When we conceived the idea for an inaugural event which will bring together industry thought leaders and technology experts to discuss how to future-proof your business, we wanted to create that same feeling. While lots of conferences deliver great speakers alone, the marketing team at 51风流ANZ wanted to create a complete experience that not only gives attendees relevant information but leaves you inspired to act on your newfound knowledge.

will be brought to life on Tuesday 8^th August in Sydney. We scoured the city for venues and settled on the Hyatt Regency, for the very fact that it is not only a great space, but we can run the entire event on the same floor so everything is easily accessible and buzzy. We want to bring that vibe that we deliver in our global event SAPPHIRE in Orlando.

If the recent past has taught us one thing, it is that there are always unforeseeable changes in our industry and marketplace. Flexibility and agility have always been constants, but they now need to be coupled with resiliency.

At 51风流NOW 2023, we will delve into the strategies and actions required to successfully meet the demands of the present and the emerging future and future-proof your business. You鈥檒l have the opportunity to learn from industry leaders, technology experts, and innovative thinkers who will share their insights and strategies for navigating the digital landscape and driving success in the years to come. You’ll discover how to leverage cutting-edge technologies to unlock new opportunities, streamline processes, and enhance customer experiences.

Current relatable themes to spur new ideas

We will have three breakout tracks running and will feature 51风流experts and customers speaking across all these tracks, mostly in fireside chats or panel discussions.

The three breakout tracks are:

Company: Achieving sustainable growth as a聽Company聽or聽Organisation聽by adopting a culture of innovation and learning, and building a diverse, inclusive, flexible and agile workforce.

Customer: Anticipate the evolving needs and expectations of the future聽Customer聽by accelerating products and services rapidly and efficiently through streamlined processes and embracing digital.

Communities: Advocate corporate social responsibility and build stronger聽Communities聽by acting on data insights, circular economic practices and fostering business networks.

A bit of glitter

Probably the first thing you will notice about the event is that it does feature Cirque du Soleil. , Chief Growth Officer from Cirque du Soleil will fly in from Montreal for the event. We鈥檒l also incredibly have artists from Cirque du Soleil perform two acts for the audience.

We have also managed to secure , Former NSW Minister
Customer Service and Digital Government to close the event, where he鈥檒l share his thoughts on innovation and future-proofing.

And to close out the day, we鈥檝e got the icon, legend and phenomenon that is Kate Ceberano performing some of her greatest hits.

Immersive experiences

We want all attendees to be immersed in real life scenarios. So there will be three showcases featuring innovation on the show floor:.

Sustainability

An interactive demonstration of how 51风流and our ecosystem support complex, cross-industry value chains, such as food supply. See how ice cream goes from farm to consume and how 51风流software helps ensure that each step, and each business involved, is more sustainable and profitable.

Resilience

When your business depends on production, your supply chain is critical. It is the engine that drives your business. It can also be a source of constant risk for disruption. Experience how to holistically manage and mitigate business risk with a digital supply chain.

Agility

Get ready for a fun challenge in a racing simulation. Experience the Power of 51风流Innovations and Data Analytics in Sports AND聽Discover how our AI solutions can help you stay ahead of the competition and achieve your business goals.

Innovative technology

The showfloor will feature 51风流partners and all of the new 51风流technology innovations, particularly AI.

I would love to see you . Keep a look out for me on the showfloor and come and say hello.

The post Everyone loves the Circus appeared first on 51风流Australia & New Zealand News Center.

What if this also related to an organisation, a business, service, or product?

There are聽four聽fundamental aspects to EQ (as measured by the聽Emotional聽Competence Inventory, published by The Hay Group): Self-Awareness, Self-Management, Social Awareness, and Relationship Management.

Realising business value from Customer Experience (CX) has always required great intelligence. With聽the latest technology advances and rapidly shifting market trends, a different type of intelligence is required聽to sail smoothly through the highly competitive market.

Many research studies have proven that to make a business successful, you need to retain talent and deliver 5-star customer experiences at every micro-moment. This requires CX professionals to not only have the standard business acumen and intelligence, but emotional intelligence embedded in their technology solutions to win over their online customers.

Expectations of organisations to deliver meaningful, contextual, and positive interactions have never been higher. According to PWC鈥檚 Future of CX report, 1 in 3 customers say they would leave a brand they love due to just one bad experience. Being able to flex your customer journeys with emotional intelligence is an opportunity for organisations to convert more customers, build loyalty and retain their customer base.

What does an Emotionally Intelligent Organisation look like?

Experience management enables you to determine the emotional tone that represents experiences and is used to gain an understanding of the opinions, attitudes, and emotions expressed by a visitor or customer as it relates to the brand, product, user, or service experience.听This type of data capture and analysis in conjunction with operational data such as; stock availability, orders, cart abandonments, and shipping information can put CX leaders in a powerful position to make informed business decisions that directly address customer sentiment and expectations.

