KasparRoos January2018
Whitepaper
TheFutureofCustomerExperienceintheEnergyIndustry
SponsoredBy
01|Aspire|January2018
ThefutureofcustomerexperienceintheenergyindustryFOREWORD
Arecentsurvey1byDimensionData,aUSD$7.4Bglobalsystems
integrator,revealedan‘uncomfortable’truth:Whiletheoverwhelming
majority(89%)oforganizationsclaimthatcustomerexperience(CX),
underpinnedbydigitaltransformation,iscriticaltotheirsurvivalanda
topstrategicpriority,overhalf(51%)ofrespondentsarefailingtoact.
Thistensionisparticularlyvisibleintheenergyindustry.Drivenby
technologicalchange,risingcompetition,evolvinglegislative
frameworks,andtheneedtodeploymorecustomer-centric
technologies,manypowercompanieshaverecognizedtheneedfor
digitaltransformationtofundamentallyrethinktheirbusinessmodels
andredefinehowtheycanbetterserveandinteractwiththeir
customers.
Atthesametime,energyisaparticularlyslow-movingindustry.
Investmentstendtobehighlycapital-intensive,therearecomplex
regulatoryrequirements,andutilitiescannotofteneasilyinnovate
withoutinvolvingotherplayersintheoverallvaluechain.
BasedoninsightsfromQuadient’senergyexpertsandutilities
customers,aswellasourdealingswiththeenergysector,thispaper
presentsanoverviewofkeytrendsinCXthatareimpactingtheenergy
market.Whilerecognizingthatdigitaltransformationwillplayoutover
longtimeframes,thispaperaimstoprovidepracticaladvicethatcanbe
usedtodaytobuildsuperiorcustomerexperience.Withsomuch
disruptionimpactingtheindustry,thereisnotimetowait.
12017GlobalCustomerExperienceBenchmarkingReport,DimensionData.N=1,351respondentsacross80countries.
ByKasparRoos
CEOofAspire
02|Aspire|January2018
ABSTRACT
Digitaltransformation,changingregulations,andnewindustrystructures
areallimpactingthetraditionalutilitymodel.Withthenewworld
unfolding,digitalopportunitiesareopeningforutilitycompaniesto
redefineproductsandservices,supportdecentralizedenergy
production,andbuilddeepercustomerrelationshipsbymovingfroman
energyasset-basedfocusedtoamorecustomer-centricfocus.
KEYRECOMMENDATIONS
§ Usescenarioplanningtoaligncustomerexperienceinitiatives
withstrategictransformationdirections.Omni-channel,product
differentiation,virtualcustomers,andhomeautomationare
areaswhereCXtechnologymakesabigdifferenceinhowutilities
communicateandinteractwiththeircustomers.
§ Refiningcustomercommunicationstrategies,modernizing
customerexperiencetechnology,usingjourneymapping
techniques,andotherbestpracticesaresomeofthemany
actionsthatcompaniesintheenergysectorcanadaptinorderto
buildcompetitiveadvantagesthroughcustomerexperience.
§ Tosupporttheshifttowarddecentralizedpowerprovisioningand
customer-centricity,itisimportantthatcompaniesdonotdelay
butfindwaysnowtousethelatesttechnologytobuildbetter
customerexperiences.Variousstudies2suggestthatleading
companiesrespondfasterthantheircompetitionwhenfaced
withdisruptivechangesintheircoremarkets.
2SuchasManagingUncertainty,PAConsultingGroup,2017
03|Aspire|January2018
“Themajorityofconsumers(62%)arepreparedtopaymoreforasimpleexperience,while61%wouldrecommendabrandifithasaclearpropositionthatsavesthemtime.”-Source:Siegel+Gale,2017
1. INTRODUCTION
Theenergysectorisatapointoffundamentalchange.New
technologicaldevelopments,changesinpoliciesandregulations,and
structuralchangesleadingtotheriseofnewcompetitionareforcing
companiestoredefinetheiroperatingmodelsaswellastherelationship
thattheyhavewiththeircustomers.Ontopofthat,changingconsumer
behaviormakestheneedforusingcustomer-centrictechnologyfor
directengagementmorecritical.Environmentalconcernsandclimate
changeareexpectedtofurtherimpacttherelationshipthatcustomers
havewiththeirenergyproviders.
