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Central Retail Group Strives for World-Class Retail Tech, Receiving Next-Generation Customer Experience Award

�鶹ԭ�� APJ — Wed, 29 Mar 2023 10:31:54 +0000

BANGKOK – Central Retail Corporation Public Company Limited or CRC received an Excellence in Next Generation Customer Experience Award presented by Qualtrics and �鶹ԭ�� in recognition of the organization’s industry-leading omnichannel CX platform, which is helping increase customer satisfaction, loyalty, online, offline, and new sales channels sales across its brands including Central Department Store, Robinson Department Store, Tops, Power Buy, and Thai Watsadu. This award has shown Central Retail’s dedication to customers is steadfast in transforming into a full-scale retail tech company to revolutionize every touchpoint of customer journey.

Qualtrics and �鶹ԭ�� recognize Central Retail’s CX leadership and capabilities, which are driving increased satisfaction, loyalty, sales and business growth

From left to right) Mao Gen Foo, Head of Southeast Asia, Qualtrics David Llamas, Chief Digital Officer, Central Retail Corporation Public Company Limited Rasel Ahmed, VP, Group Head of CXM, Research and Insights, Central retail Digital, Central Retail Corporation Public Company Limited, or CRC, Atul Tuli, Managing Director, �鶹ԭ�� Indochina

As part of Central Retail’s deep commitment to enhance the customer shopping experience through ultra-personalized products, services, and content – delivered by Thailand’s best omnichannel platform –

Using Qualtrics CustomerXM™, Central Retail has created one of Thailand’s most comprehensive and effective customer experience programs. Customer feedback is captured across multiple channels to provide an end-to-end and unbiased view of customer journeys, and made available to customer facing teams in real-time to identify and prioritize issues across all digital and human touch points in a fast, effective manner.

Central Retail Drives Sales, Loyalty, and Satisfaction with CX

Since going live on the new CX program from Qualtrics, Central Retail has seen a significant uplift in NPS scores – with some brands seeing scores almost triple. Customer usage and retention have both improved year on year, while automated workflows have delivered an improvement to resolution times. Central Retail Group’s omnichannel platform now represents 18% of the Group’s total sales.

Central Retail continues to show its CX leadership through the company’s .

“At Central Retail, we are determined to be the best in everything we do for our customers, and over the last five years are proud to have built one of Thailand’s best omnichannel platforms,” said David Llamas, Chief Digital Officer, Central Retail Corporation Public Company Limited, or CRC. “To truly address the needs of our customers, it’s critical we can continually understand how they are thinking and feeling and take rapid, meaningful action on that feedback. We have seen a significant uplift in our core CX scores since the beginning of 2022, and as we continue on our journey to become Asia’s #1 retailer are proud to receive this recognition from our trusted and valued partners at �鶹ԭ�� and Qualtrics.

“Firstly, I would like to congratulate the whole team. It’s an honor to receive the award for Next Generation Customer Experience. This award confirms that we, the team is having a transformative impact on the CXM space. Our biggest challenge is constant behavioral and social change driven by customers and technology. Customers now expect rich, personalized, connected interactions with their favorite brands and they expect us to be available where they are, 24/7. We’re happy to have modern tools like Qualtrics in place to quickly adapt, scale, and respond to change. Ultimately rich customer journeys need to be based on a single source of connected truth. We’re focusing on the end-to-end experience because every interaction is an opportunity for us to provide value and create a competitive advantage” said Rasel Ahmed, VP, Group Head of CXM, Research and Insights, Central retail Digital, Central Retail Corporation Public Company Limited, or CRC

Customer Experience: The Importance of Delivering Growth

�ճ�� reinforces the importance of customer experience to business success, while highlighting the leadership department stores in Thailand are demonstrating in the discipline. When consumers have a five-star customer experience in Asia Pacific and Japan, they are often more than 3 times more likely to trust and recommend the company, compared to those receiving a poor experience. In a reflection of Central Retail’s leadership, in Thailand department stores are in the top three categories for having the lowest percentage of consumers reporting very poor experiences.

“No matter what industry you are in, there is no greater benchmark of success than customer feedback,” said Atul Tuli, Managing Director, �鶹ԭ�� Indochina. “The more feedback we get from our customers, the better we can serve them with innovations that help companies solve today’s business problems and take on tomorrow’s challenges. With the new CX program from Qualtrics, Central Retail is best positioned to do so impactfully and sustainably, which helps the company get the insight and information they need to steer its business through changing and challenging times. Recognitions like the Next Generation Customer Experience Award are a testament to the relevance and value of Central Retail to customers as they are accelerating the development of next-gen omnichannel platform into a full-scale retail tech company.”

“As Southeast Asia’s e-commerce market continues to rapidly expand and evolve, the ability to rapidly and effectively listen, understand, and act on customer feedback is a key differentiator. Equipped with the right insights, brands can get the customer experience right at every touchpoint by delivering the products, services, and experiences customers want, while simultaneously resolving issues before they arise and driving operational efficiencies. Powered by a deep commitment to consumers across Thailand and CX excellence, Central Retail is a proven example of the business value of CX and Qualtrics is proud to partner with the Group on its journey,” said Mao Gen Foo, Head of Southeast Asia, Qualtrics.

Central Retail will continually innovate and evolve its CX by using Qualtrics to understand how customers are thinking and feeling, and then take action on what’s important to them. Combined with the organisation’s expanding footprint – both locally and globally – and focus on joining forces with world-class partners to capture growth opportunities, Central Retail is well placed to delight customers at every turn.

Read more information on Central Retail’s “��ٲ��Գ��’ strategy .

เซ็นทรัล รีเทล คว้ารางวัล Next Generation Customer Experience ตอกย้ำความ๶�ป็�Ȩ��ู้�Ȩ��Ȩ��ัตกรรมค้าปลีกระึϸ�บโลก

Qualtrics และ เอสเอพี เล็งเห็นศักยภาพความเป็นผู้นำและความสามารถในการจัดการ Customer Experience (CX)ของ เซ็นทรัล รีเทล ที่สามารถยกระดับความพึงพอใจ ความภักดีต่อแบรนด์ พร้อมกระตุ้นยอดขายสำหรับธุรกิจ

จากซ้ายไปขวา: นายเหมา เจ็น เจ้าหน้าที่บริหาร บริษัทควอทริกส์ เอเชียนตะวันออกเฉียงใต้, นายเดวิด ยามาส ประธานเจ้าหน้าที่บริหารฝ่ายดิจิทัล บริษัท เซ็นทรัล รีเทล คอร์ปอเรชั่น จำกัด (มหาชน), �Ȩ��ยราเซล อาห์เหม็ด รองประธานเจ้าหน้าที่บริหารฝ่ายดิจิทัล กลุ่มงาน CXM, Research and Insights บริษัท เซ็นทรัล รีเทล คอร์ปอเรชั่น จำกัด (มหาชน), นายเอทูล ทูลิ กรรมการผู้จัดการ เอสเอพี อินโดไชน่า,

