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Digital Disruption: Putting the spotlight on the customer

Tao Ai Lei | April 19, 2016
At the recent CXO Conference in Singapore, speakers shared insights on the challenges of embarking on a digital transformation journey and how to overcome them.

The third area is "most challenging of the three", said Ng. Few organisations get to this level, where they are able to turn data into insights to make better business decisions or to create new monetisation and business models.

Being Agile

David Hewitt of Unit 4
David Hewitt, Chief Business Architect at Unit4

In the second keynote, David Hewitt, Chief Business Architect at Unit4 said that organisations need to understand the importance of agility in the business and how technology can be an enabler of change.

As enterprises seek to standardise processes in the back office for compliance and conformance, they can run into the danger of becoming overly rigid.

"The true definition of change and agility is not about technical change. But about business change capability," said Hewitt.

Business changes such as integrating a newly-acquired company or moving into new territories need to be handled efficiently or it can prove disruptive for the business. "The key thing is the cost of disruption. The fact that it's not business as usual when we apply legislative changes, make acquisitions, change business models, or introduce new product, will have a significant impact on the efficiencies of business," said Hewitt.

He added that inefficiency and business disruption can cost a business millions of dollars, due to decreased stock price, missed opportunities, lost market share, delayed product launch, drop in customer satisfaction, or payment of fines for non-compliance.

Real-time customer loyalty

Karen Chan of Yum
Karen Chan, Chief Digital Officer at Yum Brands.

In the final keynote, Karen Chan, Chief Digital Officer at Yum Brands, spoke about the challenges of developing a multi-purpose channel platform to engage customers, and making the experience a seamless and intuitive one.

The traditional CRM was an "inside-out approach", where communications with customers was based on Pizza Hut Hong Kong's chosen timeframe and promotions. "It was essentially a one-way communication, one size fits all approach," said Chan.

Next, Pizza Hut explored the Customer Lifecycle Management (CLM) approach, where the customer database was segmented based on usage and purchasing behaviour.

"Then, with the dawn of social media age, everything changed. The pivotal point is when customers are rating, berating and celebrating our brand on a platform that is not even controlled by the brand, and when we know that customers trust other consumers more than the brand."

Now, Pizza Hut has developed a "Get Happy" app that puts all the touchpoints with the brand onto one platform at their fingertips. It will be launched in Hong Kong in July.

Customers will immediately get coupons once they download the app, and are able to share the coupons with friends that can be redeemed at Pizza Hut. The loyalty points can also be used to book a table, and even to join the express queue at a Pizza Hut outlet.

"Often, we make customers buy and reward later. We want to change the concept to real-time loyalty where it's about instant gratification," concluded Chan.


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