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.
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.
Whereas the structured, predictable element of a business process is increasingly automated, exception handling continues to be where human knowledge and intelligence needs to be applied to resolve a problem.Read Transcript
In an ideal world, all the processes that power our businesses would be neatly defined and predictable with provision made for everything that could go wrong.
Of course, in the real world, there’s always something that can go wrong that you didn’t expect. Whereas the structured, predictable element of a business process is increasingly automated, exception handling continues to be where human knowledge and intelligence needs to be applied to resolve a problem.
But all too often, this exception handling is a chaotic mess of email conversations. Attempts to bring structure to this person-to-person interaction often results in both front- and back-office processes becoming too rigid, frustrating employees and customers alike when the inevitable “the system won’t let me do that” situation arises.
Let’s take the simple example of a consulting company agreeing a change request with their customer.
While steps 2, 4 and 5 of the process are individual approval actions, steps 1 and 3 are likely to involve a several people working together.
Without the collaboration in the process, the change request won’t get a sufficiently thorough review, and time may be wasted further down the line when overlooked details become apparent.
Without the structure in the process, the collaboration could lose direction and fail to come to a final conclusion.
Of course, countless variations on this example are happening every day. From simple document reviews, to field service engineers resolving issues at customer sites. From customer service departments handling complaints, to operations teams working to restore service after automatically-triggered downtime alerts – almost every organisation in the world has a set of processes that are too unstructured to be modelled rigidly in traditional Business Process Management tools, but too important to be left to email. We call these collaborative processes; they can also be characterized as people-intensive, decision-centric, knowledge-based processes.
And even as our business processes become more automated, the need for structured collaboration is not going to diminish, merely change. Over the next few years, collaborative processes triggered by Internet-of-Things-connected sensors will become just as common as the examples we see today.
Vmoso Process management introduces structure, discipline and accountability to collaboration.
Process flows can be started from a list of pre-prepared templates for your organisation, or created from scratch to suit the specific task in hand.
Throughout the process, there’s always a clear indication of who’s responsible for completing the current step, but the assignee can always call on Vmoso’s collaboration features to access the expertise of their co-workers. And of course, all participants can see all the discussion so far, ensuring they have the information they need to complete the task, and a clear audit trail.
For more information, visit broadvision.com/process-management
Digital Transformation is the buzzword of the moment. But what does it mean in practical terms?
The way we work is changing. As we embark on digital transformation projects that change the nature of our products, our workforce and our offices, we need a digital workplace to support these new methods of doing business, and a platform for digital engagement with today’s connected customer.
Galaxy Hospitals uses Vmoso to help medical researchers plan, prepare and execute their studies, Vmoso lets them engage with both the physicians who can benefit from research findings, and patients in the trial cohorts.View Transcript
Dr Sandra Baker is a young researcher at Galaxy Hospitals. She’s got plenty of ideas and lots of enthusiasm, but hasn’t published many papers yet, so she struggles each time she applies for a grant.
She’s planning a study about the relationship between the environment children grow in – including nutrition, physical activity, pollution and exposure to pesticides – and their growth. In addition to the statistical snapshot this study would provide, she believes that indicators can be found to help prevent environmentally-induced pathologies that develop unnoticed.
Sandra has published a short abstract of her project in Vmoso, inside a public space which can be read by anyone from Galaxy Hospital who’s interested in pediatric research. A few physicians have answered her message, giving her a few extreme examples of children affected by pathologies which, they suspect, could be related to their lifestyle.
One of them, Dr Felz, has also contacted her in a private chat to share some data about cases which could help Sandra refine her research topic. His message includes his findings in an attached file, and a reference to Sandra’s original post, making it clear why he is contacting her.
From the data shared by Dr Felz, Sandra is able to see a pattern, but of course that’s just a suspicion. In the hope of discovering more supporting data, she comments on her original post, asking readers to point her to any data that could confirm or deny her initial findings.
Shortly afterwards, she gets an email from Dr John Martinez, from another research institute. John is currently trying to push forward a very similar project, and he’s been given Sandra’s details by Dr Felz. John is interested in joining forces, so that they can present a more robust project for a grant application. An abstract of his project is attached to the email.