กรุง๶�ทพฯ, 29 มีนาคม 2566 – บริษัท เซ็นทรัล รีเทล คอร์ปอเรชั่น จำกัด (มหาชน) หรือ CRC คว้ารางวัล Next Generation Customer Experience Award มอบโึϸ� Qualtrics และ เอสเอพี เพื่อเป็นการยกย่อง CRC ในฐานะสุดยอดองค์กรผู้นำการพั��ո�ากลุยทธ์ Omnichannel แพลตฟอร์มสำหรับบริหารประสบการณ์ลูกค้า Customer Experience (CX) ที่โดดเด่นที่สุดในอุตสาหกรรมค้าปลีก ซึ่งช่วยเพิ่มความพึงพอใจของลูกค้า ความภักดีต่อแบรนด์ ทั้งในช่องทางออนไลน์และออฟไลน์ ตลอดจนการพัฒนาช่องทางการขายใหม่ในกลุ่มห้างสรรพสินค้าและร้านค้าปลีกต่างๆ อาทิ ห้างสรรพสินค้าเซ็นทรัล, ห้างสรรพสินค้าโรบินสัน, Tops, Power Buy และไทวัสดุ รางวัลนี้แสดงให้เห็นถึงความทุ่มเทของ เซ็นทรัล รีเทล ที่มีต่อลูกค้าและความมุ่งมั่นในการก้าวขึ้นเป็น Digital Retailer หรือผู้นำนวัตกรรมค้าปลีกระึϸ�บโลกอย่างเต็มรูปแบบ เพื่อยกระดับการให้บริการลูกค้าตลอด Customer Journey ตั้งแต่ก่อนการขายไปจนถึงหลังการซื้อ

เพื่อเป็นการยกระดับประสบการณ์การช็อปปิ้งของลูกค้า ผ่านผลิตภัณฑ์ บริการ และคอนเทนต์ที่ตอบโจทย์ลูกค้าทุกคนบนแพลตฟอร์ม Omnichannel ที่ดีที่สุดของประเทศไทย ในช่วงต้นปี 2565 เซ็นทรัล รีเทล ได้จับมือกับ Qualtrics และ เอสเอพี ในการพัฒนาการบริหารจัดการระบบ Customer Experience ทั้งหมด ให้มีมาตรฐานเดียวกัน ผ่านโซลูชัน Qualtrics CustomerXM™ ซึ่งช่วยให้ เซ็นทรัล รีเทล สามารถพัฒนาระบบ CX ที่ครอบคลุมและมีประสิทธิภาพสูงสุด โดยความคิดเห็นของลูกค้าจะถูกบันทึกไว้ในหลายช่องทาง ทำให้องค์กรมองเห็นภาพรวมของมุมมองลูกค้า นอกจากนี้ยังช่วยให้ทีมที่ดูแลลูกค้าสามารถระบุและจัดลำดับความสำคัญของปัญหาที่เกิดขึ้นได้แบบเรียลไทม์และเต็มประสิทธิภาพในทุกช่องทาง

Central Retail กระตุ้นยอดขาย เพิ่มความความภักดีและความพึงพอใจของลูกค้าต่อแบรนด์ด้วย CX

นับตั้งแต่เริ่มใช้โปรแกรม CX ใหม่จาก Qualtrics เซ็นทรัล รีเทล ได้รับคะแนน NPS (Net Promoter Score เครื่องมือที่ใช้ศึกษาประสบการณ์ของลูกค้า) เพิ่มขึ้นเป็นอย่างมาก ซึ่งบางแบรนด์ได้คะแนนเพิ่มขึ้นถึงเกือบสามเท่า ตลอดจนอัตราการใช้งานของลูกค้าและอัตราการรักษาฐานลูกค้าเก่าดีขึ้นเมื่อเทียบปีต่อปี ในขณะที่ระบบการทำงานแบบอัตโนมัติช่วยให้องค์กรสามารถตอบสนองต่อปัญหาได้รวดเร็วขึ้น ปัจจุบัน แพลตฟอร์ม Omnichannel ของเซ็นทรัล รีเทล สามารถทำรายได้ถึง 18% ของยอดขายทั้งหมด และเมื่อไม่นานมานี้ เซ็นทรัล รีเทล ได้ประกาศเดินหน้าตอกย้ำความเป็นผู้นำด้าน CX ด้วยการลงทุน

นายเดวิด ยามาส ประธานเจ้าหน้าที่บริหารฝ่ายดิจิทัล บริษัท เซ็นทรัล รีเทล คอร์ปอเรชั่น จำกัด (มหาชน) หรือ CRC กล่าวว่า “เซ็นทรัล รีเทล มุ่งมั่นที่จะให้บริการที่ดีที่สุดแก่ลูกค้าของเรา โดยในช่วง 5 ปีที่ผ่านมา เราภูมิใจเป็นอย่างยิ่งที่ได้พัฒนาแพลตฟอร์ม Omnichannel ซึ่งได้รับการยอมรับว่าเป็นหนึ่งในแพลตฟอร์มที่ดีที่สุดในประเทศไทย เพื่อตอบสนองความต้องการของลูกค้าอย่างแท้จริง เราเล็งเห็นถึงความจำเป็นในการทำความเข้าใจว่าลูกค้าคิดและรู้สึกอย่างไร พร้อมนำความคิดเห็นเหล่านั้นไปดำเนินการต่อทันที ทำให้ตั้งแต่ต้นปี 2565 จะเห็นได้ว่าคะแนน CX ของเราเพิ่มขึ้นอย่างต่อเนื่อง เราพร้อมแล้วที่จะก้าวสู่การเป็นผู้นำค้าปลีก Next-Gen Omni Retailer อันดับ 1 ของเอเชียและวันนี้เรารู้สึกภูมิใจเป็นอย่างยิ่งที่ได้รับการยอมรับจากองค์กรพันธมิตรระึϸ�บโลกอย่าง เอสเอพี และ Qualtrics”

“ขอแสดงความยินดีกับทีมงานผู้อยู่เบื้องหลังทั้งหมด รู้สึกเป็นเกียรติที่ได้รับรางวัล Next Generation Customer Experience รางวัลนี้ตอกย้ำให้เห็นถึงความสำเร็จของเราที่ได้พลิกโฉม CXM แนวทางใหม่ จากความท้าทายด้านพฤติกรรมและสังคมที่เปลี่ยนแปลงอยู่ตลอดเวลา โดยมีลูกค้าและเทคโนโลยีเป็นตัวแปรสำคัญ ปัจจุบันลูกค้าคาดหวังการตอบสนองของแบรนด์ให้สอดคล้องกับการใช้งานของแต่ละบุคคล และสามารถติดต่อกับแบรนด์เมื่อใดก็ได้ตลอด 24 ชั่วโมง โดยโซลูชัน Qualtrics ทำให้รับมือได้อย่างฉับไว ซึ่งการเติมเต็ม Customer Journey ให้สมบูรณ์นั้น จำเป็นต้องเชื่อมโยงฐานข้อมูลบนแพลตฟอร์มเดียว เน้นเติมเต็มประสบการณ์แบบไร้รอยต่อ เพราะทุกการตอบรับจากลูกค้าเป็นโอกาสในการส่งมอบคุณค่าและสร้างความได้เปรียบในการแข่งขัน” �Ȩ��ยราเซล อาห์เหม็ด รองประธานเจ้าหน้าที่บริหารฝ่ายดิจิทัล กลุ่มงาน CXM, Research and Insights บริษัท เซ็นทรัล รีเทล คอร์ปอเรชั่น จำกัด (มหาชน) หรือ CRC กล่าวเสริม