Asaresult,energycompaniesarefacinganuncertainfuture.Various
industryexpertsarguethatthenewelectricpowerindustrywillrevolve
arounddigitalplatformsand‘smart’gridsthatdealefficientlywith
decentralizedpowergeneration,supportlowcarbonsupplies,andfinda
businessmodelthatpromotesefficiency3.Thelatterespeciallyisakey
concern—asmoreandmoreconsumersaremovingawayfromthe
traditionalutilitiesmodel,theremainingcustomersarechargedmorefor
generationanddistribution.ThisisespeciallyproblematicfortheUSwith
itsvastexpanseoflandareaandsprawlingpopulations.
Asaresult,energycompanieswillhavetodigitallytransformusingthose
newlyfoundtechnologicalstrengthstobuildbettervaluepropositionsto
counterthechangesdescribedabove.Asfundamentaltransformation
andbusinessmodelinnovationsmaytakeyearstocomplete,afocuson
customerexperiencetoestablishnewwaysofdeliveringsuperior
customervalueshouldbethelowhangingfruit.
Theobjectiveofthispaperistoexplorehowpowercompaniescanuse
digitaltechnologytoimprovethecustomerexperienceandbuildmore
profitablecustomerrelationships.Forthis,itishelpfultounderstandthe
pertinenttechnologyaswellasbusinessandconsumertrendsthatare
impactingtheenergysectorsintheUSandEurope.Thiswhitepaperwill
thenassessitsimplicationsandproviderelevantrecommendationsand
tacticsthatCXprofessionalsshouldconsidertodrivemorevaluable
engagement.
3SmartPower,PeterFox-Penner,2010
04|Aspire|January2018
2.TECHNOLOGYTRENDS
Technologicalchangeisbyfarthebiggestdriverofchangewithinthe
energymarket.Whileregionaldifferencesaffecthowcompaniesoperate
andarestructured,technologytendstobeborderless.Thefollowing
trends,relatedtocustomerexperience,impacttoavaryingdegreeevery
energyproviderintoday’smarketplace.
2.1DECENTRALIZEDPOWERGENERATION,STORAGE,ANDCONTROL
a. Decentralizedgenerationtechnologies,includingthequest
toexploitmorerenewableenergyresourcestofightclimate
change,willhavemajorimplications.Advancesinsolarwill
soonensurepriceparitywithgrid-generatedpower.
b. Solarandotherrenewablesourcessuchaswindturbines
havefluctuatingoutputcapacity.Advancementsinbattery
storage,suchastheTeslaPowerwall,orbytappingintothe
sparecapacityofelectriccarsthroughvehicle-to-grid
technology,willreduceconsumers’dependencieson
centralizedpowergeneration.
c. Smartgridsareevolvingfrom‘simply’dealingwithtwo-way
energyandcommunicationsflow,tointelligentand
interoperabledistributedenergysystems.Thesesystems
supportmodernconceptssuchascloud-based‘virtual
energyplants’whichaggregatethecapacitiesofconsumers’
energyassets.
2.2THECONNECTEDHOME
a. Homeautomationtechnologyisgaininggroundrapidlyin
themodernhome.Modernappliancesarebeingconnected
totheInternetandincreasinglycontrolledthroughvirtual
customerassistance(VCA)voicetechnologysuchasAmazon
Alexa,GoogleHome,orvirtualprivateassistant(VPA)
technologysuchasAppleSiriorMicrosoftCortana.
