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Procurement 2016: The Supply Chain Goes Digital

Emily Rakowski

The world today is a different place. There are officially more mobile devices than people. And with increasing frequency, we use these devices to manage our lives. To shop. To pay for things. To find restaurants and hail cabs. To network with our friends and family. Many of these same technologies have made their way into the enterprise. And they are transforming the way we work. Business networks, for instance, are changing the way we discover, connect, and collaborate with our trading partners. They are giving us access to insights and intelligence that allow us to make better, more informed decisions. They are, in essence, transforming procurement as we know it.

So what does the future hold? Here are five trends to watch:

1. Supply chains will go digital

Technology has driven a new wave of productivity by digitizing key financial and business processes and enabling collaboration across the organization. This trend will continue as best-in-class organizations leverage business networks to create a digital community of partners executing coordinated processes in a more organized and informed way than in the past.

2. Collaboration will increase – and fuel innovation

Many companies have taken steps to improve the efficiency and effectiveness of their supply chain operations by automating key processes such as procurement, orders, invoicing, and payment. And with good reason. Research shows that companies who have embraced digital strategies are seeing real value, boosting revenue more than nine percent, market valuation more than 12%, and profitability by over 26%.

Led by procurement, many of these companies will take things to the next level and enable new processes that drive more collaborative, intelligent, and transparent ways of operating. Processes like dynamic discounting that allow them to secure discounts that can be reinvested in research and development and funding to expand their business. Contingent workforce management through which they can identify and manage highly specialized resources needed to develop that next-generation product. Or joint solution development where they get innovations that enhance their products, and their partners get something they can market to others in the industry.

3. Business will run simpler

Personal networks from Facebook to Twitter have made it simple for consumers to shop, share, and consume in new and more informed ways. Business networks provide an equally easy and scalable way for companies to discover, connect, and collaborate with the trading partners and resources they need to operate in today’s dynamic world. Procurement will tap into these networks to create a simple, consumer-like experience where, with just a few clicks, they can shop for goods and services, place and manage orders and pay for them electronically, and view and manage spend across all major categories through a single, connected platform. With network-based spot buying they can also improve the purchasing process for low-value, non-sourced items and eliminate maverick buying.

4. Lines will blur

Fueled by digital technologies, procurement will take the lead in integrating business processes and collaborating across functions in entirely new ways that drive value. Chief procurement officers (CPOs) will, for instance, engage in helping to manage the financial supply chain, turning payables into a profit center because they have real-time visibility into whether an invoice is okay to pay and whether it has been matched against purchase orders and contracts. Or extending days payable outstanding to improve the overall balance sheet while at the same time offering early payment discounts to suppliers to mitigate both financial and supply risk. According to Future of Procurement, a recent survey conducted by Oxford Economics, 54% of executives say that procurement managing accounts payable is significantly changing the way the function operates.

5. Procurement will get smarter

Like their social counterparts, business networks house incredible amounts of insights and data. Procurement will unleash the power of this information to optimize their supply chain decisions and accelerate innovation and growth. They may, for instance, access performance ratings on potential trading partners along with recommendations from the community to determine who to do business with. Or detect risk across the multi-tier supply chain based on world events and geo-political risk factors. They might combine in-the-moment demand data with historic trends to predict stock outages before they happen and direct replenishment. Or gain real-time insights into invoice approval status to more efficiently manage cash.

In today’s global and connected economy, digital supply chains are the on ramp to innovation and success. And if you want to be among the winners, you need to get on the highway and go fast. Start today by re-imagining your supply chain. Develop digital strategies that allow you to proactively evolve ahead of the competition. Employ comprehensive solutions that support the entire source-to-settle process and create value for all parties involved in it.

Don’t just think about the future, see it and shape it to your advantage.

Emily Rakowski is Global Vice President for Ariba, an SAP Company.

For more on the future direction of sourcing and procurement, see The Future of Procurement, a series of reports by Oxford Economics.