ประสบการณ์ลูกค้า: หัวใจสำคัญเร่งการเติบโต

ข้อมูลจาก ชี้ชัดว่าประสบการณ์ของลูกค้ามีผลอย่างยิ่งต่อความสำเร็จทางธุรกิจ ขณะที่ การรักษาความต่อเนื่องทางด้านบริการ คือหนึ่งในปัจจัยสนับสนุนความเป็นผู้นำของธุรกิจห้างสรรพสินค้าในประเทศไทยมากที่สุด ผู้บริโภคในเอเชียแปซิฟิกและญี่ปุ่น ที่ได้รับประสบการณ์ดีเยี่ยมจะให้คะแนนความเชื่อมั่นและบอกต่อ มากกว่ากลุ่มที่ได้รับประสบการณ์ที่ไม่ดี ถึง 3 เท่า ในฐานะผู้นำธุรกิจห้างสรรพสินค้าในประเทศไทย เซ็นทรัล รีเทล ถูกจัดอยู่ใน 3 อันดับแรกที่มีเปอร์เซ็นต์น้อยที่สุดสำหรับการให้คะแนนประสบการณ์ที่ไม่ดีของผู้บริโภค

นายเอทูล ทูลิ กรรมการผู้จัดการ เอสเอพี อินโดไชน่า กล่าวว่า “ไม่ว่าคุณจะอยู่ในอุตสาหกรรมใด ไม่มีมาตรฐานแห่งความสำเร็จใดที่ดีไปกว่าความพึงพอใจของลูกค้า คำติชมจากลูกค้าคือแรงผลักดันในการพัฒนาการให้บริการที่ดียิ่งขึ้นและเมื่อนำนวัตกรรมมาช่วยในการแก้ปัญหาก็จะช่วยให้องค์กรสามารถรับมือกับสิ่งที่เกิดขึ้นในปัจจุบันและพร้อมรับมือกับความท้าทายในอนาคตได้อย่างดีเยี่ยม ด้วยโปรแกรม CX ใหม่จาก Qualtrics ทำให้ เซ็นทรัล รีเทล ได้รับข้อมูลเชิงลึกและข้อมูลที่จำเป็นต่อการใช้ขับเคลื่อนธุรกิจในช่วงเวลาที่ท้าทายเพื่อการเติบโตอย่างยั่งยืน รางวัล Next Generation Customer Experience Award ถือเป็นเครื่องพิสูจน์ถึงคุณค่าที่ เซ็นทรัล รีเทล มอบให้ลูกค้า ด้วยการพัฒนาแพลตฟอร์ม Omnichannel แห่งอนาคตเพื่อก้าวสู่การเป็น Digital Retailer อย่างเต็มรูปแบบ”

นายเหมา เจ็น ฟู Head of Southeast Asia ของ Qualtrics กล่าวว่า “ในขณะที่ตลาดอีคอมเมิร์ซของเอเชียตะวันออกเฉียงใต้ ยังคงขยายตัวและพัฒนาอย่างรวดเร็ว ความสามารถในการรับฟัง ทำความเข้าใจ และดำเนินการตามความคิดเห็นของลูกค้าได้อย่างรวดเร็วและมีประสิทธิภาพ จะเป็นสิ่งที่สร้างความแตกต่างให้กับแบรนด์ ทุกครั้งที่แบรนด์ได้รับข้อมูลเชิงลึกที่ถูกต้องก็จะสามารถนำเสนอผลิตภัณฑ์ บริการ และประสบการณ์ที่ลูกค้าต้องการได้ในทุกทัชพ้อยท์ ในขณะเดียวกันก็จะสามารถแก้ไขก่อนที่ปัญหาจะปะทุขึ้น ส่งผลให้การดำเนินงานโดยรวมมีประสิทธิภาพยิ่งขึ้น ด้วยความมุ่งมั่นอย่างลึกซึ้งต่อผู้บริโภคไทยและการยกระดับความเป็นเลิศด้าน CX เซ็นทรัล รีเทล คือองค์กรตัวอย่างที่พิสูจน์ให้ทุกคนเห็นแล้วว่าเป็ฯองค์กรที่สามารถสร้างคุณค่าทางธุรกิจได้จากการใช้เทคโนโลยี ของ CX และ โดยโซลูชั่นQualtrics เป็นตัวขับเคลื่อน เรารู้สึกภูมิใจที่ได้ร่วมมือกับเซ็นทรัล รีเทล ในเส้นทางการเปลี่ยนผ่านนี้”

เซ็นทรัล รีเทล จะยังเดินหน้าสรรค์สร้างนวัตกรรมและพัฒนา CX เติมเต็มประสบการณ์ของลูกค้าอย่างต่อเนื่อง ด้วยการใช้งานโซลูชัน Qualtrics ในการทำความเข้าใจว่าลูกค้าคิดและรู้สึกอย่างไร พร้อมดำเนินการตอบสนองต่อฟีดแบ็คเหล่านั้นทันที เพื่อเสริมความแข็งแกร่ง รับแผนการขยายตัวขององค์กรทั้งในประเทศและระึϸ�บโลก รวมถึงผนึกกำลังกับพันธมิตรระึϸ�บโลกเพื่อคว้าโอกาสเติบโต ตอกย้ำความเป็นผู้นำอุตสาหกรรมค้าปลีกของ เซ็นทรัล รีเทล ที่ให้ความสำคัญกับความพึงพอใจของลูกค้าในทุกย่างก้าว

ติดตามรายละเอียดเพิ่มเติมเกี่ยวกับกลยุทธ์ ‘CRC ��ٲ��Գ��’ .

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Taylor’s Education Group Embraces the Cloud with �鶹ԭ�� SuccessFactors and �鶹ԭ�� Concur to Redefine Employee Experiences

�鶹ԭ�� APJ — Mon, 22 Aug 2022 05:18:45 +0000

KUALA LUMPUR – With over 60 years of experience, recently embarked on an employee experience transformation exercise powered by and .

Vice President of Group Human Resources Group Puven Nalatambi explained that the education industry is highly competitive where high-quality talent comes at a premium, and competition for the best people across all functions is fierce.

“To reinforce our reputation as one of the top education providers in Malaysia, Singapore, and Vietnam, we decided to redesign our human resources (HR) systems and processes to empower the team to deliver meaningful, engaging experiences that would help employees learn, grow, and become even more productive,” said Puven.

With its unsurpassed track record built up over the last six decades, it had earned the reputation for being the centre of excellence early years to postgraduate education in Malaysia, Singapore, and Vietnam.

“With Taylor’s University, the British University of Vietnam, Taylor’s College, and a network of successful international schools, we are constantly aiming to deliver educational excellence at every stage of our students’ journeys,” she added.

The facts certainly attest to her statement. According to its , Taylor’s University is the number one private university in South East Asia, for three consecutive years, and ranked #284 in the QS World University Rankings 2023.

Enter TEG’s Modern, Centralised Platform

By replacing its outdated HR information systems (HRIS) with a modern, centralised platform, TEG aimed to free its HR professionals from routine administrative tasks and enable them to focus on the employee experience.

“By creating an HR Shared Services Centre, HR operations would become more efficient and strategic. And by empowering employees with self-service functionality, TEG would create a dynamic, engaging workplace that would equip it for success over the next 50 years,” she said.

To help design and implement its new centralised HR platform and resulting experiences, TEG partnered with NTT Data, an �鶹ԭ�� partner, with over 30 years of experience with �鶹ԭ�� technology.

NTT Data made significant contributions by introducing leading practices from market leaders in the HR space, helping TEG understand the current trends and identify areas of its existing HR systems and processes to prioritise for improvement.

