Infosys’ blog on industry solutions, trends, business process transformation and global implementation in Oracle.

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September 21, 2018

Mobile First strategy with Oracle CX Mobile App to boost your Sales


In today's competitive world, organizations are emphasizing on building a culture of proactive sales with responsibility of identifying leads, new account openings and agility in closing deals. To enable this, organizations are looking towards recent technology innovations to equip sales team with accurate and anywhere, anytime access to information that would make them more proactive and productive.  

In recent times, most revolutionary change we have seen in technology world is Mobility. This has empowered sales persons quickly have the right information in their hands and enables collaboration with teams while on the move.

In this blog, would discuss about must have Mobile Use stories and capabilities that would imbibe a culture of agile Sales Organization using Oracle CX Mobile App.

 

 


Next Best Action: Upcoming Appointments and Due Tasks

Sales person typically start their day with checking of calendar for appointments and to-do list. An integrated view of appointments and due Tasks for the week would help them plan activities better and effectively.

Oracle CX Mobile App provides sales person calendar view that provides list of daily appointments and tasks with timely reminders. Using this mobile apps, Sales persons can directly capture the meeting notes, Call reports, debriefing and action items which can be immediately shared with the extended teams and synced back Oracle Sales Cloud for further actions.

 

 

Optimize Customer Visits


Sales persons often struggle to plan their customer visits in an optimally way and sometimes they miss to visit the customers because of not having the right details and coordinates of the customer meetings. This will lead to customer dissatisfaction and probably loss of the deal.

With the introduction of View map feature in Oracle CX Mobile App helps Sales Team to view and plan all the customer visits near to the same location in single trip. This feature considers, current location coordinates of sales person and displays the current deals in that vicinity. This will helps them to plan their trips effectively and avoid any back and forth trips to the same location and improves the sales team productivity in customer engagements

 

Manage Deals on the Go

Most of the times Sales person do not show interest to capture information in the application, reasons could be many ranging  from time constraints or cumbersome application to use, no network connectivity  or always on the move. This could lead to potential leak in sales person targets and organizations revenues.

With Oracle CX Mobile App, sales team can manage their Leads, Opportunities and Contacts data easily on the go, its simple and easy to use interface enables ease of entering data online as well as offline.  That allows the sales person to spend more time in client engagements instead of figuring out what to capture in the application.

Also Oracle CX Mobile App does offer voice navigation, works as a virtual sales assistant and interactively guides the sales team through common activities.

 

Collaborative Workforce

Sales person often struggle to get the right information to close the deal and this will lead to slippage of deadlines, moving targets and revenue loss which no sales organizations would ever want.

Oracle CX Mobile App breaks this silo by encouraging team collaboration using in built Oracle Social network tools. This empowers the sales team to collaborate with the various teams in the organization and get required information on time.

Point to be noted here is, present version of CX Mobile App, users would need to install Oracle Social network App for collaboration. We hope in future all of this will be in one app does all.


Analytical Insights

Gone are the days where business analytics and intelligence reports are accessible only in desktops or laptops and meant for Managers.  Being the front face of the organization, Sales person are responsible for mining and identifying the new deals, so they are constantly looking for Analytical tools which can help them access the customer information while on the move, sitting in the meeting room with customers with little or no dependency on the IT teams.  

Introduction of mobile enabled Business Analytics and Intelligence tools, Sales persons now can slice and dice the data based on the customer's historic trends, purchase patterns, products interested. With these Analytic tools at their disposal they can create a new up-sell opportunities on the fly and have the flexibility to offer something new to customers while on the move.

Oracle CX Cloud Mobile supports in build Analytics as part of the Oracle CX Mobile app which can help the Sales team to access the information and present to right forums at right times. After all, when it comes to closing the deals, the more reliable information sales team have, the better they will be able to achieve organization objectives/Close the deals.


       

Note: Figures courtesy Oracle CX Cloud documentation

Extensibility of Mobile UI

Tailoring the UI to meet various customer needs, CX Mobile App offers simple capability to change the UI to meet varying customer needs. 

Having said that Simplified UI or web UI remains the primary UI and Mobile is alternate UI, while designing the Mobile apps we need to keep in mind the form factor of mobile device and also carefully plan the priorities for sales team while they are on move.

