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Soluciones de Negocio para el g psector Turístico Growth
with Differentiated Customer Experience
Alberto Cordero & Ángel OrtizOracle Applications
Customer Experience
Oracle Applications
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.1
Safe Harbor Statement
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development release and timing of any features or functionality described fordevelopment, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.2
CUSTOMER EXPERIENCETHE BASIS FOR THE STRATEGYTHE BASIS FOR THE STRATEGY
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.3
Impact of Bad Experiences
86% stop doing business with an organization after
86%one bad experience.*
82% of customers will communicate their bad service experience with others*
82%experience with others
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.4 *Source: Harris Interactive, Customer Experience Impact Report 2009-2011
Impact of Positive Experiences
#1reason to recommend a company: outstanding service*
#1
86%p y g
of customers will pay MORE for a *
86%better customer experience*
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.5
Brand Value
“Me, Here, Now”
Agility | Insight | Expertise | Efficiency | Scalability
Innovation | Engagement | Sustainability | Differentiation
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.6
Customer Lifecycle
“serve my needs”“reward me”“represent me”
“earn my trust,”“minimize the risk”
“know my history”“make it easy” SUPPORTENJOY
“be relevant” “give me more value”
“engage me”
“be transparent”
“be consistent”PLAN
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.7
be transparent
ENJOYENJOY SUPPORT
PLAN
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.8
CX Value Equation CX = A + R + E
RRRetention
AAAcquisition
EEEfficiency
RR++ ++AA EEBuild Trust and
Strengthen Relationships
RRIncrease Sales and Adoption
AAReduce Costs
and Effort
EERelationships
• Increase Commerce Site Traffic • 10% decrease in churn • 30% reduction in email• Increase Commerce Conversion Rates• Increase Commerce Order Size &
Margin2 Ch t i
• 15% increase in FCRR• 25% in CSAT / NPS• 15% increase in LTV
• 15% reduction in calls• 50% reduction in training• 25% Reduction in AHT
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.9
• 2x Chat conversions
Oracle CX ApproachAND COMPONENTSAND COMPONENTS
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.10
2011 – 2012 investment
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.11
Th C tThe Customer Experience ImperativeExperience Imperative
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.12BIG DATA
Complete Customer Experience (CX) FrameworkEnd-to-End Customer Lifecycle Solution
S Experience Applications (CX) I
AgentOffice
SOCI
Experience Applications (CX)
Operational Applications (CRM)
NSII
AL
Operational Applications (CRM)
Master Data Management (MDM)
IGHTMaster Data Management (MDM) T
Technology & Data Architecture
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.13
Technology & Data Architecture
KEEP YOUR PROMISE SUCCESS STORIESSUCCESS STORIES
Copyright © 2012, Oracle and/or its affiliates. All rights reserved.15
Accor HotelsWeb-Site Banner optimizationWeb-Site Banner optimization
• Implementation highlights– RTD is Live since March 28th 2012– 20K-60K unique visits on Customer profile page– Click rate is 2.5% to 3%– 6 months project
• building initial decisioning foundationbuilding initial decisioning foundation
• Oracle & Coherence better together– 30ms response time with 1k choices evaluated– 131ms with 5K choices– 270ms with 10k choices
– Performance objectives are met– ROI for Pilot is blowing-up estimations (B&D)
• Accor is not willing to communicate on measured achievements• Could it be matching Forrester’s study figures ? Powered by Oracle Real‐
Time Decisions
16 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Shore Excursion RTD ResultsPath Decision Content Decision Catalog Decision Cart Decision Measure
Control Legacy Landing Legacy Catalog Bookings
10 % of Visitors have Control Legacy Cart
Path Content Page
O i i d
Bookingshave Control Experience
90% of Visitors
Page
Cart Page TestPath
Optimized Landing
Optimized Catalog Page
Bookings90% of Visitors have Optimized
Experience
with cross‐sell
Landing Content
Booking Rate 14% Higher with the Optimized Experience vs. the Control Experience
17 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Booking Rate 14% Higher with the Optimized Experience vs. the Control Experience
Data Driven Predictive Decisions100’s of session, party, customer, and trip data attributes influencing decisions
Trip Example: Vessel Session Example: Items in Cart
Party Example: Travel Party Ages Customer Example: Membership TierParty Example: Travel Party Ages Customer Example: Membership Tier
18 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
SEO and Customer Web Experience
Optimized Ranking in Search Engines
Personalization• Content targetingg g• Customer segmentation• Adaptive scenario engine• Loyalty Management
Multi‐site Management• Micro‐sites• Country/Languages• Affiliates
19 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ENDECAOracle Applications
Online Guest ExperienceCRM/ATG Composite Digital Applications
Account Management• Self‐service account registration
f l• Account Profile• Travel History• Loyalty Management
PersonalizationPersonalization• Content targeting• Customer segmentation• Adaptive scenario engine• Loyalty Management
Cross‐Channel CRM• Social Networking
Multi‐site Management• Micro‐sites• Country/Languages• Affiliates
20 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ATGOracle Applications
Thomas Cook
ATG maintains a 15 month trail of search & browse activity for each
f lProfile.