05|Aspire|January2018
“ThelatestEnergyUKelectricityswitchingdata,publishedtoday,revealstheoverallnumberofelectricityswitchesin2016reached4.8million.Thisisarecordhighsince2013whenEnergyUKstartedpublishingdata,andupbyaquarter(26percent)on2015.”–EnergyUK,Jan2017
b. Hightechhomemonitoringsystemsareintegratedwith
sensorsforhouseholdstoknowwhichappliancesconsume
themostenergy.Smartlightbulbsequippedwithsensors
turnthemselvesonoroff.
c. TheriseofInternetofThings(IoT)andsmartappliances
enhancedwithscreenswilloffertheopportunityforutilities
toprovideanintegrated,digitalexperiencethatconnects
energyconservationinsightswithbillpaymentandcustomer
serviceengagementopportunities.
Figure3:SamsungSmartFridge,AmazonEchoShow
2.3CUSTOMER-CENTRICTECHNOLOGY
a. Consumerstodaydemandeasyexperiencesfromtheirutility
providers,especiallyfrompremiumbrands.Withonline
comparisonwebsitesmakingtheswitchbetweenenergy
suppliersextremelysimple,energyprovidersareforcedto
investincustomer-centricitysuchaspersonalizationand
omni-channelcommunicationsforbetterretentionand
loyalty.
b. Thecontinuedriseofmobilecapabilitiesisamajortrendthat
energyproviderscannotignore.CompaniessuchasHivein
theUK,partofBritishGas,providemobileexperiencesto
06|Aspire|January2018
“Utilitiesalreadyhaveaccesstodataandtoolsthattheycanusetobegindeployingproductionanalyticsandgeneratinginsightsthatcreatevalue.Forexample,somehavealreadysharpenedtheiraccuracyinpredictingequipmentfailuresandpower-outagedurations—resultsthatcanreduce
“Utilitiesalreadyhaveaccesstodataandtoolsthattheycanusetobegindeployingproductionanalyticsandgeneratinginsightsthatcreatevalue.Forexample,somehavealreadysharpenedtheiraccuracyinpredictingequipmentfailuresandpower-outagedurations—resultsthatcanreducecostsandincreasecustomersatisfaction.”Source:Guille&Zech,BainandMckinsey2016
understandenergyconsumptionandusesmartthermostats
tocontrolheatingbasedonmeasured(i.e.geolocation)and
predictivebehavior(knowingwhenapersonislikelytocome
home).
2.4SERVICEIMPROVEMENTSTHROUGHBIGDATAANALYTICS
a. Bigdataanalyticswilldrivefutureengagementsandservice
offerings.Forinstance,understandingdatathatrelatesto
consumerpreferencesonpricesortypesofenergy
consumedwillbehelpfulforbusinessestounderstandwhen
engagingwithacustomer.Infact,BritishGasprovidesiPads
toitsserviceengineersthatalreadycontainpertinent
informationaboutissuesraisedbyacustomerpriorto
visitingtheirhomes.
b. Geolocationanalyticshelpcompaniesunderstandweather
patternsandpotentialservicedisruptionsandhowthese
mayaffectitscustomers.Thisanalysisprovides
opportunitiesfordeliveringabettercustomerexperienceby
usingadvanceddataanalyticsandgeolocationdatato
predictlocalimpactanddevelopnotificationmessagingto
preparecustomers.
c. Lastly,bigdataanalyticshelpenergyandutilitycompanies
toimprovesegmentationofcustomersanddevelopproduct
andservicesofferingsthatbettermatchcustomers’
preferences.InEurope,dedicatedenergyproductshave
emergedbasedoncustomer’svalueinrelationtorenewable
energies,nuclear,orcommunicationpreferences.For
instance,adigitalenergypackageisofferedatmuchlower
costthanatraditionalcontractthatincludesprint-based
communications.