“Working with the �鶹ԭ�� SuccessFactors team and NTT Data, TEG was also able to localise the solutions for different markets to fulfil legal mandates and gain peace of mind. With the �鶹ԭ�� SuccessFactors and �鶹ԭ�� Concur solutions in place, TEG now has a powerful platform to help transform the employee experience,” said Puven.

�鶹ԭ�� Vice President and Head of Cloud, South East Asia Cynthia Quah said that �鶹ԭ�� is committed to enable companies to be intelligent, sustainable enterprises.

“�鶹ԭ�� brings together the solutions, technology and best practices needed to run integrated, digital business processes in the cloud,” said Cynthia.

She describes �鶹ԭ�� SuccessFactors as a cloud based human experience management (HXM) solution world-renowned for streamlining processes, winning at the recruitment and retention game, training and re-skilling the workforce.

“�鶹ԭ�� SuccessFactors also leverages advanced technologies such as artificial intelligence and machine learning for the long-term benefit of organisations,” added Cynthia.

�鶹ԭ�� Concur, meanwhile, is one of the world’s leading brands for integrated travel and expense (T&E), and invoice management solutions.

IDC recently said in a study that , including helping finance teams align the dual priorities of improving control and visibility into administrative areas such as budgeting, forecasting, and T&E policy management while delivering a seamless experience to end users.

Puven said the benefits realised have been enormous and ‘priceless’.

For example, with TEG’s new recruiting and onboarding workflows, new hires receive information well in advance of their start date, including a personal email from their manager welcoming them to the organisation. Their goals are clearly set, they have access to the materials and resources they need, and they can be assigned a ‘buddy’ to help them find their feet, so they have a positive day-one experience.

“Feedback from new hires has been outstanding, helping to reinforce the perception of TEG as a top employer across the region. Using �鶹ԭ�� SuccessFactors HXM Suite in offering a one-stop solution for all our employees’ HR needs is a transformative step. It shows our people that we are putting their experience at the centre of everything we do,” added Puven.

Surveys show that TEG staff are impressed with the new employee experience: 75% agree that HR systems are now more powerful, more transparent, and easier to use. There are numerous examples of tangible time savings and productivity gains: for example, processing leave approvals used to take 10 minutes per employee; now the process is instant.

“With a single centralised platform, manual data entry is reduced, significantly improving data quality. As a result, payroll errors are largely a thing of the past, ensuring that all staff get paid correctly and on time, including the right expenses,” Puven added.

“As we continue our digitalisation journey, our �鶹ԭ�� solutions are helping to empower us to embark on our mission to streamline our HR processes, improve staff retention, and strengthen our position as an employer of choice in the education sector,” concluded Puven.

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Daiichi Properties: Shaping Sustainable Skylines, Forging Lasting Customer Experiences

�鶹ԭ�� SEA — Fri, 05 Aug 2022 22:00:38 +0000

MANILA, Philippines – In recent years, the adoption of sustainable practices in real estate has been increasing, especially with the growing demand to initiate change. According to the United Nation’s , building operations account for 27 percent of global energy-related carbon dioxide (CO2) emissions. With construction added, this number rises to 37 percent.

With this reality, real estate developers are now embracing sustainable practices in their projects to help tackle this challenge. In the Philippines, is among these companies. With a homegrown legacy in acquiring, designing, and developing world-class projects, the Philippine-based real-estate developer strives to build long-lasting structures that are both functional and environmentally friendly. Daiichi Properties is behind the award-winning and premium office buildings in Metro Manila’s central business districts, including World Plaza, The Finance Centre, One World Place and the upcoming 56 Central.

With almost 30 years of shaping skylines, Daiichi Properties is known for sustainable architecture, design, and engineering. Complementing its award-winning projects with world-class property and customer-centric service, Daiichi Properties formed Daiichi Property Solutions (DPS), its own property management arm in 2017, to provide the utmost quality of real estate solutions to its partners and clients.

However, ensuring a seamless and elevated customer experience is not an easy feat. With the increase in properties managed by DPS concern from its tenants likewise increased as well. Furthermore, record keeping concerning equipment and service charges may have increased human errors as they were prepared by different personnel from each building.

To address this challenge, Daiichi Properties together with its property management arm DPS integrated �鶹ԭ�� C4C Service with �鶹ԭ�� Plant Maintenance within �鶹ԭ�� S/4HANA. Through these �鶹ԭ�� intelligent technologies, Daiichi improved interactions with tenants and properly maintained the records of all the issues, equipment, and cost charging to clients. With the data on hand, Daiichi made sound decisions that continuously elevated their service level to customers.

“�鶹ԭ�� C4C has been helping us build on our customer relationships by offering a faster and more efficient feedback mechanism. It also helped us effectively monitor and track customer concerns with its ticket-based documentation system,” J. Joel Cruz, General Manager, Daiichi Property Solutions, said.

“Nowadays, organizations need to be highly agile and swift to navigate disruptions in the business landscape. As real-estate developers like Daiichi Properties embark on their digital transformation journey, they become a testament that technological tools like Cloud and AI can help forge a lasting customer experience. �鶹ԭ�� aims to continue providing solutions to help companies like Daiichi Properties as they innovate to carve out new markets for persistent problems, define new markers for themselves, and embrace technology to transform their businesses while helping speed up economic recovery,” said Rudy Abrahams, Vice President, Head of �鶹ԭ�� SuccessFactors, South East Asia and interim Managing Director �鶹ԭ�� Philippines.

With this integration, Daiichi was able to reduce customer complaints by 87.2 percent and achieved an average of 60 percent of closing of tickets per day. The company also gained 93 percent SLA compliance and a remarkable 98 percent positive feedback on the customer satisfaction survey. On top of these outcomes, the company had more time to focus on major concerns and anticipate possible issues.

As an implementation partner, Chesca Gallegos as Managing Director Delaware Managed Services and IT Consulting, Inc. said, “Like Delaware, Daiichi puts the customer at the front and center of its business initiatives. This demonstrates that they go beyond property management — they enable their customers’ lifestyles. Every touchpoint with the customer must be delightful, and Daiichi saw the need to do this at scale and with the help of �鶹ԭ�� they are able to make this a reality.”

These digital innovations made by Daiichi Properties were recently recognized as it was among the companies nominated for the ‘Most Transformational’ and ‘Most Adaptable’ awards in the recent .

The full details about the �鶹ԭ�� Best Run Awards for SEA 2021 are available on this .

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Digitalization in Rural Banking: Key to Ensuring Financial Inclusion

�鶹ԭ�� SEA — Mon, 25 Apr 2022 07:15:03 +0000

TAGUIG – Rural banking has always been considered a critical sector in the financial service industry. These banks help promote and expand the rural economy and provide essential financial services to rural communities unserved or underserved by commercial banks. The community segment it caters for is primarily those in the retail sector and the unbanked or those unreached by bank services or similar financial institutions.

In its Bangko Sentral ng Pilipinas (BSP) noted about 51.2 million unbanked Filipinos, translating to a whopping 71 percent of the entire adult population. But when the pandemic started, there was a big jump in account ownership due to the digitalization of financial transactions. Leveraging this trend, the report stated that the central bank aims to get at least 70 percent of the adult population to possess bank accounts by 2023.

But the question is, how can technology assist rural banks in ensuring financial inclusion? And what role does it play to help them be more agile and sustainable in today’s world and the future?

