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Big Social Media Data: 2012 Election Edition

Jen Cohen Crompton

Facebook Candidate AdsThere’s no doubt that social media played a role in reaching the American public during the 2008 presidential election, and that the Obama campaign leveraged it’s existence in the space to their full advantage to reach that new breed of voters – the young and the tech savvy.

In 2008, there were three million Twitter accounts, surely an influential audience that Obama captured and engaged.

In 2012, both the Obama and Romney camps took the same view on their social media outreach – they made it a priority. With an increase to over 70 million users on Twitter and a billion on Facebook, social media was a space they could not ignore and they had to craft an effective strategy to promote their views and persuade voters (sources: twitter.com; facebook.com).

From Facebook ads to direct messages on Twitter and advocacy groups pushing their own messages, the social media efforts of the candidates could not be avoided (just like those pesky TV ads we all love to hate).

As much as some hate to admit, the role of social media was so popular in this election that most of the major news networks had a “social media correspondent” who was monitoring the sentiment and mentions to report back on the “raw” social media feedback that was instantly flowing in. At one point, there were a recorded 358 million tweets per minute mentioning the election and the top trending topics were all politically-driven (ABC News).

So as Obama and Romney waited in their respective hotel rooms, they surely asked their staff to listen in on the social media conversation and find out what was being said. This was consistent with what they had to do throughout the entire campaign as they carefully crafted and adjusted the messages they were blasting into the social sphere.

…and this demonstrates the ongoing need of evaluation of social media big data – the massive amounts of user generated data being collected from as many social resources as possible. Through the campaign season, from an evaluation of Twitter user sentiment, Obama had 98 million mentions with 45 percent of those being positive. Romney had a lesser 85 million mentions, with 49 percent positive (source: ABC News).

A further look into Twitter demographics as of August 31, 2012, shows that 55 percent of users are 35 or older (average age is 37.3) with a 40/60 percent split men to women respectively (source: pingdom.com article). Interesting way to look at unsolicited feedback and attribute the sentiment.

Another source of information was Facebook. What was interesting to review was the way each campaign used the outlet. The Obama for America Facebook page has 32 million likes with approximately 3 million, or 10 percent of those likes chatting it up in the space. The page was used throughout the campaign to feature persuasive images of Obama supporting his presidential image – a politician, a hard worker with America’s best interest at heart, and of course, a family man. President Obama’s paid Facebook ads on the day of the election were more about encouraging Americans to vote, rather than discussing the issues.

Mitt Romney’s Facebook page had approximately 12 million likes with 3 million talking about him, approximately 25 percent of his audience. The Romney page also featured images reinforcing his reputation as a smart businessman, strong leader, and devoted husband. Although a little stiffer and less engaging, the images were visual and strong and garnered audience interaction. Election day campaign ads from the Romney campaign were more issue-driven and provided a last push on what Romney will do when elected as the nation’s president.

Questions about the strongest influences on this election have included, “Who had the better celebrity supporters?” and, “Who had more money to push out ads and get media attention?” What about, “Who had the best social media coordinator?” Social media will only continue to grow its presence and importance in influential and historical events of the world. The importance of tapping into and analyzing real-time big data as these events are happening will becoming increasingly important and this will not go away anytime soon.

http://blogs.sap.com/innovation
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About Jen Cohen Crompton

Jen Cohen Crompton is a SAP Blogging Correspondent reporting on big data, cloud computing, enterprise mobility, analytics, sports and tech, and anything else innovation-related. When she's not blogging, she can be caught marketing, using social media and/or presenting at conferences around the world. Disclosure: Jen is being compensated by SAP to produce a series of articles on the innovation topics covered on this site. The opinions reflected here are her own.

The Risk And Reward Of Big Data – Part 2

Quentin Clark

Despite some of the challenges regarding data rights, data protection, and privacy, Big Data has already had a significant impact on society, on how we work and live. But there is more to come. Data scientists and domain experts, with the aid of modern analytic and in-memory technologies, have made great advancements; however we are just scratching the surface when it comes to unearthing the value from all of the diversity of data we are creating.

