All posts by Richard Hughes

About Richard Hughes

As Director of Digital Strategy at BroadVision, Richard Hughes brings extensive experience of understanding the way people work and how to apply pragmatic solutions to the communication problems faced by today’s organisations and their workforces. Combining visionary thinking with a firm grasp on reality, Richard specialises in developing and writing thought-leadership pieces on the key topics of the social enterprise, digital transformation and knowledge management.

His experience on these subjects makes him a sought-after speaker at events as well as an advisor to corporations regarding strategies towards better management of the wealth of internal knowledge often hidden in an organisation, as well as better engagement of employees, customers and partners.

Galaxy Health – Collaborative Process Management

Galaxy Health is a US healthcare insurance provider. Galaxy has chosen Vmoso to  improve its membership acquisition and renewal rate as well as a number of collaborative business processes involving member enrollment and renewal, plan management, claim escalation and dispute resolution.

Show Transcript

With so many parties involved in these processes – employees, family members, employers, brokers, insurers and providers – they can generate a huge amount of time-consuming discussions. Galaxy are confident that by using Vmoso Collaborative Process Management they can improve the efficiency of these discussions, leading to a lower cost of service and happy customers.

It’s open enrollment time at Vision International. Sue is an employee at Vision, and she’s trying to work out the best plan for her family.

Her husband, Joe, works part time and look after the children, meaning the whole family is covered on Sue’s plan.

Sue and Joe like the plan from Galaxy Health but have a few questions. So Joe downloads the Galaxy app and joins the chat. Included in this chat is Galaxy’s chatbot which gives rapid answers to frequently asked questions, reducing the burden on Galaxy’s customer service team.

Joe wants to check that his primary physician is included in the plan.

This is something the chatbot can handle easily, quickly confirming that the doctor is indeed already covered under the plan by searching Galaxy’s database of providers.

Joe suffers with back pain, so also wants to check whether a chiropractor he sometimes uses is included in the plan.

This time, the chatbot says no. But it guides Joe towards the process for requesting inclusion of additional providers.

By using a collaborative process to request additional providers, both Joe and Galaxy save time. Joe starts by entering the chiropractor’s details.

So by the time it reaches Galaxy’s customer advisors for review, all the necessary information has been collected.

Joe can see the status of his request and is notified when it’s approved, and has a record of the conditions attached.

Sue’s now ready to sign up for her Galaxy plan. Again, this is performed using a Vmoso collaborative process, which is integrated with document processing and digital signature systems to streamline this type of customer engagement; a document created by QuickSilver and maintained by DocuSign details specific coverages, terms and conditions under her plan.

 

When she runs into any trouble during this sign-up process, she clicks into the collaborative process’s chat tab, where its built-in chatbot is able to answer all her questions interactively, guiding her through to completion.

A few months later, and Joe has suffered a recurrence of his back trouble

He initiates the policy’s coverage validation process by requesting authorization for treatment from his chiropractor

As the chiropractor is not on the list of approved providers, this is not automatically approved, but assigned to Shirley in the Galaxy customer advisor team to review

Shirley tells Joe that unfortunately his treatment can’t be approved

But Joe has the details of the previous conversation where use of his chiropractor was authorised, so simply links to this.

Shirley acknowledges her mistake and approves the treatment

After a short course of treatment, Joe is feeling a lot better

But Sue’s surprised to receive an invoice from Joe’s chiropractor that she thought should have been covered in full by Galaxy.

So Sue starts a process to query the bill that involves both Galaxy and the chiropractor’s admin. She includes links to the authorization process, and the earlier agreement to add Joe’s chiropractor to the plan

Jamie in the Galaxy billing team assesses Sue’s query and looks back through the previous discussions. What Sue has failed to notice that the earlier approval did point out that only 90% of the chiropractor’s bill would be covered, and that Sue would be billed for the other 10%

Sue & Joe realise that they have overlooked this, and the billing query is resolved.

A year has gone by, and it’s now annual health insurance renewal time at Vision International.

Sue and her family have been very satisfied with their Galaxy Health plan, thanks especially to its mobile-centric high-touch engagement experience empowered by Vmoso.