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Emily Rakowski

About Emily Rakowski

Emily Rakowski is the Global Vice President, Audience Marketing and Demand Management, SAP Ariba. She is an entrepreneurial and passionate marketing and demand management executive with 20+ years leadership experience in the software and consulting industries.

Innovator Or Follower? Reimagined Processes Keep Distributors In The Lead

Karen Lynch

The world is moving ever faster. Customers demand a wider variety of products and services with shorter delivery times. Competitive markets demand that wholesale distributors become more efficient.

To survive in this environment, distributors must rethink their business processes. Leading companies are using digital technology to optimize business outcomes. They are implementing bold initiatives to automate core administrative business processes. They are changing the way they operate by changing or eliminating fundamental business processes. They are moving from being reactive and slow to agile, proactive, and insight-driven.

Distribution companies are taking a fresh look at their key processes. They often find that any process can be more modern or digitized. To stay ahead of competition, the time to plan and execute is now.

Here are some ways distributors are approaching this challenge.

Become easier to do business with

The customer experience today is a lifecycle, not just an individual interaction. Customers expect a consistent experience during every touch point with your organization. Leading distributors provide a variety of ordering channels. These include call centers, websites, text messages, and in-person interaction. The goal is to deliver the exact products and services customers need at the time they need them.

Establish detail-driven customer engagement

Distributors are becoming more efficient by focusing on their best customers. They are gathering information through segmentation and stratification of their customer base. These details can help transform marketing activities, personalize user experiences, and grow customer loyalty. Companies can then nurture the most profitable customers. And they can take insight-driven action to improve relationships with the least profitable customers.

Enable predictive analytics

Companies should use data should to forecast and predict, not to reminisce. Imagine being able to tell your customers which products they will need and when they will need them. Companies use predictive analytics and up-to-the-minute insight to react to trends in real time.

Address operational efficiency and bottom-line results

With an eye toward higher efficiency, distributors are reimagining their operations as well. They negotiate the best deals with suppliers to improve margins, pricing, and inventory levels. They use solutions for integrated strategic sourcing and supplier management to achieve 8–14% savings. Companies use optimized operations for complex, high-volume financial processing. This can be valuable for their own company or as a service for business partners. For many companies, rebate and chargeback processes are still manual. This can leave significant revenue on the table. But digital solutions can automate these processes, identifying every opportunity to collect.

Leverage business networks

Distributors are leveraging the value of business networks. They can automatically order and pay for goods and services, both direct and indirect. Pre-defining suppliers, pricing, safety stock and reorder points enables touch-less and automated processing. Automation of these manual processes gives employees time to focus on customer-centric activities. This helps improve loyalty and increase sales.

Innovator or follower?  The choice is yours

In today’s digital economy, wholesale distributors must reimagine business processes to remain competitive and best serve customers. Distributors with vision are leading the way for the rest of the industry.

To learn more about digital transformation for wholesale, click here.

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Karen Lynch

About Karen Lynch

Karen Lynch is the Vice President, Global Wholesale Distribution Industry Business Unit at SAP. She sets the vision and direction and execute the go to market plan to address the needs of Wholesale Distributors across the globe by using SAP solutions.

Top Tech Partnerships Transforming The IT Industry

Kevin Ichhpurani

The recent unprecedented partnership announcement between SAP and Apple is just the latest in a string of game-changing partnerships and mergers in the tech industry. Driven by the relentless pace of innovation, the technology sector is only one of numerous industries that are moving quickly to ensure they stay relevant.

For example, leading healthcare companies are partnering with technology goliaths like Google to create life-changing innovations that will transform our world, such as surgical robots for non-invasive surgery. Industries ranging from automotive and academia to insurance, banking, and beyond are feeling the impact of digital disruption, competing through new digital ecosystems, and responding in ways that will reinvent how we live and work.

Let’s take a closer look at some of the latest key technology partnerships.

