In this customer age, organizations which are not equipped with an agile customer experience would tend to fall back in the race to the peak. With an agile and efficient B2B customer experience solution an organization will be geared up to meet new challenges of the digital age. A business customer with minimal level of patience and time will always be a hard one to please – this can be changed with a unified and yet robust B2B customer experience platform.

1. Is your organization equipped to deliver
agile B2B customer experience?
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2. Why B2B Customers are important?
More Revenue per $ spent on operations
Long Term engagements lead to almost lasting business
relationships
Business of Enterprise Customers directly proportional to Your
Revenue Increase and Business Expansion
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Repeat business and upselling
2
=

3. What role does Customer Experience play in dealing
with B2B customers?
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Why do organizations today need to focus on
Customer Experience?
How does Customer Experience fit in overall business
strategy?

4. Why Now?
AgeofManufacturing
AgeofDistribution
AgeofInformation
EnteredintotheAgeof
Customer
Factors increasing the
intensity to existing
market :
– Intense competition
with existing players
– Products are
commoditized
– Access to Global
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1900 1960 1990 2010
AgeofManufacturing
AgeofDistribution
AgeofInformation
EnteredintotheAgeof
Customer
Customer is driving the business and has
become demanding more than ever in the
last 100 years
– Access to Global
Market
– Barriers to Entry are
getting lower New
Players with new
offerings, business
models
– Profits on Per Retail
customers is
decreasing due to
increasing cost of
operations and infra
Yr

5. Focus on enterprise customer
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Declining APRUs from retail
customers
Increasing revenue from
enterprise customers
Telecom service providers world over are focused on
enhancing enterprise customer experience

6. Two sides of the coin
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Enterprise customers are the
substantial revenue contributors
Enterprise customers are most complex
of customers to manage and satisfy due
to the volume and number of services
they consume
Challenge Opportunity

7. Two sides of the coin
Technology-Fueled Differentiative Customer
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Enterprise customers are the
substantial revenue contributors
Enterprise customers are most complex
of customers to manage and satisfy due
to the volume and number of services
they consume
Challenge Opportunity
Technology-Fueled Differentiative Customer
Experience

8. Conventional Thought
Several studies in the past reflected that “ Customer Satisfaction” is
among the top priority in business
Customer
Satisfaction
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Satisfaction
Customer
Experience
Multiple Relationship Managers
Selective Communication channels
Websites on products and offerings
Reports in Excels/PDF
…….
…...

9. Thought Transformation
Recent studies shows that “ Improving Customer Satisfaction” is
among the top priority in business plans-dealing with Enterprise
Customers
Customer
Satisfaction
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Control
Clarity
Communication

10. Thought Transformation
Recent studies shows that “ Improving Customer Satisfaction” is
among the top priority in business plans-dealing with Enterprise
Customers
Customer
Satisfaction
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Customer
Empowerment

11. Thought Transformation
Recent studies shows that “ Improving Customer Satisfaction” is among
the top priority in business plans-dealing with Enterprise Customers
Customer
Satisfaction
‘Customer Empowerment’ is cited as top
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Control
Clarity
Communication
Customer
Empowerment
‘Customer Empowerment’ is cited as top
challenge impacting the ability to accomplish
the objective of ‘Customer Satisfaction

12. Thought Transformation
Recent studies shows that “ Improving Customer Satisfaction” is
among the top priority in business plans-dealing with Enterprise
Customers
Customer
Satisfaction
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Customer
Empowerment
Customer
Experience

13. Thought Transformation
Recent studies shows that “ Improving Customer Satisfaction” is
among the top priority in business plans-dealing with Enterprise
Customers
Customer
Satisfaction
Customer Experience from just being a tool to
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Customer
Empowerment
Customer
Experience
Customer Experience from just being a tool to
provide communication to customer has become
an Enabler to Empowerment

14. Path to Customer Experience Maturity
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14Source: Forrester Research

15. Key to Differentiation
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16. Best in Class Customer Experience
Unified View
Multiple Communication Channels
Consistency in Communication
Streamlined and Structured Operations
Single Self Service Platform for all Stakeholders
Providing Information at customer’s disposal
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Providing Information at customer’s disposal
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Removing Complexity, Removing Clutter

17. Major Challenges
Consolidation of Data
– “a lack of cross-organizational view of information is the greatest
obstacle to customer expe-rience management success”
Limited Use of communication Channels
– Selective use of channel based on communication type
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Multiple Data Warehouse working in Silos
– Isolated islands of data shackles business opportunity and increases
operations cost
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18. Data in Silos with Redundancy
Customer information in
multiple core systems
Multiple applications for multiple
customer touch points
Source
System
CRM
Selfcare
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• Discrepancies in information resulting in customer disputes
• Delayed Invoice cycles and revenue realization
• Customer churn due inconsistent experience across touch points
Mainframes
Source
Systems
Sales
Finance

