Moxie and Microsoft at Convergence 2013

Editor's Notes

• #4: Need a new title slide altogether.
• #5: Businesses today must be agile in order to survive. Change is not just a constant, its pace is accelerating—economic conditions, rapid developments in technology, changes to business models, increasing regulations, and more pressure from competitors—it is getting increasingly challenging to succeed in business.We see this trend clearly if we look across the lifetime of the S&P 500 index — a stock market index started in 1923 based on the common stock prices of 500 top publicly traded American companies where companies that go out of business, are acquired or shrink to insignificance are removed. Over the lifetime of the index, the average lifespan of the companies it tracks has decreased significantly. In the 1920’s, if you were on this list, you were there for on average 67 years. But the story is much different today. Now that number is a mere 15 years. The way this data is trending — 10 years from today, 75% of the companies that comprise this index would be new. Let me say that a bit differently, in a decade, 75% of companies that are here today, will drop from this list because they have failed to thrive. The S&P 500 is a bellwether created to help predict market trends in business performance. Therefore, it is fairly safe to assume that this change in lifespan applies more broadly across companies. When we examine why once successful companies at some point fail to thrive, it is often because their core value proposition is disrupted by their inability to react to exactly the kinds of changes businesses are facing today: changes in technology, business models, competition, etc. And with the technology advances of the information age, we are now seeing organizations with relatively limited capital able to compete with companies that have vast financial resources, essentially eroding the barriers to entry that have secured the industry stalwarts of the past.
• #6: To see how a company’s ability to change can determine success or failure over time, look at some recent Forrester research on the ages of business. In the age of manufacturing, the ability to manufacture products at scale gave rise to industrial powerhouses we recognize as household names: Ford, RCA, General Electric, Boeing, Proctor & Gamble. However, as we moved into the age of distribution, we see the power of being able to move products and practices into new markets gave rise to companies like Walmart, Toyota, UPS, and CSX. In the case of WalMart, being the expert at distribution and ultimately scale changed the power equation between manufacturers and retailers—big brands who were unable to change their business models to accommodate the demands of this scale were put to the test during this transition; with Toyota, we can see how ‘just in time’ manufacturing and lean practices put the emphasis on the distribution channel as the pull mechanism, thus changing the focus from simply manufacturing to build inventory, to innovating to meet consumer needs—another major change in business models.In the late 1900s we entered the age of information where connected PCs benefitted those companies who control the flow of information; Microsoft, Oracle, and Google stand out in this era. What we see as we move from age to age is a tremendous disruption to existing business models. A company’s success across ages becomes dependent on their ability to make meaningful changes to their business so that they can ride a new wave. Some succeeded, but others didn’t; for example: Landlines were the predominant mode of telecommunications for 125 years, but today telcos who didn’t make the move into the mobile space are no longer thriving.After 305 years of predominance, the same is true of the newspaper industry where slumping ad sales, the loss of classified advertising and precipitous drops in circulation are the result of competition from internet media – pixels are replacing print.Nowhere is this truer than with Encyclopedia Britannica who after being in business for 244 years, is no longer producing print versions of their encyclopedia and is struggling to make the transition to an online service.Kodak is another example of a company getting caught in a technology wave that required a major shift in business model. Kodak missed the shift from film to digital and has been struggling to regain their prominence ever since.Likewise Blockbuster, the American-based provider of home movie and video game rental services, who at its peak had 60,000 employees and 4,000 retail stores in the US, missed the transition to online movie streaming that their major competitor, Netflix, was able to manage. We also see the rise in each of these ages of companies who “come out of the blue” — bringing a new paradigm to market. Spanish clothing brand Zara epitomizes this phenomenon. Most clothing manufacturers produce large seasonal clothing collections based on current trends they see in the market with the hope that those fashions will sell. Zara is taking a more sustainable approach to their business to ensure that they aren’t manufacturing items to sit on hangers. By using their online storefront to keep close to their customers and using customer preferences to streamline the design, manufacturing and distribution process, instead of having 12,000 skus in a season they have around 3,000 that actually sell. Their manufacturing timeline is 30 days versus the 4-12 months that is typical of the industry and because they are creating the fashions they know their customers will respond to, their customers visit their stores or website almost 9 times more often than their competitors enjoy.  They embody the trend Forrester predicts will be the new age…the Age of the customer — A time when a company’s ability to focus on the customer experience matters more than any other strategic imperative to that company’s long-term success.What could that success look like?