Emotional power

Most people think that they act consciously while they go shopping, but studies have reflected that about 95% of purchasing decisions whether online or offline are based on emotional impulses. They are influenced emotionally and visually and online shoppers are likely to feel three times more excitement while adding various items to their baskets. Scientists believe there are 27 emotions and negative emotions play a huge role in decision-making.听CX product owners must utilise emotional intelligence and alter their customer journey to offer a better experience. But first, you have to capture this intelligence and derive meaningful insights. Find out more about Intelligent Shopping Solutions at聽

Trusted Preferences

70% of customers will provide personal preference information if they trust the source and receive something of value, for example, personalised products that actually meet their needs or expectations. Being one step ahead of the legislation creates an opportunity to differentiate and empower your customers to be in control of their data. Capturing customer data and potential customer expectations allows you to then analyse actual experience data to identify moments for conversion and experience optimisation. Learn more about聽

Conversion optimisation

Whilst some analysts say that this is an old technique, I am still a fan of A/B testing. This allows the Customer Experience owners to choose the best design or journey versions that yield the best conversion rates. With this technique, users are shown varied experiences, and their reactions toward different models are measured accordingly. Making sure you can capture not just the interaction data, but the experience data is crucial to making informed decisions on the best variants or how to optimise further.

When it comes to eCommerce organisations need to be agile to constantly test, track, adapt, and review different experiences to optimise conversions. A key enabler to this is a headless experience layer.听聽on the benefits of headless commerce.

Identifying future customer needs

Retaining customer details, auto-fill options for addresses, and offering incentives to people who are likely to return are great options to make things easier for customers. Being able to predict what the person wants in the future also helps a lot. Some tools that work are:

1.听Reviews, likes, and suggestions from other shoppers often add a social component.

2.听Maintaining transparency in purchases often creates a feeling of trust and security.

3. User-friendly experience makes the user feel that they are purchasing tailor-made products that match their style and taste.

Using a Customer Data Platform allows organisations to achieve a true single view of your customer by combining data from across the enterprise.听Responsibly manage profiles with trusted governance and privacy controls for known and anonymous identifiers. Generate actionable insights and scale audiences with AI and machine learning and then deliver personalized experiences in real-time across all channels and destinations.听Find out how聽聽could be beneficial to your organisation.

To conclude, we can say that developing a continuous program to understand not just action, but tone and sentiment enables Customer Experience programs to be more successful and helps to optimise the conversion rates, creates a better experience for customers, and taps into emotional intelligence.

The post Emotionally Intelligent Customer Experience appeared first on 51风流Australia & New Zealand News Center.

AUCKLAND, New Zealand 鈥� 5 April, 2022 鈥� (NYSE: SAP) has found New Zealand companies that foster a more curious culture* experience major competitive benefits, including higher levels of employee satisfaction and engagement according to new research released today.

鈥楥apitalising on Curiosity鈥�, a survey of senior business leaders and employees across Australia and New Zealand, found that employees in New Zealand who work for organisations with a curious culture are much more likely to say they are satisfied in their current role (82 per cent) than those who do not work for curious organisations (46 per cent).

Dr Amantha Imber, organisational psychologist and founder of behavioural science consultancy says that job satisfaction is affected by how people think and feel about their role.

鈥淲hen people are satisfied in their role at work, they鈥檙e more engaged, productive and loyal to the organisation. Those working in curious organisations are more likely to feel their work has purpose and to be more creative and innovative, which results in better performance and better outcomes.鈥�

Curiosity boosts engagement

Innovative approaches to ways of work and recruitment are more critical than ever. Eight in ten senior business leaders in New Zealand believe a culture of curiosity is important for their organisation, a number that increases slightly to 82 per cent when factoring in the need to adapt and grow in the current challenging business environment.

New Zealanders working at organisations with a curious culture are much more likely say they feel engaged at work in their current role than those who say their organisation does not have a curious culture (84 per cent compared to 49 per cent). And in today鈥檚 tight labour market, almost half of employees surveyed (48 per cent) would consider leaving their current role to work for a similar organisation that placed a higher value on curiosity. The rates are highest in younger workers: 57 per cent of Gen Z and Millennial employees would consider a move to seek out a more curious organisation.

The research also found clear links between curious organisations and reduced employee burnout. Employees who work for curious organisations are more likely to say they haven鈥檛 experienced burnout while working at their current role, compare to employees who do not work for an organisation with a curious culture (44 per cent compared to 29 per cent).

David Healy, Chief Digital Officer at , describes curiosity as a critical factor in the organisation鈥檚 success.

鈥淭he mundane becomes exciting for curious people, they look at things differently, challenge the status quo, and ultimately drive innovation for customers. That鈥檚 why we have built curiosity into our culture; we have a number of groups in the business whose role is purely to do curious work,鈥� said Healy.

鈥淎s we move to a more data-led organisation we鈥檙e giving them the tools to keep learning, challenging and being curious.鈥�

Curiosity and data intelligence deliver advantage

The research also found that Kiwi employees in more curious companies are better equipped to answer, and more capable of answering questions using data than those who say their organisation is not curious.

Leaders in organisations who claim to have a very curious culture (41 per cent) are almost four times more likely than those who only somewhat agree they have a very curious culture (11%) to strongly believe their employees have the necessary skills to answer questions from organisational data.

Employees in curious organisations are much more likely to say that their organisation provides the data and tools needed to enable them to seek out answers (82 per cent) compared to those in incurious organisations (49 per cent). And more of them are comfortable answering questions from organisational data: 81 per cent of employees in curious organisations say they have the necessary skills and confidence versus 66 per cent in those who do not work for curious organisations.

