Wrapping Experiences Into The Business Digital Transformation Journey

Daniel Newman

When you hear “digital transformation,” what do you think of first? Many people believe a digital transformation is all about the customer, making it easier to connect and communicate with your buyers. Of course, consumer experience is essential, but it’s not the only consideration. A digital transformation is about employee experience, too – and balancing the two is the key to success.

Transforming experience across all channels

Essentially, a digital shift is broken up into two basic categories: Systems that benefit customers and those that benefit your internal organizational operations. For example, a complete transformation can include:

  • Implementing analytical platforms
  • Integrating automation software for internal and external processes
  • Managing new social media campaigns
  • Improving mobility with apps and platforms
  • Implementing online collaborative platforms or other systems that allow for remote operations

These technologies hold benefits for employees and customers, and a successful digital transformation will create harmony between both. By balancing the two concepts, the end result is improved customer relationships and employee experience. And as everyone knows, a happy employee makes a happy customer.

Above all, digital transformation should be about improving the overall experience for customers and employees alike. For consumers, this can mean better service, more targeted marketing, and a more intuitive shopping experience. For workers, this may mean more efficient workplace tasks, a better understanding of company goals, and even increased opportunities for remote work.

Let’s take a look at how digital technology affects these concepts.

Improving customer experience

The digital cup runneth over with technology that improves customer experience. CRM software, social media management platforms, and e-commerce platforms are just a few of the technologies that have changed the way we interact with customers.

If customer journey mapping can be likened to a blueprint, digital technologies are the tools to implement that plan. These kinds of platforms allow you to analyze your customers’ behaviors, determine their needs and pain-points, and market to them at just the right time. They let you communicate with your customers in a way that makes sense to them.

Find out how your customers communicate

By harnessing technology, you can identify whether your customers are Facebook fans, avid e-mail readers, or Twitter enthusiasts – and then reach them through the appropriate channel. Furthermore, digital technology is always improving user experience, from how your customers learn about your product to how they navigate your website.

We live in a society that’s ruled by experience; the better experience you offer customers, the more loyal they’ll be. It’s no secret they’re willing to pay more for better customer service. Digital technology gives you the power to make that encounter memorable.

Improving employee experience

Like customer experience, I believe a remarkable employee experience is just as important to the success of a business. Workers don’t want to work for a company that’s unorganized and inconsistent. Again, digital technology holds awesome potential here. Mobile technology and online collaboration platforms make it possible for thousands of employees to telecommute while still feeling emotionally invested in, and connected to, the company and their colleagues.

With technology like this, employees today can work from anywhere whenever they want, as long as they have a healthy Internet connection. And freedom is always an effective morale booster. Besides positively affecting your employees, it has some direct effects on business operations.

Remote workers mean less office space and less overhead. In fact, a survey of tech employees found that 53% of personnel would take a pay cut if it meant they would be able to drop the commute and work from home. Is there a better way to make your employees happy than by offering a comfortable workplace, better work-life balance, and more freedom?

Optimizing employee roles with digital technology

But it’s not just mobility that digital technology brings us; it makes your employees’ lives easier in other ways. For example, prior to analytical software, your sales and marketing employees had to do a lot of brainstorming to determine how to best reach customers. Now they can use digital technology to find out exactly what your customers need and how to deliver it to them. They can determine what makes a campaign work and what doesn’t. And they learn all of this without having to conduct extensive market research and spend time slogging through spreadsheets. This benefit is passed onto your customers in the form of intuitive marketing and a better shopping experience.

As you can see, digital technology creates an ecosystem beneficial to all involved. By balancing customer and employee experience using technology, you can create brand consistency across all channels. From in-store shopping to social media, marketing campaigns, and internal operations, digital technology lets you create a company-wide standard of excellence.

For more expert insight on using digital technology to improve employee satisfaction, listen to our Coffee Break with Game Changers on Managing Your Talent Ecosystem: Best Practices.

Comments

About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist

Why Executives Should Follow Kylie Jenner

Arif Johari

How do we convince executives to invest in social selling?

Start by telling your CEO, CIO, CTO, and CMO: “Well, Richard Branson, Mark Cuban, Elon Musk, Michael Dell, and Bill Gates, are all social CEOs – they’re on Twitter, LinkedIn, and they’re setting an example of thought leadership for their employees.”

If that doesn’t convince them, try these insights to convince your C-suite.

The online-shopping world that we live in lacks the warmth of great customer service that a brick-and-mortar may provide. We are social beings! We want to buy from, work with, and engage with PEOPLE! That’s where the human element of social selling comes in – we want to connect with the leaders of the corporations that we affiliating ourselves with.