• #7: We are in the midst of a rise in power in the hands of consumers. The meteoric adoption of social media combined with the massive proliferation of mobile devices means that in this day and age a consumer’s voice is disproportionately large. For these reasons, companies are refocusing their energies to understand their customer experience in order to more effectively influence it. No one wants to be the Kodak of the age of the customer. Businesses who want to be successful need to ensure that they are not only meeting needs and differentiating themselves from their competition—they need to make sure they are doing so in a way that works for their customers. And they are doing that, because it matters…
• #8: Earlier this year, Watermark Consulting, a customer experience consultancy and think tank, released the latest findings of its analysis of the five year performance of the Top 10 Leaders and Top 10 Laggards in the Forrester Customer Experience Index versus the broader S&P 500 Index from 2007 to 2011:The cumulative total returns of the Customer Experience Leaders portfolio was 128% higher than the Laggards.The cumulative total returns of the Customer Experience Leaders portfolio was 27% higher than the S&P 500.Delivering outstanding customer experiences allowed these companies to dramatically outperform the market.So how do you thrive in this new age? How do you succeed in the face of unprecedented change?
• #9: You need to become a dynamic business.You need to be able to derive actionable insights by tapping into the market—the conversations your customers and prospects are having—to understand perceptions and receptivity to products and services, then making sense of that information and infusing it into the organization. You need to be able to execute flawlessly by energizing your entire workforce, understanding what is working for your business today while at the same time recognizing opportunities to more effectively serve your customers’ needs then being able to move your enterprise in the right direction with speed, agility and repeatable consistency. And you need to enable effective interactions with your partners, customers and prospects to engage them in meaningful ways—in the way that they want, and when they will be most receptive—as they move through their lives and deepen their relationship with you. Mastering these areas of expertise makes your business dynamic.Microsoft Dynamics has been (and continues to be) purpose built to enable your success in these areas. Let’s take a look at the following scenarios that will bring this vision of a Dynamic Business to life…
• #13: Skype divesting from eBay (Chat) & Kana Incumbent (10% Chat - 90%email) Skype needed a real time application to manage customer support interactions globally. Skype deployed Moxie’s chat solution to over 800 concurrent agents - Email for Customer Support & Provide Chat to Premium Customers behind a login. Skype outsources the labor to IBM which runs the contact centers out of Cairo & Manila. *Chat; Email – OnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #14: 3M Support not consistent. Strategic initiative to centralize Customer Service. *Chat; Knowledgebase; Proactive; Cobrowse; Community (CS Forum & Wiki); Forum; Wiki; Customization Support – OnDemand”Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #15: Staples is the second largest e-tailer in the world (behind Amazon). Initially they were using eGain but feeling pain withProduct Instability andScale. Global rollout of chat serving Staples.com lines of business & subsidiaries. *Chat; Knowledgebase; Proactive; Cobrowse – OnPremise*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #17: Dellwill deploy a new set of Chat capability from Moxie to support their Chat 2.0 strategic initiative, while at the same time, streamline their operations & agent productivity by deploying an integrated Moxie Email platform. *Chat; Email; Proactive; Cobrowse – OnPremise*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #18: Nationwide's specialty insurance customers were having difficulty finding answers to their inquiries and abandoning the Web site. As a result they were losing prospective customers—both independent consumers as well as insurance agents—to competitors. *Chat; Proactive; Cobrowse; Click to Call – OnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #19: US Auto Parts replaced LivePerson for chat.Moxie TCO was lower & our while reducing the cost of serviceintegrated Chat & Email solution was preferred for increased productivity. *Chat; Email; Knowledgebase; Proactive – OnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #21: Gap uses internal & external KB, to respond to customer queries. *Chat; Email; Knowledgebase – OnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #22: Epson wanted to build competitive advantage through first rate customer service and sought a multi channel customer communication system to facilitate this service *Chat; Email; Knowledgebase; Cobrowse – OnPremise*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #24: City Index isa Global Financial Services FX company located in the "City" of London,  American's equivalent of "Wall Street. Needed to improve call handling and customer interactions aretime critical.*Chat; Email; Proactive – High AvailabilityOnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #25: eBay uses Moxie internally with the Global IT help desk & HR, KB hosted on eBay intranet and used by all employees & outsourcers. *Chat; Email; Knowledgebase; Customization Support – OnPremise*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #26: Barnes & Noble needed a lower cost channel to support the Nook. KB Internal & External – using KB for internal agents & self service on the website. *Knowledgebase – OnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #28: CWT needed efficient means to respond to Travel Advisor agents (B2B) with current and accurate information. *Email; Knowledgebase; Customization Support – OnDemand*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #29: FedEx experienced lack of accountability & oversight in Outlook which resulted in lack of responsiveness & loss of high-value clients. *Email – OnDemand* Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #30: Royal Bank of Canada uses primarily chat, email & stand alone coBrowse. Cobrowse used by telephony agents in their Contact Center via Meet Me page. Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #31: Citco’s Financial Advisors are using Moxie’s Email Spaces to communicate with high value investors*Email; Premium Support; Customization Support – OnPremise*Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.
• #33: Royal Bank of Canada uses primarily chat, email & stand alone coBrowse. Cobrowse used by telephony agents in their Contact Center via Meet Me page. Make this personalYou should always do a quick drill down to either show success in their vertical or with the product they are most interested inAgain, do your homework. If we don’t have a slide that fits, get with Tara, buid your own!!Work smarter, think outside the box.