Digital transformation review no 6 dtr - capgemini consulting - digitaltransformation

N° 06 AUGUST 2014
Crafting a Compelling Digital Customer Experience
• Zappos: The Digital Age Benchmark on Customer Service - Darrin Shamo • Nissan: Steering a Path to the
Digital Customer - Andy Palmer • Where Digital Meets Physical: Mercedes-Benz and the Seamless Customer
Experience - Ola Källenius • When Amazon Meets Facebook: Social Shopping with a Twist - Nathalie Gaveau
• Remixing the Customer Experience for a Digital World - Renée Gosline • Lithium Technologies: RIP for
Traditional CRM as the New World of C2C Kicks in - Rob Tarkoff • Rewired: Crafting a Digital Customer
Experience For Today’s Connected Customer by Capgemini Consulting • Surviving and Thriving in an Age of
Digital Disruption: An Interview with Tim O’Reilly

N° 06 AUGUST 2014
Crafting a Compelling Digital
Customer Experience
Capgemini Consulting’s Editorial Board
Xavier Hochet CEO
xavier.hochet@capgemini.com
Ken Toombs Deputy CEO and USA Regional Head
ken.toombs@capgemini.com
Didier Bonnet Global Head of Practices
didier.bonnet@capgemini.com,
@didiebon
Jerome Buvat Head of Research
The Digital Transformation
jerome.buvat@capgemini.com,
@jeromebuvat
DI G I TAL TRANSFORMATION REVIEW N° 06
dtri.in@capgemini.com
Research Institute
www.capgemini-consulting.com
@capgeminiconsul
www.linkedin.com/company/capgemini-consulting

Contents
6
12
20
26
34
Rebooting the Digital Customer Experience
Introduction by Capgemini Consulting’s Editorial Board
Delivering Compelling Customer Experiences, Digitally
Zappos: The Digital Age Benchmark
on Customer Service
Nissan: Steering a Path to the Digital Customer
Where Digital Meets Physical:
Mercedes-Benz and the Seamless Customer Experience
When Amazon meets Facebook:
Social Shopping with a Twist

Lithium Technologies: RIP for Traditional CRM as the 42
New World of C2C Kicks in
50 Remixing the Customer Experience for a Digital World:
An Interview with Renée Gosline,
MIT Sloan School of Management
58
68
Marketing Reinvented for the Digital Age
Rewired: Crafting a Digital Customer Experience
by Capgemini Consulting
Special Guest
Surviving and Thriving in an Age of
Digital Disruption: An Interview with Tim O’Reilly

Introduction By Capgemini Consulting’s Editorial Board
The significance of the customer
experience is not in doubt. In
a survey, 70% of respondents
said that good service had a
considerable influence on
their loyalty and 69% would
recommend the company to
othersi. The reverse is also true.
Poor customer experience drives
customers away. Research shows
that nearly 89% of customers
walk away from a company after a
single poor customer experienceii.
And this can have a significant
impact. Businesses are estimated
to lose as much as 20% of revenue
from poor customer experiencesiii.
So, given the importance of
the customer experience, are
organizations doing enough to create
a compelling experience for their
customers in the digital domain?
Unfortunately, it would appear not.
While 91% of organizations wish
to be considered a customer
experience leader in their
industry, only 37% are
getting started with
a formal customer
experience initiativeiv.
6 DI G I TA L TR ANS F O RM
Getting the digital customer
experience right is critical. In
the pre-digital world, a poor
experience posed less risk in terms
of volume of loss or widespread
reputational damage, as the poor
experience of the customer was
limited to his or her immediate
social network. In recent years,
however, this has changed
radically. The explosive spread
of digital social platforms means
that customers have scale — they
can create a wave of negative
noise in a way that was previously
unimaginable.
So, where does this leave
organizations? How can they
create compelling digital customer
experiences that work? In this
sixth edition of the Digital
Transformation Review, we posed
this very question to a diverse
panel from around the world. Our
panel for this edition includes
industry leaders, academics, startup
founders, platform vendors and
technology gurus. They come from
all over the world, including the
home of innovation in the digital
age — Silicon Valley (see Figure 1).
While 91% of
organizations wish
to be considered a
customer experience
leader in their
industry, only 37%
are getting started
with a formal
customer experience
initiative.
i New Voice Media, “A nation of serial switchers : The multibillion dollar cost of
poor customer service”, January 2014
ii CMO, “Just How High Is The Price For Delivering A Poor Customer Experience?”,
September 2013
iii Oracle, “Global Insights on Succeeding in the Customer Experience Era”, 2013
iv Oracle, “Global Insights on Succeeding in the Customer Experience Era”, 2013

What’s New in Digital: The
View from the Academic and
Cutting-Edge Startups
Where should organizations
start? A good first step in creating
a compelling digital customer
experience is to understand what’s
new with digital. Renée Gosline,
from the MIT Sloan School of
Management, spoke to us about
the impact of technological shifts
on customer experience and how
organizations can connect with
customers in a digital world.
She highlights how Consumer-to-
Consumer (C2C) interactions
influence customer perceptions
in a digital world, and what this
means for CMOs. She puts the
importance of C2C like this, “Until
CMOs realize that consumers
co-create their brand, they are
really not grasping what it takes
to form deep relationships with
consumers.”
Startups are increasingly breaking
the mould of customer engagement.
In many ways, they can serve as an
inspiration to those seeking to meet
and exceed the expectations of
the digital consumer. Shopcade, a
social commerce startup that could
be described as a cross between
DIGITAL TRANSFORMATION REVIEW
Amazon and Facebook, has focused
its efforts on delivering a lean and
simple online shopping experience,
bolstered by rich, personalized
content. We spoke with Nathalie
Gaveau, Founder and CEO of
Shopcade, to understand how
the startup leverages social and
mobile technologies to do so.
Nathalie’s view that “Content is
trumping advertising when it
comes to effective interaction and
engagement with consumers”
embodies an important lesson for
traditional marketers.
7
Figure 1: Map of Guest Contributors for the Digital Transformation Review VI

8 DI G I TA L TR ANS F O RMAT I ON RE V I EW N° 06
Making It Real: How Lithium
Technologies is Transforming
Customer Engagement
“Not all those who wander are
lost,” observed author J.R.R.
Tolkien. And this aphorism holds
true for creating compelling
digital customer experiences:
there are many paths to creating
a compelling experience. Lithium
Technologies, for instance, helps
organizations transform the way
they manage customer engagement
and brand management through
C2C interaction and online
social communities. At the core,
they enable companies to create
communities of highly engaged
customers so that they can help
one another. If 43% of customers
expect a response within an hour
of posting a problem, they are
best addressed by the wisdom of
the crowds, rather than dedicated
customer service agents. As Rob
Tarkoff, the President and CEO
of the company, says, “Brand-specific
communities enable
customers to interact with the
organization directly and this level
of engagement fosters customer
loyalty.”
with Ola Källenius, Member of the
Divisional Board of Mercedes-
Benz Cars responsible for
Marketing & Sales, to understand
how the marquee brand is adapting
its approach to customer experience
in the wake of digital disruptions.
Ola describes the organizational
changes that Mercedes-Benz
implemented in order to enhance
the digital customer experience,
saying: “We created a customer
experience function with a project
and organizational leadership
model that is based entirely around
the customer journey.”
It is clear that the automotive
industry faces significant digital
change in the customer sphere. For
example, customer comfort with
online purchase of items, such as
a car, is growing. Our latest Cars
Online study indicates that as
many as 44% of people surveyed
were likely to purchase a vehicle
online. It is behaviors like these
that are shaping the industry’s
response to the digital customer
experience. Andy Palmer, Chief
Planning Officer and Member
of the Board at Nissan Motor
Co., highlights the impact of
evolving customer preferences on
automotive marketing. Andy sets
out the context for the discussion
when he says, “We are on the cusp
of one of the most radical changes
in the way that you buy cars in
125 years.”
Amazon-owned online retailer
Zappos has a different take on
how customer experience needs
to be addressed in the digital
age. The company encourages
customers to dial into its call
center and engages them in
extensive conversations, which
in one case has stretched to, as
long as, ten hours! As Darrin
Shamo, the Director of Direct
and Online Marketing at Zappos
explains, “We do not follow any
productivity metrics that are
designed to reduce the volume of
calls coming into our call center
or the time spent on the call.”
Digital Convergence: A
Driver’s-Seat Perspective from
the Auto Industry
However, the realm of exceptional
customer experience is not limited
to startups. In this issue, we also
shine a light on some of the leading
brands in the automotive industry
that have made significant strides
in bridging the online and offline
worlds. The automotive industry
offers an interesting example of
an area where multiple technology
trends are coming to fruition at
around the same time. Intelligent
highways embedded with sensors,
autonomous vehicles, and digital
showrooms are all converging to
create new challenges for large
automotive players in managing
customer experience. We spoke

place the insights of our panel, is to
shed some light on these very areas.
We have urged our readers to create
customer experiences that are
compelling, and we hope you find the
contents of this Review compelling
reading. If you would like to discuss
the ideas raised here in more detail,
then please do get in touch.
As this edition of the Review shows,
getting digital customer experience
right is a journey. There is no one secret
recipe for getting it right the first time.
Organizations will need a forensic
understanding of customer behavior,
smart investments in digital channels,
the ability to harness customer data
and, finally, the ability to creatively
mesh physical and digital experiences.
Our aim, by gathering together in one
DI G I TAL TRANSFORMATION REVIEW N° 06 9
Crafting a Compelling Customer
Experience: The View from
Capgemini Consulting
Capgemini Consulting’s own
view on customer experience
is that it needs to be totally
rewired for the digital age. We
believe organizations need to
take an outside-in approach
in understanding customer
interactions, invest smartly in
digital channels focusing on
impact, become data-driven and
mesh the physical with the digital
to create a continuum of experience
(see Figure 2).
Digital Revolution: The View
from Tim O’Reilly
Silicon Valley has embedded
itself at the heart of the world’s
digital revolutions. The range of
companies that have sprung up
from the valley, and their impact,
are already the subject matter of
case studies in business schools
around the world. And who better
to close this edition of the Review
than Tim O’Reilly, leading Silicon
Valley intellectual, technology icon
and venture capitalist. Tim speaks
on the importance of platforms, the
latest wave of digital disruptions
and how companies can and should
react. In closing, Tim provides what
can indeed appear as counter-intuitive
to traditional companies
across sectors, “Organizations
should actively resist winner-takes-
all strategies.”
Figure 2: Creating a Digital Customer Experience
Source: Capgemini Consulting Analysis
For more information, please contact:
Digital Transformation:
Didier Bonnet (didier.bonnet@capgemini.com, @didiebon)
Digital Customer Experience:
Steffen Elsaesser (steffen.elsaesser@capgemini.com, @SElsaesser)
Patrick Ferraris (patrick.ferraris@capgemini.com, @pgferrar)
Scott Clarke (scott.clarke@capgemini.com, @ScottDClarke)

Delivering Compelling
Customer Experiences, Digitally

Zappos: The Digital Age Benchmark on Customer Service
Zappos: The Digital Age
Benchmark on
Customer Service
Interview with
Darrin Shamo
– Director of Direct and Online
Marketing at Zappos
Zappos is an online shoe and clothing retailer based out of Las Vegas,
Nevada. Started in 1999, the company achieved $1 billion in annual
sales in 2008 and was acquired by Amazon in 2009 for an all-stock
deal worth $1.2 billion. Zappos has continually been rated amongst the best
customer service providers, banking significantly on word-of-mouth publicity
from its consumers. Capgemini Consulting spoke with Darrin Shamo, Director
of Direct and Online Marketing at Zappos, to understand more about their
approach towards customer service.

Making Customer Service a
Key Element of Zappos' DNA
Zappos’ tagline says “Powered
by Service”. Zappos has
been praised many times for
the quality of its customer
experience. How has Zappos
been able to make customer
service an integral part of its
organizational culture?
Our obsession with customer
experience started long time ago.
We determined that we wanted to
be the absolute best when it came
to customer service and many of
our decisions in the early days
were built around this vision,
even if they came at a significant
loss in the short term. For
instance, we decided to control
our entire inventory and own
the entire customer experience
from start to finish. While every
other pure play retailer was drop-shipping,
we went against the
flow and moved our inventory in-house.
Anything that was on the
website for sale was available in
our warehouse. This prevented the
need for placing back-orders and
enabled a stable delivery window
that our customers could depend
on.
We wanted to be
the absolute best in
customer service,
even if that came at
a significant loss in
the short term.
We further invested in people
to develop an organizational
culture around customer service.
All employees go through a
four-week call center training
course before they start in their
official position, and each holiday
season the entire work force,
even the CEO, goes back to the
phones to handle the volume.
Once employees near the end of
their training, we offer successful
candidates up to $4,000 to quit.
The idea behind this is to weed
out people who are not a match
to the customer service culture
at Zappos. Those that choose to
stay are more committed and
passionate.
How has this focus on customer
service been beneficial for
Zappos?
Many publications put together
lists of companies that are rated the
best in customer service and every
year we — along with our parent
company, Amazon — feature near
the top of that list. It is surprising to
see that two companies — Amazon
and Zappos — with very differing
approaches to customer service,
come out on top every year. The
Amazon approach is technology-centric
while the Zappos approach
is people-centric.
We invest in
people to develop
an organizational
culture around
customer service.
All employees go
through a four-week
call center training
course.