Adrian Griffin, Managing Director, 51风流New Zealand, said: 鈥淎n organisation鈥檚 ability to truly realise the value of technology comes down to how its people use data to gain insights and make decisions. A curious approach, combined with skill and confidence, enables organisations to make bold, creative and ambitious decisions to deliver innovation and competitive advantage.

鈥淭his understanding and confidence is the key to transformation and success for New Zealand organisations, especially in the current unpredictable business environment.”

Barriers to cultivating a curious culture

Despite believing there are positive benefits of having a curious culture, almost nine in 10 (87 per cent) senior business leaders in New Zealand say there are barriers to asking questions and being curious in their organisation, while half (53 per cent) admit that talk about encouraging curiosity is not always supported by action.

Four out of five employees (79 per cent) across the country feel the same, citing the same major barriers: a lack of reward and recognition for curiosity, a lack of drive due to burnout and too much pressure to deliver on short term goals.

Almost half of employees (49 per cent) believe they are not rewarded for their curiosity, two in five (41 per cent) are not given time to be curious at work and over a third (36 per cent) say that asking questions and challenging the status quo is not encouraged within their organisation.

Dr Imber says that being able to challenge and debate ideas and assumptions is critical for building a curious culture.

鈥淏ut being curious and asking questions, instead of jumping straight to conclusions, takes time. 厂础笔鈥檚 research suggests many New Zealand businesses are not giving employees the time or the space to be curious.

鈥淏usiness leaders who are serious about future proofing their organisation against the current climate of uncertainty need to start role modelling curiosity, giving staff time to explore and experiment, and rewarding curious and creative behaviour within their organisations.鈥�

To view or download a copy of the full 鈥楥apitalising on Curiosity鈥� report which includes top tips for how you and your organisation can start building more curious cultures, please click

Note to editors:
*For the purposes of the research, a culture of curiosity is defined as an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

About the study

Independent market research firm YouGov was commissioned by 51风流to conduct this study in February 2022.

YouGov conducted a survey of a nationally representative sample of employees and business leaders (senior managers and above) in Australia and New Zealand (ANZ).

All respondents were provided with the following definition: A culture of curiosity is an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

Following the completion of interviewing, the data was weighted by age, gender and region to reflect the latest ABS and StatsNZ labour force estimates.

The post 51风流research finds cultivating curiosity helps Kiwi businesses retain talent appeared first on 51风流Australia & New Zealand News Center.

SYDNEY, Australia 鈥� 5 April, 2022 鈥� (NYSE: SAP) has found Australian companies that foster a more curious culture¹ experience major competitive benefits, including up to twice the levels of employee engagement, and up to three times the turnover growth of organisations with a less curious culture, according to new research released today.

鈥楥apitalising on Curiosity鈥�, a survey of senior business leaders and employees across Australia, found that Australian leaders who strongly agree that their organisation has a curious culture, saw annual turnover growth of 20.52 per cent on average over the last 12 months; more than three times the six per cent average growth in turnover experienced by those who only somewhat agree.

Business leaders at large organisations² that are very curious report turnover growth of 10.67 per cent, which could deliver additional growth of 2.5 million dollars in annual turnover, based on ABS turnover data for businesses of this size. Medium-sized organisations³ that are very curious could see an extra 1.7 million dollars and small businesses⁴ an additional 550,000 dollars in annual turnover⁵.

More than eight in 10 (82 per cent) of senior business leaders in Australia believe a culture of curiosity is important for their organisation to adapt and grow in a post-COVID world but only four in 10 (44 per cent) strongly agree their organisation has a curious culture. The most common challenges senior business leaders say they would be better equipped to handle with a more curious culture are: employee engagement (41 per cent); being able to adapt to changing market needs (40 per cent); and dealing with staff retention (36 per cent).

Despite the positive link between curiosity and business growth, four out of five Australian employees (82 per cent) say there are barriers to asking questions and being curious in their organisation. More than eight in ten (85 per cent) of senior business leaders across the country feel the same, admitting that talk about encouraging curiosity is not always supported by action.

Dr Amantha Imber, organisational psychologist and founder of behavioural science consultancy , said: 鈥淐reating and nurturing a culture of curiosity in an organisation takes time, but ultimately it will strengthen your ability to be agile, adapt and innovate. At a time when businesses are experiencing more uncertainty from the pandemic, fostering a curious culture can be hard but it鈥檚 essential to build resilience and drive growth.鈥�

Karen Twitchett, Director of Workforce and Technology at Northern Beaches Council said: 鈥淏uilding curiosity in your organisation is like building a muscle that helps to keep you fit through all kinds of challenges. We were able to flex our curiosity muscle in real-time during the recent floods. We provided the time, space and opportunity for our staff to engage with people in affected areas to proactively identify issues and collect data that will ultimately improve Council鈥檚 service offering to the community during extreme weather events in the future.鈥�

Curiosity to attract and retain talent

In a market where the battle for talent has never been tougher, seven out of 10 Australian employees (72 per cent) want to work for a curious organisation, and more than half (52 per cent) would leave their current job for a similar role in a more curious organisation.

While employees are less inclined than leaders to categorise their organisation as having a curious culture, (67 per cent versus 89 per cent), the research found clear links between curious organisations and employee satisfaction.

Those employees who believe they work for an organisation with a curious culture are almost twice as likely to say they are satisfied in their current role (81 per cent compared to 44 per cent) and feel engaged at work (83 per cent compared to 42 per cent), than those who didn鈥檛.