Why do you think Kylie Jenner made $420 million in just 18 months and is on track to have a billion-dollar beauty brand by 2020? In comparison, it too Lancôme 80 years to became a billion-dollar beauty brand!

By connecting with her fans through Snapchat, Twitter, and Instagram, she gives her followers a glimpse into her life, and she’s an exemplary user of her own products. The consistent product placement shows followers the applicability of her products and allows her followers to live vicariously through her. Once they buy her lip kits, they review and praise the products on social media, which exponentially multiplies impressions of her products. Love her or hate her, you’ve got to give credit where credit is due.

So why aren’t executives getting onboard the social selling train?

They might be thinking: “I don’t understand the value; therefore, I’m not going to do it.” We have a habit of doing things we think make us successful, and if executives have been successful without using social media, they might wonder: “Why do I need to use social media?”

Most company executives get a little excited about the idea of “disruption.” There might be a few out there who are holding onto the reins tightly, not wanting to rock the boat too much, but most executives are visionaries in their industry and they understand the power of disruption, especially after seeing how some disruptive companies have changed their industries. For example, Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. Airbnb, the world’s largest accommodation provider, owns no real estate.

In order to convince executives to embrace social selling, you have to answer the question that is probably giving them pause: “How do we do this so we can remain relevant and authentic to our personal brand and the company’s brand?”

They’ll also want to know the ROI, so start with what’s in it for them:

  • 77% of buyers are more likely to purchase from a company whose CEO uses social media (MSL Group)
  • Social enterprises are 58% more likely to attract top talent and 20% more likely to retain it (LinkedIn)
  • SAP’s social sellers lift quota attainment by 60% and increase opportunity ownership by 200%, resulting in deals that are 600% larger in revenue on average (SellingPower)

How to get started

Executives may not have the time to update their social media profiles, so they’d need hand-holding, especially when they starting out with social selling.

Coach them to improve their social branding on LinkedIn and Twitter. It’s going to be pretty hard to convince employees throughout the organization to embrace social selling if the executives don’t even have a LinkedIn profile.

To maintain momentum, executives can use a prescriptive program that consists of social sharing, social listening, and social engagement, which they can execute in about 10 minutes per day. Tools like Grapevine6, LinkedIn Sales Navigator, and Videolicious play a big role during this execution stage.

A successful social selling program requires all employees to be involved, not just quota-carriers. As you move down the organization, develop a comprehensive social media training and enablement program. You’ll need guidelines, not rules, when encouraging employees to adopt social selling.

When every employee is actively communicating on behalf of the organization, they are increasing the visibility of the organization. Content shared by employees has 2x higher engagement versus the content shared by a company. And data like this – not to mention the example of Kylie Jenner – shows how valuable social selling is today.

Social selling has become such a hot topic that Coffee-Break with Game Changers is dedicating an entire series to exploring its various facets and promoting best practices for salespeople. To listen to other shows in this series, visit the SAP Radio area of the SAP News Center.

Comments

Arif Johari

About Arif Johari

He is a Communications lead, Digital Marketing generalist, and Social Selling advocate. He trains marketing and sales employees to become experts in Social Selling so that they’d leverage social media as a leads-generation tool. He is responsible for executing innovative marketing strategies to increase engagement in social media, customer community, and landing pages through content, events, and A/B testing. He is passionate in making the work processes of the marketing and sales team more efficient, so that they can generate more revenue in a shorter time.

Why Customers Love Online Shopping And How You Can Take Advantage Of It

Andre Smith

It’s no secret that consumers are flocking to online stores in droves. The retail industry is struggling and projected to continue doing so, as online shopping continues to grow. It’s essential for retail leadership teams to understand this trend in order to take advantage of it.

Customers love being able to shop online for a number of reasons:

  • It’s more convenient
  • There is more selection
  • They can compare products/prices more easily
  • Prices are often better
  • It allows for discreet purchasing

Successful e-commerce platforms are based on an understanding of the reasons online shopping has become so popular.

Consult the best resource: your own experience

You likely have done a lot of online shopping yourself. One of the simplest ways to figure out what works and what doesn’t is to reflect on your experiences as a customer. What online stores have you bought from that impressed you? What impressed you about them? Take note of what you like and try and integrate those points into your own online e-commerce platform.

Pay attention to how other online stores (good and bad) handle the following:

  • What are the return and exchange policies?
  • Was the site easy to navigate?
  • Was the customer service personable and of good quality?
  • What unique features, products, or services do they offer that appear to be popular?
  • How is their selection?
  • How is their pricing?