Certain Short falls in existing Mobile App., which would like Oracle to incorporate in future releases

          • Integration with Instant messengers likes WhatsApp, WeChat or Telegram to foster Internal Sales Collaboration for quick responses

          • Integrated Business Card Scanning App- this would encourage contact sales rep to directly transfer contact data into Sales Cloud application.

          • Comprehensive Voice Chat Bot with Natural Language Support (AI), which would enable sales reps to record transactions on the go from creating Call Reports to updating activities.


          Conclusion:

          By choosing Mobile First strategy using Oracle CX Mobile app, organizations can reap the benefits by improving the sales person productivity, reduce costs, automate manual activities and increase the organization revenues with new deals and customers. After all, this is for the betterment of the organization who dares to say no. So get ready to embrace the Mobile First Strategy....




          September 15, 2018

          Robotic Process Automation - Tool Selection Overview

           

          Robotic Process Automation - Tool Selection Process


           

          Introduction

          It is very important for organizations to select the right tool / service provider when they embark on their robotic process automation journey and this blog focuses on this of tool selection approach.

          In this blog, we had taken a peek at the 'RPA Tool Selection' approach typically taken by organizations, the typical questionnaire items and how the IT partner can be prepared with these and how it can plan adding a value by strict adherence on these asks.

           

          Tool Selection

          As a prerequisite to tool selection, organization needs to analyze its business processes and identify the areas which are good candidates for RPA. Identification of these business processes can be done by scoring the specific business process against the following simple questions:

          Q. No

          Question

          Score

          1

          Is the process or step routine / simple and involve repetitive steps?

          1 - Less Likely

          2 - Agree

          3 - Strongly Agree

          2

          Is the process or step rule based and doesn't involve ad-hoc or unstructured decision making?

          1 - Less Likely

          2 - Agree

          3 - Strongly Agree

          3

          Is the data involved in the process or step captured or available in a structured format and fields?

          1 - Less Likely

          2 - Agree

          3 - Strongly Agree

          4

          Is the data involved in the process or step digital?

          1 - Less Likely

          2 - Agree

          3 - Strongly Agree


          Based on the strategy for automation, organizations usually classify the automation eligible business process in 4 quadrants as listed below: 
           
          Diagram_Tool_1.jpg

          For the identified business process, multiple relevant stakeholders (Business Process Users, Business Process Owner, Functional SMEs, IT) should be involved for evaluation of the RPA Tools to be used.

          Below parameters are typically used by organizations to select one of the tools offered by different service providers:


          Diagram_Tool_2.jpg


          Above mentioned points are elaborated in below chart. Scoring for each option being considered is done by Organizations against these parameters and 'winner' can be identified.


          Parameters for Evaluation

          Tool Capability

          Dashboard & Reporting

          UI simplicity, user friendliness and navigation  

          Ease to generate standard or ad-hoc reports

          Customization ability to modify look and feel of dashboard, charts, etc.

          Design & Build Usability

          Ease of using for development or change of process automation

          Out of the box connectors with common platforms (e.g., Excel, Siebel, SAP)

          Robots triggering capability  for executing  automation

          Process automation recording capability

          Capability to automatically create KT documents like produce process flow diagrams, guide

          Capability of tool to identify process improvement opportunities

          Available documentation for training & support

          Administration,  Management and Allocation of Robots

          Sequencing and Workload Distribution & Prioritization capabilities

          Centralized and decentralized robots allocation capability

          License sharing for usage of robots or dedicated licensing

          Impact on IT Architecture

          Ease of integration with other Internal and External systems in the organization's IT Landscape

          Centralized or decentralized change configuration management capability

          Solution adherence towards IT architecture standards

          Ease of code migration to TEST, PROD environments and rollback methodology

          Scalability of tool to handle higher volume during peak hours and increased volume over the time

           

          Access & Security

          Role/Group based access and ease of access management

          Ability to integrate with existing SSO or Authentication tools like Active Directory, LDAP

          Audit Trail maintenance

          Compliance & Regulatory Standards

          Adherence to regulatory guidelines e.g. SOX compliance

          Audit trail and Log creation for audits

          Licensing

          Robot license costs and license sharing options

          Design and Build Cost

          Cost and Effort estimates for end-to-end implementation including design, build and test

          Change Mgmt. / User Training

          Train the Trainer, Change Management activities support i.e. training material availability

          Maintenance & Support

          Cost and resource support estimates for technical upgrades and maintenance


          Conclusion

          This tool selection and business process identification activity though as simple it sounds, is one of the key activities involved in the robotic automation process tool identification and laying down the scope. Due diligence is very important at this stages to avoid any scope creep, misalignment with business process and wastage of time and efforts of team involved. 

