Safety as many staff work outdoors.

The app also links out to Facebook Workplace, which Taronga uses for social and informal comms.

Phase two

While Kemp described the app鈥檚 integration with Taronga鈥檚 systems as 鈥渞elatively superficial鈥� at the moment, there are plans for more complex integrations in the future.

But for the time being the society is focused on phase two of the app, which has already been tested with key stakeholder groups.

Phase two will include additional functionality that allows staff to perform on-site vehicle booking, which Kemp said was particularly important for Western Plains Zoo.

The society plans to introduce phase two shortly, though this will likely be delayed by the coronavirus pandemic as Taronga has been forced to temporarily close.

鈥淭he result has been overwhelmingly positive and we鈥檙e very much looking forward to releasing phase two. We鈥檙e very close to rolling it out,鈥� Kemp said.

This article first appeared on

The post Taronga Zoo banishes paper with 麻豆原创-based staff app appeared first on 麻豆原创 Australia & New Zealand News Center.

In our experience-driven economy, data is the most important ingredient for crafting deeply personalised experiences and delighting customers. Yet the companies most notorious for enabling this 鈥� including digital platforms Facebook and Google 鈥� are in the spotlight after an official inquiry was launched by the ACCC. The inquiry will examine how these platforms gather information about consumers and use it to target them with highly personalised advertising online.

Many marketers may worry these developments present a Catch-22 for their work. How can businesses meet these competing demands for more personalisation and more privacy?

As a starting point, it鈥檚 safe to assume a few things. Managing customer data will become an increasingly critical trust point in any business relationship and doing so effectively will only get harder the longer you leave it. Yet the rewards for businesses that get it right will far outweigh the difficulties in doing so 鈥� and it鈥檚 best to start early than risk getting caught out.

A changing data landscape

It鈥檚 clear that consumers are increasingly recognising the power of data and are far more educated on its impact and value. They鈥檙e also far more critical of companies they think manage data badly. In fact, among Australian consumers, a whopping 78 per cent believe companies aren鈥檛 taking adequate steps to protect their personal data, according to Deloitte鈥檚 annual Media Consumer Survey. Close to nine in ten (88 per cent) say they strongly value privacy over convenience, according to a survey by Privacy Australia.

To address this shift, governments around the globe are setting new standards for how businesses can use customer data, from 2018鈥檚 General Data Protection Regulation (GDPR) in the EU to Australia鈥檚 Notifiable Data Breach Scheme, which requires entities to notify individuals and the Information Commissioner about data breaches that are likely to cause 鈥渟erious harm鈥�.

The ACCC added to the debate with last year鈥檚 review of loyalty schemes, such as
frequent flyer, supermarket and hotel loyalty programs, calling on businesses that offer them to improve both their data practices and how they communicate with customers, to help consumers understand how these schemes operate.

Now it is doing so again with its announcement of two new inquiries into possible anti-competitive behaviour by digital platforms, and services allowing online advertisers to target Australian internet users.

A red line from data to value

The good news is it鈥檚 easier than many businesses imagine. Start by offering customers transparency and control of their own personal data. Not only will this give customers a better understanding of your data practices but it can also let them define their own experiences, which builds trust. There鈥檚 no better partner to businesses than an informed, empowered and data-driven customer.

To achieve this kind of partnership, businesses can no longer offer vague language and promises as to what they will give in exchange for personal information. Consumers want and need to know, in the simplest language possible, exactly how their information is being used.

Businesses should speak directly to customers as individuals, giving them confidence that they are actually a part of the process of building better experiences. In retail, for example, this could include asking for location data in exchange for push notifications alerting customers to a sale if they approach their favourite store.

It鈥檚 a simple shift, but one that eliminates doubt and treats customers as partners.

Treating customers as trusted individuals

One of the major global regulatory changes around consumer data revolves around the channels and methods we use to ask for information. Under GDPR, companies with complex, multi-page user agreements can now receive a hefty fine.

Consumer data protection laws are as unique as the regions they cover, but a common goal is to create more transparent relationships between brands and customers. Giving customers the ability to pick and choose what they sign up for and which brands they engage with is an important sign of respect.