For instance, Amazon employs
call center usage as a customer
service metric. If call volume
increases, there is likely a process
breakdown and technology is
employed to correct it. Zappos, on
the other hand, tries to increase
call center volume as a means to
enhance the customer experience.
We have our phone number listed
prominently in the global header
of the website, which makes it
visible on every page of the site,
to encourage people to call in.
Apart from being rated as one of
the best companies in delivering
customer service, we have been
able to retain our consumers’
loyalty. In fact, 75% of our business
comes from repeat consumers.
We do not follow
any productivity
metrics that are
designed to reduce
the volume of calls
coming into our call
center or the time
spent on the call.
You mentioned that you
encourage customers to call
you. What is the role of the
call center in building a great
customer experience?
As an organization focused on
delivering exemplary customer
service, Zappos is on a continual
quest to create a 1-to-1 connection
with our customers. In fact, we feel
that our biggest competitors are
not online retailers but rather brick-and-
mortar companies because
they have the opportunity to greet
their consumers at the door. While
various technical developments,
such as personalized retargeting,
triggered communication and
master data management, help us
reach customers in a personalized
and relevant way, we believe that
person-to-person connections are
still the most effective method of
interaction. Our call center aids us in
achieving this — it helps us connect
with consumers on a personal level
and leaves them feeling heard and
ultimately WOWed.
We try to get as close to the
consumer as possible by
controlling the whole process of
communication and incentivizing
it. For instance, we do not follow
any productivity metrics that are
designed to reduce the volume of
calls coming into our call center
or the time spent on the call. In
fact, we encourage our employees
across the organization to spend
more time interacting with
consumers. We try to focus on
long-term health measurements
rather than looking at short-term
costs. We have found that if you
can deliver a better experience
to consumers coming through
the call centers, you can expect a
higher lifetime value.
Every year, both
Amazon and Zappos
are rated among the
best in customer
service, despite very
different approaches
to customer service.
We feel that our
biggest competitors
are not online
retailers but rather
brick-and-mortar
companies because
they have the
opportunity to greet
their consumers at
the door.

Innovating for an Enhanced
Customer Experience
How has innovation helped
Zappos deliver an enhanced
Zappos, as an organization, is
built very differently from other
companies and this has helped
us foster innovation. At Zappos,
we believe in stepping back
and allowing people to be who
they need to be. I spoke about
how rigorous our selection and
training criteria are. For the
people who make it through this
process, we give them autonomy
to really impact things the way
they see it. We don’t hire all Ivy
League students. We hire above
average people but then we give
them the room to self-actualize.
Currently, we are rolling out
a new management style at
Zappos termed “Holacracy”. It
is a unique management style
that distributes the authority of
leadership to influence various
decisions. Managers are replaced
by a concept of lead links. These
lead links are given a great deal of
authority to take control of their
circles and all the accountabilities
that fall into their sphere of
influence. This concept of lead
links results in the formation
of small groups of independent
and entrepreneurial employees,
impacting specific areas of the
business in an autonomous way.
We are rolling out
a new management
style at Zappos
termed “Holacracy”.
It is a unique
management style
that distributes
the authority
of leadership to
influence various
decisions.
As most businesses grow, the
productivity per individual
employee decreases and a large
part of this can be attributed
to bureaucratic governance
structures. In a way, the idea
behind “Holacracy” is to
distribute that authority and put
it in the hands of entrepreneurial
people who can take decisions for
their domain. Currently, we are
around 1,500 employees strong,
and in order to scale without
compromising our core goals, we
need a management structure that
will allow our teams to continue
to grow. This can only happen if
we can eliminate the bureaucracy
inherent in other large businesses.
We try to focus on
long-term health
measurements rather
than looking at
short-term costs.

Digital transformation review no 6 dtr - capgemini consulting - digitaltransformation

There’s a lot
of information
available on
consumers, though
we’re very selective
with what we use
and how we use it.
Customizing the Digital
Customer Experience
How does Zappos deliver a
personalized experience to
customers?
We know what people have viewed
over the Web, what works for
them and what they like. We take
all this information and factor in
certain predictors of intent, such as
weather, and use all of this to create
a relevant experience without
crossing over to becoming creepy.
These results are then mapped to
our product catalogue and used
to deliver customized products.
This leads to an increased positive
utility and enhanced shopping
experience for the consumer.
A similar process is used for
personalized retargeting. We have
the ability to take information on
what has worked for them on site —
or is similar to what they like — and
use this to share relevant products
throughout the open Web.
We a r e a l s o d e l i v e r i n g
personalized experiences through
our advertisements. For instance,
we have created weather-based
ad units. These ad units integrate
local weather information with
existing details of a customer’s
preferred products. The end result
is a personalized experience based
on the user’s preference and
weather conditions. So, if Boston
were to expect snow on Saturday,
the advertisement to the customer
would read — “18” of snow this
Saturday, here are some boots to
help you dig yourself out”. The
ad unit ultimately enables us to
provide utility to the customer
while acting on the intent with
relevant products.
How do you use available
customer information to deliver
an experience that is different
from others?
There’s a lot of information
available on consumers, though
we’re very selective with what
we use and how we use it. We
take great care to ensure that the
ultimate experience is relevant
rather than creepy. We want
our customers to feel that we
understand them and their needs
rather than feeling stalked. We
try to take subtle cues rather than
ingest all the information that
is available. In some instances,
this selected information is then
passed through a platform like a
recommendation engine before it
is delivered back to the consumer.
Marketing in the Digital Age
Many CMOs are calling for
reinvention of marketing. What
are your views on it?
I would agree that it is time for
marketing to be reinvented. It
has become too channel-focused.
A siloed channel approach does
not look into various events or
aspects affecting the purchase;
it only focuses on whether the
organization was able to generate
revenues in the short-term from
the consumer.

Marketing strategies have to
become more customer-centric.
Organizations should move
towards assessing the value and
needs at the customer level. This is
not just from a dollar standpoint,
but how likely are they to engage
with the organization over a
longer period of time. In order
to achieve this, they need to
develop a comprehensive view of
their consumers across various
touch points and interact with
them through the entire shopping
journey.
How do you see the role of
technology in the future of
marketing?
The future of marketing lies in the
development of systems to better
understand the causal effects
of customer happiness and the
predictive value of customers. If
you have a good understanding of
the motivators for your consumers
and their causal effects, it is easier
for you to employ a successful
marketing strategy. Technology
and math can help organizations
with this. This places additional
pressure on marketers to be
more aware of technology. The
future marketeer will have a
stronger focus on technology and
consumer behavior than they do
today.
The future of
marketing lies in
the development of
systems to better
understand the
causal effects of
customer happiness
and the predictive
value of customers.

Nissan: Steering a Path to
the Digital Customer
Interview with
Andy Palmer
– Chief Planning Officer and
Member of the Executive Committee
of Nissan Motor Co., Ltd.
Nissan Motor Co., Ltd. is one of the leading global automotive
manufacturers. The company is based in Yokohama, Japan and offers
products and services in approx. 170 markets worldwide. In 2013,
Nissan sold nearly 5.2 million vehicles, generating net revenue of $105 billion.
Capgemini Consulting spoke with Andy Palmer — Chief Planning Officer and
Member of the Executive Committee of Nissan — to understand Nissan’s view
on the digital customer and how it affects traditional marketing. Andy also
handles Global Marketing Communications for Nissan.

The Changing Digital
Customer Relationship
How do you think digital
technology is changing the
traditional manufacturer-customer
relationship in the
automotive sector?
I think we are on the cusp of one
of the most radical changes in the
way that you buy cars in 125 years.
Historically, it took customers
around 7 trips amongst various
dealers before they finalized a car
purchase. In recent years, post the
advent of digital technologies, that
number is down to 1.5. That means,
by the time the customer comes to
the dealer, they are coming down
to the selection of two competitors.
They are either coming for a test
drive or they are coming to make
a transaction. They have already
looked at reviews, peer group
comparison sites, and consumer
reports, all online. So they come
highly empowered. And in markets
such as the US, they also know the
typical transaction price, leaving
little room for negotiation either.
In previous times,
the customer journey
began the first time
a customer walked
into a dealer. Now,
it is 6 to 12 months
before purchase
intention.
Once the transaction is completed,
it’s very important that we
continue that digital journey. The
car that a customer is buying today
or in the future is likely connected
to the Internet. Therefore, it’s
important that we continue the
relationship with the customer
and the car. In previous times, the
customer journey began the first
time a customer walked into a
dealer. Now, it is probably 6 to 12
months before purchase intention,
and that continues throughout the
life of vehicle ownership.
You talked about your
willingness to continue the
relationship with the customer
after the purchase of the car.
Can you give us some examples
on how you are doing that?
Let’s look at a couple of our
products, the Leaf and the Infiniti
Q50, which are both permanently
connected to the Internet.
With the Leaf, we are continuously
monitoring the state of the battery
and, if there is a problem, we can
immediately contact the customer
to highlight the concern. With
the Infiniti Q50, we have two
categories of applications. One is
embedded apps and the other is
downloadable apps. With one set
of applications, you can download
information and update them
directly. So, bugs in software can
be updated remotely, as opposed to
recalling the car as you would have
done in the past. In this case, we
are using digital communication
to ease the experience that the
customer has after a purchase.
How does such an evolving
customer relationship impact
the traditional role of a dealer?
Historically, visiting the
dealership is not always the most
enjoyable experience and therein
lies where we, as an industry, have
to change. The role of the dealer
obviously becomes different
when the traffic is basically
We are on the cusp
of one of the most
radical changes in
the way that you buy
cars in 125 years.

Looking forward, I would say
that making the deal is less
significant. However, attracting
the customer into the dealership
using digital channels is what
gains in importance. The brand
attribute and the behavior of the
dealership become extraordinarily
important. And then, in after-sales,
there needs to be a more
proactive relationship that is
based on the data that we now
have access to.
Driving Around with Data
The growing number of sensors
inside cars is giving rise to a
lot of data. How do you intend
to use this data going forward?
I think it was around ten years
or so ago when the value of
electronics in the car exceeded
the value of the engine. That’s
evermore true. Electronics in the
vehicle informatics, in particular,
will become a greater proportion
of the value of the car as we go
forward. Every time a customer
presses “OK” on their Leaf
vehicle, the vehicle will basically
transmit the journey that the
vehicle has done, the state of the
battery, and various other pieces
of information. We discard all of
the owner experiences and use
the essential data. That gives us,
for example, traffic patterns. So
we can go and look at a particular
city. We can then deep dive and
look at the usage of our vehicles
there and see data over a period
of time. This helps us understand
typically what type of journey has
been undertaken, what kind of
charging patterns have been used,
and when people are charging the
car. We can use this information to
work with city planners to identify
where traffic jams are and where
we can put additional charging
stations to make the customer’s
life easier.
coming down for deal closure.
The dealer needs to very much
be the brand ambassador in the
digital age; it needs to carry the
brand. Remember that when your
customers come to your dealer,
you basically have one shot at
impressing them and impressing
upon them the meaning of the
brand. If you mess it up then
that’s basically going to be the
lasting impression. You don’t get
a second bite of the cherry. So, I
would say that the dealer becomes
more of a brand ambassador
going forward. They also become
much more important in terms
of the ongoing relationship that
you have with the customer. So,
through CRM systems, you need
to know who your customer is.
You need to be able to recognize
them when they come into the
dealership. You need to be able to
communicate with them not only
through flyers, but using digital
channels.
Dealers need to
turn into brand
ambassadors in the
digital age.
The biggest
commercial
opportunity we
have around Big
Data right now is in
marketing.
Our customers
today come highly
empowered, armed
with significant
information.