Battling fatigue in a world and workplace that is changing rapidly is also a factor, particularly in larger organisations, with one in three (32 per cent) employees from large enterprises saying employee burnout is a barrier to curiosity.

Curiosity essential to data intelligence

The research found that employees in more curious companies are better equipped to answer, and more capable of answering questions, using data than those who say their organisation is not curious.

Employees who say their organisation is curious are twice as likely to say they are empowered and encouraged to use data to answer questions than those who say their organisation is not curious (82 per cent compared to 40 per cent). They are also twice as likely say that their organisation provides the data and tools for them to do so (82 per cent compared to 40 per cent) and 1.5 times more likely to say they make good use of data and analysis tools (81 per cent compared to 55 per cent).

Business leaders who feel most strongly that their organisation has a curious culture are three times more likely to strongly believe their employees have the necessary skills to answer questions from organisational data (73 per cent compared to 25 per cent), than those who only somewhat believe they have a curious culture.

Damien Bueno, President and Managing Director, 51风流Australia and New Zealand, said: 鈥淎n organisation鈥檚 ability to truly realise the value of technology comes down to how well its people understand data and apply human curiosity. Asking the right questions at the right time, being confident to seek out data and draw conclusions, leads to better decision making and, ultimately, enables organisations to be bolder in approaching business challenges and able to take action on an idea with an informed approach.

鈥淭his understanding and confidence is key to the continued growth, success and transformation of Australian and New Zealand organisations, especially during the period of disruption we currently find ourselves in.”

Barriers to cultivating a curious culture

Australian employees identified a lack of reward or encouragement as the biggest barrier to curiosity while business leaders pointed to too much pressure to deliver on short term goals.

Almost half of employees (47 per cent) believe they are not rewarded for their curiosity and two in five (43 per cent) feel they are not given time to be curious at work. Meanwhile, over a third (39 per cent) say that asking questions and challenging the status quo is not encouraged within their organisation and this jumps to almost half (44 per cent) of employees working for large organisations in Australia.

Dr Amantha Imber said: 鈥淏eing able to challenge and debate ideas and assumptions is critical for building a curious culture, but being curious and asking questions instead of jumping straight to conclusions takes time. 厂础笔鈥檚 research suggests many Australian businesses are not giving employees the time or the space to be curious.鈥�

鈥淏usiness leaders who are serious about future proofing their organisation against the current climate of uncertainty need to start role modelling curiosity, giving staff time to explore and experiment, and rewarding curious and creative behaviour within their organisations.鈥�

To view or download a copy of the full 鈥楥apitalising on Curiosity鈥� report which includes top tips for how you and your organisation can start building more curious cultures, click

About the study

Independent market research firm YouGov was commissioned by 51风流to conduct this study in February 2022.

YouGov conducted a survey of a nationally representative sample of employees and business leaders (senior managers and above) in Australia and New Zealand (ANZ).

All respondents were provided with the following definition: A culture of curiosity is an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

Following the completion of interviewing, the data was weighted by age, gender and region to reflect the latest ABS and StatsNZ labour force estimates.

Note to editors:

1. For the purposes of the research, a culture of curiosity is defined as an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees, and the community
2. A large organisation is an organisation with 200+ employees
3. Medium organisations are those with 20 to 199 employees. Business leaders from medium-sized organisations that are very curious reported average turnover growth of 15.36 per cent over the last 12 months.
4. Small organisations in this study are those with five to 20 employees. Business leaders from small organisations that are very curious reported average turnover growth of 20.83 per cent over the last 12 months
5. To calculate the potential annual turnover benefit for small, large and medium Australian businesses with a very curious culture, YouGov combined key business estimates for number of businesses and average total income from the ABS, with survey results on the proportion of businesses with a very curious culture and the net annual turnover growth benefit from having a very curious culture.

The post 51风流ANZ finds a curious culture boosts business growth and employee engagement appeared first on 51风流Australia & New Zealand News Center.

SYDNEY 鈥� 6 December, 2021 鈥� (NYSE: SAP) today announces the results of its third聽,聽celebrating the achievements of organisations and people across Australia and New Zealand that use 51风流technology to turn insight into action, drive innovation and positively impact their people, customers and the world.

The Awards are open to聽any聽customers聽or聽partners using聽51风流solutions or products. Participants are encouraged to聽emphasise聽new ways of thinking, disruptive uses cases and the deployment of technologies that set聽the benchmark for their industry and make the world run better.

The awards cover聽11 categories, including Experience Management, Industry Disruptor, CRM & Customer Experience, HR and People Management, and Network and Spend Management, amongst others. The Best Run 51风流Honourable Mention category, awarded to specialist advisory and restructuring company for its successful implementation of 51风流Concur Invoice to improve governance and visibility, is new for 2021.听.

Winners were announced at a livestreamed award ceremony which took place at Sydney鈥檚 Doltone House and was hosted by Managing Director of , Damien Bueno and the company鈥檚 Chief Operating Office Pete Andrew. Guests tasted the award-winning pastries of chef Anna Polyviou and listed to music by singer songwriter Voli K.