Whether it鈥檚 the 鈥渆xplicit consent鈥� requirement of GDPR or the 鈥渞ight to opt-out鈥� requirements that other global initiatives include, the underlying regulatory trend is clear: give customers the explicit ability to pick and choose what they sign up for, which brands they engage with, and the specific manner in which they wish to be engaged. Make it easy to find, simple to access, and fast to change.

That includes regular 鈥� proactively shared 鈥� options to opt-out if they have been
stuck on an email list for five years.

Handing over the reins

Another emerging trend is the creation of a centralised, intuitive portal through which customers can manage their own data. Think of it like settings on your phone. Customers would get the ability to turn specific levers on and off depending on the brand they engage with.

While these rights vary depending on the specific regulation, the common thread is clear: this is the new standard. Making it a key part of your customers鈥� experiences will show that you鈥檙e taking their data as seriously as they do.

Resetting the relationship

The global conversation around data has evolved significantly in recent years. From hacking and data breaches to exceptional data-driven customer relationships, personal information has become the foundation through which brands either succeed or fall short. With increasing scrutiny, such as the ACCC鈥檚 latest probe, you should expect the way you handle data to become increasingly visible, whether you are ready or not.

Brands can stay ahead of customer expectations and build trust by putting customer needs first, setting the highest possible bar for transparency and giving customers control and choice when it comes to their personal data.

This article first appeared on

The post ACCC Probe a Privacy Wake-Up Call appeared first on 麻豆原创 Australia & New Zealand News Center.

is distinct to Customer Experience and can be defined as having four key areas which organisations seeking to understand Employee Experience should address:

• People and Culture 鈥� People around me help me thrive at work.
• Workplace Experience 鈥� The resources to do my job well.
• Individual Experience – The company cares about me.
• Transition Experience 鈥� I can grow through tines of change.

For many companies the path from HCM to HXM may seem a daunting task. Some do take the who reaped the benefits with the most engaged teams boasting higher personnel retention and higher revenue growth per person. We have also observed our customers taking incremental steps.

Sometimes the starting point at an organisation is one of distress. Where experiences including technology experiences are stressful, disjointed, complex, or frustrating for employees. Employees may have difficulty finding what they are looking for, or maybe it is so confusing, the experience leaves them far from feeling valued, (sound familiar)?

Step one is to alleviate the distress, ideally by creating frictionless interactions. Frictionless interactions are experiences where employees find what they need at the right time through the right channel. Basically, finding what you want, when you want it.

The application of the right resources including people (who) process and technology (when and how) are key to providing frictionless experiences. For example, the imbedding of such as AI, machine learning and chat bot functionality to provide suggestions and guidance to employees, supports frictionless experiences and enables employees鈥� experience at work to be like the experience they have as consumer.

However, even these experiences are really the minimum baseline today and are not enough when it comes to really motivating your workforce.

Moments that Matter, are the events which delight and maybe even inspire. These events could centre on a work experience such as a joining a new team or completing a project or learning achievement. Or they could be of a personal nature such as a leave of absence. Traditionally HR attempted to understand these through an annual employee survey, in keeping with the technology at the time.

However now technology can support an interactive ongoing listening strategy from an employee鈥檚 first day and throughout the changes in their career. Supporting and prioritising the moments that matter the most to your workforce is a key part of addressing employee experience.

The holy grail in the maturity shift from HCM to HXM is Sustained Enthusiasm. Where employees are engaged and inspired in their day- to-day work. Sustained enthusiasm is the result of employees at working at their best and is driven bottom up and not pushed down from HR. This requires that all facets of employee experience are addressed.

The bottom line is that employees are not restricted by the environment or the technology around them, but rather freed up to exercise creativity and provide a higher level of customer satisfaction to accelerate business growth.

on how your business can transition to Human Experience Management. Register for the being held on 27th March.

The post Why Companies Should Consider Transitioning to Human Experience Management appeared first on 麻豆原创 Australia & New Zealand News Center.