1. Apple and SAP

The recently announced SAP and Apple partnership is a revolutionary breakthrough for business. It will combine native apps for iPhone and iPad with the enterprise capabilities of the SAP HANA Cloud Platform. It allows developers, partners, and customers to build iOS apps tailored to their business needs in order to manage critical business operations.

The business capabilities for apps enabled by this partnership are endless. Imagine having a virtual assistant who not only responds to your requests, but also proactively reaches out to let you know when there are situations you need to be aware of. In fact, some of the first apps will contain functionality, referred to as co-pilot, which is touted as the first true digital assistant in the enterprise.

Here’s an example of how co-pilot functionality works. A machine in the production line is overheating. A sensor flags the issue to the inspector bot and to your app. The app with co-pilot functionality notifies you – in natural human language via text, action, or voice – and provides relevant information on the issue and suggestions on the best course of action to take. The app monitors the situation and helps you to quickly solve the problem by facilitating the proper service procedures and ensuring that you are kept abreast of the resolution. Importantly, the app will learn from behavioral data to improve its recommended actions in the future.

Tim Cook, Apple’s CEO stated, “This partnership will transform how iPhone and iPad are used in enterprise by bringing together the innovation and security of iOS with SAP’s deep expertise in business software. As the leader in enterprise software and with 76% of business transactions touching an SAP system, SAP is the ideal partner to help us truly transform how businesses around the world are run on iPhone and iPad.”  

2. Cisco and Ericsson

“In a world driven by mobility, cloud, and digitalization, the networks of the future will require new design principles to ensure they are agile, autonomous, and highly secure.” So said technology giants Cisco and Ericsson when they announced a sweeping strategic partnership to create the “networks of the future”.

The multifaceted partnership touches virtually all aspects of both companies, from sharing patents and intellectual property rights to joint development and creation of new products to collaborating on global services capabilities including consulting, integration, and support.

Together, the companies plan to offer the best of both companies – routing, data center, networking, cloud, mobility, management and control, and services – across network architectures from devices and sensors to access and core networks to the enterprise IT cloud.

Cisco and Ericsson are dramatically reinventing themselves to meet the realities of the digital economy, and enabling their customers to accelerate their own business transformations. By delivering an end-to-end product and services portfolio and joint innovation, they plan to provide the mobile enterprise experience of the future and speed the platforms and services needed to digitize countries and create the Internet of Things ecosystem.

Customers will not be the only beneficiaries of this partnership. The companies expect an incremental revenue opportunity of $1 billion or more for each company by calendar year 2018. Plus, in February 2016, the partners expanded their agreement to include Intel and Verizon, with the goal to develop a 5G router for business and residential service, and accelerate 5G innovations. (Apple, Nokia, and Qualcomm are also members of a Verizon-led initiative to develop and test 5G wireless technologies.)

Cisco CEO Chuck Robbins commented on the need for partnerships these days, saying, “In today’s fast-paced world, next-generation strategic partnerships allow us to innovate and move with greater speed.”

3. Dell and EMC

This is a merger as opposed to a partnership. But I had to mention it because it is one of the largest tech mergers to date, and it will have a widespread impact on the IT industry and beyond.

At the EMC World event this month, Dell Chairman and CEO, Michael Dell, said the merger will create a next-breed technology company that strategically covers the “customers’ entire infrastructure, from hardware to software services, from the edge to the core to the cloud.”

The $67 billion Dell and EMC deal also directly involves several well-known companies that they refer to as the ‘family of companies’ currently owned by one of the two tech giants, including VMware, Pivotal, SecureWorks, RSA, and Virtustream. The merger still has some hurdles to cross, but if it closes as expected by October, the combined company will have close to 170,000 employees.

The ripple effect across industries

These significant deals are part of a larger global trend of partnerships, alliances, and consolidations. The impact of some of these major technology partnerships and mergers is expected to cause a ripple effect across multiple sectors and the global business landscape.

This is only the beginning; I’m eager to see where these technology partnerships can take us.

Learn more about the Apple and SAP partnership to revolutionize work on iPhone and iPad.

