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Capgemini's point of view on mobile & mobility and the impact on digital transformation agenda. As presented at the Smart Mobility Conference
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Single Digital Platform in the Mobile Arena
The Multi-Multi Challenge
Michel van den Berg
Smart Mobility Conference
Nice, September 2011
2Copyright © 2010 Capgemini. All rights reserved.
Digital Evolution - Mobile, The fast growing technology
3Copyright © 2010 Capgemini. All rights reserved.
The Battle for Internet Supremacy
Look under the
hood to
understand the
digital paradigms
causing a shift in
your business
models
It is not enough to be aware of the domain you are and will be working
in, you need to understand it. Noticing things and being curious how
they work is the single most common trait I see in creative people.
Once you can break the components down, you can put them back
together and create something brand new.
Seth Godin – Marketing Guru
4Copyright © 2010 Capgemini. All rights reserved.
Advertsing
Machine
Web
Channel
Apps
& APIs
Anti-
Experience
Googlenomics
The Google
Kingdom
Digital
Monopoly No compromises
On the very
poor (but simple)
Site experience.
Google is the
biggest player
In the Web (www)
era.
Adwords , Analytics &
AdSense dictate the
online advertising
game - it is Google
commercial money
machine
With the search engine
and it ‘s search results
tactics Google dictates
the information supply
of the Web -
it is Google technical
assets
In it’s drive to connect
all global dispersed
information and provide
great content, Google
engineered many great
Apps for Web, after to
Mobile. Through API’s the
apps can collaborate
5Copyright © 2010 Capgemini. All rights reserved.
Industry level Mobile- Disruptive Technology and Devices
Telecom
Broken Walled Gardens
Music industry
“Ipodification”
Print -
“Paperless societies”
6Copyright © 2010 Capgemini. All rights reserved.
Multi-users - Everyone an App – IT consumeration
Your Morning, Afternoon and Eve – Everywhere an App The appled era
10,000,000 Users
Consumers
eCare
eCitizen
eBanking
eRemittance
Cloud
Single Purpose
Convenience
100,000 Users
Business Support Workers
Increasing Scalability
Increasing Simplicity
Changing Case
Process Workers
10,000 Users
Sales
Service
Mobile Asset Management
Yard Management
Retail Execution
On Premise
Features
Must Have
Travel
Medical Records
Human Resources
Procurement
7Copyright © 2010 Capgemini. All rights reserved.
Analyzing the Corporate tech models
Search Apps CommunitiesPortal
Products Interaction
Web
Media
TV/Print
Media
Mobile &
Social Media
IT
Customer
Relationship
Drivers
Marketing
Advertising
Trx Content (e-info) Interactive Content
Open SourceBrowsers
Digital
Dictators
Digital
Devices
Information
8Copyright © 2010 Capgemini. All rights reserved.
Mobile is
Multi
Digital
Channel
Management
Avator (Contact ctr) Website (pc) Mobile (Apps)
Intranet naar mobility (Ipad, netbooks, mobile)
9Copyright © 2010 Capgemini. All rights reserved.
An integrated view on The Customer Case- Managing customer
conversations
10Copyright © 2010 Capgemini. All rights reserved.
Business Info
Any Application
Any Server
Any Data
Mobile Processes
Any Moment
Any User
Any Device
Integration Collaboration
Manage Analyze Mobilize
Digital Platform
Any SaaS Service
Employee
Partner
Customer
Any Location
Apps
Websites
Capgemini shapes the road to business growth by….
… Mastering
The
Digital Ecosystem
11Copyright © 2010 Capgemini. All rights reserved.
Outside-in not Inside-out
12Copyright © 2010 Capgemini. All rights reserved.
Customer is not King
Customer
is
Dictator
13Copyright © 2010 Capgemini. All rights reserved.
Digital Has Created the “Selfish Consumer”
14Copyright © 2010 Capgemini. All rights reserved.
1
Online is Web and Mobile
Business Case NA Business Case Europe Business Case APAC
0
100000
200000
300000
400000
500000
# Users
Period of Subscribtion
Mobile Banking 2.0 Users
Mobile Banking 1.0 Users
The business case is clear ……….
15Copyright © 2010 Capgemini. All rights reserved.
Digital
Transformation
Elements
Examples:PlatformParticipateProducePull
Examples:Product + Wrappers
No retrofit of over the counter products
Easy to understand pricing
Examples:Analytical CRM
Examples:Build experience per channel Channel value propositionsChannel specific artefacts
Examples:Journeys
Time & locationImmediacy,
User context
Customer
Dynamics
Marketing
Paradigm
shift
Services
Innovation
Customer
Proces
Redesign &
Metrics
Channel
Management
Why to ask for
Business
Case
Concentrate on
Customer Case
16Copyright © 2010 Capgemini. All rights reserved.