          September 7, 2018

          Leveraging Oracle Revenue Management Cloud System to Meet IFRS 15 Contract Cost Amortization Requirements

          Oracle Revenue Management Cloud Service (RMCS) - Introduction

          Oracle Revenue Management Cloud Service (RMCS) is an automated and centralized revenue management product that empowers organizations to comply with the ASC 606 and the Accounting Standard IFRS 15 requirements of revenue from contracts with customers. RMCS helps organizations in automating the identification and creation of customer contracts and performance obligations, their valuations, and the accounting entries through a configurable framework.

          RMCS is tailor made to meet the IFRS15 / ASC606 requirements including the transition requirements. Apart from this, RMCS also provides robust integration with third party applications including Oracle EBS (and other non-oracle systems) to fulfill the requirements of IFRS-15.

          Standard RMCS features enable organizations to recognize revenue from contracts with customers as per IFRS-15. However, the product does not offer features to amortize the contract costs as per IFRS-15. At Infosys we have extended the usability of RMCS to recognize and amortize Contract Costs as per IFRS-15.

          This document provides a solution overview on recognizing and amortizing Contract Costs in RMCS and the initial accounting setups which are required. The content included in this document is industry or organization agnostic.

           

          Recognizing Revenue from Contracts with Customers in RMCS

          The most striking change in recognition of Revenue has been the introduction of the new five- Step Model for recognition of revenue.

          View image

           

          The new standard impacts all the organizations requiring to report according to IFRS and US GAAP. Since, the change deals with revenue, and is expected to have organization wide impact.

          Sample case showing how Revenue is recognized as per IFRS-15 in RMCS: -

          Domain: Telecom

          Contract Period: 6 months

          Contract Start Date: 15.01.2018

          Contract End Date: 15.07.2018

          Plan: Telecom plan which include monthly fixed fee- $ 100 along with a handset at the start of the plan

          Say, X Ltd sells separately Handset at $ 300 for 6 months and the monthly fee without handset at $ 80.

          1.       As per IFRS-15, X Ltd needs to identify the contract (Step 1) which is a 6-month contract with the customer.

           

          2.       Then, X Ltd needs to identify all the performance obligations (Step 2) from the contract with the customer which is:-

          ·         provide a handset

          ·         provide network services over 6 months

           

          3.       Decide the transaction price (Step 3) which is $ 600

           

          4.       Apportioning the transaction price (Step 4) of RS 600 to each performance obligation based on their relative stand-alone selling price: -

          Performance Obligation

          Standalone Selling Price

          Allocated %

          Allocated Revenue

          Revenue Recognized

          Handset

          300

          38.46%

          230.76(600*38.46%)

          230.76

          Network Services

          480(80*6)

          61.54%

          369.24(600*61.54%)

          61.54(369.24/6)

          Total

          780

          100%

          600

          292.30

           

          5.       Recognizing the revenue (Step 5) when X Ltd satisfies the performance obligations:

          ·         Recognizing the Revenue from Handset, when X Ltd gives Handset to customer -$ 230.76

          ·         Recognizing the Revenue from Network Services provided for $ 61.54 monthly during the period of the contract which is 6 months.

          Expected Accounting entries generated in RMCS are as summarized below: -

          Period

          Description

          Amount

          Debit

          Credit

          Event

          T0

          Recognition of Contract Asset and Liability in relation to the Services and Handset

          Contract Asset

          600

           

          Initial Performance

          Contract Liability

           

          600

          T1

          Monthly Billing of Revenue 

          Contract Clearing

          292.30

           

          Performance Obligation Billed

          Contract Asset

           

          292.30

          T1

          Recognizing of monthly Revenue and its allocation

          Contract Liability

          292.30

           

          Performance Obligation Satisfied

          Revenue from Handset

           

          230.76

          Revenue from Network Service

           

          61.54

          T2-T6

          Monthly Billing of Revenue 

          Contract Clearing

          61.54

           

          Performance Obligation Billed

          Contract Asset

           

          61.54

          T2-T6

          Recognizing of monthly Revenue and its allocation

          Contract Liability

          61.54

           

          Performance Obligation Satisfied

          Revenue from Network Service

           

          61.54


          Accounting for cost as per IFRS-15

          IFRS 15(Revenue from Contract with Customers) is primarily a standard on revenue recognition, it also has requirements relating to contract costs. As a result, organizations may require change their accounting for these costs on adoption of IFRS 15.