For an in-depth look at how technology is changing the business landscape, download the SAP eBook, The Digital Economy: Reinventing the Business World.

To learn more about the multiple factors driving digital transformation, download the SAP eBook, Digital Disruption: How Digital Technology is Transforming Our World.

Discover how the Mobile Industry is Now Simpler Then Ever.

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Kevin Ichhpurani

About Kevin Ichhpurani

Kevin Ichhpurani is EVP of Strategic Business Development at SAP.

Live Businesses Deliver a Personal Customer Experience Without Losing Trust

Lori Mitchell-Keller, Brian Walker, Johann Wrede, Polly Traylor, and Stephanie Overby

Trust is the foundation of customer relationships. People who don’t trust your business are not likely to become or remain customers.

The trust relationship has taken some big hits lately. Beloved brands like Chipotle and Toyota have seen customer trust ebb due to public perception of their roles in safety issues. Consumers continue to experience occasional data breaches from large brands.

Yet these traditional threats have short half-lives. The latest threat could last forever.

Most customers claim they want personalization across all the channels in which they interact with companies. Such personalization should create long-term loyalty by creating a new level of intimacy in the relationship.

sap_Q216_digital_double_feature3_images2But that intimacy comes at a high price. For personalization to work, brands need to gather unprecedented amounts of personal information about customers and continue to do so over the course of the relationship. Customers are already wary: 80% of consumers have updated their privacy settings recently, according to an article in VentureBeat.

Companies must get personalization right. If they do, customers are more likely to purchase again and less likely to switch to a competitor. Personalization is also an important step toward the holy grail of digital transformation: becoming a Live Business, capable of meeting customers with relevant and customized offers, products, and services in real time or in the moments of customers’ choosing.

When done wrong, personalization can cause customers to feel that they’ve been deceived and that their privacy has been violated. It can also turn into an uncomfortable headline. When Target used its database of customer purchases to send coupons for diapers to the home of an expectant teen before her father knew about the pregnancy, its action backfired. The incident became the centerpiece of a New York Times story on Target’s consumer intelligence gathering practices and privacy.

Straddling the Line of Trust

Customers can’t define the line between helpful and creepy, but they know it when they see it.

Research conducted by RichRelevance in 2015 made something abundantly clear: what marketers think is cool may be seen as creepy by consumers. For example, facial-recognition technology that identifies age and gender to target advertisements on digital screens is considered creepy by 73% of people surveyed. Yet consumers were happy about scanning a product on their mobile device to see product reviews and recommendations for other items they might like, the survey revealed. Here’s what else resonates as creepy or cool when it comes to digital engagement with consumers, courtesy of RichRelevance and Edelman Berland (now called Edelman).

Creepy

  • Shoppers are put off when salespeople greet them by name because of mobile phone signals or know their spending habits because of facial-recognition software.
  • Dynamic pricing, such as a digital display showing a lower price “just for you,” also puts shoppers off.
  • When brands collect data on consumers without their knowledge, 83% of people consider it an invasion of privacy, according to RichRelevance’s research, and 65% feel the same way about ads that follow them from Web site to Web site (retargeting).

Cool

  • Shoppers like mobile apps with interactive maps that efficiently guide them to products in the store.
  • They also like when their in-store location triggers a coupon or other promotion for a product nearby.
  • When a Web site reminds the consumer of past purchases, a majority of shoppers like it.

There are no hard-and-fast rules about which personalization tactics are creepy and which are cool, but trust is particularly threatened in face-to-face interactions. Nobody minds much if Amazon sends product recommendations through a computer, but when salespeople approach customers like a long-lost friend based on information collected without the customer’s knowledge or permission, the violation of trust feels much more personal and emotional. The stage is set for an angry, embarrassed customer to walk out  the door, forever.

sap_Q216_digital_double_feature3_images3It doesn’t help that the limits of trust shift constantly as social media tempts us to reveal more and more about ourselves and as companies’ data collection techniques continue to improve. It’s easy to cross the line from helpful to creepy or annoying (see Straddling the Line of Trust).

