Tapping the wisdom of large data to create a customer-centric business transformation

IBM set up a customer experience lab at the Watson Institute

On April 8, IBM announced the establishment of the Customer Experience Lab (experience Lab) to help top corporate leaders (C-suite leaders) transform the way customers experience products, services, and brands through mobility, social networking, cloud computing, and advanced analytics technology. The IBM Customer Experience Lab's headquarters will be located at the Thomas J. Watson Institute in New York State Yorktown Heights, backed by researchers at IBM's global 12 research institutes. Enables corporate CEOs, CMO, CFO, sales chiefs, and other chief executives to come into direct contact with a virtual team of 100 IBM researchers based in IBM Global Enterprise Consulting Services (GBS) Thousands of business consultants with deep industry and related expertise Can make full use of the front-line business digital deployment business opportunities.

In a new era of large data and analytical capabilities, organizations are reassessing how to shift from meeting the needs of the public to creating personalized relationships. The same technology allows businesses to deal with their employees in a new way, creating new relationships between government agencies and citizens, or creating a model of interaction between students and educational institutions. The IBM Customer Experience Lab will work with customers to create and provide a self-learning and personalized system for each specific customer experience, identify patterns and preferences, create contextual backgrounds from large data, drive economies of scale, provide personalized customer value, and create an excellent customer experience.

Lead the customer era, promote customer-centric personalized value business transformation

IBM recently published the "Global CEO Survey Report" that in the context of interconnected economy, enterprises should be "personalized service to win customers", grasp the development opportunities and achieve intelligent growth.

And according to another IBM survey of more than 1700 chief marketing officers from 64 countries and 19 Industries (Cmo,chief Marketing Officer), most corporate marketing executives from around the world have realized that The way they interact with their customers has changed significantly and permanently. In this era of deep consumer involvement, it is not just the CEO of the company that determines the future of the enterprise, but also the powerful consumers of this era, which we call "the CEO" (Cec,chief Executive customer).

"The biggest difference between CEC and traditional customers is that the traditional customer is a broad group concept, even if the customer segmentation is subdivided into one group rather than the other, but CEC is accurate to the individual," said Xu Yonghua, a partner at IBM's Global business advisory service in Greater China. ”

"Our marketing was divided by industry," said Ms Zhou Yi, general manager of marketing, brand PR and public relations at IBM's Greater China region. As long as the same industry enterprises, we will use the same set of marketing tools. But this is obviously not optimal. Although in the same industry, each customer's needs will be different, each company to achieve its own extraordinary positioning. Therefore, we have to tailor the solution for each customer to meet their personalized needs. We have come to understand that the first step for the customer is not to enter the backend product, but to help him solve the problem, tell him what he is capable of, and diagnose him in time from the business analysis, process, and the entire enterprise architecture perspective. "The current business is facing a" customer-centric Business transformation "(Front Office Transformation), which involves a wide range of simultaneous changes in sales, marketing or customer service. Bridget Van Kralingen, senior vice president of IBM Global Enterprise Consulting Services, called this transition the most important round of business change since the birth of ERP (enterprise resource Planning) in the 1990s.

"Business leaders realize that they need to constantly improve their customer experience, from innovation perceptions and values to the quality of interaction and the economics of delivery," says Mahmoud Naghshineh, vice president of IBM's Service Institute. In the past decade, even the things that have led to business success in the past year may not be able to keep companies competitive in the future. We will assist our clients in exploring the possibilities of new assets, technologies and innovative models based on our experience with thousands of organizations from all walks of life. ”

IBM Customer Experience Lab, helping customers create new value for the enterprise and its customers in the big data age

The IBM Customer Experience Lab provides customers with a set of innovative processes, assets, and platforms that provide business leadership with the know-how to work with IBM researchers and business consultants to analyze the business challenges they face and to create a common, integrated, Analytical capabilities and solutions for cloud technology.

Work together with customers involves a set of innovative models called the "Innovation Discovery Workshop", which generates ideas, roadmap, application prototypes, and solutions, leveraging research assets in areas such as smart business, large data, analytics, and mobile-single products, Business Consulting and IBM Software solutions.

The lab focuses on innovation breakthroughs in three key areas:

• Customer Insights: Use the advanced functions of self-learning System and visual analysis to predict the difference between multiple channels of single customer behavior.

• Customer Engagement: Leverage deep customer engagement to drive insights and deliver value through personalized engagement rather than transactional experience.

• Employee participation: Embedded semantics, collaboration, and multimedia technology to enhance employee engagement and insight through hands-on experience and online approaches.

IBM researchers have participated in more than 1000 IT business processes and consulting customer service projects, and over the past few years, 9,000 business analyst consultants have completed more than 30,000 customer projects. IBM's customers for innovative processes include the world's largest construction association (Nationwide Building powering), which serves 15 million members of the UK, and the Banorte Bank, one of Mexico's largest banks, with more than 20 million customers.

"Mobile and social technology, and the ability to access information anytime and anywhere, are driving the way consumers interact with banks and the services they expect to change dramatically," said Martin Boyle, director of the Transition division of the National Building Industry Association. Our ability to innovate and anticipate, not just respond, is making us stand out from the competition and help us provide new and better ways to serve our customers. By working with IBM, we have been able to leverage its vast research and innovation expertise and facilities, which have proven invaluable in our transition projects and continue to be an important part of our innovative customer service. ”