Channel Costs
Informationtransactional
Transaction Simple
InteractionTransaction Complex
Self ServiceInternet, ATM,
Intelligent Voice Respons,
Mobile,
Virtual (Web/Mobile 2.0)
Remote SupportCall Center, Helpdesk,
e-mail, chat, MSN, skype,
videoconferencing
Face to FaceBranch, Advisor,
Mobile Sales Force
Trading
Transfers
Payments
Consumption Credit
Investments
Complex products
(mortgages)
Insurance/warranties
Financial Planning
Budgetting
Communities
Alerts
Distibution Channels
Relationship Bank/client
P2P experience
Account information
Reporting
Products/services
Quotes & Charts
Value propositie A
Informationorientation
Inspiration
Purchasing services
Products/services
Business Information
Acquisition
Value propositie B
Value propositie C
Making Multi-channel Value Propositions
17Copyright © 2010 Capgemini. All rights reserved.
Mobile
Playground
Connectivity
Data abundance
Social Media
830M users worldwide
Over 500M users on
A new platform to sell,
communicate, serve clients,
…
Mobile services
Mobility
Location Based Services
From push to API’s,
Smartphones,
Apps
Augmented Reality
Customer analytics
Behavioral targeting
Customer Intelligence
Your Mobile Play is a Digital Play ……
18Copyright © 2010 Capgemini. All rights reserved.
Growth
App-led model
1
Models are shaping
Apps: 10.8 million users,
120% increase
Mobile web browser: 18.6 million users,
58% increase
SMS text messaging: 8.1 million users,
35% increase
.
www.brand.mobi
19Copyright © 2010 Capgemini. All rights reserved.
Pure Mobile WebPure Native
ApplicationsHybrid Web-Native
Multiplatform
Development
1 2 3 4
Dev. of Mobile
Applications
Defining the best mobile application development options as a result of
your mobile banking strategy and business and technical requirements
1.0 2.0
Platforms
20Copyright © 2010 Capgemini. All rights reserved.
Capgemini support client‟s mobile roadmap based on the m-business
maturity curve
2
Key drivers
Launch
Scalability
Aggressive Growth
Self-Sustaining
Business
Industry Maturity / Client Acceptance
Revenue
Cost
Focus: Market entry by providing basic
functionality in single Apps
Focus:
- Multi-apps/platform approach
- Better Release cycle improvement
- Lower TCO
- Implement digital /mobile enterprise platform
Focus: Broaden reach (target other segments)
and depth of mobile offerings- companies own
Appstores
and towards the mobile enterprise
Focus: Value Mobile
propositions which c
ustomers are willing
to pay for
21Copyright © 2010 Capgemini. All rights reserved.
The traditional purchase funnel is outdated, Mobile extends the customer
process and enables your business to provide sales enhancing services
Consumer leads Deliver Relevancy Inspire & entertain Share & Engage Loyalty & Retention Sales
OnStarCareMy Cadillac
Own Servicing Servicing /Buy ,
RoadsideDealer
Servicing Own
AwarenessInformation
Services
Decision
Services
Transaction
Transaction
The product stays constant or simplify
22Copyright © 2010 Capgemini. All rights reserved.
Foursquare let you to check-in at nearby places based on indicated needs
(coffee, Food, shopping, tourist information) and increases and shows location
based traffic (other customers)
23Copyright © 2010 Capgemini. All rights reserved.
NorthFace using its target demographics to update eachother on (very)
local weather and snow condition updates
24Copyright © 2010 Capgemini. All rights reserved.
By better targeting consumers, you can create more specific customer
advocacy and fuel awareness
25Copyright © 2010 Capgemini. All rights reserved.
Supplying mobile data and experience to help customers shopping
26Copyright © 2010 Capgemini. All rights reserved.
The Mobile „Moodimeter‟ - Making shopping on mobile not only fun but
also functional
27Copyright © 2010 Capgemini. All rights reserved.
QR - Supplying mobile information to help your customers shopping
28Copyright © 2010 Capgemini. All rights reserved.
Scanner – Compare prices online
29Copyright © 2010 Capgemini. All rights reserved.
Prepopulating mobile shopping lists – Apps using historical (shopping
behaviour) and social data to steer your buying decision and make
personal offers
List of today’s
shoppings
Recipes -
What to eat
for supper
Alerts-
Receive your
personal
discount
Toys R Us Albert Heijn Super Market
30Copyright © 2010 Capgemini. All rights reserved.