Site Intelligence (browsing data) and Customer Intelligence (booking data) ll f i f fil ballows for aggregation of Profile browse activity and booking data
The customer is identified when they ) l d i dare a) not logged in and
b) logged in (unique customer ID)This information is used to push personalized content
21 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Travelocity Deliver Superior Customer Care and Reduce Operating Cost
CHALLENGES/OPPORTUNITIES• Deliver a competitively superior customer experience with
COMPANY OVERVIEW
Travelocity is a leading provider of consumer‐direct travel services for the leisure and business traveler It markets and
every interaction• Control costs to optimize profitability• Quickly launch new customer‐facing sites. The company has more than 40 customer‐facing travel sites.
services for the leisure and business traveler. It markets and distributes travel‐related products and services through Travelocity and its various brand websites, contact centers, and websites owned by its supplier and distribution partners.
• 100,000 emails received each month, ensuring every customer issue is answered completely and quickly.
RESULTS• Knowledge base supports 2,000+ agents in 9 languages• 10% deflection on webform originating emails• RightNow email system triages 100,000+ emails each monthglobally
• 90% first‐contact resolution rate for emails• 4,000+ answers in global knowledge base• Travel Alerts help customers adjust travel plans and increase customer satisfaction
22 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
http://www.oracle.com/us/corporate/customers/customersearch/travelocity‐rightnow‐cs‐1564014.html
Ranked #1 in service Lowest customer service costs in the Lowest customer service costs in the industry
90 percent reduction in agent 90 percent reduction in agent errors, yielding 833% ROI
All emails responded to within in 12 hours or less
http://faq.orbitz.com/
833% ROI
23 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
• More than 50% reduction in inbound email volume
• 20% reduction in inbound call volume• Customer self-service rate at 95%• Crisis incidents responded to swiftly with
timely and consistent information • Agents able to record all customer Customer Support: http://www lastminute com/Agents able to record all customer
information to develop personal customer service
“C i i l hi d i h Ri h N 95%+
Customer Support: http://www.lastminute.com/
“Customer experience is central to everything we do, with RightNow we
are able to ensure our customers get the personal, consistent, and superb
customer experience they deserve, no matter how they decide to
95%+ Self-service Rate
24 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
communicate with us.”