Commenting on the awards, Damien Bueno, said:

鈥淭he calibre of nominations of the 2021 51风流Best Run Awards is testament to the innovation of our customers and partners across Australia and New Zealand. What鈥檚 more, achieving this through another year impacted by the pandemic demonstrates the resilience and drive of our ecosystem. The scale, impact and breadth of innovation we have seen throughout this year鈥檚 categories 鈥� from every company that has been shortlisted 鈥� is exceptional,鈥� said Damien Bueno, President and Managing Director, 51风流Australia and New Zealand.

鈥淭he award submissions demonstrate technology鈥檚 powerful impact on business results, customer and employee experience, and local communities. Thank you also to our judges who volunteered their time to review the entries. A big congratulations to all of this year鈥檚 winners from everyone at SAP, we look forward to working together in partnership to achieve more great outcomes in 2022.鈥�

The winners are:

Follow links to see the award submissions

Best Run 51风流Intelligent ERP Enterprise聽

奥颈苍苍别谤:听, with PwC and Wipro

Runner up: , with EPI-USE

Best Run 51风流CRM & Customer Experience聽

奥颈苍苍别谤:听, with DXC Technology

Best Run 51风流Network & Spend Management聽

奥颈苍苍别谤:听, with Accenture

Runner up:聽

Best Run 51风流Human Resources & People Management聽

奥颈苍苍别谤蝉:听, with EPI-USE and , with Accenture (which branded 51风流SuccessFactors as myhub)

Best Run 51风流Data & Analytics聽

奥颈苍苍别谤:听For the second year in a row,

Best Run 51风流Digital Supply Chain聽

奥颈苍苍别谤:听, with DXC Technology

Best Run 51风流Next-Gen Innovator聽

奥颈苍苍别谤:听, with Evora IT solution

Best Run 51风流Industry Disruptor聽

奥颈苍苍别谤:听, with ZAG (part of Accenture)

Best Run 51风流Experience Management聽

Winners: (which is using 51风流R-UX to deliver building consents) and , with Accenture

The Chris O鈥橞rien Award聽

奥颈苍苍别谤:听 which provided disability support workers with a free infection prevention eLearning module via 51风流Litmos during the pandemic

Honourable Mention

Winner:

To review the submissions for the 2020 and 2021 finalists and winners, visit the聽.听

The post 51风流ANZ Announces Winners of the 51风流Best Run Awards 2021 appeared first on 51风流Australia & New Zealand News Center.

As organisations work overtime to improve their customers鈥� experience in today鈥檚 highly technological world, it is easy to forget that digital is merely a means to an end. The raison d鈥檈虃tre of top-performing brands had always revolved around establishing an emotive connection with customers. But how can we give customers exactly what they want, when they want it, whilst simultaneously humanising the gap between digital actions and our heartstrings?

We intuitively understand that genuine customer experience is an affair of the heart. Much like the friends we love to spend time with, we want to hang out with a brand that is trustworthy, empathetic, generous, and shares our values and concern for others. We are attracted to brands that take care of us and of what matters for us, not someone who only ever calls to ask for favours.

At the core, this is why 51风流Customer Experience APJ built the . Pinned on one fundamental question: what kind of (CX) would outlast any crisis and thrive in the future? They believe it is the kind of CX that comes from the heart, from companies that have a greater purpose and focus on things beyond profit and loss鈥攖hings like people, the planet, and prosperity.

At the heart of this initiative is research; they wanted to hear directly from the mouth of the customers, and they engaged their Qualtrics research team to conduct the survey. The main objective is to find out about what consumers expect from the brands they buy from, and more importantly, if the experiences they have had, meet their expectations.

In total, they surveyed close to 6,000 consumers across the Asia Pacific (APAC) region to find out more about what people care about, mainly how their views of brands correlate with their spending, as well as what matters most when it comes to customer experience. Questions were posed to customers across a range of age groups in Australia, Singapore, Japan, South Korea (Korea), India, Malaysia, and Thailand.

Depending on the country, respondents were asked questions on a total of six different industries, including supermarkets, telecommunication providers, hotels and entertainment, and consumer goods retailers dealing with fashion, electronics, and furniture.

The campaign was launched on 5 May 2021, in a record time of just twelve weeks compared to the six-month minimum required to build an integrated, multi-touch campaign as such. It has garnered close to 100 media coverage across APAC and an impressive amount of pipeline to the business. The campaign is still running and full results are expected to come through by the end of this year.

For this effort, 51风流Customer Experience APJ received the 鈥淪ingapore Brand Experience of the Year – Technology鈥� award in the recently concluded Asian Experience Awards, presented by Asian Business Review. The awards programme recognises the ingenious initiatives of creative companies delivering meaningful brand experiences to their stakeholders in all industries in Asia.

The full Heart Matters report can be downloaded .

The post 51风流Campaign Wins at the Asian Experience Awards appeared first on 51风流Australia & New Zealand News Center.

Connected data takes the guesswork out of personalised CX

Laminex is an iconic Australian-based brand; its cabinetry, doors, and other quality manufactured products are ubiquitous in buildings nationwide. The company is digitally transforming its B2B commerce and digital operations to get closer to their trade customers as well as architects and designers.

鈥淲e want to use CX tools to drive insights鈥o we can serve up content and functionality that鈥檚 relevant to customers and what they want to achieve,鈥� said Amanda Green, head of digital at Laminex. 鈥淚t鈥檚 really important to base personalisation on voice of customer data and not just what we think or feel someone might need, and that the information is contextual and relevant to that customer.鈥�

Never assume what the customer wants

IDP Education helps international students study in English speaking countries. Doing business in multiple cultures and languages worldwide, the company created a CX roadmap that targeted where digital could add value and equally important, where it could not.