Online, customers are similarly choosy about personalization. For example, when online shoppers are simply looking at a product category, ads that matched their prior Web-browsing interests are ineffective, an MIT study reports. Yet after consumers have visited a review site to seek out information and are closer to a purchase, personalized content is more effective than generic ads.

Personalization Requires a Live Business

Yet the limits of trust are definitely shifting toward more personalization, not less. Customers already enjoy frictionless personalized experiences with digital-native companies like Uber, and they are applying those heightened expectations to all companies. For example, 91% of customers want to pick up where they left off when they switch between channels, according to Aspect research. And personalization is helpful when you receive recommendations for products that you would like based on previous in-store or online purchases.

sap_Q216_digital_double_feature3_images-0004Customers also want their interactions to be live—or in the moment they choose. Fulfilling that need means that companies must become Live Businesses, capable of creating a technological infrastructure that allows real-time interactions and that allows the entire organization—its structure, people, and processes—to respond to customers in all the moments that matter.

Coordinating across channels and meeting customers in the right moments with personalized interactions will become critical as the digital economy matures and customer expectations rise. For instance, when customers air complaints about a brand on social media, 72% expect a response within an hour, according to consulting firm Bain & Company. Meanwhile, an Accenture survey found that nearly 60% of consumers want real-time promotions; 48% like online reminders to order items that they might have run out of; and 51% like the idea of a one-click checkout, where they can skip payment method or shipping forms because the retailer has saved their preferences. Those types of services build trust, showing that companies care enough to understand their customers and send offers or information that save them time, money, or both.

So while trust is difficult to earn, once you’ve earned it and figured out how to maintain it, you can have customers for life—as long as you respect the shifting boundaries.

“Do customers think the company is truly acting with their best interests at heart, or is it just trying to feed the quarterly earnings beast?” asks Donna Peeples, a customer experience expert and the former chief customer experience officer at AIG. “Customer data should be accurate and timely, the company should be transparent about how the data is being used, and it should give customers control over data collection.”

sap_Q216_digital_double_feature3_images-0005How to Earn Trust for a Live Business

Despite spending US$600 billion on online purchases, U.S. consumers are concerned with transaction privacy, the 2015 Consumer Trust Survey from CA Security Council reveals. These concerns will become acute as Live Businesses make personalization across channels a reality.

Here are some ways to improve trust while moving forward with omnichannel personalization.

  • Determine the value of trust. Customers want to know what value they are getting in exchange for their data. An Accenture study found that the majority of consumers in the United States and the United Kingdom are willing to have trusted retailers use some of their personal data in order to present personalized and targeted products, services, recommendations, and offers.
    “If customers get substantial discounts or offers that are appealing to them, they are often more than willing to make that trade-off,” says Tom Davenport, author of Big Data at Work: Dispelling the Myths, Uncovering the Opportunities. “But a lot of companies are cheap. They use the information but don’t give anything back. They make offers that aren’t particularly relevant or useful. They don’t give discounts for loyalty. They’re just trying to sell more.”
  • Let customers make the first move. Customers who voluntarily give up data are more likely to trust personalization across the channels where they do business. Mobile apps are a great way to invite customers to share more data in a more intimate relationship that they control. By entering the data they choose into the app, customers won’t be annoyed by personalization that’s built around it.
    For example, a leading luxury retailer’s sales associates may offer customers their favorite beverages based on information they entered into the app about their interests and preferences.
  • Simplify data collection and usage policies. Slapping a dense data- use policy written in legalese on the corporate website does little to earn customers’ trust. Instead, companies should think about the customer data transaction, such as what information the customer is giving them, how they’re using it, and what the result will be, and describe it as simply as possible.
    “Try to describe it in words so simple that your grandmother can understand it. And then ask your grandmother if it’s reasonable,” suggests Elea McDonnell Feit, assistant professor of marketing at Drexel University’s LeBow College of Business. “If your grandmother can’t understand what’s happening, you’ve got a problem.”
    The use of data should be totally transparent in the interaction itself, adds Feit. “When a company uses data to customize a service or offering to a customer, the customer should be able to figure out where the company got the data and immediately see how the company is providing added value to the customers by using the data,” Feit says.
  • Create trust through education. Yes, bombarding customers with generic offers and pushing those offers across the different Web sites they visit may boost profits over the short term, but customers will eventually become weary and mistrustful. To create trust that lasts and that supports personalization, educate the customers.