Braving Through Challenges

In a virtual event, ‘Digitalization in Rural Banking: Strategies for Financial Inclusion in the Midst of the Pandemic and Beyond,’ last March 2022, organized by the Bankers Institute of the Philippines (BAIPHIL) and co-presented by (NYSE: �鶹ԭ��), Estrellita Ong, Director of BAIPHIL and Chief Internal Auditor of BDO Unibank, Inc., said that rural banks currently face numerous challenges.

“Rural banking is a segment most vulnerable to economic stops brought by calamities and the pandemic. It also requires approaches that are more personal, inclusive, and far-reaching. And while competition is fierce, regulatory compliance is a must. That is why rural banks need more than good people and sufficient capital. It requires an upgraded and robust IT infrastructure to keep pace with the evolving technology landscape,” said Ong.

Business Innovation – A Necessity to Survive

To help rural banks and other financial institutions address these challenges, Nitin Vohra, Director of S/4HANA Center of Excellence for �鶹ԭ�� Asia Pacific and Japan, discussed how technology and business innovation are changing the banking game.

Today, business innovation is critical for companies to survive, despite its prevalence before the pandemic. Since 2000, 52 percent of the Fortune 500 organizations have gone out of business due to digital disruptions, says . Aside from being a means of saving costs, technological advancements also deliver fresh avenues and opportunities that contribute to value creation.

“Nowadays, digital startups are achieving a billion-dollar valuation in less than four years, while Fortune 500 businesses could do it in ,” Nitin explained.

Business Models to Adopt in the Digital Age

Nitin noted that traditional universal banking operates on a full-service model. They provide customers with different accounts and labeled products and services, such as mortgages and credit cards. However, this model contains several providers that offer a lower price, less friction, and better customer experience in the value chain. And with legacy software, competing with these providers is impossible.

“Banks should rationalize their product offerings and concentrate on areas that command a competitive advantage. Another option is to become a service provider to other banks or fintech companies to eliminate the need for others to engage in heavily regulated industries and activities, readily taking on the compliance burden,” Nitin explained.

Banks can also operate as aggregators of financial services and products. “In this way, banks do not have to incur the costs of manufacturing products and services to be compliant. It also provides its customers with access to a broad range of products. On the other hand, they need to adopt a vertically integrated yet open platform to take advantage of their execution capabilities and extend their ability to offer levels of customer fulfillment. It also helps enable banks to capture the network effects and capitalize on their existing competitive advantage,” he added.

Becoming an Intelligent Bank

For �鶹ԭ��, it is also critical for rural banks to transform their business and become intelligent, sustainable enterprises that consistently apply advanced technologies and best practices within agile, integrated business processes.

To help banks and financial institutions become intelligent enterprises, �鶹ԭ�� provides integrated applications and technologies in a digital platform. With its broad portfolio, the company helps deliver data-driven intelligence, operational effectiveness, financial insight, regulatory compliance, cost optimization, and the best talent in the industry.

Among its current offerings include , a Business Transformation as a Service (BTaaS) solution that aids in ensuring transformation readiness and access to simpler support models by consolidating the solutions and services businesses require in one package.

“RISE with �鶹ԭ�� provides cloud delivery capabilities that enable the journey to become intelligent banks. It mitigates risk, reduces cost, and accelerates time to value. It leverages the �鶹ԭ�� reference architecture built with the industry’s best practices over the last five decades. It has predictable and lowers total cost of ownership to help banks run today and become intelligent banks of tomorrow,” Nitin said.

With its presence in over 150 countries and supporting more than 14,000 banks worldwide, �鶹ԭ�� also has a robust ecosystem that helps banks implement �鶹ԭ�� and non-�鶹ԭ�� solutions to ensure that they become sustainable and resilient enterprises of tomorrow.

Visit the �鶹ԭ�� News Center. Follow �鶹ԭ�� on Twitter at .

About �鶹ԭ��

�鶹ԭ��’s strategy is to help every business run as an intelligent, sustainable enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: �鶹ԭ�� customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers’ businesses into intelligent enterprises. �鶹ԭ�� helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want – without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, �鶹ԭ�� helps the world run better and improve people’s lives. For more information, visit .

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How Tech Changes Retail Game

Emmie Abadilla — Fri, 01 Apr 2022 07:20:53 +0000

Retailers need to recalibrate their digital transformation strategies in the “never normal” scenario of the continuing pandemic.

�鶹ԭ�� Industry Business Architect – Retail and Consumer Products Gabriel Lorenzo Santos underscored this need in a recent virtual event, ‘Retail Reimagined: How Technology Changes the Game of Retail in 2022,’ hosted by the Philippine Retailers Association (PRA) and co-presented by �鶹ԭ�� Southeast Asia.

Already, the pandemic changed the way consumers behave.

Last year, the Philippine Statistics Authority (PSA) noted an increase in spending on various categories, such as food and non-alcoholic beverages, restaurants and hotels, furnishings, and household equipment for work-from-home setups even clothing and footwear.

A recent study by Visa also revealed that nine out of 10 Filipinos increased their digital shopping activities and are now using online delivery services.

Meanwhile, 73 percent of 1,014 respondents have adopted more contactless payments.

In addition, Filipinos are now more conscious of sustainable and socially responsible commodities.

Hence, retailers should identify gaps that need to be addressed, whether they are in product availability, delivery, or logistics.

Businesses should know what an intelligent and agile enterprise looks like to help identify these gaps.

“An intelligent enterprise starts with having insights on processes that need improvement, automation, and innovation, coupled with cross-application analytics, delivering new dimensions of real-time and predictive insight and foresight,” Santos pointed out.

At the heart of this strategy is an intelligent suite of applications providing core end-to-end processes and helping businesses manage every part of the organization, such as finance, employees, customers, services, and even IT.

For �鶹ԭ��, integrating industry-specific cloud applications must be part of the strategy to enrich business processes, specifically for retail.

The intelligent suite and industry cloud can be enveloped by experience and sustainability management solutions to help ensure that retailers hear their customers and adhere to their sustainability goals.

These solutions run on a scalable business technology platform, serving as the standard architecture for analytics development and data storage, allowing enterprises to innovate much faster.

Finally, the business network takes this strategy outside the four walls of enterprises, allowing companies to collaborate with trading partners to drive connected processes and experiences.

Some companies remain hesitant in integrating new technologies since acquiring them for a specific process is already troublesome, making it challenging to involve the entire enterprise.

To address this problem, �鶹ԭ�� offers RISE with �鶹ԭ��, a Business Transformation as a Service (BTaaS) offering that consolidates solutions and services needed for business transformation in one package.

Nowadays, companies that thrive are those that adapt quickly.

However, true transformation takes changing an organizations’ culture and shifting its mindset.

It requires redesigning business plans and processes and demands new technologies that unlock new ways of running a retail business.

Leveraging technology can help bridge the gap to ensure a seamless experience despite changing demands and buying behaviors, improving the topline and bottom line.

“Across our customers, benefits have been reaped with the use of technology, such as improved customer satisfaction, reduced days in inventory, reduced customer churn, and even increased digital channel revenue, which are relevant in today’s situation,” he concluded.

This article was first published in .

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Five Martech Trends in 2022

Rita Marini — Wed, 08 Dec 2021 09:57:44 +0000

Organisations are now making a keen effort to keep up with changes in technology, especially with the rapid digital transformation that was accelerated by the pandemic. The marketing world is no exception; it has undergone tremendous changes in the past couple of years, especially in the area of martech transformation.