So when Sue receives Galaxy’s renewal alert, she immediately starts the collaborative process to complete the renewal, which normally involves just a few simple confirmation steps.

However, by taking advantage of Vmoso’s Big Knowledge and its integration with artificial intelligence predictive reasoning capabilities, Galaxy can now analyze Sue and her family’s health profile and actual care received over the past year, compare that to a vast database of similar cases, and recommend the most cost-effective plan coverages for Sue to consider.

Sue chooses a new option, as recommended by Galaxy, which not only increases her coverage but also saves her several hundred dollars per year, making her an even more satisfied customer.

Galaxy’s use of Vmoso benefits everyone across its entire ecosystem, making it easier for customers to get the information they need quickly, and reducing the burden on Galaxy’s own customer advisors as well as its network of brokers and providers.

Using collaborative processes for plan selection, claim authorization and billing query processes ensures that everyone knows what needs to happen next and reduces miscommunication.

Preserving previous discussions as a “single source of truth” for future reference gives a full audit trail and ensures rapid resolution of any queries.

With Vmoso at the centre of their customer engagement, Galaxy has been able to achieve its business goals very successfully by improving membership acquisition, increasing customer satisfaction and reducing their cost of customer service.

Vmoso Enterprise Transformation Methodology

As organizations embark on programmes of digital transformation, managing collective knowledge is becoming more important than ever. Knowledge is increasingly lost in employees’ email inboxes, or fragmented across a chaotic assortment of new communication tools brought in to address email’s failings.

At BroadVision, we understand that getting your corporate knowledge under control is more than just a technology implementation programme. The Vmoso Enterprise Transformation (or VET) methodology is a 10-step iterative process that refines working practices and establishes Vmoso at the heart of your enterprise communication and collaboration.

VET help organizations:

  • Identify and integrate existing knowledge sources
  • Capture new knowledge at source and index it for easy access
  • Define collaborative processes to add accountability to business communication
  • Devise and report upon meaningful metrics that link directly to business objectives

We know that the hardest part of any project to adopt new technology is getting started. Many employees remained wedded to working practices that discourage effective collaboration and impede the flow of information around the company. The VET methodology engages with all participants and stakeholders to drive behavioural change alongside Vmoso product implementation.

Let’s take a look at the ten steps in one cycle of the VET methodology.

  1. First of all, it’s essential to gain a mandate for the project from the executive sponsor. Experience shows that without clear objectives from senior management, and commitment to make the people involved in the project available, it will be very hard to make the rest of the project successful. So before we do anything else, we need to establish project charter, endorsed by company management.
  2. Next, we audit the communication and collaboration tools currently in use, and who’s using them. Digital transformation is a journey, and to define a realistic destination, we need to understand where we’re starting.
  3. Then, we identify where the vast amount of collective knowledge in the organisation is currently stored, and decide whether that should be migrated to Vmoso, or left in place and integrated to Vmoso.
  4. In step 4, we specify the use cases that are going to be implemented in this iteration of the methodology. The priority here is choosing those cases where we are most likely to see the biggest benefit, based on what we discovered in steps 2 and 3.
  5. Then we design the knowledge architecture – how we are going to organise the information that will be held in Vmoso or integrated to it. This includes the Vmoso spaces, user groups and access control restrictions. We also map the business workflows we’ve identified in previous steps into Vmoso-based collaborative processes.
  6. Next, we plan the schedule for the adoption phases of the project. This includes any technical integration and customization work required, the training schedule, and the metrics that are going to be used to evaluate success.
  7. The length of the solution implementation itself will vary based on the amount of integration and customization work, so may be anything between a few days and many weeks, depending on decisions made earlier in the project.
  8. Next, we transfer knowledge to the project steering committee and then all project participants. This includes not just Vmoso product training, but how the new working practices will be applied.
  9. Then, of course, we need some time for the system to be used in the way it has been designed. The length of this phase can be anything between a few weeks and several months, with regular steering committee meetings to monitor progress.
  10. Finally, we evaluate the results of the project against the success criteria defined earlier. Inevitably, some things will have worked well, some less so – this is essential input into the next iteration of the project, which starts again back at the “gain mandate” step.

