Connected Industries | KPMG | GLOBAL
close
Share with your friends

Connected Industries

Connected Industries

Each sector brings a unique set of challenges and opportunities. The connected enterprise framework can be tailored to meet those industry needs.

Each sector brings a unique set of challenges and opportunities. The connected...

Consumer and Retail:

Consumer Packaged Goods (CPG) companies are seeing the end of traditional business models that link manufacturers with retailers and consumers.

Retailers worldwide are facing threats to their very survival—from eroding margins and declining market share to digitally adept consumers who expect a great customer experience with every interaction.

To succeed in this volatile environment, Consumer and Retail companies need a holistic, enterprise-wide, “outside-in” approach that connects their front, middle and back offices. Aligning to the customer’s agenda is paramount.

Insurance:

As a non-life insurer, do all relevant parts of your organization that affect customer experience, directly or indirectly, understand and act in accordance with your identified customer agenda?

To succeed in winning the loyalty of 21st century customers, insurers need an enterprise-wide approach that connects the capabilities of the front, middle and back offices — so as to appropriately focus on its customer agenda. To learn more about becoming a connected enterprise in the insurance sector, read our new report: Aligning behind your customer agenda: becoming a connected enterprise in non-life insurance.

Retail Banking:

Today’s retail banks are delivering banking apps to check balances and pay bills anywhere, anytime, credit cards applications with real-time approvals and instant access to credit. As a result, they have increased the number of customer touchpoints by 1000% over the last two decades.

But as the number of customer interactions continue to increase, bank executives have realized the number of sales opportunities has decreased. They have also realized as the number of customer interactions increase, the number of channels requiring service has remained flat. They have added phone apps, but customers still need ATMs; they have added mobile deposits but customers still need branches. The promise of reducing channel costs because of the addition of digital channels has not been realized.

To compete more effectively, capture the value inherent to the digital channels, and reduce the cost to serve in the traditional channels, banks must organize themselves to become customer-centric.

Telecoms:

Telecommunications companies (Telcos) have had to evolve their business models beyond phone and connectivity to fend of competitive pressures and meet increasing customer demand for more diverse products and services.

As a result, Telcos have expanded into new services and offered new devices and tools in the hope of winning, serving and retaining customers. Telcos have stepped out of their comfort zone, launching dedicated websites, apps and tools via a broad range of devices like PCs, smartphones, TVs and wearables — all in an effort to improve and expand customer interactions.

However, Telco executives are recognizing that the multiband cross-channel tactics widely in use today — under the guise of “omnichannel” — fail to yield financial and business opportunities across the enterprise value chain.

Connect with us

 

Request for proposal

 

Submit