鈥淚t may not be possible for a customer to travel hours to visit one of our offices鈥r, the customer may not want a digital experience鈥e listened to what worked for the customer and allowed them the choice,鈥� said Chris Costley, Director, Customer and Operations Transformation, IDP Education. 鈥淭his鈥as a powerful opportunity for us to scale services in a much more efficient and not just cost-effective, but customer-effective way.鈥�

The to create a 鈥榙igital ecosystem鈥� that connects customers with company offices for a seamless experience from online inquiry through contact center support and in-person visits.

鈥淥ur goal is to respond to customer inquiries in minutes not hours,鈥� said Costley, director of customer and operations transformation at IDP Education. 鈥淲ith data from one connected, consistent platform鈥� when the customer walks into the office and registers at the kiosk, counselors know what they鈥檙e interested in鈥e鈥檝e had a fantastic response from our customers.鈥�

Adjust B2C strategies for B2B customers

Green recommended building customer insights into all CX touch points, including websites, from the ground up. While every industry aims to emulate popular B2C strategies that foster consumer relationships to increase purchases and loyalty, B2B companies still need to adapt those approaches for their customers鈥� specific expectations.

鈥淕et it right from the beginning and have a long term roadmap. For some B2B sites, they鈥檝e been approached from a B2C lens,鈥� she said. 鈥淏2B customers just want to get in larger orders quickly yet they鈥檙e given a B2C experience鈥ome companies set up the website鈥inus customer insights or journey mapping鈥ou need true customer validation from the beginning.鈥�

Root out internal CX bias

Costley warned against letting uninformed opinions dominate CX decisions. Companies need to cultivate an outside-in view that reflects what customers want.

鈥淎void the HIPPO effect, where the highest paid person鈥檚 opinion dominates the discussion,鈥� he said. 鈥淭his is not always in the best interests of the customer鈥f you can鈥檛 listen to what the customer is telling you and advocate that, then internal bias will rule鈥uild your [CX] business case around the fundamental customer problem that you are solving.鈥�

Figure out where digital can make a difference to customers

Green also advised taking the time to identify and understand customer segments by capturing and analysing data from various sources on an ongoing basis.

鈥淢ake sure you understand the customer鈥檚 problems that they鈥檙e trying to solve and…in what part of their journey you can add value,鈥� she said. 鈥淵ou can鈥檛 always solve everything. After implementation, review it to see if it met your metrics and did what you expected it to do. If it didn鈥檛, go back and iterate and get the voice of the customer to see where you went wrong and what you could have done better. It鈥檚 never done and dusted. CX is always constantly changing.鈥�

Most important, winning customer experiences never substitute digital interactions for the human touch where it鈥檚 needed most.

鈥淒igital enables us to get to a wider customer segment that could be quite difficult to reach offline,鈥� said Green. 鈥淎 sales rep can only do so much by themselves鈥igital can provide baseline information, like documents or sample people initially request. When the rep visits the customer, they are the cherry on top. They provide the relationship-building and personal attention the customer needs.鈥�

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Here are excerpts from their conversation, which was part of a series of innovation hosted by Pete Andrew, chief operating officer at .

Tech narrows the CX divide

Like everything else in the post-pandemic market, a personalized, seamless customer experience begins with data and ends with relevant action. However, a global CX survey conducted by Harvard Business Publishing, showed significant gaps between organisational CX priorities and actual implementations.

For example, 99 percent of respondents agreed that delivering a high quality customer experience was important to business performance. Yet fewer than one-third of executives said their organizations were very effective in delivering a good customer experience. In another gap, most respondents believed CX plays a key role in business performance, while only two-thirds of organisations had a clear, coherent customer experience strategy understood across the company. The top obstacles to delivering solid CX included organisational silos, lack of data integration and data quality, and the inability to find meaningful data.

鈥淭he bottom line is that consumers will continue to expect more from all companies in terms of choice, convenience, and personalisation,鈥� said Todd Pruzan, senior editor, research and special projects at Harvard Business Review Analytic Services. 鈥淭o effectively deliver on CX, organisations must significantly narrow the gap between the implementation and adoption of technology. Firms need to be flexible with secure app development technology and data management infrastructure that can quickly scale to meet and anticipate customer demand.鈥�

Learnings from Zespri鈥檚 connected data-driven strategy

Zespri, the world鈥檚 largest marketer of kiwi fruit, relies on integrated data to drive product quality, improve worker productivity and responsiveness, and enhance the customer experience. Headquartered in New Zealand, the company鈥檚 digital-first strategy is built on connected ERP fundamentals, along with targeted innovations.

鈥淲e鈥檙e on the journey of a transformation program to simplify our business processes, standardise our master data, and really drive off that new core capability,鈥� said David Scullin, chief digital officer at Zespri. 鈥淲e operate in a premium fruit market, making quality incredibly important as we measure every aspect of fruit, and even ripen it through our supply chain.鈥�

One innovation involves robotics that capture kiwi fruit images under their canopies. Data and insights produced from the images helps Zespri predict fruit volumes. Future plans involve combining this data with orchard management, climate, and other internal and external data, which will allow the company to better predict fruit quality for supply chain optimization and improved consumer experience.