Point of Impact - Airport retailers advertise in GateGuru
31Copyright © 2010 Capgemini. All rights reserved.
Shopping and Purchasing are made convenient on mobile so they
„compete‟ with offline sales
Online gamification
is used to allow
online test drving s
Interactive
brochures
32Copyright © 2010 Capgemini. All rights reserved.
Wallet – micropayments, P2P payments and mobile loyalty cards
replace cash
33Copyright © 2010 Capgemini. All rights reserved.
Supporting your customer - Airline Boarding
34Copyright © 2010 Capgemini. All rights reserved.
Camera & Scan – Making a picture of your check and have your money
instantly at your deposits save customer time and bank‟s money
35Copyright © 2010 Capgemini. All rights reserved.
Supporting the customer - Requesting roadside / accident assistance
36Copyright © 2010 Capgemini. All rights reserved.
Ensuring repurchases and keep delivering better convenience and
better experience through Mobile
37Copyright © 2010 Capgemini. All rights reserved.
By integrating Mobile Apps & data to dedicated websites and even
Social media sites, repurchase and loyalty are growing the marketing
funnel and increase longterm commitment and spent
38Copyright © 2010 Capgemini. All rights reserved.
Significant value can be unlocked for financial service organizations that
proactively grow their share of Advocates
Products per
Customer
1.90
2.17
Antagonists Advocates
Profitability of Products
Held (index)
73.1
88.3
Antagonists Advocates
21%+14%+
17x
3%
52%
Responsiveness to
Offers
Antagonists Advocates
Financial Impact Underlying Contributors
5x
17%
83%
Trust their
bank
Antagonists Advocates
Note: Approximately one third of Credit Union and Community bank customers classify as advocates compared
to less than a quarter of Regional and National banking customers
39Copyright © 2010 Capgemini. All rights reserved.
Your Strategy Dashboard to Digital Integration
Capgemini is dedicated to helping FS organizations capitalize on mobile
technologies to drive customer advocacy and profitability and improve
efficiency
Customer
Centric
Modelling
Customer
Experience
Integrated
Channel
ArchitectureCustomer
Insights
Marketing/Sales
Automation
Customer
Case
Multi-
Multi
Performance
Improvement
Identify opportunities
to integrate and
automate systems
and reengineer
customer processes to
improve efficiency and
cost to sell
Provide and integrated
solution environment for
all devices and integrate
customer , employee and
partners across mobile,
social and web to online
platforms, apps , widgets
and data
4 C‟s
Use social media ,
location based
services & monitoring
tools to not only listen
– but to analyze and
respond to – what
customers are saying
and excel in customer
service
Develop creative UI
(‘wrappers’) based on
customer controlled
interactions with your
company (instant
messaging, location
based services and event
driven services)
1. Collaboration (two-way
conversations)
2. Content ( Compel)
3. Context (be there if the
customer is buying)
4. Closed Loop (gather
data & improve your
interactions to increase
sales)
CRMAchieve Customer
Centricity by
reorganising
your marketing
department to more
relevant, and actionable
Mediums and
….culture
40Copyright © 2010 Capgemini. All rights reserved.
Your Digital Integration Agenda, a roadmap for the Transformation
journey that companies have to enact
Customer centric & app-ledbusiness models
“Servicizing” theoperating model
Scaling upcollaboration
Bridging thetechnology gap
Delivering theMobile experience
CustomerAnalytics-driven
Management
A Mobile Maturity model
Gathering best practices in
the main areas of Mobile
Transformation
Enriched by our Global
Capps Network
Leveraged as additional layer
onto a single framework for
Digital Transformation
A phase-1 approach to
design transformation
programs and provide a
commercial wedge
Digital Integration Agenda
Multi-device
41Copyright © 2010 Capgemini. All rights reserved.
Capgemini Mobile Best practice – Financial Services Industry
41 Customer Focused Enterprise: Retail Banking | Confidential |
42Copyright © 2010 Capgemini. All rights reserved.
Bank 2.0: From Silo‟s to Single Platform
4
Su
pp
ort
s
erv
ice
s
Application Server
Portal Server
Integration Business services
AppspecificIPhone
AppspecificAndroi
d
Appspecific
WM
Appspecific
BB
Mobile Portal Extension (for web or hybrid
access)
Presentation
services
Portlet Portlet Portlet
Browser only
Standard html / xml communication
SocialMedia
Using Portals technology stack to implement state of the art mobile banking services
will allow FI’s to implement a Multichannel Digital Platform for both online channels, the Web and Mobile
Tablet App
Back-End Systems
WebSite