Looking into a not-so-distant future, intelligence-enabled applications will be the next generational change in software technology. I am talking about machine learning, deep learning, natural language, and speech-to-text types of technologies that will bring intelligence to applications – both in terms of the insights that can be drawn from large and diverse data sets and in how end-users experience those insights. These intelligence-enabled applications will observe the vast, diverse set of data and will understand it in a way that is relevant to the people in various roles driving business, making decisions, and just doing their jobs; it will learn from that interaction, and will take action based on past experiences.

In the enterprise business applications space, we talk about workloads like human capital management, travel, procurement, supply management, or customer engagement. Our enterprise customers all have the same challenges; they are thinking about retooling these workloads and retooling how businesses operate to embrace data signals that they didn’t have access to before.

Say you are a global contract manufacturer and the livelihood of your growing business depends on winning bids via requests for proposals (RFPs). There is a lot of work that goes into responding to an RFP so that it fulfills all the asks, expresses the value-add of your company, and maximizes your profitability. There are tools today that help in the RFP process, like screen scraping, pulling data out of websites, pulling data out of contracts, and basically writing the RFP. However, this does not make up for the experience that a seasoned employee brings to the table, interpreting what is being asked for in the RFP, knowing the history with that customer, and knowing about risks and alternatives with local suppliers and transportation providers that help formulate a locally competitive and sustainable winning bid price.

If your business is growing, chances are you have a few seasoned veterans and a whole bunch of rookies who are writing bids. Basically, you don’t have much of a bench to pull from, which lowers your odds of winning overall. This is a scenario where Big Data and intelligent systems are going to provide that knowledge and experience to everyone. In some ways, it’s leveling the playing field – everyone will benefit from diverse, historical data and analytics that inform contextually relevant insights. In time, there will be an RFP app with an intelligent agent working alongside employees to write the winning bids.

At SAP, we are already thinking and researching about how intelligence is going to be interwoven into our applications in the future. The goal is to figure out how everybody can benefit from world-class experience in a domain space even when they are brand new to the job. I fully grok that nothing replaces domain expertise; intelligence-enabled applications will just help scale that expertise.

The fourth industrial revolution is here and there is no going back. Learn more about where we’re heading in Live Business: The Digitization of Everything.

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Quentin Clark

About Quentin Clark

Quentin Clark is the chief technology officer of SAP. He hold global responsibility for defining the direction for SAP and for advancing the company’s business strategy. This includes heading SAP’s corporate strategy, corporate development, partner strategy and development, and portfolio and pricing strategy activities. Reports to CEO, serves on SAP's Global Managing Board.

Hockey Fans Rejoice! SAPPHIRE NOW And ASUG Showcase The Ultimate Fan Experiences

Fred Isbell

Customer sessions at the SAPPHIRE NOW and ASUG conferences are always fascinating, spanning across the many industries and detailing the latest in best practices, technology, and innovative thinking. No one is left out – not even the most loyal hockey fan.

Last year, SAP CEO Bill McDermott brought the Stanley Cup – the “holy grail” of the National Hockey League (NHL) – on stage. Talk about an iconic moment! Bill was highlighting the new SAP analytics solution, which is currently enabling the NHL to calculate statistics on the SAP HANA platform and with a cloud-based solution. In fact, the NHL Network and NHL on NBC broadcasts have featured player profiles with insights generated by SAP solutions throughout this season, including the playoffs currently in progress.

Although the Stanley Cup didn’t pay a return visit to the SAPPHIRE NOW stage this year, I wasn’t at all disappointed after attending customer sessions featuring two elite hockey teams: Mannheim Adler Eagles and the San Jose Sharks.