Procter & Gamble’s (P&G’s) Mean Stinks campaign for Secret deodorant encourages girl-to-girl anti-bullying posts on Twitter, Facebook, and Instagram. The pages let participants send apologies to those they have bullied; view videos; and share tips, tools, and challenges with their peers.

P&G has said that participation in Mean Stinks has helped drive market share increases for the core Secret brand as well as the specific line of deodorant promoted by the effort. Offering education without pushing products or services creates a sense that companies are putting customers’ interests before their own, which is one of the bedrock elements of trust. Opting in to personalization seems less risky to customers if they perceive that companies have built up a reserve of value and trust.

“Companies that do personalization well demonstrate that they care, respect customers’ time, know and understand their customers and their needs and interests,” says Peeples. “It also reinforces that interactions are not merely transactions but opportunities to build a long-term relationship with that customer.”

Laying the Foundation for Live, Personalized Omnichannel Processes

sap_Q216_digital_double_feature3_images-0006Creating a personalized omnichannel strategy that balances trust and business goals starts with knowing the customer. This can happen only when multiple aspects of your business are coordinated in a live fashion. But marketers today struggle to collect the kind of data that could drive more meaningful connections with customers. In an Infogroup survey of more than 500 marketers, only 21% said they are “very confident in the accuracy and completeness of their customer profiles.” A little over half of respondents said they aren’t collecting enough data overall.

Collecting enough of the right types of data requires more holistic data-collection techniques:

  • Take advantage of the lower costs for processing and storing terabytes of data, and develop a data strategy that combines and crunches all the customer data points needed to drive relevant interactions. This includes transactional, mobile, sensor, and  Web data.
  • Social media analytics is also a central tactic. Social profiles and activity are rich sources of data about behavior and character, merging what people buy or look for with their interests, for instance. Such data can feed predictive analytics and personalization campaigns.
  • Experiment with commercial tools that can filter and mine the data of customers and prospects in real time. This is a significant step beyond basic demographic data collections of the past.

sap_Q216_digital_double_feature3_images-0007Once the necessary data is available, companies need the technology, processes, and people to make sensible use of it in an omnichannel personalization strategy. Only when a company is organized as a Live Business can that happen. Here’s how your company can move toward being a Live Business:
Be live across channels. Having a consistent customer journey map across channels is core to omnichannel personalization. It requires integration across multiple systems and organizational silos to enable core capabilities, such as inventory visibility and purchase/pickup/return across channels. This integration also constitutes a major chunk of the transition to becoming a company that can act in the moments that matter most to customers. If all channels can sync in real time, customers can get what they want in the moment they want it.

Free the data scientists. Marketing rarely has full control over the omnichannel experience, but it is the undisputed leader in understanding customer behavior. While data science is part of that understanding, it has traditionally played a background role. Marketers need to bring the data scientists into efforts to sort through the different options for digitizing the omnichannel experience. The right data scientists understand not only how to use the tools but also how to apply the data to make accurate decisions and follow customers from channel to channel with personalized offers.