Within the company, we try to
focus our data crunching efforts
on where the biggest business
opportunities exist. In the first
instance, we were using data to
largely monitor the health of the
car. I would say that the biggest
commercial opportunity we have
around Big Data right now is
probably in marketing — how to
market to our customers and how
to improve retention through
enhanced user experience.
How easy or challenging is it
to encourage a data-driven
culture in the organization?
Typically, Japanese companies are
usually data-driven. Therefore, the
idea of having more data resonates
reasonably well within this
company. However, the challenge
is that there is too much data.
Basically, we have to make difficult
decisions on what analysis to do
with the huge amount of data that
we have in front of us. If we took
everybody’s requests, we would be
cutting the data a million different
ways.
Where should an organization
like Nissan draw the line when
it comes to data privacy?
The trust that your customers
have in you entirely drives the
brand reputation of organizations.
Privacy needs to be as defined by
the customer, not the company.
And it has to be protected at all
costs. And this protection comes
at two levels. One is to ensure we
separate all customer data specifics
from the data we collect so we
only have patterns to analyze.
The other is to protect this data
from cyberattacks. We have to be,
I think, more guarded particularly
in terms of cyber theft at the levels
of the server, the smartphone and
the car.
The challenge with
Big Data is that we
have too much data.
Privacy needs to be
as defined by the
customer, not the
company.
The Advent of the Digital
Marketing Offi cer
Do you see the traditional
boundaries of marketing being
redefined?
In Nissan, I am responsible
for product planning, product
marketing, and sales. So, my
own responsibilities reflect the
changing scope of the modern-day
marketing professional.
There is a huge blurring of roles
between what is the traditionally
engineering-led product planning
type of activity and marketing.
And more importantly, they need
to talk to each other and not sit in
separate buckets. Our organization
brings marketing and sales four to
five years upstream from where
a typical marketing organization
lies today. By doing so, we have
a greater control over all of the
attributes that typically make up
an internal contract. For instance,
for a new car, our marketing
department has already made the
mood video in a way that we are
going to advertise the car, the PR
department has already written
the press release, our assessment
engineers have already analyzed
what the road test and group
reports will say about the car.

The Future of Technology
and Automotive
What are the biggest
challenges that you foresee
in greater adoption of digital
technologies?
There are numerous examples of
putting digital technology into
cars that just make the lives of
customers harder. I think the key
is to strip out complexity from our
customers’ lives. We already have
extremely complicated lives. This
is all the more true when we look
at Gen Y and Gen Z consumers,
particularly, the millennials.
They’re looking forward to finding
more time to experience social
media and interact with their
friends online. They’re looking for
the machine to take the problem
away from them rather than give
them more problems.
We've already started planning
out the digital interfaces. The sales
department is already thinking
about how you sell that car, both
online and offline. So, that blurring
is most definitely happening. You
very much have to work out of
your functional chimneys.
There is a huge
blurring of roles
between what is
the traditionally
engineering-led
product planning
type of activity and
marketing.
How do you manage to create
internal governance structures
in such a scenario?
Traditionally, automotive companies
such as Nissan have program
directors for each physical platform
on which car models are built. These
program directors typically manage
the different models from start
to finish. However, at Nissan we
realized that beyond the platform
approach there are new megatrends
driven by digital technologies
that we need to address across the
company. The three megatrends
we identified were connected cars,
autonomous car and zero emissions.
Now, each of these megatrends,
CMOs need to
have a grasp of
mathematics,
statistics, data
technology as
well as digital
technology.
The key is to strip
out complexity from
our customers’ lives.
which are inherently interconnected,
has its own program director.
What kind of an impact does
this have on CMOs, and their
traditional role?
I think it’s very important that
the CMO is first and foremost
mathematically driven. It’s not
the only question of having great
creative ideas or thinking of the
next creative ad. Because the
data is there, you are no longer
mass marketing. In fact, what big
data allows you to do is move
from mass marketing to personal
marketing. Today, the CMO can
reach their target customer with
pinpoint accuracy and could
start talking to individuals, rather
than clusters. So, I think it’s a
prerequisite of CMOs looking to
the future that they have to have
a grasp of mathematics, statistics,
data technology as well as digital
technology. Otherwise, you just
can’t keep up.

What is your vision of the
future customer journey?
A lot of the focus is going to be
on the pre-purchase experience.
I think the marketing job has moved
from advertise on a Tuesday and
transact on a Saturday, to a much
longer journey. A journey where
the brand is much more important
and where the customer, when
they finally come to the dealer,
is much more empowered. In
such a scenario, what automotive
companies need to do is to create
a mental model of what the brand
stands for in the mind of the
potential customer. So, we are
seeing a lot more use of long-term
marketing assets, be they online
or offline. Nissan has transformed
its spend on experiential and
sponsorship type of marketing. For
instance, sponsoring the Olympics
— which is in 2016 — doesn’t bring
customers necessarily tomorrow to
the dealer. What it does do is it starts
to show potential customers what
Nissan stands for. We are talking
about a lifetime engagement
involving personalized marketing.
And, I think that transforms the
way the marketers have to think
about doing business.
Visualizing the Car of the Future
About Nissan Motor Co. Ltd.
Nissan Motor Co., Ltd., Japan’s
second-largest automotive company,
is headquartered in Yokohama, Japan,
and is part of the Renault-Nissan
Alliance. Operating with more than
244,500 employees globally, Nissan
sold almost 5.2 million vehicles and
generated revenue of 10.5 trillion Yen
(USD 105 billion) in fiscal 2013. Nissan
delivers a comprehensive range of
more than 60 models under the Nissan,
Infiniti and Datsun brands. In 2010,
Nissan introduced the Nissan LEAF,
and continues to lead in zero-emission
mobility. The LEAF, the first mass-market,
pure-electric vehicle launched
globally, is now the best-selling EV in
history with almost 50% share of the
zero-emission vehicle segment.
Nissan has pledged to bring the autonomous car to market by 2020. Here, we talk to Andy Palmer about the exciting
possibilities for the car of the future.
A part of my job is also to imagine the car of the future. Let’s do that. The car of the future will have no engine as it
will run on battery power. If we no longer put the engine in the front of the car, what can we do with that space. If the
electric motors are going within the wheels, effectively anything above platform height of, say, 12 inches is free for the
designer to play with.
Once you start thinking without traditional constraints, it can lead to interesting outcomes. For instance, where do you
seat the driver? You no longer have to seat the driver on the left or the right. You no longer need to put them in the
front. They can be in the rear. They can be in the middle. We can think about the whole configuration of how you use the
car. We have not yet reached the true driverless car but we are certainly very deeply into the path of autonomous. So,
the driver no longer needs to have their eyes permanently fixed on the road. This means that we could imagine younger
customers coming to buy cars and indeed older people driving cars so much later in their lives. “Eyes-off” cars mean
that we can transform what people do in the car. And that’s where the connected elements start to work.
For example, we can imagine having head-up displays that basically observe things going on around you much more
quickly than you can. Since the computer can work much more rapidly than the brain, it can override in dangerous
situations. The passengers though can focus on their social media newsfeeds and other entertainment. The windscreen
can become a display for video streaming. The possibilities are virtually unlimited.

Where Digital Meets Physical: Mercedes-Benz and the Seamless Customer Experience
Where Digital Meets
Physical: Mercedes-
Benz and the Seamless
Customer Experience
Interview with
Ola Källenius
– Member of the Divisional Board
Mercedes-Benz Cars, responsible
for Marketing & Sales
Mercedes-Benz Cars is the passenger cars’ division of Daimler AG and
manufactures products ranging from the premium automobiles of the
Mercedes-Benz brand to the small cars of the “smart” brand. In 2013,
Mercedes-Benz and smart sold more than 1.5 million vehicles and recorded
revenues of more than €64 billion. Mercedes-Benz is ranked at number 16 on
Forbes’ list of the most valuable brands in the world. Capgemini Consulting
spoke with Ola Källenius, Member of the Divisional Board Mercedes-Benz
Cars, responsible for Marketing & Sales, to understand the company’s
approach to customer experience in the wake of digital disruptions.

Driving Customer Experience
to New Levels
How do you see the role
of customer experience in
Mercedes-Benz Cars?
Customer experience is one of the
three key pillars of our long-term
growth strategy — along with
brand and product. We launched
the “Mercedes-Benz 2020 — Best
Customer Experience” initiative
in 2013 with the aim of providing
our customers with a consistent
premium brand experience across
all touch points — physical as well
as digital. With “Best Customer
Experience”, we want to raise the
relationship with the customer to
a new level. Our goal is twofold
— to create special moments for
the customer at every step in the
customer journey, and to connect
the dots across all customer touch
points. From our perspective, one
thing is absolutely clear — the
integration between the digital
and the physical world has to be
and will be a seamless one.
What are some of the key
initiatives that you have taken
to provide a seamless customer
experience?
One key initiative that we
launched is a new service brand
called “Mercedes me” as part of
our “Best Customer Experience”
initiative (see insert for details).
Through “Mercedes me”, we intend
to comprehensively address our
customers’ product purchasing,
financing, and servicing needs
both in the digital and physical
worlds. All of the “Mercedes me”
services are available via a unified
digital platform. To ensure a
seamless experience, we have also
introduced a new city store format
— the “Mercedes me” store — that
offers an interactive brand and
product experience in a relaxed
atmosphere. Touch screens,
configuration tools or a talk with
our product experts help
customers and persons interested
to get to know our brand, products
and services better. In essence,
our objective in introducing all of
these different formats is to ensure
that our customers have access to
us anytime, anywhere.
Our customer
experience strategy
centers around
providing our
customers with a
consistent premium
brand experience
across all touch
points, digital and
physical.
DI G I TA L TR ANS F O RMAT I ON RE V I EW N° 06 29

'Mercedes me': Accelerating Mercedes-Benz Services
Mercedes-Benz Cars launched its “Mercedes me” brand of services in early
2014. “Mercedes me” is the umbrella brand for all of the company’s current
and future services. It covers five service areas under the sub-brands “Move
me”, “Connect me”, “Assist me”, “Finance me” and “Inspire me”. The services
are offered via an online portal and include a range of solutions to help
customers with their purchase, financing and service requirements.
“Move me” comprises intelligent mobility solutions such as the car2go car
sharing service and the Park2gether peer-to-peer parking service.
“Connect me” offers remote monitoring, remote diagnostics, accident,
maintenance, and breakdown management services.
“Assist me” enables online access to customer service functions such as
automated appointment booking.
“Finance me” offers personalized financing, leasing and insurance solutions
to customers.
“Inspire me” allows customers to contribute their own ideas and suggestions
towards the development of new technologies and services.
Source: Daimler, ““Mercedes me” – a new benchmark for service”, March 2014
How do you manage the
expectations of a generation
of customers that are digitally
native?
Indeed, Gen-Y customers have
a greater bias towards a digital
experience. They are more likely to
search for information online than
visit a dealership. We have learnt
that relationships with Gen-Y
customers need to be nurtured
for longer in the digital world. We
focus on ensuring that we don’t lose
them after the online experience.
We make sure that we offer them
a variety of options online. For
instance, they can have a chat with
somebody to understand more
about the car, book a test drive,
or set up a meeting with the sales
person. We are currently running
pilots in Hamburg and Warsaw
to sell our cars online. In most
cases, the online experience acts
as a catalyst for customers to visit
dealerships.
itself doesn’t matter, because
even the online sale at the very
end is processed by our own retail
dealerships or our distribution
partners.
It holds true in case of service as
well. Customers need a physical
place to service their cars. They
don’t want to pick it up in some
random place. They want to
have a relationship with a person
that they can speak to about the
features of the car. For us, it is
always physical and digital, rather
than digital instead of physical.
What do you think is the role
of the dealer in the digital age?
The dealer relationship continues
to be extremely important to
us. In our business, digital can
complement and enhance the
physical experience, but not
replace it. Customers value the
human element involved in the
purchase process. This is true for
most luxury product categories.
Customers want to be able to
speak with a person about the
product before they purchase it.
Whether the customer ultimately
buys it online, in one of our new
city stores, or in the dealership
In our business,
digital can
complement and
enhance the physical
experience, but not
replace it.

car can automatically detect and
prompt the owner when it is due
for a service. So, connectivity
certainly opens up new
opportunities for us to provide
more value to our customers.
Beyond enhancing customer
experience, how do you think
connected cars can help large
automobile companies such as
Mercedes-Benz?
One of the big opportunities
created through connected cars
is using data generated by the
car itself. Our mobility services
generate a lot of data on vehicle
location, customer profiles, and
other parameters. We have used
Big Data analytics to improve our
mobility services. Take car2go for
instance — our car rental service —
that lets users locate and pick up
cars on hire through a smartphone
app. We need to ensure that our
vehicles run as many trips as
possible through the day. As such,
we analyze real-time vehicle
location data to optimize vehicle
Customers value
the human element
involved in the
purchase process.
We look at
connected cars as an
opportunity to create
a seamless world
of services for our
customers.
I think we are at the
beginning of using
data from connected
cars in the auto
industry.
Customer Experience in a
Connected Environment: The
Rise of Connected Cars
How do you see the rise of
connected cars impacting on
the customer experience?
Connected cars are an opportunity
for us to create a seamless world
of services for our customers. We
see connectivity at two levels.
One is the standard bought-in
category where the customers
bring in their smartphones and
use all of the apps that they are
already used to having inside the
car. We are at the forefront of such
services, and other car makers
are also pushing towards that.
“Mercedes me” though brings
connectivity to a whole new level
through the “Connect me” service.
“Connect me” lets customers
remotely view and control various
vehicle parameters. For instance,
customers can view fuel levels or
tire pressure, turn on the preheat
function, or even locate a car
remotely. With the “Assist me”
service, which is again a part of
our “Mercedes me” portfolio, the
availability. There is a wealth
of such opportunities opening
up as we gather more data. Tech
companies such as Amazon
and Google have focused their
entire business model around
the use of data. I think we are
at the beginning of using data
from connected cars in the auto
industry. At the same time data
protection and information
security are of central importance
to Daimler, and this also applies
to the increasing networking of
vehicles. For us it is a matter of
course that the customer always
has full transparency and self-determination
over the data —
either by contract, consent or the
touch of a button.