The Mannheim Adler Eagles soar high

Mannheim is a German city that’s home to 400,000 people and the Mannheim Adler Eagles, a very successful professional ice hockey team in the German Hockey League (DEL). After winning the DEL championship seven times and hoisting the league’s version of the Stanley Cup last year, the Adler Eagles have been enjoying the limSANOW Hockey-1elight.

But with great success comes with some challenges. With an arena capacity of 13,500 fans, the team has 7,600 season ticket holders and averages 11,300 fans per home game.

The problem? The Adler Eagles didn’t know its fans as well as they would like.

And rising smartphone use and an increasing level of game fixation made this issue more apparent. The team’s organization needed to dramatically increase and tighten fan engagement before, during, and after games.

The solution was a fan app specifically designed for the Adler Eagles that runs on both Apple iOS and Android platforms. The mobile app rewards loyalty and engages fans with a coupon-center approach, where points accrued through team-related activities and ticket purchases can be used for discounted merchandise. Fans even receive points when the Eagles score a goal!

Overall, this approach is helping the Adler Eagles improve fan engagement, bring fans to the team store, and drive higher revenue. Unlike before, the team now has a much more complete profile and analysis of its fans available based on specific and real-time fan behavior. And with this information, the organization is rewarding loyalty, developing a core fan base within and beyond its season ticket holders, and personalizing marketing campaigns with greater ease.

Because this app has been so successful, Mannheim is even considering a version for the Apple Watch. The team is looking to expand its SAP solution by using wearables and sensor-based analytics that can help optimize team performance. At the same time, it will also increase its use of statistics with SAP solutions as the engine for data collection.

San Jose Sharks seize unprecedented customer insights

The San Jose Sharks, this year celebrating the team’s 25th year in existence, are one of the premier NHL franchises. Hasso Plattner, CEO of the SAP Executive Board, is the majority owner and holds a seat on the NHL Board of Governors. This is an excellent example of a midsized business with a lot happening around it – and with all of that activity comes a need for new systems.

The Sharks’ major business challenges were not unlike those of other fast-moving organizations facing new, expanded business needs. The Sharks’ business software systems were not up to speed with the business, compounded by a ticket-sales system that acted like an engine for lead management. Furthermore, every application was isolated and used as a standalone, creating islands of automation that made room for error and duplicate data.

SANOW Hockey-2

Consequently, there was an inherently inefficient sales process – and as we saw with the Adler Eagles, limited visibility into season ticket holders, including their renewal intent. The Sharks lacked one-on-one customer centricity and any understanding of the wider fan base. This situation significantly impaired the team’s sales pipeline and forecasts.

By turning to a solution for enhancing customer and fan engagement with a business goal of using data to turn insights into action, the team now has a holistic and 360-degree view of the customer while leveraging simplified data acquisition quickly in real time.  Responding to previous islands of automation, the new solution rapidly translates and converts information into value-added sales insight – giving the organization a single version of the truth.

The results the San Jose Sharks achieved were impressive. More than 70 people are now using the system and a quick rollout made for minimal impacts on its IT infrastructure. The team quickly realized improved sales and service processes, efficient lead management, and improved forecasting within its sales pipeline management. Season ticket renewals were at the highest level ever, thanks to better understanding of the fan experience and the ticket holders’ pains and expectations. Plus, the team is driving specific and targeted campaigns based on specific customer segments that result from the team data.

The Mannheim Adler Eagles and San Jose Sharks showcased innovative application of technology to their core sports business. And as always, the fans are the winners as they get to experience the coolest game on earth with two very successful and forward-thinking hockey teams.

For more, check our research brief on The Future of Sports Marketing: Play Locally, Think Globally, Drive Loyalty.

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About Fred Isbell

Fred Isbell is the Senior Director of SAP Digital Business Services Marketing at SAP. He is an experienced, results- and goal-oriented senior marketing executive with broad and extensive experience & expertise in high technology and marketing. He has a BA from Yale and an MBA from the Duke Fuqua School of Business.

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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