Sandra decides to grab the opportunity and transforms the email into a Vmoso chat. As she does this, John receives a notification email, which is also an invitation to join Vmoso to gain full access to the chat. He registers, and becomes an external member. He can now collaborate with Sandra, but doesn’t yet have any access yet to the data shared only with Galaxy Hospitals.
John and Sandra work together to refine the abstract. Sandra creates a Vmoso space to share all the related documents, and gives John access to the space. They collect data which they either upload to Vmoso, or simply share from existing Galaxy Hospitals data already present in Vmoso.
After a few weeks of work, Sandra and John feel that their project is very solid, but still lacks some details regarding the recruitment of subjects for the clinical trials. Neither of them is very experienced on this topic, so they decide to gather some knowledge about it.
Sandra navigates the Vmoso posts and finds a couple of topics about cohort recruitment. She quickly gets lost in all the explanations she reads, so decides to look at the connections between those topics and users. For that, she switches to the knowledge map of the posts, which show relationships between discussions, documents, and users.
She quickly finds a researcher who is involved in many cohort selection discussions. Dr Victoria White is a recognized expert on this topic so Sandra invites her help in her study. That’s done very simply by adding her into the discussion already taking place with John.
By going through the discussion, Victoria is able to quickly understand the research topic, which she immediately relates to. She suggests a cohort recruitment process which is added into the grant application documents.
Finally, the application is ready to be sent to the granting body that they have decided to apply to.
The grant application has been well prepared, and shortly afterwards the team receives the approval and is able to start the research.
In order to organize the collaboration necessary for the project, Sandra creates a spaces in Vmoso to share documents and discussions with relevant and authorized participants.
A company-wide space is created to share status announcements about the project, and build up traction inside Galaxy Hospitals.
A restricted space is created, shared only with the core team, for all the discussions and documents which the team need to keep private.
Other private spaces are created to collaborate with individual physicians helping with the cohort selection and management, and also with the patients families to share instructions, news and advice with them.
In order to find potential patients, Vmoso is integrated with the electronic medical records system. A query is done through Vmoso and the results are returned to the selected Vmoso thread from the records database. This avoids the need for Sandra to switch between multiple tools and automatically makes the data available to all project researchers.
Because each patient has Vmoso access through Galaxy Hospitals, the potential trial patients will be notified about the research project through both Vmoso and email, allowing them to choose the communication channel they prefer.
Once enrolled, the patients’ families can interact with the research team through either the Vmoso-enavled MyGalaxyHospitals app, or directly through Vmoso.
In addition to the news and advice pushed to the patient families through their Vmoso app, the families are also asked to complete questionnaires relating to the lifestyle of their children. For example, how much time their child spends exercising, how much fruit and vegetables the child eats, etc.
The questionnaire results are made available to the physician following the child, and to the research team. The physician has the opportunity to double check with the family whether the answers are correct, and to correct them if needed, before the data gets fed into the study database.
Whenever physicians have doubts or need to discuss specific aspects with the research team, they can use either the global post, or one of the private chats each of them has with the team.
After 5 years of research, the study delivers interesting results, but Sandra’s objective is to have at least 15 years of data. Sandra and her team are able to use the data recorded in Vmoso to quickly build a grant extension application, and they succeed in obtaining a 5 year extension.
If a researcher requires a test using specialized medical equipment during the course of the project, they can book a time through Galaxy Hospitals’ equipment rental portal, which is integrated with Vmoso. A Vmoso task is created including both the equipment booking team and the equipment operator.
The researcher can then communicate with the equipment team through Vmoso with any questions. When the test has concluded, the results are added to the task.
Dr Felz is also very satisfied with the outcome of this study. Thanks to the communication channels he has with the research team, he is able to get early access to the study results. This helps him advise families in the best way possible to improve the health of their children.
Vmoso helps the research team plan, prepare and carry out their studies. It improves the communication and collaboration between the research team, the patients, and interested medical professionals, resulting in faster, more accurate results.