Creating an Organization
Geared to Delivering
Seamless Experiences
How did you adapt your
organization to deliver a
superior and seamless customer
experience?
We created a customer experience
function with a project and
organizational leadership model
that is based entirely around
the customer journey. So, we
took departments dealing with
different aspects of the customer
journey, which were spread across
the company, and brought them
under a single leadership. The
customer experience function is
tasked with creating the blueprint
for a consistent global Mercedes-
Benz brand experience. For
instance, the customer experience
function set the standards,
developed the digital platform,
and defined processes for the
launch of the “Mercedes me”
service brand. While there may be
some market-specific differences
in service rollout, the customer
experience function ensures that
the overall experience is the same
across geographies.
How do you ensure that local
units are aligned with the
global vision for customer
experience?
In order to develop a stronger
customer focus, the Daimler
Group launched an
organizational
restructuring initiative last year
under the banner of “Customer
Dedication”. The objective of the
initiative was to build a leaner
and more flexible organization,
so that each division within the
Group could focus its activities
more sharply around customer
needs. Under the initiative, the
responsibility for the main sales
functions was anchored directly in
each of the Group’s five divisions,
of which Mercedes-Benz Cars is
one. Within Mercedes-Benz Cars,
we then developed a regionally
focused marketing and sales
organization. We address six
major regions and each of these
is represented directly in my
management team. In each of the
management team meetings in
sales and marketing, we ensure
that we have regional as well as
central Group level functions for
sales, marketing, services and
other areas represented. During
these meetings, we discuss and
arrive at an agreement on various
strategic issues. This ensures that
while the execution is handled by
the regional units, we are aligned
with the overall Group vision on
customer experience.
We created a
customer experience
function with
a project and
organizational
leadership model
that is based entirely
around the customer
journey.

How are you developing
the talent required to
deliver integrated customer
experiences?
I often say that the ability to meet
the challenges of a digital world
is not a function of biological
age, but a function of mindset.
Consequently, we have built a
diverse talent pool with people
from different backgrounds
who have embraced digital very
quickly. We have focused skill-set
development around ramping up
our services expertise, and also
on making our in-car experience
intuitive and easy-to-use. In
addition to growing our own talent
pool, we also leverage external
agencies. We try to use the best
that the market has to offer.
Finally, are there companies
that you look up to for
inspiration as you seek to
enhance customer experience?
In the last few years, we have started
to look outside of the automotive
industry for inspiration. We look at
high-end hotels, fashion retailers
and restaurants. For instance, we
benchmarked ourselves against
the Mandarin Oriental Hotel. We
looked at their concierge service
and I remember a quote from one
of their head concierges, which
reflects the hotel’s attitude towards
customer experience. He said, “Our
motto is simple. The answer is yes,
but what’s the question?” We also
benchmarked ourselves against
a three-star Michelin restaurant
in the US. So, we believe that
it is critical to look beyond the
automotive industry as we seek
to create the most compelling
experiences for our customers.
We believe that it
is critical to look
beyond our own
industry as we
seek to create the
most compelling
experiences for our
customers.
We drew inspiration
for our customer
experience
initiatives from
one of the head
concierges at the
Mandarin Oriental
Hotel who told
us, “Our motto is
simple. The answer
is yes, but what’s the
question?”

When Amazon meets Facebook: Social Shopping with a Twist
When Amazon Meets
Facebook: Social Shopping
with a Twist
Interview with
Nathalie Gaveau
– Founder and CEO of Shopcade
Nathalie Gaveau is the founder and CEO of Shopcade, the world’s
leading social shopping app, which positions itself as the first
shoppable mobile fashion magazine with content curated by users and
brands. Shopcade was recently crowned the “Coolest App in Europe” at the GP
Bullhound Summit and the 2014 Media Momentum Awards in Paris. The app
was launched in December 2011 and currently includes more than 150,000
brands and 1 million products for sale. We interviewed Nathalie to understand
how Shopcade is revolutionizing mobile customer experience through
personalization and social.

A Glimpse into Shopcade
Could you start by helping
us understand how Shopcade
works, and how it all started?
There is a large gap nowadays
between what content a young
mobile consumer desires when
purchasing a product and what
information companies provide.
The idea behind Shopcade came
about when I wanted to shop
online and didn’t find really good
quality content to inspire me to
shop. Online stores provided a
good way to search for products
and deals. Social networks and
magazines were a source of
inspiration. However, none of
these sites bridged the gap. That is
when I decided to start Shopcade
— an app that would showcase all
the latest fashion shopping trends
on mobile as well as the Web and
enable users to shop these items
easily.
A typical Shopcade user keenly
follows brands, celebrity trends
and is abreast of the latest
fashion trends. So, when they
find a look they like, they
research it extensively. Shopcade
simplifies the process for them by
showcasing everyday trends from
retailers, bloggers and celebrities.
We like to describe ourselves
as the first shoppable fashion
magazine that resides in a mobile
phone. The difference between us
and traditional magazines is that
the content is created by users or
brands.
What kind of content does
Shopcade feature?
We have a mix of content from
two major directions. One is a
constantly evolving trending feed
that is curated by the app itself.
The content we showcase includes
celebrity trends, summer fashion
and beauty trends, community
ratings of top products, and
exclusive deals that are driven
directly by over 150,000 brands
that we host on Shopcade.
The other set of content comes
from a community of bloggers,
editors and users. We have
partner bloggers who showcase
their favorite looks, make lists of
trending items they like and then
we curate them and put them
into a personalized feed based
on people’s location and gender.
Only activities that are the most
popular or the most interesting
get featured on our feeds.
Shopcade showcases
everyday trends
from retailers,
bloggers and
celebrities.
We are a shoppable
fashion magazine
that resides in a
mobile phone.
Customers are
increasingly
expecting a simpler,
leaner experience
that is adapted to
mobile.
How important is the social
dimension for Shopcade?
For us, it is a key part of the platform.
We enable people to identify whom
they like to follow and what trends
they want to stay on top of. All
Shopcade users also have a public
profile on the app, where they can
publish their blog and save all
brands, products, and looks they
like. All our content is based on what
is popular on the app and being a
social platform makes it more real-time.
Our vision is that everyone
is an editor today and has a share
of voice on trends. We are similar
to Facebook or Instagram, except
that people are sharing looks and
products they like. In essence, we are
like a fashion shopping network.

Content is trumping
advertising when it
comes to effective
interaction and
engagement with
consumers.
How do you make money —
what is your business model
and what are some of the
brands you associate with?
We called our business “Shopcade”
— which means “Shopping
Arcade” — so we can host and
sell various brands in one place.
We are generating revenue based
on affiliate commissions, brands
advertising and direct sales. All
sales that are generated by the
platform are affiliated to merchants
and we get a commission from
these sales. We also work with
different brands, featuring
engaging fashion content about
their products on the app. Out of
the existing 150,000 brands on our
site, we have direct contacts with
a few thousand, and are working
very closely with our top 200. For
these 200 brands, we get exclusive
deals and we feature their
products. In return, the brands
promote native ad content on our
newsletter, on social media, as part
of key trends on the trending feed
on the main page of the app.
Towards a Leaner Customer
Experience
How do you think customer
expectations are evolving?
Customers are increasingly expecting
a simpler, leaner experience that is
adapted to mobile. Some startups
that are clearly doing this well are
Instagram and Airbnb; their apps
are pretty lean and easy to use. Our
experience also suggests that content
is trumping advertising when it
comes to effective interaction and
engagement with consumers.
What do you think is holding
companies back from creating
and delivering such an
experience?
It’s a very new requirement and not
many people have this expertise
yet. But I also think that when
companies focus on too many
aspects, they lose out on their unique
selling proposition, their key selling
point. If you don’t have a singular
vision on the end-objective from an
improved customer experience, you
can end up doing too many things.
That’s when companies start to
clutter the user experience.

What type of data do you
collect and how do you
use analytics in enhancing
We collect a wide range of data from
our users. We have data around ‘likes’
and what users want, and trending
brands. And since we are inherently
social, we have a whole layer of
data from each user’s network. We
use all of this data to create highly
personalized experiences through a
robust recommendation system for
each product. This enables people
to endlessly navigate from one
product to another inside our app.
And our users appreciate that. We
also use analytics to improve cross-selling.
For instance, depending
on which products or brands users
have favorited or liked, we send
them recommendations on potential
products that may interest them.
Our analytics system enables us to
see straightaway the top-performing
channels and most trending brands
as well as the most influential users.
We then invite these brands and
influencers to be featured on the
platform, either through exclusive
deals or through extra content.
Lack of a singular
vision can result in
companies doing too
many things that
start to clutter the
user experience.
The Startup View: Challenges
and Advantages
How are startups geared to
deliver a superior digital
customer experience
compared to large, traditional
corporations?
Startups have to be more focused
since they tend to have fewer
resources compared to larger
organizations. Also, startups don’t
have a lot of business requirements
from different units of the company.
This helps them focus on one
crucial aspect and follow it up to
completion. This also ties in with
the challenge around not having a
singular vision that I was referring
to earlier.
What are some of the key
challenges that are typical to
startups such as Shopcade?
A large part of the challenge boils
down to the ability to prioritize
scarce resources. It’s all about being
able to understand what is going to
pull most growth and profit in the
quickest way. At the same time, it’s
important to focus on the long-term
product and the user experience to
deliver a superior positioning for the
business.
The other challenges include keeping
things really simple from a data
analysis perspective and making
sure that you have outstanding and
committed people to deliver a high-quality
product.
We essentially want
to start transforming
our app into more of
a platform play and
keep simplifying the
user experience.

Looking into the Future
How do you see Shopcade
evolve?
Shopcade will be one of the
biggest social shopping apps on
mobile. There has been a rapid
increase in the number of brands
and users that are engaging with
Shopcade. We are going to start
transforming our app into more
of a platform play and integrate
a global payment system. I am
keen to partner with people who
have complementary services that
can let us grow, and I am keen
to develop the awareness of the
platform, and the model, in the
UK and in Asia.
What do you think the future
of shopping will look like?
I think mobile and curation
are going to play a significant
role in driving the personalized
shopping experience of the
future. Businesses who get data
analytics are going to be leading
the pack, whereas those who
don’t know how to build a good
user experience, understand data
analytics and present products or
content in the best way possible,
are just going to miss out. The
future of retail is clearly digital –
just in clothing, more than 13%
of sales are already happening
online in the US and e-commerce
is the only retail growth segment.
Having said that, I think that
some retailers like Zara, who have
a real product differentiation or
value proposition, can gain a
real competitive advantage from
their store network. But digital
will help connect inventories
with customer preferences and
manage better merchandising
analytics and customer trends.
For example, on Shopcade, we see
trends happening very quickly,
before they hit magazines or the
high street. Mobile will play a
big role in payments and services
around stores, not just on a
standalone basis.
Those who don’t
know how to
build a good
user experience,
understand data
analytics and
present products or
content in the best
way possible, are
just going to miss
out in the future of
retail.
Curation is going to
play a significant
role in driving
the personalized
shopping experience
of the future.

