A few years ago, digital commerce and real-world customer service were often thought of as separate channels, but that is quickly changing, writes ANDRE STEENEKAMP, CEO of 25AM.
Just five years ago, the worlds of digital commerce and real-world customer service were separated by a massive chasm. Indeed, many organisations thought of them as separate channels rather than as part of an integrated customer experience. That picture is changing fast.
Consumers’ adoption of smartphones, the rise of big data analytics tools, and the emergence of the Internet of Things all mean that the real-world and digital customer experiences are moving closer together. Thanks to smartphones (and in the future, wearable computers, connected car technology, and other devices), marketers can interact with customers wherever they are.
What’s more, they can collect a wealth of contextual data (customer behaviour, location and more) that they can use to shape new customer experiences. Increasingly, leading companies are not just using this data to optimise online customer experiences, but also those that take place in the real-world.
Here are a few ways that we can expect marketers to put data to work this year and beyond:
A large and growing portion of consumers carry smartphones with them wherever they go – devices that can give marketers a wealth of contextual information they can use to deliver delightful customer experiences. Imagine, for example, putting it to use to streamline workflow in busy branches or stores, while sparing the customer the inconvenience of standing in a long queue.
For example, a consumer could use an app for a fast-food store to order a meal while walking from the mall parking lot. He or she could browse the menu (which might be personalised according to data from earlier interactions with the store), choose an item, and pay. By the time the customer gets to the shop, the order is ready.
Wouldn’t that be a refreshing way to deal with the long popcorn queues at the movies or the wait for a takeaway coffee during a busy lunch time break? This could help companies shrink queues, improve customer satisfaction, and start reducing the need to manage cash in their businesses. Even better, it gives marketers a wealth of rich information they can use to offer ever richer, more relevant, and more personalised services and messaging to their customers on an ongoing basis.
Beacons – such as Apple’s iBeacon technology – are increasingly becoming a feature in stores around the world. This technology allows a mobile app to recognise when a smartphone is near a small wireless sensor called a beacon. For example, if you walk past a supermarket, the beacon will recognise you and start transmitting promotions, coupons or product recommendations that are relevant to you, based on your purchasing history.
It will track you as you walk through the store, capture the aisles that interest you and track your customer journey right through to the moment of payment. This is a potentially powerful way for companies to deliver personalised specials and messages to consumers as they move through the store. It can also help companies to adapt their store layouts according to real customer behaviour.
Virtual reality and augmented reality marketing
Virtual reality (VR) is going to be big news this year with HTC, Sony PlayStation, Samsung and the Facebook-owned Oculus Rift having launched, or planning to launch, VR headsets in 2016. Google, for its part, has already hacked together a simple VR solution made from little more than a box and an Android smartphone.
VR allows one to immerse oneself in a 3D world, with a sensation of “presence”. For example, you could wander through a virtual recreation of the Louvre in Paris to browse its great art works. In addition to its potential for education or virtual tourism, VR is likely to have significant gaming and entertainment applications.
There will be many great advertising and marketing opportunities in VR. For example, while someone is immersed in a VR application, marketers will be able to talk to him or her through signage or branded items in the virtual world. Or a user could do a VR tour of potential hotels before making his or her holiday bookings.
This technology is expensive and immature, but full of exciting potential. In the meanwhile, augmented reality offers some interesting ways to extend a customer’s real-world experiences by overlaying computer-generated content over a live image viewed through a digital camera.
Imagine a shopper looking at a product in a store window through a digital camera and seeing an overlay of the features and benefits. Or consider someone walking down the promenade in Greenpoint, Cape Town, and seeing an augmented reality map of the best places to shop and dine layer onto his or her smartphone screen.
Another trend I expect to see start unfolding soon is a shift towards social rewards programmes, which take advantage of customers’ natural sociability. They’ll reward customers for using their social influence to the brand’s advantage, for example, by sharing their location or a recent purchase with their friends.
Such programmes could cause a resurgence for mobile apps. Most corporate apps failed to set the world on fire because marketers struggled to monetise them and get the sort of engagement they wanted with consumers. Now, social media offers an opportunity to create a community around the brand and to reward them.
Apps will be integrated with social media at a deep level. Customers will, for example, be able to easily share purchases, location, and other data with their friends, and be rewarded with points, coupons, or other incentives for doing so.
As the examples above show, digital customer experiences are no longer confined only to the PC or the smartphone – they’re a pervasive part of the experiences customers have at every touchpoint. Leveraging digital data to create better, more personal and more complete customer experiences across every channel is an opportunity that marketers cannot afford to ignore.