          Prior to IFRS 15, there was no specific accounting standard addressing the accounting for costs, entities referred to a number of different standards and principles in accounting for various types of costs incurred. Existing standards IAS 18 Revenue and IAS 11 Construction Contracts contained only limited guidance, mainly on applying the percentage of completion method (under which contract revenue and costs were recognized with reference to the stage of completion).

          IFRS 15 introduces a new guidance on accounting for the costs related to contract: -

          View image

          Basic Configuration required to achieve allocation in RMCS

           

          1.                    Trading community source system: Source systems are uniquely defined in the system which is required to support all other setups.
          2.                  Source document codes: Source document code is base setup to define source document types.
          3.                 Source document types: Source document types are defined to indicate different lines of business. For example: if a business has manufacture line and service line then two type of source document types need to be defined.
          4.                 Revenue system options: Different types of accounts i.e. contract asset account, contract liability account, contract discount account, price variance account and contract clearing account are defined through revenue system options.
          5.                   Standalone selling price effective periods: Depends on pricing policy of the business and how frequently these changes helps to determine effective periods to define standalone selling price of different products.
          6.               Contract identification rules: Contracts are created in system based on the contract identification rules. Different contract identification rules are created for different source document types.
          7.             Performance obligation identification rules: These rules are created to define how different performance obligation lines will be treated for a particular contract. Different performance obligation rules are created for different source document types.
          8.           Pricing dimension structure: Pricing dimension structure are used to define different segments which are required in defining pricing dimension values.
          9.               Pricing dimension assignments: This setup assigns different source document types with different pricing dimension structures.
          10.                   Standalone selling price profile: This setup is done to define items in different standalone selling profile and to define standalone selling price. Profiles are created based on different pricing dimension assignments.

          Extending the Usability of RMCS to Costing Scenario

          In order to recognize Contract Cost as per IFRS-15 (If the contract period is for more than 12 months), organizations need to amortize contract cost over the period of the contract. In this scenario, Contract Cost should be debited and Contract Asset should be credited. But initially in RMCS, while recognizing revenue Contract Liability Account is debited and Contract Revenue Account is credited. Therefore, in order to achieve the accounting for Contract Cost we need to apply Sub Ledger Accounting in RMCS.

          Sub ledger Accounting supports multiple accounting representations concurrently in a single instance. We can create a particular set of rules for specific transactions and create accounting for the transaction with the accounting methods defined.

           

          Configurations Required for Sub Ledger Accounting to Meet Cost Amortization

          This is how best we can understand the relationship of the components used for Sub Ledger Accounting: -

          View image

          After completing basic RMCS configuration, below are the high level SLA setups required to achieve Costing Scenarios:

                  I.            Accounting Method: We need to create a new Accounting Method so for accounting treatment for each accounting event class, accounting event type for the Costing Scenario.

                II.            Account Rules: Account Rules enable us to define the logic of determining the segment value to be used for each transaction. We create different rule types to fetch Account combination, Segment, and Value Set.

          In order to create accounting entries for costing scenario, we need to create three different Account rules, namely: -

          a.       Contract Liability Custom Account Rule

          b.      Contract Asset Custom Account Rule

          c.       Contract Revenue Custom Account Rule

          Each of the above rules should have a condition to identify and alter the account for cost contracts.

           

              III.            Sub ledger Journal Entry (JE) Rule Set: Sub Ledger Journal Entry Rule Sets enables us to generate complete JE for an accounting event. This summary of the set of rules needs to be validated before it can be linked to the Accounting Methods for the sub ledger. The Sub Ledger Journal Entry Rule Set can be assigned only to a Sub Ledger Accounting Method with the same chart of accounts. Before creating Sub Ledger Journal Entry Rule set, ensure that the below subcomponents, if required, of Sub Ledger Journal Entry Rule Set are correctly defined: -

          a.       Description Rules

          b.      Journal Line Rules

          c.       Account Rules

           

              IV.            Accounting Methods assignment: After creating Sub Ledger Journal Entry Rule Set, assign the Rule set with the already created Accounting Method. The Status of the Accounting method defined is incomplete initially.