Marketing Reinvented
for the Digital Age

Lithium Technologies: RIP for traditional CRM as the new world of C2C kicks in
Lithium Technologies: RIP
for Traditional CRM as the
New World of C2C Kicks in
Interview with
Rob Tarkoff
– President and CEO, Lithium
Technologies
Rob Tarkoff is CEO and President of Lithium Technologies. Lithium
Technologies helps organizations transform the way they manage
customer engagement and brand management through consumer-to-consumer
interaction and online social communities. Its customers include
the likes of HP, Research in Motion, Best Buy, Symantec, Comcast and Sony.
Recently, the company acquired Klout — a website and mobile app that
uses social media analytics to rank users — for around $200 million. The
acquisition means Lithium can integrate its C2C social community capability
with Klout’s scoring system for rank and profile.

Driving Social Business:
Lithium's Journey, Then and
Now
Can you give us a quick
overview of how Lithium
Technologies started?
Even before people were talking
about social networking, Lithium
was pioneering a concept that
sprung from the online gaming
world. Some gamers were so good
at multiplayer games that they
were sponsored by companies
such as Nvidia and Microsoft to
test the limits of games. From
those origins, we developed the
idea of building the same sort of
gamified experience in a corporate
context. If we could get online
domain experts to help others, we
could change the economics of
the customer service industry. We
then started to move the company
from just this service and support
area, looking at how online word-of-
mouth from peer to peer could
really change the economics of a
brand’s marketing efforts.
Could you explain the concept
of social communities?
Studies show that more customers
trust recommendations from peers
as opposed to direct advertising.
These ‘peers’ are people who are
considered experts but who have
no direct affiliation with the brand.
Customers tend to trust the opinion
and recommendations of such
experts because of their domain
knowledge, and online reputation
and rank. Online social communities
have arisen as an extension of this
trend. Social communities enable
customers to ask questions and
get answers from experts, voice
their concerns and discuss specific
issues. Brand-specific communities
enable customers to interact with
the organization directly and
this level of engagement fosters
customer loyalty.
We saw that the
dynamic of word-of-
mouth from
people with strong
reputation to other
customers could
really change the
economics of a
brand’s marketing
efforts.
What are some ways in
which social communities add
more value over traditional
channels?
Typically, traditional channels follow
a broadcast style of communication
with their customers. So, if you look
at contact centers, Short Message
Service (SMS) or CRM tools, they
are used predominantly for making
company-wide announcements
or to resolve customer concerns
in a linear, one-way fashion. In
comparison, social communities
online are more fluid and organic.
Conversations are dynamic and
brands are able to gauge customer
sentiment and pulse by listening
in to these communities. Brands
can listen in on conversations
to resolve issues, understand
changing customer preferences
and to unearth potential business
opportunities. Google, which is one
of our customers, runs its AdWords
community on Lithium. By listening
in, Google has been able to discover
which elements of the Adwords
products people are talking about.
Brand-specific
communities
enable customers
to interact with the
organization directly
and this level of
engagement fosters
customer loyalty.

Lithium Technologies – A Primer
How Does Lithium Technologies Foster Social Communities?
Lithium enables brands to convert their website into a social destination
through online social communities, offering brands a platform to create
dedicated communities. Take the case of Cortal Consors — a European broker in
personal investing and online trading — which worked with Lithium to launch a
banking social community. The community allows financial services customers
to interact and network with each other. So, when a customer has a question
or is facing an issue, they can simply search for similar questions posted by
other users. Users can post replies, like a post, ask questions, post multimedia
content relevant to the topic and receive “kudos” from other users based on
their levels of activity on the platform.
How is Lithium Different from Generic Social Networks?
Most large brands engage with social customers by meeting them where the
concentration of customers is the highest — the social Web. However, the
true value for these brands is to have engagement via dedicated hubs. For
a start, this means peer-to-peer interactions are based on specific interests.
General social networking sites fail to offer such depth of focus. Dedicated
social communities also facilitate customers helping each other out. This way,
the brand ends up spending less on support costs. Lithium also uses behavioral
science to analyze how social communities influence brand loyalty and drive
repeat sales.
How Can Lithium Drive Up Sales for Organizations Through
Customer Engagement?
Engaged consumers tend to purchase more frequently from the same brand.
According to Lithium’s research, 79% of visitors to a Lithium community
have said they would purchase again from the company in future1. To build
that engagement, Lithium uses gamification concepts that give contributors
badges, ranks and “kudos” counts. These elements help to drive more active
contribution. Lithium also analyzes customers’ preferences for how they wish
to interact. Finally, Lithium opens up the social communities to the broader
social Web. This helps bring in customers from public social networking sites,
where they are happy to find the kind of in-depth engagement they are looking
for. This creates a wide and engaged community, and when brands target
people who are truly engaged with specific offers, there is uplift.
Social communities also drive
better brand engagement, because
customers feel they are being
responded to and in a timely way.
We found that when provided
with a timely response, 43% of
American customers were more
likely to encourage their friends
and family to buy their products
and 38% were more receptive to
advertisements from the brandi.
This is how you create loyal
advocates. When such brand
loyalty comes at a much lower cost
to the organization — via online
platforms as opposed to traditional
channels — the result is a win-win
situation.
43% of American
customers expect a
response within the
hour.
What are some of the typical
challenges organizations face in
adopting a community-based
solution such as yours?
One of the biggest challenges
is in hiring the right kind of
professionals. Typically, most
organizations hire professionals
who create content and then
broadcast it. However, when it
comes to creating a platform that
can support highly engaged

social communities, the hiring
process needs to be very different.
It means hiring people who have
prior knowledge of curating
and aggregating user-generated
content, which requires a diverse set
of skills. Then the other challenge
is around anticipating and dealing
with the kind of dramatic changes
a social community platform
brings — whether it is around
processes or infrastructure. It
requires a complete re-think of
existing Web properties as well
as social marketing and social
support infrastructure.
Peer-to-Peer Interactions: A
Cornerstone of Customer
Engagement
How are digital technologies
disrupting the customer
experience?
Our view is that the disruption is
being driven by what we call an era
of extreme customer expectations.
Customers expect the experience
to be easy, personalized, shareable
and seamless. We found that 66%
of Americans expect a same-day
response to their online
requests and 43% customers
expect a response within the
hourii! However, companies are
not ready for this kind of change.
Organizations are experiencing
massive disruption in their brand-building
efforts over digital.
For instance, when a customer
of British Airways, took out
advertisements on Twitter to
complain about inability to find
his baggage, the company dealt
with it ineffectively. This led to
the advent of a category called
'complainvertizing', wherein
consumers can take to the social
media channels and dramatically
alter brand perception in a way
that companies like British
Airways never thought possible.
We found that a significant part
of this happens from younger
folks, with 46% going online to
complain about a brandiii. Most
companies are failing to scale
up to such changing customer
expectations and this is causing
massive deterioration of brands;
it's causing losses of millions of
dollars in brand reputation repair.
Organizations
are experiencing
massive disruption
in their brand-building
efforts over
digital.
Why do you think Customer-to-
Customer (C2C) interactions
are becoming so important
now?
It's not as though there is suddenly
a big revolution in C2C. It is
more to do with the fact that a
behavior that typically used to
be offline and based on word-of-mouth
has now been amplified to
a massive degree because of the
availability of digital channels
and social media networks. From
the data we have gathered, we
found that people prefer to get
recommendations through peer-to-
peer interactions; people look
for expertise. Experientially, in our
consumer lives, we are completely
immersed in the C2C digital
experience. Before making a
purchase, consumers look at online
reviews or do a search to look for
answers. Product comparison and
seeking the opinions of peers are
very common activities socially.
For instance, we found that 81%
of Americans use online resources
to research a big purchase. This
behavior is very pronounced in the
younger demographic — one out of
every ten people aged between 18
and 34 use as many as six different
sources when researching for a
purchaseiv. Once brands are able
to harness the information from
customer interactions, they will
be able to capture a lot of uplift
relative to their competitors.

Brands are finding
it difficult to figure
out how to take
advantage of all
the data from C2C
interactions.
As customers increasingly
engage themselves in
conversations with one
another, what is the role of
organizations?
The role of the organization is
shifting from that of a promoter
and declarer, to that of curating
conversations, and participating
and enabling a dialog. Customers
see how brands really are because it
is all in the open on social networks.
There are no secrets anymore.
Transparency is the norm and trust
is the new currency; and you build
trust by being in a conversation,
not telling customers what to do.
Companies who are successful
are the ones who use digital
technologies to uplift the customer
experience in a way that converts
to dollars.
You’ve recently acquired Klout.
What is the link between
social reputation and customer
experience?
A few months ago, we announced
the acquisition of Klout — a
company that scores people’s
profiles based on their presence
and expertise on social networks.
The acquisition enabled us to tie in
Klout’s scoring system for rank and
reputation mechanism with our
own database on brand-specific
communities. We are now able
to provide a very broad platform
that not only offers community
building, but also provides
profile reputation and expertise
across diverse topic areas, with a
consumer angle to it. So, again,
we are sort of creating this concept
where brands are able to refine the
customer experience on their own.
Rather than being disrupted by a
third party, brands can now be the
disrupters themselves.
How do you visualize an ideal
customer-centric organization
to look like?
When community-speak becomes
an important action item on the
agenda of C-level executives, that’s
when an organization is bringing
in real change towards customer-centricity.
It’s when organizations
start treating consumer interactions
as important pieces of data for
market research or brand studies
that they will become more
successful than their competitors.
The brands we are talking to now
are brands that have always prided
themselves on setting the bar for
customer experience. They are now
coming to us and saying, “We are
not exactly sure we know what to
do.” So, it’s pretty interesting to
see that brands that thought they
were the hallmark of customer
experience now think they don’t
really know the consumer. They
are asking, “How do we activate
consumers to tell us more about
themselves than we are able to
get today.” I think that is the big
change.
The role of the
organization is
shifting from that
of a promoter to
that of a curator
and enabler of
conversations.

Future Steps: Peering into
the Crystal Ball
How do you see peer-to-peer
communities evolve over time,
in the coming years?
Well, I think peer-to-peer
communities have been the single
biggest disruption to CRM. So, my
view is that the CRM industry is
going to get abandoned over the
next 5 to 10 years. Instead, you are
going to see systems like ours that
are about curating conversation and
understanding customer opinion,
more than trying to orchestrate
around one customer as an item in a
database. Peer-to-peer communities
have changed the dynamics of
managing customers, providing
service, marketing techniques
and sales tactics. It’s similar to the
way e-commerce disrupted brick-and-
mortar stores. I think we have
a similar phenomenon wherein
C2C conversations are becoming
an engine of change for the way
technology is deployed, data is
gathered and incorporated in this
decision-making.
What does the future look like
for community-based platforms
such as Lithium?
Community-based platforms are
going to dramatically alter the way
we market products and provide
support to customers. There is
going to be less focus on internal
production of content and projecting
that outward. Instead, it will be all
about organizations tapping into
external conversations. Customers
are far more empowered today than
they were a couple of years ago, and
they have multiple outlets to ensure
they are heard and in turn impact the
brand’s sales and reputation. In fact,
we have found that when brands
provide customers with timely
responses, 34% of customers are
more likely to purchase more from
the companyv. I think customers are
willing to tell you what they think of
your brand provided you structure
the experience in the right way. The
companies that get it right will be the
successful ones.
Brands need to build
trust by being in a
conversation, not
telling customers
what to do.
i Lithium Technologies and Millward Brown
DigitalSurvey, October 2013
ii Lithium Customer Expectations Survey,
May 2014
iii Lithium Customer Expectations Survey,
May 2014
iv Lithium Customer Expectations Survey,
May 2014
v Lithium Technologies and Millward Brown
Digital Survey, October 2013
Digital ROI: Measuring and
Monitoring Progress
How does Lithium help enable
ROI improvements? Do you
have any examples to share?
The challenge with digital is
that if I am going to make big
investments, I need to see returns
— uplift in purchase, dramatic
decrease in cost to service, and
overall improved experience
with customers, which results
in greater loyalty and share of
wallet. We have customers that
are routinely saving between 10
and 50 million dollars a year. For
instance, Autodesk, a customer
of ours, achieved ROI of USD
12 million within the very first
year of being with us. Every year
since, they have reached the USD
10 million USD mark. Another
example is that of CrowdSource,
a platform Lithium operates for
Telstra. CrowdSource has been
able to resolve 50% of Telstra’s
customer support issues right
on the very first query. Due to
the success of our platform and
the Telstra social community,
the company is closing their
traditional contact centers
because their customers prefer
engaging online. I think this also
resonates with the findings from
our survey. We found that two-thirds
of Americans (67%) tend to
call an “800” or toll free number
for help only as a last resort.