Legion gets a pro makeover
Lenovo’s latest Legion gaming laptop, the Y530, pulls out all the stops to deliver a sleek looking computer at a lower price point, writes BRYAN TURNER
Gaming laptops have become synonymous with thick bodies, loud fans, and rainbow lights. Lenovo’s latest gaming laptop is here to change that.
The unit we reviewed housed an Intel Core i7-8750H, with an Nvidia GeForce GTX 1060 GPU. It featured dual storage, one bay fitted with a Samsung 256GB NVMe SSD and the other with a 1TB HDD.
The latest addition to the Legion lineup has become far more professional-looking, compared to the previous generation Y520. This trend is becoming more prevalent in the gaming laptop market and appeals to those who want to use a single device for work and play. Instead of sporting flashy colours, Lenovo has opted for an all-black computer body and a monochromatic, white light scheme.
The laptop features an all-metal body with sharp edges and comes in at just under 24mm thick. Lenovo opted to make the Y530’s screen lid a little shorter than the bottom half of the laptop, which allowed for more goodies to be packed in the unit while still keeping it thin. The lid of the laptop features Legion branding that’s subtly engraved in the metal and aligned to the side. It also features a white light in the O of Legion that glows when the computer is in use.
The extra bit of the laptop body facilitates better cooling. Lenovo has upgraded its Legion fan system from the previous generation. For passive cooling, a type of cooling that relies on the body’s build instead of the fans, it handles regular office use without starting up the fans. A gaming laptop with good passive cooling is rare to find and Lenovo has shown that it can be achieved with a good build.
The internal fans start when gaming, as one would expect. They are about as loud as other gaming laptops, but this won’t be a problem for gamers who use headsets.
Click here to read about the screen quality, and how it performs in-game.
Serious about security? Time to talk ISO 20000
By EDWARD CARBUTT, executive director at Marval Africa
The looming Protection of Personal Information (PoPI) Act in South Africa and the introduction of the General Data Protection Regulation (GDPR) in the European Union (EU) have brought information security to the fore for many organisations. This in addition to the ISO 27001 standard that needs to be adhered to in order to assist the protection of information has caused organisations to scramble and ensure their information security measures are in line with regulatory requirements.
However, few businesses know or realise that if they are already ISO 20000 certified and follow Information Technology Infrastructure Library’s (ITIL) best practices they are effectively positioning themselves with other regulatory standards such as ISO 27001. In doing so, organisations are able to decrease the effort and time taken to adhere to the policies of this security standard.
ISO 20000, ITSM and ITIL – Where does ISO 27001 fit in?
ISO 20000 is the international standard for IT service management (ITSM) and reflects a business’s ability to adhere to best practice guidelines contained within the ITIL frameworks.
ISO 20000 is process-based, it tackles many of the same topics as ISO 27001, such as incident management, problem management, change control and risk management. It’s therefore clear that if security forms part of ITSM’s outcomes, it should already be taken care of… So, why aren’t more businesses looking towards ISO 20000 to assist them in becoming ISO 27001 compliant?
The link to information security compliance
Information security management is a process that runs across the ITIL service life cycle interacting with all other processes in the framework. It is one of the key aspects of the ‘warranty of the service’, managed within the Service Level Agreement (SLA). The focus is ensuring that the quality of services produces the desired business value.
So, how are these standards different?
Even though ISO 20000 and ISO 27001 have many similarities and elements in common, there are still many differences. Organisations should take cognisance that ISO 20000 considers risk as one of the building elements of ITSM, but the standard is still service-based. Conversely, ISO 27001 is completely risk management-based and has risk management at its foundation whereas ISO 20000 encompasses much more
Why ISO 20000?
Organisations should ask themselves how they will derive value from ISO 20000. In Short, the ISO 20000 certification gives ITIL ‘teeth’. ITIL is not prescriptive, it is difficult to maintain momentum without adequate governance controls, however – ISO 20000 is. ITIL does not insist on continual service improvement – ISO 20000 does. In addition, ITIL does not insist on evidence to prove quality and progress – ISO 20000 does. ITIL is not being demanded by business – governance controls, auditability & agility are. This certification verifies an organisation’s ability to deliver ITSM within ITIL standards.
Ensuring ISO 20000 compliance provides peace of mind and shortens the journey to achieving other certifications, such as ISO 27001 compliance.