Walgreens’ Technology Approach to Personalization

Walgreens is a leader in building the kind of technology base that can enable real-time, omnichannel personalization. Its digital transformation is 16 years in the making, according to Jason Fei, senior director of architecture for digital engineering at Walgreens. At the heart of its infrastructure is a Big Data engine that feeds many customer interaction and omnichannel processes, including customer segmentation. The company adds third-party systems in areas such as predictive analytics and marketing software. Walgreens has a cloud-first strategy for all new applications, such as its image-processing and print-ordering applications. Other elements of the drugstore chain’s technology platform include:

  • Application programming interface (API)-driven architecture. Walgreens’ APIs enable more than 50 partners to connect with its apps and systems to drive customer-facing processes, including integrations with consumer wearables to drive reward points for healthy habits, as well as content partnerships with companies such as WebMD. “With APIs we can be an extensible business, allowing other companies to connect to us easily and help in the digital enablement of our physical stores,” Fei says.
  • Responsive Web sites. The company’s Web site is built using responsive and adaptive design practices so that the site automatically adapts to the consumer’s device, whether that is a mobile phone, tablet, or desktop computer. “We have a single code base that runs anywhere and delivers a consistent, optimized experience to all of our customers,” Fei says.

Making the Most of the Technology Base

This technology foundation has allowed Walgreens to push forward in personalization. For example, according to Fei the company uses sophisticated segmentation and personalization engines to drive outbound e-mail and text campaigns to customers based on their purchase history and profile. “We don’t blast out messages to customers; we use our personalization recommendations to be relevant,” says Fei.

The next phase of this strategy is to develop live inbound personalization tactics, such as recognizing customers when they come back to the Web site and tailoring their experience accordingly. These highly automated, self-learning systems improve over time, becoming more relevant at the moment a customer logs back in.

“When you search for a product, the Web site will take a good guess of what you might actually want. If you always print greeting cards at the same time of year, for example, the system would automatically deliver content around that,” Fei explains. “Everyone comes to Walgreens with a mission, so we can be very targeted with our communications.”

Walgreens’ mobile app combines real-time personalization with convenience. You can scan a pill bottle to refill a prescription, access coupons, send photos from your phone to print in the store, track rewards, and find the exact location of a product on the shelf.

Walgreens also recently deployed a new integrated interactive voice-response system that includes a personalization engine that recognizes the individual, says Troy Mills, vice president of customer care at Walgreens. The system can then predict the most probable reason for the customer’s call and quickly get them to the right individual for further help.

How to Get Started with Live Customer Experiences

sap_Q216_digital_double_feature3_images-0008As Fei can attest, getting Walgreens’ omnichannel and personalization infrastructure to this point has involved a lot of work, with much more to come. For companies just now embarking on this journey, especially midsize and large companies, getting started will mean overhauling an outdated and ineffective technology infrastructure where duplicate systems and processes for managing customer data, marketing programs, and transactions are common.

A bad internal user experience often transcends into a bad customer-facing experience, says Peeples. “We can’t afford the distractions of the latest app or social ‘shiny penny’ without addressing the root causes of our systems’ issues.”

Live Business Requires Striking the Right Balance

The boundaries of trust are a moving target. Sales tactics that used to be acceptable decades ago, such as the door-to-door salesperson, are unwelcome today to most homeowners. And consumers’ expectations are unpredictable. At the dawn of social media, many people were anxious about their photos unexpectedly showing up online. Now our identities are tagged and our posts and photos distributed and commented on regularly.

But while consumers are getting more comfortable with online technology and its trade-offs, they won’t put up with personalization efforts that make use of their data without their knowledge or permission. That data has value, and customers want to decide for themselves when it’s worth giving it away. Marketers need to strike the right balance between personalization and a healthy respect for the unique needs and concerns of individuals. D!

 

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Lori Mitchell-Keller

About Lori Mitchell-Keller

Lori Mitchell-Keller is the Executive Vice President and Global General Manager Consumer Industries at SAP. She leads the Retail, Wholesale Distribution, Consumer Products, and Life Sciences Industries with a strong focus on helping our customers transform their business and derive value while getting closer to their customers.

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How Mobile Technology Impacts The HR Industry

Meghan M. Biro

We use mobile devices for nearly everything, from shopping and researching to scheduling our daily lives. In fact, more than 85 percent of U.S. millennials own a smartphone and use it frequently throughout the day.