One undeniable shift we’ve been seeing is in the area of e-commerce, consumers are connecting and shopping through online platforms more than ever. So much so that Asia Pacific’s e-commerce sales are expected to . Naturally this has caused an increasing pressure for brands to tap into social media and other digital marketing tools to virtually engage and build trust with consumers in addition to serving as retailtainment.

But that’s not all, Martech is also currently solving a lot of problems that traditional marketers didn’t realise they existed. Or not yet. Many of these problems lie mostly upon one thing and that is customer data. Managed and harnessed correctly, customer data will be the key for organisations to unlock their current and future opportunities. We have seen a considerable move towards fixing the data problem in 2021 and how that has brought exciting results of what businesses can do with Martech, but it just a start (more on this below). We will be seeing rapid growth of that and more in 2022 as the world of marketing continues to transform. One thing is for sure – like most operating modules moving forward, Martech adoption will instead focus on agility, avoiding the hype of technology to look at practical tech solutions that can influence strategy, insights and engagement in the long run.

Here are key Martech trends that will help businesses in Asia Pacific get ready for 2022.

1. Contextual Personalisation Will Become a Basic Requirement

While contextual personalisation has been embraced and practiced by a large number of businesses around the world especially in recent years, we will see a massive increase in this area, if not a full adoption by the rest of the players who are yet to do so. Delivering contextual personalisation will no longer be an option or a nice-to-have feature in the overall e-commerce or customer experience strategy, but a necessity if businesses want to retain their customers and increase satisfaction. Considering that 69% of consumers across APAC expect brands they buy from to deliver a reward programme customised to their interest and 64% expect tailored suggestions based on their purchased history and preferences*, we are reaching the tip of maturity for contextual personalisation.

*Source: conducted in March 2021.

2. Humanised Content Marketing Will Be the Gold Standard

With the majority of us working from home in the past two years, the line between personal and professional life has blurred, and we’ve seen many businesses communicate more humanly to their customers about their products and offerings. Especially more so for those in the B2B and technology industries, with Apple paving the way years ago, the demand for a message so simple that our grandmother can understand is one that cannot be ignored.

Additionally, with the webinar fatigue phenomenon that is so real, businesses can no longer afford to rely on a traditional one-hour webinar, full of technical details and jargon to convey their message to the customers. A case in point is what my team has started doing here at �鶹ԭ�� Customer Experience APJ where we break down an hour of content into a short series of not more than 20-min episodes* and make those to be easily accessed on-demand instead of expecting the audience to attend LIVE. What we’re seeing is when we let our audience consume the content at their convenience, they actually receive the information better.

*Source: .

3. Customer Data Management Will Be Your New Best Friend

GDPR has definitely changed the game for global organisations in how they deal with data privacy and management, especially with its non-compliance of 4% fine of one global revenue. Many countries have since taken the same step and imposed similar regulations.

This enforcement has made businesses search for technology to help them ensure that they keep abreast with the latest data regulations and that they can fully optimise the usage of their customer data. Because the problem most companies have today is not the lack of data, but rather the inability to fully optimise and harness those data. This is where technology like �鶹ԭ�� customer data platform comes in as the backbone that enables true personalisation, especially when it’s combined with a personalisation engine like Emarsys.

4. Less Is More (Consolidation of Technology)

Another massive phenomenon we’re seeing and will continue to see is businesses doing is called a technology house-cleaning that is mainly driven by the pandemic.

The pandemic has served as a stress test for businesses and many were found failing to deliver what we consider the basic. This was especially glaring in the area of supply chain and digital marketing, where on-time delivery, responsive customer service and the right product (or promotion) delivered was a hit and miss.

The root cause often is the lack of integration of their technology. Most organisations run on many solutions to manage different functions of the business and while it might be working pre-COVID, the sheer and sudden increase of demand has thrown the system off and many businesses find themselves caught in the mess. Moving forward, we will see massive efforts around technology overhaul.

5. Rise of a New Digital Marketing

I foresee that with the huge increase in digital marketing especially on paid search and paid media efforts, there’s a real demand for new channels and platforms to run these campaigns instead of the traditional ones we’re using today (Google Search, YouTube, LinkedIn, Facebook/or Meta). Especially when many of the existing channels are so clogged and saturated, with everyone targeting the same audience and posting similar content.

Rita Marini is head of Marketing for Customer Experience in Asia Pacific Japan at �鶹ԭ��.

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�鶹ԭ��’s ‘Heart Matters Campaign’ Wins Singapore Brand Experience of the Year – Technology in Asian Experience Awards

�鶹ԭ�� News — Tue, 09 Nov 2021 07:45:36 +0000

As organisations work overtime to improve their customers’ experience in today’s highly technological world, it is easy to forget that digital is merely a means to an end. The raison d’être of top-performing brands had always revolved around establishing an emotive connection with customers. But how can we give customers exactly what they want, when they want it, whilst simultaneously humanising the gap between digital actions and our heartstrings?

We intuitively understand that genuine customer experience is an affair of the heart. Much like the friends we love to spend time with, we want to hang out with a brand that is trustworthy, empathetic, generous, and shares our values and concern for others. We are attracted to brands that take care of us and of what matters for us, not someone who only ever calls to ask for favours. At the core, this is why �鶹ԭ�� Customer Experience APJ built the Heart Matters campaign. Pinned on one fundamental question: what kind of customer experience (CX) would outlast any crisis and thrive in the future? They believe it is the kind of CX that comes from the heart, from companies that have a greater purpose and focus on things beyond profit and loss—things like people, the planet, and prosperity.

At the heart of this initiative is research; they wanted to hear directly from the mouth of the customers, and they engaged their Qualtrics research team to conduct the survey. The main objective is to find out about what consumers expect from the brands they buy from, and more importantly, if the experiences they have had, meet their expectations. In total, they surveyed close to 6,000 consumers across the Asia Pacific (APAC) region to find out more about what people care about, mainly how their views of brands correlate with their spending, as well as what matters most when it comes to customer experience. Questions were posed to customers across a range of age groups in Australia, Singapore, Japan, South Korea (Korea), India, Malaysia, and Thailand.

Depending on the country, respondents were asked questions on a total of six different industries, including supermarkets, telecommunication providers, hotels and entertainment, and consumer goods retailers dealing with fashion, electronics, and furniture. The campaign was launched on 5 May 2021, in a record time of just twelve weeks compared to the six-month minimum required to build an integrated, multi-touch campaign as such. It has garnered close to 100 media coverage across APAC and an impressive amount of pipeline to the business. The campaign is still running and full results are expected to come through by the end of this year.

For this effort, �鶹ԭ�� Customer Experience APJ received the “Singapore Brand Experience of the Year – Technology” award in the recently concluded Asian Experience Awards, presented by Asian Business Review. The awards programme recognises the ingenious initiatives of creative companies delivering meaningful brand experiences to their stakeholders in all industries in Asia.

The full Heart Matters report can be downloaded at .

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A Taste of Innovation: BABA’s Group of Companies’ Digital Transformation Journey with �鶹ԭ��

�鶹ԭ�� News — Mon, 27 Sep 2021 08:50:58 +0000

Today’s consumers have higher expectations from products and services than they did in the past. With so many choices at one’s fingertips, it is hardly a surprise that customers will constantly evaluate their interactions with brands.

Customer centricity has always been the core of our business at BABA’s group of companies (BABA’s). In the late 70s, a young man put his life savings into a mobile sundry shop, servicing the Klang Valley area of Malaysia. If ever there was a request for a particular product, he made it a point to source the finest quality ingredients and the highest quality items at the most affordable price. Throughout these years, our founders’ principles have guided the growth of our company.