                V.            Activate Sub Ledger Journal Entry Set Assignments: In order to activate the accounting setups, submit the Activate Sub Ledger Journal Entry Rule Set Assignments process. The Status of the Accounting Method should be 'Active'.

          Expected Accounting Entries in RMCS for Costing Scenario: -

          Say, Contract Cost to be amortized -$ 2400 for 24 months

          Period

          Description

          Amount

          Debit

          Credit

          T0

          Initial Performance

          Contract Asset

          2400

           

          Contract Liability

           

          2400

          T1-T24

          Amortization of Cost

          Contract Cost

          100

           

          Contract Asset

           

          100

          Conclusions-RMCS with Custom Sub Ledger Accounting - A Game Changer!!!

          With Oracle RMCS and Infosys tried and tested SLA extensions, now organizations can not only recognize Revenue according to IFRS 15 but also recognize and amortize contract costs as per IFRS 15. This enables organization to have a single Oracle supported solution for meeting all their IFRS15 requiremnts.

          Please reach out to Infosys/authors for your organization specific requirements and to leverage the power of RMCS to ease your transition to IFRS 15 standard.


          September 5, 2018

          Customer Loyalty: Past Forward

          Back in the 80's when televisions were introduced to the households, the marketers made an easy entry inside our home and a new era of visually animated marketing begun. The trick was simple, "be visible be sold ". Suddenly TV took the centre stage for all the marketing and promotion. Every brand, premier or not, wanted to connect with its customers and engage them via attractive advertisements appealing to their physical or cognitive needs. Since we as customer were generally not informed about the market and its offerings, anyone who could educate us about our needs and show us an available product for it could successfully seal the deal. In short it was about educating -> engaging -> selling for a long time only till market was all levelled.


          Every business is in a perpetual pursuit of "point of difference" vis-à-vis its competitors and when one succeeds; this ironically leads the whole market towards converting the "difference" into a "Point of parity". The market levels itself. So, what was next? yes, it moved away from just selling product to selling product +services. Services, which would include everything from convenience of purchasing to the convenience of purchasing everything at a single place. Yes, market moved from just product superiority to ease of availing it. This evolution brought the focus on retail outlets or in a broader sense what is known as "Customer touch point". Being a one stop shop for all the shopping needs; it used to engage the customer for a longer time in store which in turn increased the ticket size. Soon one stop shop was popular concept. Also, the conventional retailers made it sure that they provide more purchasing options. What next? Did the "difference" and "Parity" paradox follow? Just take a wild guess.

          "People think of these eureka moments and my feeling is that they tend to be little things, a little realization and then a little realization built on that."
          - Roger Penrose

          The eureka - Can you recall the famous Indian detergent soap advertisement from late 80's in which shopkeeper provides a ready shopping basket to lady named "Deepika ji" as soon as she enters the store? It had a big hint to what was going to be the next thing in the market. Another conventional wisdom was to take the mainstream in the days to follow. The mantra was "know your customers", "know their basket" and additionally "Reward" them. Over all these years of evolution and amidst all kind of paradox one intent was common, that's nothing but "keep your customers engaged" some way or other. With the business readily embracing CRM as their front ending systems, business could collect all the customer relationship data it needed. It was now time to reward the customers for nurturing the relationship further, it was time to recognize "The Customer loyalty".

          The cycle - loyalty programs were adopted and pioneered by many businesses leaders. Soon "points for purchase" was synonymous to the loyalty program. Customers were divided into reward "tiers" based on which their rewards were decided. This made customer delighted after purchase to such an extent that they would not stay back from spreading word of mouth. Result!!! More sales. Customer started to knot themselves to single seller to earn more points which he/she can redeem in later purchases. Outlets offering loyalty could easily differentiate themselves amongst the competitors who did not. This resulted in higher repeat purchase rate, more footfall, bigger ticket size, WOM publicity, also a strong control over the customer behavior therefore a higher percentage share of mind, pocket, wallet and what not. It was all going good till the prodigal partner of good times returned. It was the same old paradox and market were levelled.