19. Overcoming Challenges
Landscape
Transformation
Can take 4-5 years
Cost Millions
Require Sustained Focus
Agile Digital
Transformation
Short Implementation
Timelines
Multi- Purpose
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Require Sustained Focus
Delayed breakeven
Further drain on business as
usual
High risk from interim
changes
Multi- Purpose
Lower Cost
Prioritize on customer touch
points
Quicker response to business
needs
Highly adaptable
Lower Risk
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20. Overcoming Challenges
Landscape
Transformation
Can take 4-5 years
Cost Millions
Require Sustained Focus
Agile Digital
Transformation
Short Implementation
Timelines
Multi- Purpose
X
© Intense Technologies limited 2014-15
Require Sustained Focus
Delayed breakeven
Further drain on business as
usual
High risk from interim
changes
Multi- Purpose
Lower Cost
Prioritize on customer touch
points
Quicker response to business
needs
Highly adaptable
Lower Risk
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X

21. Domain + Technology = Digital Transformation
Domain
Acquire
Customer
Onboard
Customer
Customer
Experience Technology
Social
MobileCloud
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Domain Customer
Engage
Customer
Experience
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Analytics
Priority - Customer centric business processes

22. Correspondences (PS,PDF)
Case Study: Struggle with existing IT
ecosystem
Core systems
across LOBs
B2B customers
CRM
Multiple Core systems Output Stake holders
Data Feeds
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Information silos in
Legacy system
Core and legacy
systems
Multiple Core
systems – single LOB
Feeds to collection
and CRM
A/c Managers and Collection
agents
Resellers
ManagementConsolidated
Invoices
Reports & Analytics
Multiple systems, processes leading to complexity leading to huge opex costs,
greater TAT for providing services, customer dissatisfaction

23. Case Study: Simplified, Digital Transformation
Core systems across LOBs
B2B customers
CRM
Multiple Core systems
Agile Digital
Transformation
Stake holders
Correspondences (PS,PDF)
Data Feeds
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Information silos in
Legacy system
Multiple Core systems –
single LOB
Core and legacy systems
A/c Managers and Collection
agents
Resellers
Management
Removing the complexity in the ecosystem by introducing single source of truth
for advanced customer experience and consistency in communication
Feeds to collection and CRM
Consolidated Invoices
Reports & Analytics
Middle Ware

24. Value Add
Before Digital Transformation
• Enterprise customer experience
• Huge OPEX costs
• High bill disputes
Challenges
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Middleware
• High bill disputes
• Inconsistent communication
• Longer TAT for support services
• Delayed revenue realization
Multiple systems, processes
leading to high costs and poor
customer experience

25. Value Add
Before Digital Transformation After Digital Transformation
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Middleware

26. Value Add
After Digital Transformation
• Decommissions redundant
applications
• Reduces OPEX Costs
• Streamlines Operations
Benefits Offered
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Middleware
• Streamlines Operations
• Faster Revenue Realization
• A/C managers can be released to
handle new businesses
• Provides analytics for all stake
holders(Role Based Access)
Single source of truth for all
stake holders

27. Digital transformation for
© Intense Technologies limited 2014-15
Digital transformation for
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Differentiative Customer Experience

28. Q & A
© Intense Technologies limited 2014-15
Q & A
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29. Secunderabad
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Secunderabad - 500 009. AP, INDIA
Tel: +91-40-44558585/27849019/27844551
Fax: +91-40-27819040
Noida
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Tel: +91-120- 4743900 to 10
Mumbai
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Tel: +91-22-32419713/32064648/28253400
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Airport Road, Bangalore - 560017
Tel: +91-80-324 91083/30588333/9741922511
INDIA
Intense Technologies Limited
© Intense Technologies limited 2014-15
Fax: +91-40-27819040
e-mail: info@intense.in
Tel: +91-120- 4743900 to 10
e-mail: sales.delhi@intense.in
Tel: +91-22-32419713/32064648/28253400
e-mail: sales.mumbai@intense.in
Tel: +91-80-324 91083/30588333/9741922511
e-mail: sales.bangalore@intense.in
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Miami FL 33178 USA
Tel: +1 954 545 2037, GSM: +1 305 509 1250
e-mail: jaime.diamand@in10stech.com
UNITED STATES OF AMERICA
9, Temasek Boulevard # 19-05
Suntec Tower 2
Singapore 038989
Tel: +65-8288-1859
SINGAPORE
P.O.Box 88174,
Dubai
Tel: +971-4-2653202 / 56-6499568
e-mail: info@intense.in
UNITED ARAB EMIRATES
About Intense Technologies
Intense Technologies is an enterprise software products company offering productized solutions across customer communications management, content management and information
management domains. Intense's solutions are backed by strong domain expertise and best practices drawn from client engagements across Telecom, Banking, Insurance and
Manufacturing verticals.
Intense’s solutions deliver compelling ROI to enterprises by way of rich customer experiences, improved operational efficiencies and reduced costs across customer-facing business
functions. Our solutions are architected to give agility to business processes and provide a sustainable competitive advantage.
© Intense Technologies limited 2014-15 www.in10stech.com
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