Transformation cutting across customer service, revenue targeting and digital selling
The client develops software for the creation and publication of content, including graphics, photography, illustration, animation, multimedia/video, motion pictures and print. The client had the need to be more connected with the customer base as product purchases were completed through intermediaries. These intermediaries prepared siloed reports that did not provide enough insights into key business aspects like customer experience, growth of customer base, customer retention, free-to-paid conversions, customer service, payment failures and others.
To resolve these issues, an enterprise-wide digital transformation project was started that would create and enhance customer experience, increase digital selling and provide greater flexibility to customers with cloud-based services. We helped the client move from perpetual licensing to a subscription-based model. This shift from an on-premise batch load data-processing platform to a customer-centric near real-time platform due to multiple product integrations has completely transformed the way the client’s business functions.
To improve the client’s business model and enable insight-driven business decisions, multiple solutions were built across several domains.
A data-driven operating model (DDOM) was created to connect data across multiple domains from different data sources. A unified layer was developed, which was fed into a final dashboard to provide insights into the business. It analysed the journey of customers across various phases of product usage and provided multiple solutions which the management used to aid them in making informed decisions. This dashboard is being used by the senior-most stakeholders in the company.
The client has been acquiring companies to augment the customer experience with relevant products. The M&A team evaluated the tech stack of the acquired companies, leveraged them and worked with the product and business teams to bring the acquired company within the same landscape of tech stack, business process and common third-party integrations. Seamless integration across business, technology and analytics has helped in creating a unified customer experience.
A solution was designed around reducing the turnaround time required for a customer service ticket to be closed. Due to architectural challenges, the ticket details used to reach the customer after more than eight hours, resulting in a delayed resolution. PwC helped in the architectural redesign of the solution to make it functional in almost real time. This helped in improving the customer experience remarkably, which in turn improved customer growth and retention.
As part of the smart-spend initiative, we designed various data models and reports to evaluate and assess the effectiveness of the travel policies across the organisation. Data from Workday, Amex and Concur was integrated to give an employee or a cost-centre a 360-degree view of expenses. The reports were further designed for the audit team to fine-tune service-level agreements (SLAs)/policies globally to reduce the travel-related costs.
Customer base grew by almost 3X in a span of four years.
Client witnessed approximately 60% increase in paid customer numbers.
Retention percentage grew from 30–50%, which shows an increase in customer loyalty.
The year-on-year (YoY) revenue has grown by almost 12% in the last two years.
PwC also helped the client with real-time data analysis of payment failures that happened due to credit cards not getting processed. Based on the reports that we built, the client was able to outsource the payment recovery to third-party agents, which in turn improved the revenue by 5%.
Managing Director, PwC