Remixing the Customer Experience for a Digital World
Remixing the Customer
Experience for a
Digital World
Interview with
Renée Gosline
– Assistant Professor MIT Sloan
School of Management
Renée Richardson Gosline is Assistant Professor of Marketing in the
Management Science Group at the MIT Sloan School of Management.
She has been named one of the World’s Top 40 Professors under 40,
and is a member of the MIT Center for Digital Business. Her expertise includes
Consumer Behavior, Social Media, and Social Status Influence. Prior to
academia, she was a Marketing practitioner at LVMH Moet Hennessy and Leo
Burnett. Capgemini Consulting spoke with Professor Gosline to understand the
impact of technological shifts on customer experience and how organizations
can connect with customers in a digital world.

A New Customer Experience
for the Digital Generation
Over the last few years, how
has technology impacted
customer experience? What has
changed?
Consumers are exposed to constant
stimulus from different forms of
media, both traditional and digital,
throughout the day. You can
imagine them watching television
while also simultaneously using
a second or third screen, such
as a PDA or an iPad. This “lived
experience” with technology is
now transforming the customer
experience to a place where there
is no longer a division between old
and new media. It is really more
about “how can the experience be
integrated across all these different
forms of media”?
What are the implications of
this change? What does it mean
for brands?
I see two key outcomes emerging
from these changes. Research
shows that when faced with too
many alternatives, people seek
familiarity and tend to choose
default options. The volume
of information that consumers
are exposed to today can be
overwhelming. As a result, they
are more likely to choose brands
that they are familiar with.
Strong brands act as heuristics
or shortcuts that help consumers
make sense of all the information
around them.
The sensory
experience is not
diminished in the
digital age, and there
are, in fact, new
ways to stimulate it.
The second key outcome is the
growing importance of the sensory
experience. People tend to think
that digital results in a reduction
of the sensory experience since
you cannot touch and feel a digital
product. However, we are learning
that the sensory experience is not
diminished in the digital age.
There are, in fact, new ways to
stimulate it. For instance, recent
research has shown that users
develop a completely different
attachment to a brand when they
use a touchpad to interact with a
brand website, than if they just
click through the website with
a mouse. In this case, touchpad
technology is allowing us to
have a proxy interaction with
customers, where touching the
screen is giving them a sensory
experience that they could not
have had before.
Are these changes only
affecting the younger
generation or does their impact
extend to a wider group?
Our research has shown that the
younger generations are more
comfortable with this multi-sensory
experience. While older
generations can sometimes
feel overwhelmed, the younger
generation is less prone to that.
Because of their ability to use
multiple devices with ease, their
brains are mapped differently. In
a very real cognitive sense, they
have higher fluency. In fact, we
are now increasingly finding a
two-way flow of influence so that
content on traditional media is
being remixed by consumers, and
then discovered and promoted by
brands. But while we are finding
that millennials have a different
orientation towards digital
media, it is also true that people
from older age-groups are also
increasingly adopting it.
How do you see the role of the
traditional CMO evolving in
response to these changes?
I think it is time that we rethink
the role of the CMO. Perhaps to
the extent that the phrase “CMO”
itself needs to be rethought.
Perhaps it should really be CXO,
Chief Experience Officer, or CRO,
Chief Relationship Officer. I use
those labels quite deliberately,

This blending of traditional
television with social media
enhances the utility that viewers
get from a rerun. Watching their
tweets broadcast along with the
rerun enhances a viewer’s sense
of satisfaction. Ultimately, this
cements their interest in the show
and increases their attachment to
the program.
Should marketers continue to
use focus groups?
In my opinion, focus groups
are not appropriate if you want
to dive deep into consumer
needs, because people tend to
converge towards the dominant
opinion in the group. I would
instead recommend being
more experiential and using
experimentation. The beauty of
experiments is that they teach us
about causal factors. Marketers
should conduct experiments
where they vary social cues and
observe their effect on an online
or social media group. This is a
rich way of seeing how people
interact with your brand and to
observe changes in behavior, and
not just in attitude. Attitudinal
responses can be inaccurate as
people often tell you what they
think you want to hear. This is
why I think experimentation is
really crucial to understanding
consumer behavior.
Until CMOs realize
that consumers co-create
their brand,
they are really not
grasping what it
takes to form deep
relationships with
consumers.
Engaging the Digital
Generation: New
Approaches
How can marketers blend
traditional and new media
to enhance the customer
experience?
Let me give you an example. Many
popular television shows are
expanding the digital experience
they provide by integrating
content with social media. While
watching the Oscars, for instance,
viewers can post tweets on
winners or losers, or on the outfits
worn by the attendees. In addition,
television shows are integrating
social media by repeating their
shows with what is called the
“social edition”. A social edition is
a rerun with added content in the
form of tweets posted by viewers
during the original broadcast.
so let me explain why. It is
important for CMOs to constantly
try and cultivate an experience
based on the relationship
that they wish to have with
the consumer. This requires
stepping out of the traditional
marketing mindset that revolves
around commercials, spots and
agencies, and really thinking
about the consumer experience
and relationship. The traditional
notion of a CMO presupposes a
downward flow of influence from
the company to the consumers.
But until CMOs realize that
consumers co-create their brand,
they are really not grasping what
it takes to form deep relationships
with consumers. Taco Bell,
for instance, understands that
customers do not perceive it as
health food. It has, therefore,
consciously developed a playful
and irreverent relationship with
its customers. The company has
cultivated this relationship by
responding to customer tweets in
a deliberately tongue-in-cheek
manner. So, it’s important for
CMOs to start thinking about the
kind of relationship they want
to develop with customers, and
then deliver an experience that
matches the relationship.

Does this also mean that
marketers will need more
statistical knowledge?
No, I don’t think so. The problem
with statistics is that they often
mask the cognitive processes that
drive consumer behavior. For
instance, we know from research
on consumer-brand relationships
that repeat purchase does not
necessarily mean loyalty. The
causes of repeat purchase could
be factors other than loyalty, such
as a lack of suitable alternatives.
Therefore, relying on statistics
alone is not sufficient. I think
what marketers will need is a
more nuanced understanding of
what statistics represent, or the
causal factors behind them. And
they will only know that by being
experimental, and by presenting
customers with different scenarios
and seeing how they behave.
What are your views on
personalization? Is it still a
buzzword?
For consumers today,
personalization really comes
from the ability to use a brand or
brand experience as a means of
social signaling. For instance, in
social media, people like discovering
a unique experience and displaying
it in their social group. In a sense
they are saying, “I am not just
experiencing what everybody
experiences. I am displaying an
experience that is unique to me.”
We find that this is really driving a
lot of purchase behavior. Therefore,
brands should bear in mind that the
goal of personalization should not be
to create the same level of intimacy
with every consumer. That might
not be appropriate and might not be
what the consumer wants or needs.
The goal should be to ascertain what
kind of relationship the consumer
wants with the brand. Then it is
about cultivating that relationship
on the consumer’s terms; that is the
kind of personalization that I think
we will see happen.
The beauty of
experiments is that
they teach us about
causal factors.
Personalization
really comes from
the ability to use
the brand or the
brand experience
as a means of social
signaling.

Mastering Customer
Engagement: The Rise of
C2C Marketing
How do you rate the impact of
C2C marketing?
C2C marketing is becoming
extremely powerful. In a digital
world, everyone has a voice and
consumers influence each other’s
judgments. There have been
incidents where consumers tell
businesses how they feel and, not
feeling heard, vent their feelings
on a C2C platform. The incident
then gets blown up, re-blogged,
and assumes a life of its own. So,
it is essential that we understand
C2C dynamics; otherwise, we are
really losing the filter through
which many people are receiving
messages. C2C is also important
because people like to tell others
when they have discovered
something. And people have
a bias toward things that are
controversial, entertaining, or
new. I think it is important for
CMOs to keep that in mind while
crafting the brand experience.
Can CMOs influence C2C
dynamics?
Yes, CMOs can influence the C2C
interaction. While CMOs cannot
control what people say to one
another, they can control the
brand narrative at its origin, and
they must be deliberate about that.
A good example of this would be
Dominos Pizza. When Dominos
experienced a sharp decline in
sales, it launched research to find
out why. It emerged that consumers
were dissatisfied with the quality
of ingredients in the pizzas, among
other things. So, Dominos created
a Twitter hashtag campaign that
incorporated these findings into
its overall brand narrative. The
campaign was called “What is
wrong with the Dominos Pizza?”
and the company asked people to
give honest feedback on how it
could improve. Dominos got really
good feedback from this. People
felt that Dominos was honest and
really trying to hear them, which
built trust. So, this is a way in
which CMOs can help shape the
brand narrative.
Would this not be risky
considering customers could
react unpredictably?
True! But the risk also comes
from not doing anything and not
connecting with the consumer.
Take the case of Wheat Thins —
the whole wheat snack brand that
decided to use humor as a way
of connecting with consumers.
They did that by creating a set of
humorous guidelines that required
sponsors to not feature people
eating more than 16 Wheat Thins.
They then roped in Stephen Colbert,
the satirical comedian, who joked
about the product saying he was
going to try and eat 17 Wheat
Thins, which was like telling
consumers “We can eat Wheat
Thins the way we want.” The joke
went viral and people who would
never think about Wheat Thins
started talking about it. Yes, there
was a bit of risk involved here, but
there is risk in inaction as well.
While CMOs cannot
control what people
say to one another,
they can control the
brand narrative at its
origin.
In a digital world,
everyone has a voice
and consumers
influence each
other’s judgments.

What role do you see agencies
playing in the co-creation of
content?
Agencies are in an unenviable
position because to a certain extent
they can only go where the client
allows them to go. Not many
companies or CMOs are thinking in
terms of co-creation because there
is a certain amount of risk involved
in abdicating some of the control
in content creation to consumers.
Companies that can strongly
control what their brand essence is,
but also abdicate control to embrace
consumer empowerment will be
well-positioned to really go to this
new frontier of co-creation. Their
agency partners will enable them
to co-create experiences that are
really unique.
The Digital Future: The Brave
New World of Co-Creation
In your opinion, what is the
next frontier for the marketing
community?
I think what we need to understand
next is how to integrate brand-produced
content with consumer-produced
content. The question is:
How will co-authorship happen?
How can we have a situation
where we have the brand and
the consumer creating content
together? I think cracking that nut
is the next big thing. When you
have that kind of collaborative
effort, it builds a whole new level
of trust and investment, because
when I feel like I have been an
architect of an entity, then I am
far more likely to keep up with
it, and to have a connection to it.
Right now, we do not really have
good examples of that kind of co-creation.
The closest thing we have
is a brand saying, “Make your
own video and we will feature
the winner.” That is not quite a
true integration. If you can create
a joint narrative, where both the
brand and the consumer share
the story, then I think that you
can really differentiate in a digital
world from people who are just
having their agency create content
or just sitting back passively and
seeing what consumers are talking
about today.
58
Right now, we do
not really have
good examples
of co-creation
between brands
and consumers.

Rewired: Crafting a Compelling Digital Customer Experience
Rewired: Crafting a Compelling Digital
Customer Experience
By Didier Bonnet, Jerome Buvat and Subrahmanyam KVJ
didier.bonnet@capgemini.com jerome.buvat@capgemini.com subrahmanyam.kvj@capgemini.com
In 2008, Dominos Pizza was staring
at a difficult future. The company
faced plummetting sales, falling
stock prices and a lacklustre brand
image. Customer dissatisfaction
was running high with customers
complaining about the poor quality
of Domino’s Pizzas1. By November
2008, the company’s stock price
was at a record low of $2.832. That
is when Dominos decided to chart
a new path for itself. From that
position, the company has scripted
a historic turnaround making its
entire customer experience digital.
The company focused on making
easy-to-order and easy-to-track
the foundations of its overall
customer experience. And they did
this across the key channels of PC/
mobile/social. Dominos launched
a social media campaign — “What
is wrong with the Dominos Pizza?”
— where it sought feedback from
customers to help improve its
pizzas. Customers appreciated the
company’s sincerity in reaching out
to them and as a result, the strategy
proved to be highly successful (see
interview with Professor Renée
Gosline on page 50). Dominos
streamlined the ordering process
by introducing “Pizza Tracker” —
an online tracking mechanism to
let customers view the progress
of their pizza from order to
delivery. They also let customers
build online profiles, with their
location and other preferences,
thereby reducing order placement
time to as low as 30 seconds. The
results have been remarkable, to
say the least. From $2.83 a share
in November 2008, Dominos has
seen its stock price rise to over $70
a share in June 20143. Domino’s
mobile sales accounted for 22%
of online sales in 2012, which was
larger than the entire company’s
sales in 19994.
Less than half
of organizations
have a company-wide
program for
customer experience,
and only 30%
have a dedicated
budget to fund the
transformation.
Such transformative impacts
do not come by accident. They
happen as a result of carefully
coordinated and orchestrated
use of digital technologies and
platforms such as social media
and mobile. However, while the
opportunities for driving a great
customer experience using digital
technologies are significant,
so are the challenges. First,
organizations need to manage an
ever-increasing tide of customer

of agility that companies from the
Internet sector are bringing. In
short, what has worked in the past
is not guaranteed to work in the
future.
So, how can organizations
master the new rules that will
help them drive lasting customer
engagement in a digital world?
Our research revealed that four
key actions play a defining role in
delivering compelling customer
experiences — and differentiate
digital leaders from their peers
(see Figure 1). We examine each
of these actions in the sections
that follow.
click attribution model rather
than more sophisticated cross-channel
attribution models that
are more relevant in the digital
age5. Third, digitally transforming
the customer experience requires
an overhaul of organizational
culture and traditional ways of
managing customer relationships.
56% of marketers in a survey
described their organizations as
customer-centric, but only 12%
of their customers agreed with
their assessment6. This shows that
the promise of customer centricity
still has a long way to go. Finally,
the pace of decision-making has
hastened and there is a new sense
expectations. As Rob Tarkoff,
CEO of Lithium Technologies,
a provider of social customer
community software, says in
our interview (see interview
on page 42), “We are living in
an age of extreme customer
expectations.” Second, the
complexities of integrating new
digital channels with existing
operations can be daunting. A
recent survey indicates that
over 38% of marketers feel
the technology to build an
integrated digital marketing
strategy is too complicated. Over
58% of marketers still use basic
methodologies such as last-
Figure 1: Creating a Digital Customer Experience
Source: Capgemini Consulting Analysis