07|Aspire|January2018
“Customerexperienceisourdifferentiator;weprovideanomni-channelbillingexperiencecenteredonmobileanddynamiccommunications.Thisiswhatourend-userswant.”-JohnHayden,SeniorBillingTeamLead,Conservice(US-based3rdpartyutilitymanagementproviderspecializinginmulti-familyrealestate)
“Customerexperienceisourdifferentiator;weprovideanomni-channelbillingexperiencecenteredonmobileanddynamiccommunications.Thisiswhatourend-userswant.”-JohnHayden,SeniorBillingTeamLead,Conservice(US-based3rdpartyutilitymanagementproviderspecializinginmulti-familyrealestate)
3. IMPLICATIONS
Withsomuchuncertainty,itishelpfultothinkthroughvariousscenarios
ofhowtheutilitiesmarketplacewillevolveintheyearstocome.A
helpfuloverviewisprovidedinFigure4,whichplotsfourdifferent
scenariosbasedontwomegatrends:1)fromcentralizedtodecentralized
energyproductionand2)fromasset-centrictobecomingcustomer-
centric.
Figure4:Strategicdirectionsbasedonindustryevolution
Thesetwomegatrendsleadtofourscenariosthatutility
companiesneedtoplanforinthefuture.Eachstepisagradual
evolution.
1. Omni-channelscenario
Inthisscenario,theutilitycompanywillusenewtechnology,
especiallyaroundmobiletoredesignthecurrentcustomer
experienceandbuilddeeperdigitalengagement.Legacy
communicationswillstillplayamajorrole,butprinted
communicationsshouldberedesignedtomakethemeasierto
3.VirtualCustomer
2.ProductDifferentiation
1.Omni-Channel
4.AutomatedHome
CustomerExperienceDirections
Decentralized
Customer
Centralized
EnergyGeneration
Asset
StrategicFocus
CurrentState
08|Aspire|January2018
“Energyischanging,peoplehavemuchmorechoiceaboutwhereitcomesfromandhowtheyuseit.This[newcampaigntopromoteE.ON’snew‘solarandstorage’offering]isusbeingapurpose-ledbrandandshowingwestrivefornewdevelopmentsinenergy,whetherthat’ssolarorelectricvehiclecharging”–EmmaInston,HeadofGlobalBrandandCustomerCommunications,E.ON(MWInterview)
understandandbetteralignedwithdigitalcommunications.CX
tacticsshouldbedeployedtoimprovecustomersatisfactionand
retention.Forexample,ifanewcustomer’sfirstbillishigher
thanthecontractvalue,apersonalizedvideocanbesentto
explainthehigherbillthusreducingcallcentervolume.Dynamic
communicationsallowtherecipienttointeractwiththecontent
forrichanddynamicmobileexperiences.E-mailsthatcontain
actualusageinformationshouldpullthelatestdatafromthe
serverwhiletheyarebeingopened,therebyprovidingalways
up-to-dateusageinformationtocustomers.
2. Productdifferentiation
Inthisscenario,theutilitycompanyrecognizesthatitshould
fundamentallyoverhaulitsinteractionswithcustomers.Through
dataanalyticsandjourneymapping,thecompanywillidentify
customersegmentsandpersonasthatsharedifferent
characteristicsandshouldbeaddresseddifferently.
Armedwiththisknowledge,thecompanywillthendevelopnew
productsorpotentiallyformnewdistributionpartnershipsto
reachthosecustomers.Forexample,somecustomersmayonly
wanttheirpower-mixtocontaincarbon-neutralpower,while
othersareagainstnuclear.Thistypeofproductdifferentiation
requiressomelevelofsupplychainintegrationandthe
developmentofmoreadvancedpricingtactics.
Anotherrecentlymorepopularofferingistodifferentiateby
communicationtype;forexampletoofferlowercostto
customerswhosignupfora‘digital’account.Thisrequiresthe
customertorecordtheirmeterreadingsonlineandtoreceive
communicationsthataresentelectronically.
Lastly,byprovidingwhite-labelproductsformajorretailers,
energycompaniescanexpandtheirreach.However,incertain
countriestheregulatorprohibitstoomuchpricedifferentiation
throughwhite-labeling,orforcesretailerstoinformtheir
customersiftherearelower-costplansavailable.