Facilitate impulse buying without looking like you’re doing it

One important thing to remember is that many customers say they prefer to shop online because it often costs less and, most importantly, decreases impulse buying. Retail leadership can respect their wishes while still encouraging impulse buys with several strategies, including:

  • Display similar products when a customer views an item or goes to checkout.
  • Suggest other products that pair well with the product they are buying – for example, a case to go with a camera.
  • Offer free shipping when spending a certain amount of money, which encourages people to buy additional items to meet that threshold.

These strategies net more business while making customers feel like you have helped supplement their purchase or provided them a good deal.

Gather data

When customers shop online, both at your store and elsewhere, they leave behind a virtual treasure trove of data about their habits you can use to your advantage. It might even be worth hiring a data analyst or having a dedicated member of your marketing team constantly monitoring this data. After all, the Internet changes fast, and your customers’ habits and wants are likely to change over time. When something in the data changes, particularly if it is part of a trend, you need to make changes to accommodate it.

Display tour trustworthiness

Except for a handful of online retailers that nearly everyone knows and trusts, it’s not always apparent to customers whether an online store is trustworthy or an item they are considering purchasing is genuine. It can be especially hard to establish yourself when your business is new.

There are some measures you can take, such as being part of professional associations and having a website and storefront that look exceedingly professional, to demonstrate your integrity. For example, if you sell gemstones, certificates of diamond authenticity can reassure a customer and make them feel comfortable buying from you.

Online shopping is how products are sold now and will be into the future. All businesses that offer products must, at the very least, seriously consider opening up a digital storefront. As a leader, it’s important to understand what customers are looking for (and what they aren’t) when they go shopping online, then not only give them what they want, but use the medium to your company’s advantage.

To learn more about customer behavior, interactions, and habits, read the Digitalist Magazine Executive Research, Primed: Prompting Customers to Buy.

Comments

About Andre Smith

An Internet, Marketing and E-Commerce specialist with several years of experience in the industry. He has watched as the world of online business has grown and adapted to new technologies, and he has made it his mission to help keep businesses informed and up to date.

Diving Deep Into Digital Experiences

Kai Goerlich

 

Google Cardboard VR goggles cost US$8
By 2019, immersive solutions
will be adopted in 20% of enterprise businesses
By 2025, the market for immersive hardware and software technology could be $182 billion
In 2017, Lowe’s launched
Holoroom How To VR DIY clinics

From Dipping a Toe to Fully Immersed

The first wave of virtual reality (VR) and augmented reality (AR) is here,

using smartphones, glasses, and goggles to place us in the middle of 360-degree digital environments or overlay digital artifacts on the physical world. Prototypes, pilot projects, and first movers have already emerged:

  • Guiding warehouse pickers, cargo loaders, and truck drivers with AR
  • Overlaying constantly updated blueprints, measurements, and other construction data on building sites in real time with AR
  • Building 3D machine prototypes in VR for virtual testing and maintenance planning
  • Exhibiting new appliances and fixtures in a VR mockup of the customer’s home
  • Teaching medicine with AR tools that overlay diagnostics and instructions on patients’ bodies

A Vast Sea of Possibilities

Immersive technologies leapt forward in spring 2017 with the introduction of three new products:

  • Nvidia’s Project Holodeck, which generates shared photorealistic VR environments
  • A cloud-based platform for industrial AR from Lenovo New Vision AR and Wikitude
  • A workspace and headset from Meta that lets users use their hands to interact with AR artifacts

The Truly Digital Workplace

New immersive experiences won’t simply be new tools for existing tasks. They promise to create entirely new ways of working.

VR avatars that look and sound like their owners will soon be able to meet in realistic virtual meeting spaces without requiring users to leave their desks or even their homes. With enough computing power and a smart-enough AI, we could soon let VR avatars act as our proxies while we’re doing other things—and (theoretically) do it well enough that no one can tell the difference.

We’ll need a way to signal when an avatar is being human driven in real time, when it’s on autopilot, and when it’s owned by a bot.


What Is Immersion?

A completely immersive experience that’s indistinguishable from real life is impossible given the current constraints on power, throughput, and battery life.

To make current digital experiences more convincing, we’ll need interactive sensors in objects and materials, more powerful infrastructure to create realistic images, and smarter interfaces to interpret and interact with data.

When everything around us is intelligent and interactive, every environment could have an AR overlay or VR presence, with use cases ranging from gaming to firefighting.

We could see a backlash touting the superiority of the unmediated physical world—but multisensory immersive experiences that we can navigate in 360-degree space will change what we consider “real.”


Download the executive brief Diving Deep Into Digital Experiences.


Read the full article Swimming in the Immersive Digital Experience.