Digital leaders look
at technology as a
means to an end,
and not an end in
itself.
Look Outside to Transform
Inside
Digital leaders look at technology
as a means to an end, and not
an end in itself. The end-state is
defined by the kind of experience
that the customer desires at each
touch point. Digital leaders design
experiences based on a forensic
understanding of customer
expectations, and actively seek to
understand and alleviate customer
pain points. They ensure that
their knowledge of customer
interactions extends across all
touch points. Barclay’s Bank for
instance, has set up a website
dedicated to gathering the voice
of the customer. The website
called “Your Bank” encourages
customers to publicly share their
views, concerns and complaints
regarding the bank’s products and
services. In addition, the bank puts
future changes to its offerings to
vote on the website, in order to
gauge customer reactions prior
to rollout7. Organizations are
beginning to realize the importance
of customer experience. Research
indicates that over 86% of
executives consider customer
experience to be a top strategic
priority. However, less than half
have a company-wide program
for customer experience, and only
30% have a dedicated budget to
fund the transformation8.
Customers
increasingly see
their interactions
with organizations
as a continuum of
physical and digital
experiences.
Focus on Smart Investments
in Digital Channels to Enhance
Reach and Drive Engagement
Digital leaders approach digital
investments differently. Rather
than the size of the investment,
they focus on its impact. Sephora,
the global cosmetics major, has
shown how smart investments
in digital channels can deliver
extraordinary results. Sephora
has closely tied its social media
strategy to the way that customers
use various social media platforms.
Research suggests that Pinterest is
better than Facebook in inspiring
purchases9, and that its users tend
to spend more on every purchase
than users of other social media
platforms10. Sephora has focused
its customer engagement efforts
primarily on Pinterest and it
was among the first retailers to
integrate the “Pin It” button on
its website11. Sephora curates lists
of popular products on Pinterest
and launched a Pinterest-centric
email marketing campaign, where
users can pin products directly
from emails. Sephora’s social
media strategy has proved to be
highly successful. The company
saw a 60% increase in traffic
from Pinterest following its email
campaign. Its average Pinterest
follower spends 15 times more
money on Sephora.com than its
average Facebook fan12.
Sephora has seen similar success
with its investments on mobile
channels. The company was
among the earliest to extend
mobile payment services to its
customers by integrating loyalty
data with Apple’s Passbook
application. As a result, customers
that used the Passbook application
were found to purchase twice as
frequently and spend twice as
much annually as the average
customer13. Sephora introduced
new features for its mobile app
that allowed customers to create
online shopping lists and access
their online and in-store purchase
history14. The company also offers
free digital content, such as music,
magazines and apps, through the
“Sephora Shares” program15. The

company’s continued focus on its
mobile strategy has contributed
significantly to spurring sales. As
the director for mobile and digital
store marketing at Sephora puts it,
“We’ve seen 150% growth in the
mobile space this past year, and
we’re seeing that continue, which
is really outpacing the industry.16”
Use Data to Create Engaging
Customer Experiences
A compelling customer experience
is often underpinned by a good
grasp of data and customer
insights. Digital leaders such
as Amazon and Macy’s are
applying analytics to substantially
enhance their understanding of
customer behavior, preferences
and motivations. Macy’s analyzes
several million Terabytes of
data every day including store
transaction data and social media
feeds. This is used to personalize
the customer experience in various
ways, including for instance, by
offering customized promotions
to customers at checkout. The
retailer’s analytics capabilities now
enable it to create 500,000 unique
versions of a single direct mail
catalog17. As a result of its focus
on advanced analytics, Macy’s has
been able to boost store sales by
10%18. Similarly, Amazon’s ability
to harness data allows it to help
customers find products that are
most relevant to them. The online
retailing giant’s analytics-driven
recommendations engine accounts
for 29% of its overall sales19.
U.S. Bank improved
its lead conversion
rates by 100% using
Big Data analytics.
Several banks have also reaped the
rewards of leveraging customer
insights to enhance customer
experience. For instance, U.S.
Bank, the fifth largest commercial
bank in the US, integrates data
from online and offline channels
in order to create a unified view
of the customer. This data is then
used to target prospects with
personalized offers. As a result,
the bank has been able to improve
its lead conversion rates by 100%.
The bank even tailors the content
on its website, based on data
analytics. For instance, products
and services featured on the website
vary based on the profile of the
customer visiting the website20.
Organizations across industries are
faced with a deluge of structured
and unstructured data. However,
the ability to translate this data to
meaningful insights and deliver
superior customer experiences sets
digital leaders apart.
Integrate Physical with Digital
to Create Unending Experiences
Customers increasingly see their
interactions with organizations
as a continuum — a continuum of
physical and digital experiences. They
don’t necessarily understand and
appreciate internal organizational
barriers between physical and
digital. Organizations will need to
understand that this is not about
old vs. new, or physical on one side
and digital on the other. It is about
creatively integrating their digital and
physical experiences so they blend
in a seamless customer experience.
Digital technologies offer powerful
ways of amplifying the impact of a
physical experience.
Macy’s has been able
to boost store sales
by 10% using Big
Data.

US financial services major Capital
One is experimenting with a café
format for its bank branches,
designed primarily to drive
services offered by their online
bank — Capital One 360. Across the
US, the bank has opened nine café
styled branches that provide high
levels of customer intimacy along
with complimentary services21. The
branches also provide access to
financial and digital tools. Bankers
within the café give personalized
advice on saving and investing
strategies while also providing
detailed information on Capital
One 360 products. As such, the
café format allows Capital One
to combine the personal touch
of the physical branch with the
convenience of online banking –
ultimately providing customers
with the best of both worlds.
Automobile giant Audi’s
showroom in London is another
example of digital blending with
physical to create a great customer
experience (see Figure 2). The new
showroom — called “Audi City” —
houses just one car, the company’s
most exclusive model. In addition,
it has an array of large screens
where Audi’s complete range of
models can be viewed, customized,
repainted and accessorized. In
its first ten months of operation,
Audi’s digital showroom saw a
70% increase in car sales compared
to prior retail format22, and a
higher average sales price than its
average UK dealership23.
Figure 2: Audi’s Digital Showroom
Source: Company website
Audi’s Digital Car
Showroom reported
a 70% increase in
new car sales and
higher average sales
price than traditional
dealers.

Figure 3: Build-A-Bear Workshop Store
Build-A-Bear Workshop Inc,
the US-based do-it-yourself
retailer of stuffed animals, is
another great example of the
power of such an integrated
physical-digital approach. The
company undertook a two-year
modernization program aimed
at providing a more immersive
in-store experience to its target
customers — young children
accustomed to using smartphones
and tablets. As part of the program,
Build-A-Bear remodeled some of
its stores using touch, object and
gesture recognition technology.
Digital storefront installations
enabled with Microsoft’s Kinect
technology allow customers to
use gestures to play games and
interact with Build-A-Bear’s
latest product offerings as they
enter the store. Within the store,
a series of kiosks with interactive
touch screens digitally enhance
each step in the process of making
the toys. For instance, children
can choose personality traits for
their toys, which are represented
by a set of emoticons on the touch
screens. They can also choose from
an assortment of digital music and
sounds to add a “voice” to their
toys. Such tactile experiences
were introduced to help children
form deeper connections with
their chosen toys24 (see Figure 3).
The remodeled stores met with
strong positive reception from
customers, with sales increasing
by an average of 25%, compared
with an 8% average increase in
company-wide store sales. Driven
by the success of the program,
the company plans to extend the
same experience to many more
stores25.
Organizations can
lose as much as
20% of their annual
revenues due to poor
customer experience.
Source: Company press release
Digital leaders such as Capital
One, Audi and Build-A-Bear
have successfully understood the
amplifying effect that they can
achieve by meshing physical with
digital experiences in order to
help differentiate themselves.

Can traditional organizations
create a rewired digital
Many Born-Digital companies
have set a high entry bar for
compelling customer experiences.
Companies such as Zappos (see
interview on page 12) go to great
lengths to create a compelling
customer experience. Zappos
has also shown that they are
willing to work around
traditional organizational
governance models. For instance,
the company replaced its
traditional management style
with ‘Holacracy’ - a model that
distributes authority amongst
various circles of employees. Such
a model empowers employees
enabling them to assign top
priority to customer experience.
Some traditional organizations
have been quick to adapt.
Mercedes-Benz for instance,
launched an organizational
restructuring initiative — aptly
titled “Customer Dedication” — to
focus its activities more sharply
around customer needs (see
interview on page 26). For most
other organizations however, it is
time to play catch-up rapidly. Not
doing so will expose organizations
to the perils of a poor customer
experience, which can indeed be
significant.
Research indicates that organizations
can lose as much as 20% of their
revenue due to poor customer
experience26. So, why don’t many
companies try creating great
customer experiences? One obvious
reason - it is very challenging to do
so. Organizational constraints are
usually the biggest reason. There is
very little coordination between the
front-end of the organization and
the back-end. Customer experience,
while being everybody’s priority is
no one’s job. Delivering a compelling
customer experience requires the
careful orchestration of people,
data, IT, processes and customer
behavior. It requires an exhaustive
understanding of customer behavior,
smart investments in digital channels,
the ability to harness customer
data, and finally, the ability to
creatively mesh physical and digital
experiences.
Many Born-Digital
companies have set
a high entry bar for
compelling customer
experiences.

1 TIME.com, “Domino’s Mea Culpa and America’s Pizza Passions”, January 2010
2 Fastcocreate, “How Domino’s Became a Tech Company”, May 2014
3 Stock price as of 17th June 2014
4 MobileMarketing, “Domino’s Mobile Sales Larger Than its Entire Business in 1999”, June 2013
5 IgnitionOne, “Integrated Marketing Survey 2013”, November 2013
6 Informa.com.au, “Customer Centricity: The Key to a Sustainable Future”, 2012
7 CustomerCentric.info, “Barclays Bank Working Smart and Gathering VoC Data”, September 2013
8 Forrester Research inc, “The State Of Customer Experience 2011”, February 17, 2011
9 Bizrate Insights, “Pinterest vs. Facebook: Which Social Sharing Site Wins at Shopping Engagement?”, October 2012
10 Internet Retailer, “How Pinterest tops Facebook in e-commerce”, January 2014
11 Venturebeat, “Sephora: Our Pinterest followers spend 15X more than our Facebook fans”, February 2013
12 Social Media Delivered, “Pinterest Case Study: Sephora”, September 2013
13 Internetretailer, “Apple Passbook users are among Sephora’s best customers”, April 2013
14 Sephora.com, “My Beauty Bag”
15 Mobilemarketer, “Sephora borrows from Starbucks with app recommendation program”, January 2014
16 eMarketer, “At Sephora, Mobile-First Means ‘Connecting’ the Customer’s Experiences”, November 2013
17 Direct Marketing News, “Macy’s CMO shares loyalty insights at NRF Big Show”, January 2013
18 CNBC, “Retail Goes Shopping Through Big Data”, April 2013
19 Yahoo, “Retailers Using Big Data: The Secret Behind Amazon and Nordstrom’s Success”, March 2014
20 Adobe Digital Marketing Suite Success Story, “U.S. Bank”, 2012
21 Company website, accessed in May 2014
22 Audi MediaInfo Release on “Audi City”
23 Financial Times, “Online showrooms and digital dealerships revolutionise car buying”, December 2013
24 Samsung.com, “Case Study: Build-A-Bear Workshop®”, June 2013
25 Marketwatch.com, “Build-A-Bear gets a big bear hug; shares surge 30%”, May 2013
26 Oracle, “Global Insights on Succeeding in the Customer Experience Era”, February 2013

Special Guest

Surviving and Thriving in an Age of Digital Disruption
Surviving and Thriving
in an Age of Digital
Disruption: An Interview
with Tim O’Reilly
Interview with
Tim O’Reilly
– Founder and CEO of
O’Reilly Media
Tim O’Reilly is a leading Silicon Valley intellectual, technology icon
and venture capitalist. Tim has chronicled technology trends since
1978, and is the founder and CEO of O’Reilly Media, one of the world’s
most respected publishers of technology books and producer of cutting-edge
technology conferences. He has been a key spokesperson for the original
commercialization of the Internet, for open source software, for Web 2.0, open
government (and open data in general), and the Maker movement. Capgemini
Consulting spoke with him to understand more about the latest wave of digital
disruptions and how companies can and should react.