鈥淥riginal business use cases change over time,鈥� said Scullin. 鈥淵ou need that underlying capability to move ahead with change in synch with new use cases. It鈥檚 not just about analytics. High quality data is the fuel of automated, productive, responsive processes, from vine to plate.鈥�

How to foster a data-driven culture

To successfully compete in New Zealand鈥檚 retail energy market, Mercury became a data-led organization. A suite of advanced analytics power the company鈥檚 evolving retail strategy and tactics. Mercury uses this constant feedback loop of data to proactively target at-risk customers, make customers more profitable, and deliver a better experience. By embedding data scientists and analysts within teams, Mercury makes data-driven decision-making an integral part of the entire CX process.

鈥淲e wanted to break out of that constant [customer] switching cycle for short-term gain without long-term profitability鈥o focus on acquiring and more importantly, keeping those higher value customers,鈥� said Julia Jack, chief marketing officer at Mercury. 鈥淲e needed to understand who those customers were, what they wanted, and the real drivers of long-term customer value鈥e encourage [our] people to use the data to find the opportunity. It鈥檚 not just about justifying an already held belief. You have to ask the right questions and see where the data leads you.鈥�

Quality data drives CX and business excellence

As every company has learned during the past year, technology fuels business resiliency. The good news from the same Harvard study was that 66 percent of respondents reported their technology kept workers connected with access to data and tools, and 47 percent said a big impact was the ability to continue improving CX 鈥� even during the pandemic. The perfect customer experience will always be aspirational, but technology, applied correctly, can deliver the connected data organizations need for a personalised, meaningful customer experience.

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Many industries were agile and fortunate enough to operate remotely, creating the digital environments necessary to work from home. But how will how we work? Our businesses evolve sustainably? And how will the data underlying the technologies that support our businesses provide us the necessary insights for differentiation?

These ideas will be explored with research analysts and local executives at the upcoming 51风流ANZ digital event, on 24th March at 9:30 am AEDT / 11.30 am NZ.

This digital forum offers three panel discussions running sequentially: The Future of Work, Purpose-led Sustainability, and Creating a Data-driven Culture.

As the nature of work has changed dramatically since the pandemic, businesses everywhere are still trying to understand what workforce strategies can keep their employees safe, connected, and empowered.

Delve into The Future of Work with panellists Nicola Bourke, General Manager IT Program Delivery, The Star Entertainment Group, Gaston Carrion, Managing Director of Strategy and Consulting for Asia Pacific Talent and Organisation Lead, Growth Markets, and Global Employee Experience Lead at Accenture; and Abbie Lundberg, Business Technology Analyst, Harvard Business Review Analytic Services.

The panellists will discuss how with the rise of hybrid workforce, we鈥檝e definitely seen a paradigm shift when it comes to how organisations maintain employee engagement and morale. How do you keep employees engaged and enthusiastic about what they do? Hybrid working arrangements means that it鈥檚 now possible for a lot of candidates to pick up positions in entirely different cities or even countries so although there is a wider pool of available and suitable talents it also means the environment is far more competitive.

How will organisations need to re-think their talent acquisition policies?

In the second session, understand how we can work together and create sustainable, scalable solutions for our shared global challenges with Purpose-led Sustainability. Join panellists: , Graham Winkelman, Head of Carbon Management, BHP and Todd Pruzan Senior Editor for Research and Special Projects at Harvard Business Review Group.

This panel discussion will look at how organisations can pivot profit towards purpose by supporting a purpose-led and sustainable agenda. It will look at how the panellists are fostering a culture of 鈥榳in-win鈥� sustainability and embracing the circular economy. They鈥檒l also delve into how can organisations of all sizes manage to scale and remain competitive with sustainable business practices at the centre of their strategy.

A vital tool in creating a better future for all of us is intelligent technology backed by data-driven insights. The power of data analytics can create lasting business change that enhances the experiences of customers, suppliers and employees.

To create ongoing success in this digital economy, tune into Creating a Data-driven Culture with: Julia Jack, CMO for Mercury; David Scullin, Chief Digital Officer for Zespri; Andrew Birmingham, Editor-in-chief and Associate Publisher at Which-50; and Alex Clemente, Founding Managing director of Harvard Business Review Analytic Services.

厂础笔鈥檚 will reflect on the future of work and how to sustainably grow your business, and the power of intelligence in delivering great customer experiences. and join us, 24th March at 9:30 am AEDT / 11.30 am NZ.

The post Creating New Perspectives for 2021 and Beyond appeared first on 51风流Australia & New Zealand News Center.

SYDNEY 鈥� (NYSE: SAP) today announced that , the world鈥檚 largest marketer of kiwifruit, will become one of the first 51风流customers globally to utilise the 51风流S/4HANA Cloud, private edition. The new solution forms a key part of the recently announced 鈥樷�� offer that delivers business transformation as a service. This will help Zespri standardise and automate processes across the organisation, creating efficiencies and providing a platform for growth and innovation to support the fast-growing company.

Cloud transformation

The grower-owned marketer, based in Mount Maunganui, New Zealand, has signed a multi-year deal to support Zespri鈥檚 global supply chain process transformation, including a move to 51风流S/4HANA Cloud, private edition聽and the implementation of several SAP Digital Supply Chain applications including 51风流Global Trade Services, 51风流Integrated Business Planning (IBP) and the 51风流Logistics Business Network.