VET is a continuous improvement programme.  At BroadVision, we understand that behavioural changes take time and the end goal is only reached through a series of smaller steps. The results of one phase of the project feed directly into the definition of the next. Each iteration delivers invaluable data about which initiatives have worked, and which need to be reviewed. So the journey from noise and miscommunication to a streamlined “big knowledge” environment is taken gradually, not as one big leap.

BroadVision Global Services have been assisting leading enterprises around the world with their digital business initiatives for more than 20 years. Throughout the VET process, consultants from our Digital Transformation Group are here to help you. We’ll take part in your steering committee meetings, assist with project scoping and implementation, and training project participants.

The Vmoso Enterprise Transformation Methodology formulates and executes a clear, realistic, achievable plan for digital transformation of your communication, collaboration and engagement. It unlocks collective knowledge stored in fragmented systems across your organisation and introduces dynamic, collaborative processes to your business workflows.

The Two Sides of Security

At BroadVision, we take the security of your company’s data and knowledge very seriously. But there is much more to security than the traditional “keep the hackers out” controls; Vmoso also helps organizations retain and organize their knowledge to ensure that those who are entitled to see it can do. This data sheet presents Vmoso’s holistic approach to the two sides of security.

Download Datasheet

Vmoso Chatbot by Optimist

Vmoso Chatbot by Optimist enables companies to provide rapid, automated assistance to customers within the context of their ongoing relationship with the customer.

Show Transcript

Using the Optimist software, the chatbot can be taught how to handle requests for any type of industry.

 

In this video we’ll see how Galaxy Airlines uses the chatbot to help John, who’s planning a short trip to Los Angeles with his family.

 

John starts by asking the chatbot for some information about access to the VIP lounge. Using a bot to answer frequently asked questions like this saves time and cost for the customer service team, and gives the customer a faster response.

 

But the chatbot can also help with the more complicated task of booking a flight. Based on John’s requests, the chatbot is able to suggest an itinerary, and then revise it in response to John’s replies.

The chatbot can also upsell – so  offers to help John book ground transportation for when he arrives in LA.

 

By automating the response to frequently asked questions and assistance with the booking process, Galaxy Airlines reduces its customer service cost and delivers a faster response to its customers.

 

And because this all takes place within the Vmoso customer service channel, the discussion is retained for future reference for  both the chatbot and customer service staff.

 

Customer Experience Management

 

Customers’ expectations of companies are changing. The “thanks for your email, we’ll reply in 7 working days” response simply isn’t good enough these days. Customers not only expect a faster response, they expect consistency across the many different channels through which they might make contact.

This has required organizations to improve the way they handle customer interactions, both before and after a sale. Such programs have become known as “Customer Experience Management”, often abbreviated to CXM or CEM.

Gartner define CXM as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy”.

So while the focus of CXM is on the customer interaction, it can have widespread implications for a company’s internal processes and technologies, and the way sales and customer service teams work together.

In business to consumer relationships, the main focus for CXM has been on ensuring social media channels are integrated with traditional email and phone routes to CRM. This “social CRM” works well when the answer to one customer’s question is relevant to another customer, and when customers answer each other’s questions. Social media is a great place to do this, because of the critical mass of customers there.

But platforms like Facebook and Twitter are ill-suited for more complex customer interaction. The two main categories of this are:

Personalized long-term consumer relationships – for example when a consumer needs to talk to their bank, insurance company or energy supplier

Business to business relationships – where several people from the customer need to collaborate with several people from the supplier.

In both cases, privacy is required making social media an inappropriate platform. And continuity is required, with the customer expecting the company to remember all their activity leading up to, and after the initial sale. This may well represent many years of interactions.

Vmoso enables CXM by:

Providing a platform for customer engagement, and

Enabling better internal collaboration and knowledge sharing between sales, customer service and other departments within the company.

Customers have a dedicated channel for interacting with the company, through Vmoso mobile and web apps, custom branded company apps, or email. Any employee servicing the customer can see the full history of discussions with the customer, integrating with the data already held within the CRM system.

When an internal discussion is required to address the customer’s need, that also takes place on Vmoso, with the full context available to everyone involved, not just users of the CRM system.

Vmoso’s  combination of internal and external collaboration elevates the customer experience, leading to increased customer satisfaction, loyalty and advocacy.