          "Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better."
          - Sydney J. Harris

          The dilemma - Today, we have come a long way from copper cables to DTH, dial-in to wi-fi and Tv to social media. A lot has changed not only in the ways products and services are sold but also the way customers buy things. The question is "have the loyalty programs changed?" Just when the loyalty programs were doing good, new dilemma struck the customers. With competitors copying the loyalty program, now every other outlet has a loyalty reward to offer. Also, the point redemption benefits are perceived not enough by the customers. On the seller's side, they are already being pressed heavily on margins due to competition, additionally the conventional loyalty reward takes another pie from its profit. Both above factors decrease value of loyalty activities for a business. While the reasons can be debated upon, it is for sure that customer would not exchange their loyalty Just for a few points or any kind of vouchers which they would never possibly redeem. Over the period, conventional loyalty programs if not refreshed might become just a "me too" attribute of retailer's value proposition.

          The pug-mark - Thanks to rapid advancements in information technology, selling and buying has become much more convenient, transparent and quicker. Be it for buying something or tracking orders or getting queries resolved, customers can now interact with business 24*7 using mobile apps. The customer now faces no tangible risk of switching between the sellers (read loyalty). With every seller selling at almost same price, the products have almost become commodities and there is a lost differentiation between the sellers. Customer today need a smooth experience in its transactions with seller at every touch point. Also Growing inclination of customer towards social media and ocean of information available over internet, the buyer today is more informed, expressive and wants to create his/her own brand based on the choices made, places visited and of course the endorsements made in the social circle online or in person. Other than the conventional tangible befits like price, discounts, location customer would stick with a brand or seller only if it compliments his/her own brand that he/she has perceived in mind. Customer wants to feel more "belonging" in every engagement. Wait a minute, isn't it a clue for future of customer loyalty? Yes, it was always about that.

          The union - Using IT solutions, sellers across the world are optimizing their processes and are greatly focusing on creating an impressive, smooth and consistent "Customer experience" across all the customer touch points. While a great deal of effort is invested to bring every customer facing channel in harmony, it is also important to integrate loyalty with the mainstream CRM system like marketing, sales, service, and not just ordering. Most importantly, using analytics; customer insights can be drawn which can be used for creating tailor made loyalty rewards. Without it the loyalty systems would be nothing but an expensive gadget and cost center to the business. Having said that, is there any new benefit other than points and discount vouchers that we can reward our loyal customer with? What if we integrated all the above systems but still award same points or vouchers, would this make any difference? Well then let's turn our focus inwards, understand what value do we provide to our customers and then give it a creative thought.

          "Keep on the lookout for novel ideas that others have used successfully. Your idea has to be original only in its adaptation to the problem you're working on."
          - Thomas A. Edison

          The perpetual pursuit - While points/voucher/gifts are the known tangible reward options, let's think of playing loyalty game in the intangible spectrum. Let's bring a meaningful context to the reward which could strengthen the customer engagement with the brand. Thanks to the advancements in CRM and its capabilities to integrate with social media, online portal, analytics and web apps, brands can now gather not just personal data but also data about behavioral (beyond buying patterns), lifestyle and preferences. Using all the data and analytics; loyalty can do wonders. For example, how about using analytics on past purchase of a customer, coming up with a ready to checkout basket of products (remember the "Deepika ji advertisement?) and of course rewarding based on the purchase? How about informing a customer about new products available in the store based on his/her lifestyle (which can be determined via analytics and purchasing behavior)? How about rewarding a loyal customer for solving a query of another customer on social media? How about gamification of the customer interaction using chat boats, giving weekly or monthly missions, displaying the rank charts on social media and awarding  local or global winners? Not too far fetched though, but how about consolidating loyalty programs, creating a shared ledger of loyalty rewards (yes, I am referring to block-chain) and building whole shopping universe in coalition with meaningful partners in a complementary business (e.g. lifestyle product based alliances) so that customer can earn and redeem meaningful rewards at any outlet amongst this universe? The more we provide avenues to redeem rewards the more customer is willing to collect the rewards. Arguably, we might be able to reduce loyalty reward costs if the context is impactful. We can be as creative as we like, but the central idea now and onward should be to move beyond just "transnational loyalty" and try and build an "emotional loyalty" with the customer. Let's try to tap our "Share of emotion".

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