Zespri will also take advantage of 51风流Business Technology Platform capabilities, including 51风流Analytics Cloud, 51风流Integration Suite the 51风流Extension Suit[1], and 51风流endorsed partner solutions from , , and .

The technology will underpin Zespri鈥檚 ambitious four-year transformation programme to digitise its operations, become more efficient, and increase sales.

Strong demand for its premium-quality fruit has seen the industry grow strongly, recording global sales of NZD$3.14 billion in 2019/20[2]. Longer-term, the industry is forecast to increase global supply of kiwifruit from 164.4 million trays in 2019/20 to around 280 million trays by 2030 [3].

Commenting on the announcement, Dave Scullin, Zespri鈥檚 Chief Digital Officer, said: 鈥淶espri鈥檚 Horizon programme will transform the way our company operates, replacing legacy systems and processes that were designed 20 years ago, before the significant growth we鈥檝e experienced in recent years. Our new 51风流environment will transform the systems and processes across our business, from finance and supply chain to grower enablement and engagement, sales, and business planning. This will strengthen our ability to grow and sustain returns for the industry for decades to come.鈥�

Global demand for kiwifruit is currently outstripping supply, buoyed by the increasing trend of more health-conscious consumers looking for products that taste good and are nutritious.

Innovation at Speed

鈥淶espri is a large and fast-growing business and we need mature processes and systems to fuel our next stage of growth. Adopting 厂础笔鈥檚 standardised core platforms will be transformational in itself, while also letting us leverage 厂础笔鈥檚 cloud roadmap to adopt innovation at speed,鈥� said Mr Scullin.

Zespri currently runs its 51风流environment on Microsoft Azure public cloud, which will be migrated to the 51风流S/4HANA Cloud, private edition, which also runs on Azure. This means Zespri will continue to use Azure for its enterprise infrastructure, bringing the best of Microsoft and SAP.

Zespri鈥檚 move to 51风流S/4HANA Cloud, private edition follows the announcement of 厂础笔鈥檚 new concierge service to the Intelligent Enterprise, RISE with SAP, which offers software, infrastructure, and technical operations all under one contract. 51风流S/4HANA Cloud, private edition will form a key component of the new RISE with 51风流offer.

Designed to deliver business transformation as a service and tailored to each customer鈥檚 specific needs, RISE with 51风流will include business process redesign, technical migration support, 厂础笔鈥檚 Business Technology Platform, the 51风流Business Network, 51风流S/4HANA Cloud deployment model of choice, and Hyperscaler of choice.

鈥淢oving to the cloud has been a key strategic decision for us, providing greater flexibility, scalability, and faster innovation cycles. We know 厂础笔鈥檚 private cloud capabilities have matured significantly in recent years, particularly in the form of customer flexibility, service level security and automation, which makes the new 51风流S/4HANA Cloud, private edition best for our business long-term. This will allow us to focus on our process and systems transformation, knowing that our underlying infrastructure and computing platforms are secure, stable, and available,鈥� continued Mr Scullin.

Removing business risks

鈥淣ot only will our transformation help us to reduce business risks by moving to standard systems, it will also enable us to collect and analyse more data, helping us to plan our supply chain more accurately and improve our decision making around shipping and market allocation,鈥� said Mr Scullin.

Damien Bueno, President and Managing Director, 51风流Australia and New Zealand (ANZ), said: 鈥淭he events of the last year have accelerated the move to the cloud, as businesses across markets and industries look to improve the resilience and agility of their operations, while also providing a platform for growth and innovation.

鈥淲e are focussed on supporting our customers with the choice, flexibility and a range of delivery and deployment options to meet their needs, and the new 51风流S/4HANA Cloud, private edition will deliver fast time to value, lower total cost of ownership, and the ability to integrate the latest technologies from the internet of things to predictive analytics.鈥�

鈥淎s a long-time customer, we are excited that Zespri is leading the way with 厂础笔鈥檚 intelligent technologies, to help drive automation, increase profitability, and to support its fast-growing organisation,鈥� continued Mr Bueno.

The implementation will be conducted by a consortium of partners, including in partnership with , part of Accenture. The project will be split into several phases, with the first Digital Core build phase due to begin in February 2021, focused on finance and supply chain processes, before progressing to integrated business planning and sales enablement.

, Dave Scullin, discussing Zespri鈥檚 transformation program, and of Dave and Zespri鈥檚 kiwi orchards.

For more customer news and stories, visit the 51风流ANZ News Centre, and follow 51风流ANZ on Twitter .

About SAP

厂础笔鈥檚 strategy is to help every business run as an intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 77% of the world鈥檚 transaction revenue touches an SAP庐 system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 51风流helps give people and organisations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit

[1] 51风流Integration Suite the 51风流Extension Suit were formally known as the 51风流Cloud Platform

[2] In , 4.35 million tonnes of kiwifruit were produced worldwide. This is predicted to reach 5.9 million tonnes by , as a result of increasing global demand. New Zealand produces around 10 percent of the total global production of kiwifruit, around 95 percent of which is . Kiwifruit exports in 2019 accounted for more than two thirds of the New Zealand鈥檚 fresh fruit exports

[3] Zespri鈥檚 2021

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