Comments

Kai Goerlich

About Kai Goerlich

Kai Goerlich is the Chief Futurist at SAP Innovation Center network His specialties include Competitive Intelligence, Market Intelligence, Corporate Foresight, Trends, Futuring and ideation. Share your thoughts with Kai on Twitter @KaiGoe.heif Futu

Tags:

Jenny Dearborn: Soft Skills Will Be Essential for Future Careers

Jenny Dearborn

The Japanese culture has always shown a special reverence for its elderly. That’s why, in 1963, the government began a tradition of giving a silver dish, called a sakazuki, to each citizen who reached the age of 100 by Keiro no Hi (Respect for the Elders Day), which is celebrated on the third Monday of each September.

That first year, there were 153 recipients, according to The Japan Times. By 2016, the number had swelled to more than 65,000, and the dishes cost the already cash-strapped government more than US$2 million, Business Insider reports. Despite the country’s continued devotion to its seniors, the article continues, the government felt obliged to downgrade the finish of the dishes to silver plating to save money.

What tends to get lost in discussions about automation taking over jobs and Millennials taking over the workplace is the impact of increased longevity. In the future, people will need to be in the workforce much longer than they are today. Half of the people born in Japan today, for example, are predicted to live to 107, making their ancestors seem fragile, according to Lynda Gratton and Andrew Scott, professors at the London Business School and authors of The 100-Year Life: Living and Working in an Age of Longevity.

The End of the Three-Stage Career

Assuming that advances in healthcare continue, future generations in wealthier societies could be looking at careers lasting 65 or more years, rather than at the roughly 40 years for today’s 70-year-olds, write Gratton and Scott. The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.

It will be replaced by a new model in which people continually learn new skills and shed old ones. Consider that today’s most in-demand occupations and specialties did not exist 10 years ago, according to The Future of Jobs, a report from the World Economic Forum.

And the pace of change is only going to accelerate. Sixty-five percent of children entering primary school today will ultimately end up working in jobs that don’t yet exist, the report notes.

Our current educational systems are not equipped to cope with this degree of change. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is outdated by the time students graduate, the report continues.

Skills That Transcend the Job Market

Instead of treating post-secondary education as a jumping-off point for a specific career path, we may see a switch to a shorter school career that focuses more on skills that transcend a constantly shifting job market. Today, some of these skills, such as complex problem solving and critical thinking, are taught mostly in the context of broader disciplines, such as math or the humanities.

Other competencies that will become critically important in the future are currently treated as if they come naturally or over time with maturity or experience. We receive little, if any, formal training, for example, in creativity and innovation, empathy, emotional intelligence, cross-cultural awareness, persuasion, active listening, and acceptance of change. (No wonder the self-help marketplace continues to thrive!)

The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.

These skills, which today are heaped together under the dismissive “soft” rubric, are going to harden up to become indispensable. They will become more important, thanks to artificial intelligence and machine learning, which will usher in an era of infinite information, rendering the concept of an expert in most of today’s job disciplines a quaint relic. As our ability to know more than those around us decreases, our need to be able to collaborate well (with both humans and machines) will help define our success in the future.

Individuals and organizations alike will have to learn how to become more flexible and ready to give up set-in-stone ideas about how businesses and careers are supposed to operate. Given the rapid advances in knowledge and attendant skills that the future will bring, we must be willing to say, repeatedly, that whatever we’ve learned to that point doesn’t apply anymore.

Careers will become more like life itself: a series of unpredictable, fluid experiences rather than a tightly scripted narrative. We need to think about the way forward and be more willing to accept change at the individual and organizational levels.

Rethink Employee Training

One way that organizations can help employees manage this shift is by rethinking training. Today, overworked and overwhelmed employees devote just 1% of their workweek to learning, according to a study by consultancy Bersin by Deloitte. Meanwhile, top business leaders such as Bill Gates and Nike founder Phil Knight spend about five hours a week reading, thinking, and experimenting, according to an article in Inc. magazine.

If organizations are to avoid high turnover costs in a world where the need for new skills is shifting constantly, they must give employees more time for learning and make training courses more relevant to the future needs of organizations and individuals, not just to their current needs.

The amount of learning required will vary by role. That’s why at SAP we’re creating learning personas for specific roles in the company and determining how many hours will be required for each. We’re also dividing up training hours into distinct topics:

  • Law: 10%. This is training required by law, such as training to prevent sexual harassment in the workplace.

  • Company: 20%. Company training includes internal policies and systems.

  • Business: 30%. Employees learn skills required for their current roles in their business units.

  • Future: 40%. This is internal, external, and employee-driven training to close critical skill gaps for jobs of the future.

In the future, we will always need to learn, grow, read, seek out knowledge and truth, and better ourselves with new skills. With the support of employers and educators, we will transform our hardwired fear of change into excitement for change.

We must be able to say to ourselves, “I’m excited to learn something new that I never thought I could do or that never seemed possible before.” D!

Comments