360 degree view of the customer Ability or up sell/cross sell Ability or up-sell/cross-sell
30% email reduction 25% reduction in calls due to 25% reduction in calls due to
VSS
Single View ofSingle View of customer
http://easyjet.custhelp.com/
25 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
26 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
B i A li tiBusiness Applications
27 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Gestión Integral de InmueblesInmuebles
28 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Solución Integral de Gestión de Inmuebles
Departamento de Expansión• Análisis de ubicaciones• Análisis de ubicaciones
Project Management• Gestión de cartera de
proyectos y asignación de prioridades
• Capturar costes, gestión de tareas recursos y
• Gestión de cartera de proyectos y asignación de prioridades
• Capturar costes, gestión de tareas recursos y Administración Propiedades• Análisis de ubicaciones
potenciales. Estudios de mercado
• Gestión de análisis de inversiones y aprobaciones
• Análisis de ubicaciones potenciales. Estudios de mercado
• Gestión de análisis de inversiones y aprobaciones
de tareas, recursos y seguimiento progresode tareas, recursos y seguimiento progreso
Administración Propiedades• Ejecución proactiva de
condiciones• Integración con sistemas
CAD para gestión espacio
• Ejecución proactiva de condiciones
• Integración con sistemas CAD para gestión espacioGestión Ciclo de Vida
• Soporte a procesos de decisión colaborativos
• Soporte a procesos de decisión colaborativos
p• Gestión de Alquileres
p• Gestión de Alquileresde Inmuebles
Mantenimiento de Activos• Ejecución de Planes de
Mantenimiento Preventivo y Correctivo
• Gestión de transferencia
• Ejecución de Planes de Mantenimiento Preventivo y Correctivo
• Gestión de transferencia
Administración Contractual• Homologación de
Proveedores• Gestión de negociación y
Contratos
• Homologación de Proveedores
• Gestión de negociación y ContratosFacilities ManagementGestión de transferencia
de Activos y reasignación• Control y Seguimiento de
Costes de Mantenimiento
Gestión de transferencia de Activos y reasignación
• Control y Seguimiento de Costes de Mantenimiento
Contratos• Medición de ejecución de
los servicios
Contratos• Medición de ejecución de
los servicios
• Gestión de Proyectos de Capital
• Gestión Medioambiental• Agilizar la gestión de
solicitudes de Facilities
• Gestión de Proyectos de Capital
• Gestión Medioambiental• Agilizar la gestión de
solicitudes de Facilities
30 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Gestión basada en acceso por RolesGestión de Diferentes Tipologías de InmueblesGestión de Diferentes Tipologías de Inmuebles
Departamento Expansión
Departamento Mantenimiento
Departamento CAPEX
Project Management
Departamento FacilitiesExpansión
Análisis de Ubicaciones
Construcción y Diseño
GestiónFacilities
Mantenimiento CAPEXg
Inversiones de Capital
Mantenimiento de Activos
MaestroInmueblesMaestroInmuebles
31 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Seguimiento Preciso de InmueblesGestión de Diferentes Tipologías de InmueblesGestión de Diferentes Tipologías de Inmuebles
lOrganización
Hoteles
Edificios
Oficinas
MaestroÚnico
MaestroÚnico
Proyecto
VerazVeraz SueloOficina Comercial
AlmacenesInmueble Competencia
32 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
LocalizaciónProveedores
Entorno MultinacionalFusiones y AdquisicionesFusiones y Adquisiciones
33 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Planificación de Personal
34 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Problemas de Negocio
• La mayoría de los empleados de los hoteles están sometidos a turnos.• Actualmente ésta planificación se hace manualmente o con soporte de excelActualmente ésta planificación se hace manualmente o con soporte de excel
como mucho.• A duras penas se hacen los turnos para cumplir con las restricciones de convenio,
i ú h d ti i iópero en ningún caso se hace un proceso de optimización.• Hay restricciones de convenio y puntualmente personales a la hora de hacer la
planificación.• Dicha responsabilidad supone una carga de trabajo considerable, pudiendose
estimar en varias horas cada semana o 15 días.E t ti id d f t d fli t t d l d l d• Esta actividad es fuente de conflictos, ya que todo el mundo suele quedar insatisfecho.