Today our range of over 30 spice mixes and flour products are found on almost every retail shelf nationwide, making BABA’s more than a household name.

First Step Towards an Intelligent Enterprise

Digital transformation is a critical part of our business strategy, which not only makes us future-ready but also helps us meet our commitments to our customers, retailers, and distributors.

At BABA’s, we pride ourselves in maintaining high standards in every aspect of business and for that we constantly evolve our processes to become more agile, and resilient.

To ensure we had access to the world-class technology, we partnered with �鶹ԭ�� early in our digital transformation journey. The first step in our journey was to digitize our core with �鶹ԭ�� S/4HANA and transition from manual, paper- based processes to a digital business platform. We looked for building capabilities that would enable us to achieve greater efficiencies, productivity and propel our business growth to the next level as we expand our business to other markets, including Australia, China, Indonesia, and United Kingdom.

In the first phase, we focused on finance and sales. Our chosen solution was �鶹ԭ�� Direct Store Delivery (DSD) with customer relationship management (CRM), a mobile solution that has empowered BABA’s field personnel to simplify complex direct-to-store delivery processes and enable real-time decision-making.

The DSD system has enabled sales leaders based in Kuala Lumpur to have full visibility of activities across the organisation. By using specialised mobile apps, field personnel can plan and schedule store visits and deliveries optimally, improve product placement and in-stock levels, and access key information about customer orders and deliveries in real-time.

Additionally, product returns, process orders, and bill payments can be made on the spot while sharing pricing, promotions, and discounts. The sales team can take real-time pictures, conduct surveys, and record customers’ feedback to make further improvements. This data is then transferred to the payroll department to compute commissions. The entire sales cycle is automated and has replaced tedious manual processes that would cause delays across several functions.

When ‘Movement Control Orders’ were first introduced in Malaysia to curb rising COVID-19 infections, we faced significant challenges in our supply chains, specifically on getting our raw materials which are sourced from all over the world. During this challenging period, we remained committed in ensuring that our customers were serviced without major disruptions. Although we could not travel to our entities outside of Malaysia, �鶹ԭ�� systems allowed us to continue running our business seamlessly. Similarly, with �鶹ԭ�� S/4HANA as our digital core, we were able to manage our end-to-end supply chain without any compromise on the quality and standards on which our brand has been built.

When remote working policies were first mandated, like every other organisation, we had to adapt to new ways of working. The immediate focus was putting our people first, ensuring their health and safety, and providing them with flexible work options. In the next phase of our transformation journey, we deployed �鶹ԭ�� SuccessFactors and �鶹ԭ�� Payroll to improve employee productivity as we continuously adapt and remodel workplace processes in the ‘new normal’. We wanted to completely redesign employee experiences by better understanding their needs and ensuring they remain connected and supported.

Today, BABA’s employees are seamlessly connected and enjoy a mobile-friendly user experience with social collaboration capabilities to access information anywhere, anytime. Our HR teams are also able to support employees with data-driven insights, cloud payroll, and timesheet tracking. This journey is a virtuous cycle and will continue for us.

Becoming Future-Ready

Without a doubt, continuous improvement is a must for every organisation. Likewise, businesses, management, and individual users must be open and receptive to learn from best practices. Organisations must embrace digital transformation to become an ‘intelligent enterprise’ while keeping in mind that customer-centricity is vital for sustainable growth.

Our digital transformation initiatives have helped us embrace industry best practices and become future-ready. I would go as far as to say the pandemic gave us an opportunity to rethink how we do business, particularly by embracing change and technology.

This article was first published on The Edge Malaysia on 25 September 2021.

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�鶹ԭ�� Named a Leader in 2021 Gartner Magic Quadrant for Digital Commerce

�鶹ԭ�� News — Thu, 16 Sep 2021 02:22:44 +0000

WALLDORF��— (NYSE: �鶹ԭ��) today announced it has been named a Leader in the 2021 Gartner® Magic Quadrant™ for Digital Commerce* for the seventh time. In its latest 2021 report, Gartner assessed solutions from 17 vendors including .

Brands globally, including appliance manufacturer De’Longhi, nutritional products distributor Kyani and retailer Abrakadabra, have recently selected �鶹ԭ�� solutions to help deliver a rich, personalized omnichannel e-commerce experience that is reliable and scales to meet the demands of their customers.

“We believe this latest positioning as a Leader by Gartner is why brands across industries and geographies are turning to �鶹ԭ�� to broaden their commerce reach without compromising flexibility,” said Nuno Pedro, global head, Commerce Solutions, �鶹ԭ��. “Digital commerce solutions from �鶹ԭ�� enable success across different industries, marketplaces and business models by providing customers enjoyable, individually relevant, in-the-moment experiences.”

, which include ��Ի��, help brands convert more customers by turning engagements into personal, shoppable moments. Additional companies that recently chose digital commerce solutions from �鶹ԭ�� in the first half of 2021 include the following:

Hangcha Group is one of the largest forklift manufacturers in China and among the top 10 in the world. Hangcha Group chose �鶹ԭ�� Commerce Cloud to simplify its front-end sales order intake process and integrate with its back-end digital core system, supporting the group’s business transformation and boosting sales revenue.
JOY, a Swedish fashion retailer, no longer has any physical stores and is instead focusing on e-commerce and personalized fashion advice. Its founders see JOY as a startup building next-generation e-commerce based on AI and slow fashion — a more sustainable alternative with clothes lasting several seasons. JOY is also the first company in the world that has selected the combination of the cloud-based solution �鶹ԭ�� Upscale Commerce and the �鶹ԭ�� Emarsys Customer Engagement platform.
Perfumes y Esencias Fraiche, a Mexican company specializing in fragrances and essences that serves more than 20 million people through different sales channels, chose �鶹ԭ�� Commerce Cloud and �鶹ԭ�� Marketing Cloud. With these solutions, the company can strengthen its online presence to meet new consumer needs, using a solid digital strategy that enables personalized fragrance sales for its customers and through thousands of distributors.
WAGO Kontakttechnik GmbH & Co. KG is a leading German manufacturer of electrical connections and components, and a specialist in spring clamps for automation. It recently implemented �鶹ԭ�� Commerce Cloud solutions as part of its cloud transformation. With �鶹ԭ�� Commerce Cloud integrated with �鶹ԭ�� Marketing Cloud and the �鶹ԭ�� ERP application, it plans to provide a great e-commerce experience for its business-to-business (B2B) customers.
Wacker Chemie is a leading German player in highly developed specialty products for several industrial sectors. It recently implemented �鶹ԭ�� Commerce Cloud as its new B2B e-commerce system to increase sales and improve customer satisfaction.

Digital commerce solutions from �鶹ԭ�� are part of the portfolio, which goes beyond traditional CRM solutions by bringing together customer data, experiential and operational data, and machine learning.

To learn more, download a , including Gartner’s in-depth analysis of the digital commerce landscape.