Businesses are already optimizing their use of mobile technology to reach their customers and to make their employees work lives more efficient, but there’s one area where they’re overlooking a huge opportunity: Human resources. 

Mobile use for HR needs

Considering how tethered many of us are to our smartphones, it should come as no surprise that employees appreciate mobile access to information as much as customers. A recent study by ADP found that 37 percent of mobile users rely on their smartphones to access pay information through an HR app. That’s a significant chunk of the workforce already turning to mobile solutions—and those numbers will only continue to grow.

I’ve said for years that the world is growing ever more global and mobile and HR has to be, too. To reach the right talent, you need to be mobile-friendly in design and ease of usage. HR should always go where the talent is – and these days it’s on mobile.

Harnessing the power of mobile—and cloud technology—will provide business with opportunities to make huge changes for the better.

Use technology to attract a younger workforce

Baby boomers are quickly reaching retirement, and the new workforce is made up of tech-savvy millennials—with the equally savvy Generation Z not far behind.

These younger professionals have a different perspective, work ethic, and set of expectations for employment. Mobility is their calling card; one study by Aruba Networks found that the “#GenMobile” demographic prefers flexibility when it comes to where they work, and when. An estimated 37 percent of workers telecommute full-time, with the average worker telecommuting two days a month. Technology has given us not just mobile devices, but also a mobile lifestyle.

Competition in the job market is fierce; businesses are clamoring to find the best talent, wherever it may be. Many companies are changing their HR processes to attract and retain workers—not just by tossing around perks like flexible hours or unlimited vacation days, but also through the smart use of mobile technology.

Mobile HR apps

Mobile HR apps help put data at employees’ fingertips—but what does that really mean? Here’s an example: ADP’s mobile app already has more than two million downloads, and less than two percent of customers have opted out of the service. The ADP app allows employees to access data like pay information anytime, anywhere.

This kind of 24/7/365 connectivity is important to a generation of wired-in (or, more precisely, wireless) professionals. To take this example a little further, let’s have a look at what else employees can do with the ADP app:

  • View payroll statements.
  • Clock in and out.
  • Send messages if they’re running late or going to be absent.
  • Request time off.
  • Track their schedules.
  • Review benefits, savings accounts, and spending accounts.
  • Create or revise timesheets.

Mobile recruiting

Mobile technology isn’t just affecting how employees access information; it’s changing the way businesses recruit new employees. According to Capterra, a free service to help companies find the right software, 2016 will be the year more HR tools offer mobile functionality and HR professionals use their mobile devices to apply, recruit and work. Capterra projects that those numbers will continue to grow in 2016 as more of online activities move to mobile.

According to Deloitte’s Global mobile consumer survey, 97 percent of adults aged 18-24 check their mobile phones within three hours of waking up and check their mobile devices an average of 74 times per day. The same research reveals that 50 percent of users of all ages check their phones one last time, 15 minutes before going to sleep. Mobile is where the people (and the candidates) are and where they will be in increasing numbers as time goes on.

Social media platforms, like LinkedIn and Facebook, are quickly becoming the go-to way for businesses to find and communicate with potential candidates. An Aberdeen study found that 73 percent of 18-34-year-olds found their last job through a social network and 89 percent of recruiters have hired an employee through LinkedIn.

Undoubtedly, mobile technology and apps have made a huge impact on both internal and external HR functions.

Consumer products and technology have conditioned us to use mobile for a variety of needs, and employees expect the same responsiveness and ease of use in workplace applications. Mobile apps are beneficial across the board: They bring your business into the 21st century, increase HR accessibility, and allow you to reach a wider audience for recruiting, communication, and marketing.

Mobile is fast becoming the rule rather than the exception. Businesses need to get moving on the implementation of mobile technology throughout all departments, especially HR.

For more on how cutting-edge technology is transforming HR, see How Big Data Drives HR In 2016.

A version of this post was originally published on Converge.xyz.

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