35 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Problemas de Negocio
6 l f ó d l
5
6 Planificación de PersonalClientesVolumen
Riesgo en calidad de servicio
3
4Mayor gasto de nómina que no se traduce en
1
2
Margen en riesgo por
más ingresos
0
1
1 2 3 4 5 6 7 8 9 10Tiempo
Margen en riesgo porCoste de Personal
36 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Tiempo
Solución de Oracle para Planificación de Personal
200
400
Patrón Anual
20
40
Patrón Horario
500
1000
Patrón Semanal
0
Ene
Feb
Mar
Abr
May Jun Jul
Ago Sep
Oct
Nov Dic 0
0 2 4 6 8 10 12 14 16 18 20 22 240
Lun Mar Mié Jue Vie Sáb Dom
R i iPlanificación
Demanda Particulares
Agencias
Mayoristas
Empresas
Restricciones•Horarios•Convenios•Turnos
ORACLE WORKFORCE
•Preferencias•Excepciones
SCHEDULLING
€Optimización Coste de Personal
38 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Beneficios Esperados
• Ahorro en coste de personal:– Menos personal– Intercambio de personal entre hoteles cercanos– Optimización de turnos– Menor subcontratación en momentos de alta demanda– Evitar tiempo ocioso / exceso de trabajo
• Mejor organización de horarios• Ahorro en tiempo de planificación• Ahorro en tiempo de planificación• Disminución de carga administrativa sin valor añadido• Personal más satisfecho:
– Adecuación a preferencias de horarios– Menor conflictividad ante en la planificación de turnos
39 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Beneficios Esperados
• Mejor servicio al cliente• Fácil de utilizar por director de hotel / gobernanta jefe de barraFácil de utilizar por director de hotel / gobernanta, jefe de barra,…
40 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Optimización Procesos de Compra y FinancierosCompra y Financieros
41 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Homologación de Proveedores
Búsqueda
InvitaciónAutoservicio de Registro de Proveedores
BúsquedaPerfil Proveedor, Cualificación, Evaluación de Crédito y Riesgo (eRFx/Survey )
Contracto
Maestro ProveedoresMaestro
Proveedores
Perfil Clasificación Detalle Bancario
Inactivación
&Perfil, Clasificación, Detalle Bancario
Evaluaciones Continuas (eRFx/Survey)
Análisis de Rendimiento
42 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
(eRFx/Survey)
Negociación Mas inteligente
I t li i d N i d l D dInteligencia de Negocio de la DemandaAnalíticas Paquetizadas
Maximizar el Valor de los ExpertosNegociación Colaborativa
Gestión Contractual en NegociacionesContratos Integrados
43 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Adaptación a Diferentes Modelos de Negocio
Requisitioning Business Units
Procurement Business Units
Sold ToBusiness Units Enables…
• Maximize FlexibilityWith a new approach to modeling centralized, decentralized, and center-led structures
Business Units Business Units Business Units
Decentralized Procurement
• Simplify Set-UpWith distinct requisitioning, procurement, and sold-to business units
Centralized Shared Services Procurement
• Adjust TacticsBased on category and tax opportunities and business need
Multiple Shared Service Centers
• Mix & MatchOperating models for optimal execution
Different Requisitioning, Procurement, & Sold To BUs
44 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Procesos de Gestión de Rendimiento
Reporting e Interacción Común
Planificación Estratégica Planificación y Forecasting
Integración y Análisis Común
Cierre Financiero Gestión de Rentabilidad
Integración y Análisis ComúnCalidad de Datos y Consistencia de Dimensiones
45 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
• Presupuesto Capex:• Inversiones (mobiliario, reformas, etc)• Menos Personal• Cálculo de amortizaciónCálculo de amortización• Impacto en CashFlow• Flujo de Aprobación: Controller Hotel - Controller Geográfico – España
• Análisis y Seguimiento Comercial• Análisis Real Vs Presupuesto de indicadores de Gestión Diarios• Análisis de la información por origen de Touroperador• Análisis de la información por origen de Touroperador
46 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
• Proceso de Cierre y Reporting Financiero• Consolidación financiera de más de 200 unidades de negocio. • Usaban Excel para consolidar en un proceso tedioso y sujeto a errores.• Reducción del cierre mensual de 15 dias a 2 diasReducción del cierre mensual de 15 dias a 2 dias• Reduccion del proceso de presupuestación de 5 meses a 6 semanas. • Reducción de las desviaciones presupuestarias
47 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Part of Oracle Public CloudEnterprise Resource PlanningEnterprise Resource Planning
FinancialManagement
FinancialsExpenses
ProcurementPurchasingSelf Service ProcurementS i Expenses
Financial Reports CenterRisk & Control MgmtPlanning & Budgeting
SourcingProcurement ContractsSupplier Portal
ERP
Supply Chain ProjectManagement
Inventory & Cost MgmtShipping & ReceivingProduct Data MasterSupply Chain Performance
ProjectPortfolio Management
Project Budgeting & Forecasting
Project Costingpp yReporting Project Contracts & Billing
Project Performance Reporting
48 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Oracle Customer Experience:Oracle Customer Experience:http://www.youtube.com/OracleCX
Alberto [email protected]
Angel Ortizangel ortiz@oracle com
49 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.