�鶹ԭ�� was also recognized for the third consecutive year as a Leader in the 2021 Gartner Magic Quadrant for Sales Force Automation.** Additionally, Emarsys, now part of �鶹ԭ��, was recently named a Leader for the third time in the 2021 Gartner Magic Quadrant for Personalization Engines.***

Media Contact:
Samantha Finnegan, +1 (415) 377-0475, samantha.finnegan@sap.com, ET
�鶹ԭ�� 鶹ԭ�� Room;��press@sap.com

*Gartner, “Magic Quadrant for Digital Commerce,” Jason Daigler, Yanna Dharmasthira, Sandy Shen, Penny Gillespie, Mike Lowndes, Aditya Vasudevan, August 31, 2021.
**Gartner, “Magic Quadrant for Sales Force Automation,” Adnan Zijadic, Ilona Hansen, Melissa Hilbert, Steve Rietberg, August 4, 2021.
***Gartner, “Magic Quadrant for Personalization Engines,” Jason McNellis, Claire Tassin, Jennifer Polk, July 19, 2021.
Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
Gartner and Magic Quadrant are registered trademarks of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to �鶹ԭ�� are intended to identify such forward-looking statements. �鶹ԭ�� undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect �鶹ԭ��’s future financial results are discussed more fully in �鶹ԭ��’s filings with the U.S. Securities and Exchange Commission (“SEC”), including �鶹ԭ��’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
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This was originally published on the global �鶹ԭ�� News Center.

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Solving the Customer-Obsession Puzzle

�鶹ԭ�� News — Mon, 12 Jul 2021 06:12:04 +0000

Amazon, Netflix, Starbucks — these are examples of some companies with fiercely loyal followings. Their secret? They are customer-obsessed, which means they have placed customers at the heart of their business. They focus on building deep, long-lasting relationships that will turn customers into fans and brand ambassadors, who will become a source of sustainable profit for the business.

Singaporean businesses need to do more to become customer-obsessed. They currently fall short of consumers’ expectations by as much as 28% when it comes to being customer-centric, according to the by software company . Comparing Singapore customers’ expectations to what they experienced in reality, some areas that local businesses were found to be lacking include responsiveness within 24 hours to customer queries (78% vs 51%), acting on customers’ feedback to improve products and services (84% vs 58%), and having a reward programme customised to their interests (81% vs 54%).

This gap is a cause for concern as customer experience, rather than price, is a key driver of customer loyalty and ultimately revenue. After all, the Pareto Principle says 80% of a company’s future revenue typically comes from 20% of existing customers. “Consumers want to engage with companies that are authentic, understand their personal needs and preferences, and meet their expectations across the purchase journey. [Companies that can demonstrate] they have the customer at the core will be able to capture the hearts of their audiences, which will, in turn, bring in returning sales and brand loyalty that will drive long-term business growth,” says Peggy Renders, general manager and senior vice-president, Asia Pacific Japan.

“Customers are looking for brands who understand them, not opportunistic ones trying to sell them something. Providing authenticity and empathy fosters more genuine and lasting relationships with customers while showcasing brand values as a company that cares for its customers,” adds Dave Dabbah, chief marketing officer of , a customer lifecycle management and engagement platform provider.

New Rules of Customer Experience

The pandemic has led to shifts in consumer behaviour and expectations. Renders shares with The Edge Singapore three new customer experience trends that businesses should note. Firstly, consumers expect businesses to offer meaningful, memorable experiences as the pandemic has left individuals to look for deeper purpose and meaning in life. “Companies can [do so] by shifting their emphasis from the routine to the sublime, and find new ways to create and curate meaningful experiences across their products and solutions. These require customer data insights to deeply understand what customers need and desire,” she says.

Secondly, consumers demand businesses to be purpose-driven. They are increasingly engaging with brands and buying products that reflect their own values. According to the �鶹ԭ�� study, Singapore consumers have high standards of expectations around people, the planet and prosperity. This includes respecting the rights and welfare of workers, reducing gender and racial inequality, treating suppliers ethically, having specific policies to reduce and report carbon emissions, and a focus on sustainability and ethics in sourcing and selling their products. Renders notes that Singaporean businesses have shown “a positive shift towards building brand purpose and visibly demonstrating more societal concern and impact”. However, this increased focus is slow to trickle through all the layers in an organisation as “many companies do not see the immediate importance or direct outcomes of enhancing brand purpose if it does not improve their bottom line”, she explains. As such, she advises businesses to educate employees on their role in building brand purpose and social responsibility so that such activities do not serve as a branding exercise but a reminder of the organisation’s purpose and values. Thirdly, consumers want to take centre-stage as contributors. They are more open to providing opinions to receive better products and more personalised services. Businesses that can capture customer feedback — such as suggestions on new product design or offerings – and act on them will be in a better position to retain their competitiveness.

Integrating Systems to Be Customer-Obsessed

It takes more than just understanding evolving customer demands and making superficial changes to the business to become customer-obsessed. Singaporean businesses need to transform their operations to deliver exceptional and delightful customer experience throughout the purchase journey. One way of doing so is by building a connected customer journey. Customer journeys today are not linear and straight-forward. They are a series of handoffs between traditional and digital channels, which can vary by customer type. This is why Renders encourages businesses to connect their various customer touchpoints into “one cohesive, end-to-end lead-to-cash process that provides consumers with a seamless customer experience”.

Companies need to support their customers’ freedom to choose how, where and when to interact [and deliver] precise and personalised engagement at the right time.

Peggy Renders

Businesses can also gain actionable insights by integrating their data from multiple touchpoints. Renders explains that eliminating data silos enables business decision-makers to better understand the “interrelationships that exist throughout the customer journey so that they can create highly-personalised, seamless omnichannel experiences.” By consistently addressing a customer’s evolving needs and preferences, it can help businesses build a long-term relationship with the customer. Take the case of , for example. The Singapore online fashion retailer initially found it difficult to personalise digital communications across each stage of the customer lifecycle as it was using disparate IT tools. By implementing �鶹ԭ�� Emarsys Customer Engagement platform to remove organisational silos, Love, Bonito managed to create automated personalised customer journeys across email, on-site and paid channels. This resulted in a 67% increase in lead to first-time buyer conversion, five times higher spend from active customers and a 32% increase in average order value.

Fostering Customer Loyalty Through Mobile Apps

With over 90% of adults in Singapore owning a smartphone, mobile apps are becoming crucial for customer engagement and loyalty. But to do so, businesses need to first understand the user journey — like how, where and when users use their product or service — so that they can optimise the user experience.

Data analytics, such as funnel analysis, should be utilised to determine friction spots in the user journey that need to be targeted and resolved.

Dave Dabbah

Next, businesses should enhance their mobile app’s customer onboarding process — such as through an easy-to-use user interface and by offering incentives — to create a good impression on first-time customers and get them to use the app frequently. “The key to successful onboarding is ensuring new users experience the app’s unique value as soon as possible. Users will not explore the app further if they are not impressed by their initial experience, with research showing that more than one-third of users in Asia Pacific quit an app after just one use,” Dabbah adds. He also urges businesses to focus on building user habits. “No matter how exciting a user’s first experience with an app is, the novelty will wear off eventually. [This is why businesses] need to help users create new habits around the app until they no longer need a reminder to use it and keep coming back on their own,” he says.

In line with that, he advises businesses to “keep refreshing the users’ perception of their app as a must-have in their daily lives”. This can be done by asking for customer feedback, continually adding new features and enhancing the user interface, and personalising every customer interaction. Becoming customer-obsessed requires putting the customer at the centre while ensuring alignment with the brand’s purpose, as well as transforming operations and continuous innovation to win the hearts and wallets of customers. While this is no easy feat, Singaporean businesses that can do so will be poised to remain relevant in a future filled with uncertainties.

This article was first published on .

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