 

 

Extending the reach of CRM with Vmoso

Galaxy Equipment is a world leader in professional network equipment, providing top class devices to companies all around the world. Their Sales teams use SugarCRM to track their sales cycle. Traditionally, this tracking has been limited to the Sales staff only.

In this video we’ll see how Galaxy Equipment manages to extend the reach of its CRM beyond the Sales team through an integration of SugarCRM with Vmoso.

Tom is part of the European Sales team in Galaxy Equipment; he’s been there for some time and can answer any prospect question regarding the world-renowned integrated network elements that Galaxy Equipment has been selling for the last 10 years.

A couple of days ago, he got news about a new line of network monitoring devices and software that Galaxy Equipment has been selling in Asia and is now introducing to Europe. He had a quick look but was too busy preparing for an important event in Berlin, where he is exhibiting.

During the event, he meets Helen from ACME Airways. Helen is managing her company’s network, and she’s seen a tremendous increase in usage over the last few years, which she’s spent endlessly upgrading her equipment to catch up.

Now she finally has some time to plan ahead, and wants to find a good monitoring solution. She’s read in the press that Galaxy Equipment is now selling their new solution locally, so she approaches Tom.

Tom’s caught off guard, as he’s only got a very basic knowledge of the solution which Helen is interested in, and was not expecting a question about it so soon. ACME Airways is one of those large accounts that Galaxy Equipment has never managed to get into, and he’s very eager to make a first sale here.

He notes down the details given by Helen, and as soon as he can he enters this as an opportunity in SugarCRM. He mentions that he needs help with this opportunity.

Typically, such an opportunity entered in SugarCRM would be shared only with the rest of the Sales team, and remain mostly unknown to the rest of the company. But that’s not the case for Galaxy Equipment. A few months ago, they integrated SugarCRM with Vmoso, the company’s platform for collaboration and communication inside and outside the company.

When Tom’s opportunity is added to SugarCRM, this triggers the creation of a Vmoso chat to discuss the opportunity with his manager, and a Vmoso post which is a collaboration conversation shared in the company to encourage serendipitous discovery by the relevant people. One of those people is Jeremy.

Jeremy is the head of European technical presales. He has just started to study the new monitoring solution, and the opportunity described in the post grabs his attention. To him, this opportunity looks like a perfect chance to let someone in his team acquire the right skills for the new product, but he needs to act fast and help Tom give the right answers to the prospect.

From his limited knowledge, Jeremy gives a few answers to the questions that Tom has written in the opportunity. He also shares the document that he has been using to train himself on the topic.

But Jeremy knows that this is not enough, he needs to find more detailed information in order to answer the question that ACME has submitted to Tom. He needs to investigate further. The self-training document was originally shared with him through a chat with Bruce, the presales VP, but it surely came from somewhere else.

So Jeremy switches to the Vmoso Knowledge Map which lets him see where the document has been referenced from. He can see his chat with Bruce, but also several other activities which have referenced the same document.

By clicking on each of those activities, Tom can see who’s involved in each of them, other related documents, and which other activities are referenced from there.

Most of the activities visited are discussions between the Asian sales team in languages that Jeremy doesn’t understand. By clicking on the users referenced in the various discussions, Jeremy manages to identify a couple of people in the US presales team. He discovers that Jeff, a consultant in the US, has been able to get himself up to speed with the solution and has now good working knowledge of it

Jeremy suggests to Tom that Jeff should be included in the tender response, because he’s probably the only person able to help them in the short term.

Tom includes Jeff, who is more than happy to have a real prospect case where he can use his new skills, and together they are able to build a well-articulated response to the request from ACME.

This has only been possible because the integration between SugarCRM and Vmoso has enabled the collaboration around the prospect’s requirements, involving the right people from the company.

As a result, Galaxy Equipment is able to increase significantly the quality of their responses to prospects, making it more likely that their Sales teams close new deals.

All of the information exchanged during this collaboration is retained and transformed into corporate knowledge meaning that the global sales team all benefit from the work Tom, Jeremy and Jeff have done on this account.

Integrating Vmoso with SugarCRM increases the reach of information held in the CRM improving the efficiency and accuracy of the sales team, leading to shorter and more successful sales cycles.