In your opinion, what is
driving the current era of
digital disruptions? Have we
reached an inflection point?
There has been steady advancement
in transformative technologies
right from the birth of computing
to the smartphone era. But we’re
now at that start of something that
is arguably even bigger, as digital
technology interacts with the
physical world. Some people refer
to it as the “Internet of Things” or
the “Internet of Everything”.
At the heart of it, this new
technology revolution is being
driven by sensors that are making
physical objects more responsive
and seemingly “intelligent” than
ever. We need to expand our earlier
definition of robots, which referred
only to autonomous humanoid
robots. In fact, there are many so-called
special purpose robots in
our homes today, such as the Nest
Thermostat. Even our dishwashers
and washing machines have all
become much more intelligent
over time. As they become more
connected with the Web, these
devices will become even more
capable of seemingly independent
action.
A major part of the
current revolution is
the manner in which
intelligent machines
augment humans in
new ways.
However, I think the notion of an
autonomous, purely machine-based
revolution misses the
point. A major part of the current
revolution is the manner in which
intelligent machines augment
humans in new ways. Take the case
of Uber — the on-demand car hire
service. Uber connects passengers
and drivers much more efficiently,
and in real-time, using the GPS
functionality in smartphones. You
don’t normally think of this as an
“Internet of Things” application,
yet it is made possible by one very
smart thing — the location-enabled
phones of both the driver and the
passenger. But those things aren’t
operating autonomously. They are
a tool for augmenting humans.
It’s important to realize that the
Internet of things is not just for
things! It is the beginning of a
massive change in the way that
people and “things” relate to one
another.
What are the industry sectors
that are going to be the most
affected by these digital
disruptions?
They don’t call it “the internet of
everything” for nothing. Agriculture
and manufacturing are already
in the throes of transformation.
But for consumer impact, look to
the automotive, transportation,
and healthcare industries. I see
the automotive sector poised for
massive change given the ability to
understand where every vehicle is
at any moment. New applications
become possible, leading us
ultimately to self-driven cars. (I
should point out that robotic tractors
and mining equipment is already
commonplace.) This ability to track
and control will affect all forms of
transportation and logistics.
In the healthcare sector, I believe
advancements in our ability to
monitor bodily functions and track
medication adherence will have a
powerful impact on patient care.

Managing Digital Disruption:
A New Mindset for CxOs
What advice would you give to
CXOs who are trying to cope
with digital disruptions?
First, I would advise CXOs not to
fight the future. Trying to prevent
disruptions from taking shape
is a losing strategy. If you think
you are going to be disrupted,
then the first and most powerful
alternative is to adapt to get ahead
of a disruption and not solely
focus on “what I should do to
preserve the business.” Second,
CXOs need to step away from the
way they do business today and
ask themselves the question —
“what will the consumer expect?”
At O’Reilly Media, for instance,
we decided to go DRM-free for
our digital products because we
realized that is what consumers
want. It is important to benchmark
yourself against a broader range
of consumer services and not
just against other companies
like yourself. Take the case of
government services. They
routinely accept wait times of
months or years, when consumer
services now provide almost
instant turnaround! Government
officials must understand that in an
age where consumers have near-immediate
access to information
through their televisions, tablets or
smartphones, government services
need to be much more responsive
than before.
Who would you recommend
that organizations benchmark
themselves against?
I think of Amazon as one of
the great companies to observe
because, in many ways, they have
been in a fairly traditional industry.
However, they have broken out and
not only disrupted retail and book
stores, but also become one of the
largest infrastructure providers
for the next generation of cloud
applications.
What are the lessons that
organizations can learn from
the success of Amazon?
There are two key lessons. Amazon
understood more than anybody
else that they had to organize
themselves around technology
rather than organize technology
around their business. Very early
on, Amazon mandated an internal
API culture where all teams were
required to encapsulate their work
with service interfaces, so that
they could be consumed easily by
others. In other words, Amazon
organized itself internally around
a service-oriented architecture.
This made it much easier for them
to open up their services to the
external world.
Another idea that Jeff Bezos got
early on was to design Amazon
as a platform that would enable
an ecosystem in numerous ways.
A lot of companies forget how
they can actually enable others.
Platforms are a great way of doing
this. In fact, a platform beats an
application every time.
Unlocking Innovation: The
Need for Collaborative
Ecosystems
It appears that most
innovations are coming from
small firms. Even Gartner
says that 50% of the value
in the “Internet of Things”
will come from startups. How
should large companies unlock
innovation?
Well, first of all, I think that’s just
the way of the world. It’s very
difficult when you are a large
A platform beats an
application every
time.

company to pay attention to
things that are still small and put
emphasis on small bets. Venture
capitalists place many small bets
and most of them fail. I think it’s a
fool’s errand for a large company
to try and become a great early-stage
innovation company. It
is more important to be able to
recognize innovation and become
a fast follower. Cisco, Microsoft,
Adobe and Google are all
examples of companies that have
grown successfully through an
aggressive acquisition strategy.
Being a great partner is another
crucial element of unlocking
innovation. Large organizations
need to understand the ecosystem
of companies that are disrupting
their industries, identify ways
of working more closely with
them and making them more
successful. I preach this all the
time and I think really successful
companies understand this — you
succeed when you make other
people successful. And if you play
a zero-sum game — where if you
win, everybody else loses — then
you lose as well.
What differentiates great
companies from others in
terms of the way in which they
approach innovation?
I think great companies enable
strong ecosystems. Consider how
Apple has created value for its
App Store developer ecosystem.
Ironically, the value that you
create for others need not even
be very high. For instance, while
the App Store ecosystem made
some really big winners, the share
of App Store revenues that go to
outside developers are only a tiny
slice of Apple’s overall revenues.
But still, you must have a sense
that you are creating value for
other people because that will
eventually drive your success. So,
my advice to companies would
be to seriously consider how they
can help others and how they can
all grow stronger together. The
focus should be on making the pie
bigger.
If you were the CEO of a major
hotel chain, how would you
respond to the disruption
caused by Airbnb, for example?
What would you do?
I would explore options to partner
with Airbnb and create a win-win
situation for both companies. I
would ask myself how I could
make Airbnb more successful by
having them affiliate with my
You succeed when
you make other
people successful.
brand. As a platform provider, I
would look at how I could really
deliver value to them. There’s
certainly some value in branding,
but also in directing customers to
them and potentially giving them
cover from legal issues. For that
matter, if I were a hotel chain, I
might acquire Airbnb.
Looking Ahead: The Trends
That Will Shape The Future
What are your three best
bets on technologies that will
reshape industries over the
next five years?
The deep technology trends that I
see are the merging of hardware
and software, Big Data, and the
fact that everything is becoming
a service. It is important to
understand how these things come
together into a kind of “collective
intelligence” in which people
and machines work together
in new and innovative ways.
Our collective data gathered by
sensors goes is part of a powerful
feedback loop that makes our
machines smarter. I would advise
organizations to look at these
trends and open their minds to
what they could transform. I
would like to specifically mention
Big Data, because I think that is
going to be a major part of the
sensor revolution. In order to

necessary if organizations want
to preserve and expand value at a
higher level. That is how Google
challenged Apple’s dominance
in the smartphone market, even
though it required letting Samsung
take a significant share of market
value. In the end, Google’s actions
pushed the industry forward.
Who do you think will emerge
as winners in this space?
It is probably too early to tell but
I think Google and GE appear to
be well placed to play a leading
role in the evolution of the
Internet of Things. GE is doing
some very interesting work in the
area with their Industrial Internet
and frictionless manufacturing
initiatives. And if we look at
Google’s acquisition strategy,
where they have acquired almost all
of the interesting robotics startups,
it appears that they are making a
major long-term bet on the Internet
of Things.
build sensor-based applications,
organizations need to be able
to effectively use the data from
sensors. They will also need to
redesign workflows based on
the various types of machine
intelligence that will be generated.
Great companies
enable strong
ecosystems.
If you were to invest $1
million, what are the
technologies you would
consider for your investment?
I would consider low-cost
lightweight sensors, drones,
quantified-self technologies, mobile
interfaces, government services
and corporate IT as key areas for
investment. At O’Reilly AlphaTech
Ventures (OATV), we are investing in
many of these themes. For instance,
we have invested in Planet Labs,
which is developing low-cost sensors
for satellites that will enable more
complete coverage of the Earth’s
surface at more affordable costs. We
see strong commercial opportunities
for drones and consequently, we
have invested in 3D Robotics, a
startup specializing in Unmanned
Aerial Vehicles (UAVs).
If we consider the “Internet
of Things”, is a winner-takes-all
approach inevitable in its
evolution?
No, I don’t think it is inevitable.
In fact, I think organizations
should actively resist winner-takes-
all strategies. To my mind,
a winning strategy is about
building partnerships and striving
for interoperability through open
source, open standards, and an
open data strategy. Consider GE’s
Industrial Internet initiative for
instance. There is value in creating
a truly interoperable Industrial
Internet where, in addition to
GE’s own suppliers and partners,
other industrial manufacturers
such as Siemens and Philips can
also participate. This may require
consciously giving up a part
of the market value that might
otherwise be secured by directly
competing in a market. But it is
Organizations
should actively resist
winner-takes-all
strategies.

We invested in Sight Machines,
which provides machine vision and
other kinds of sensor applications
for factory automation. We
have invested in a range of
startups as part of our focus on
quantified self technologies that
combine wearable sensors and
computing to measure aspects
of our daily life. These include
Misfit Wearables, which develops
wearable devices for wellness and
medical applications, as well as
FitnessKeeper. We also believe that
innovative mobile interfaces will
I would consider
low-cost lightweight
sensors, drones,
quantified-self
technologies,
mobile interfaces,
government services
and corporate IT
as key areas for
investment.
change the way people interact
in the real world. So, we have
invested in Cover, which is an
Uber-like application for making
restaurant payments.
I also see a huge opportunity in
transforming government services,
where, given the backdrop of
budget deficits, there is a strong
need for cost reduction. And
finally, I would definitely invest in
new types of companies that are
disruptive for corporate IT.

About Capgemini Consulting
Capgemini Consulting is the global strategy and transformation
consulting organization of the Capgemini Group, specializing in
advising and supporting enterprises in significant transformation,
from innovative strategy to execution and with an unstinting focus on
results. With the new digital economy creating significant disruptions
and opportunities, our global team of over 3,600 talented individuals
work with leading companies and governments to master Digital
Transformation, drawing on our understanding of the digital economy
and our leadership in business transformation and organizational
change.
Find out more at: www.capgemini-consulting.com
About Capgemini
With more than 130,000 people in over 40 countries, Capgemini is one
of the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2013 global revenues of
EUR 10.1 billion. Together with its clients, Capgemini creates and
delivers business and technology solutions that fit their needs and
drive the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the Collaborative
Business ExperienceTM, and draws on Rightshore®, its worldwide
delivery model.
Learn more about us at: www.capgemini.com

Nathalie Gaveau,
Digital Transformation Review
Founder and CEO of Shopcade
Ola Källenius, Member of the
Divisional Board Mercedes-Benz Cars,
responsible for Marketing & Sales
Guest Contributors
Andy Palmer, Chief Planning Officer
and Member of the Executive
Committee of Nissan Motor Co., Ltd.
Darrin Shamo, Director of Direct
and Online Marketing at Zappos
Renée Gosline, Assistant
Professor MIT Sloan School
of Management
Rob Tarkoff ,
President and CEO,
Lithium Technologies
Tim O’Reilly, Founder and
CEO of O’Reilly Media

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