09|Aspire|January2018
“InastudydonebyDeloitte,82%ofconsumersconsulttheirmobiledevicespriortopurchase.Inaddition,33%ofconsumersmadepurchasedecisionsuponreceivinginformationinamicromomentoruponavailabilityoftheinformationneeded.”
“It’sclearthatdespiteallthebuildingblocksbeingthere–betterbroadband,decreasinghardwarecostsandconsumerappetiteforconnectivity–westillhaven’tcrackedhowtomaketheconnectedhomeapplicabletoamassaudience”–TomGuy,Commercial&ProductDirector,Hive(CampaignInterview)
Personalized,omni-channelcommunicationsareessentialfor
productdifferentiation,andprovidersneedtocarefullyconsider
howtoovercomesiloesforcoherentofferings,andensurethat
theircommunicationsarebrandedsoitlookstheycomefrom
theirchannelpartner.
3. VirtualCustomers
Thisscenarioisbasedonthefactthatcustomersareincreasingly
becomingpowergeneratorsthemselves.Bypartneringwiththeir
customers,utilitycompaniescanbuildstrongerrelationships.
E.ONintheUK,forinstance,activelymarketstheirVirtualPower
Plant(VPP),whichincludescontrolsoftwaretohelpcustomers
monitorandmanagetheirenergyassetsandconnectthemto
E.ON’scloud-basedVPP.Fromacustomerexperience
perspective,conservationandeducationcanbepartofthe
strategy.
Conservationtohelpcustomersactivelysaveenergyandprovide
educationonhowthechangesintheenergymarketoffers
opportunitiesforcustomerstobenefitfromnewdevelopments.
4. Homeautomation
Theautomated,servicedhomeisthemostadvancedscenarioin
whichtheutilitycompanycombinesallthreescenariosabove
anddramaticallytransformshowitengageswithitscustomers.A
fundamentalpartofthenewengagementisbasedonanalytics,
thecloud,andIoT.Smartmeters,thermostats,andsmart
appliancesshouldallbesupported;infact,thecustomerislikely
tousetechnologythatispartofawiderecosystem.Forutility
providers,theremayevenbeopportunitiestopartnerwith
providerssuchasTeslaforhomebatterystorage,ortodevelop
innovativeenergystorageservicesintheelectricvehicle-to-grid
space.
Additionally,anotherfactorthatdrivesinterestinredefiningCX
istheriseofanewwaveofconsumers—themillennials.Often
thoughttobeveryadeptinthedigitalworld,millennialsmay
wanttouseinstantdigitaltechnologyatmuchhigherscaleand
10|Aspire|January2018
arelookingforinstantengagement,i.e.throughsocialmediaor
mobilemessagingautomation,suchaschatbots,orbyusing
mobilestomakepurchasedecisions.
4. IMPERATIVES
Withcustomerexperiencereceivingmorefocus,energycompaniesneed
totakeacloselookattheiravailabletechnology,people,andprocesses
andassessiftheircapabilitiesaresufficientforadigitalfuture.In
additiontoarapidlyevolvingtechnologylandscape,regulatory
challengesoftenimpactsdecision-makingaswell.Itis,therefore,
essentialtoensurethatmodernCXtechnologyisbeingused,including
technologythatisoptimizedforworkinginhighly-regulated
environments.
4.1 DEVELOPACOMPELLINGCXSTRATEGY,INCLUDINGCUSTOMERCOMMUNICATIONS
Digitaltransformationisthedigitizationofprocessesandusingthose
newlyfounddigitalcapabilitiestoredefinebusinessmodelsandimprove
customerexperience.SinceCXisthesumofallinteractionsthatabrand
haswithitscustomers,itmakessensetostartanalyzingthose
interactionsandlookforanybrokenexperiences.
Withinregulatedindustries,changingproductsandpricesaredifficult
andgenerallyslow-movingprocesses.Quickwinscantypicallybefound
byfocusingoncustomercommunications—makinginteractionseasier
tounderstand,morerelevant,orbyensuringimprovedempathyand
tone-of-voicethatbuildsmorepositiveemotions.
Regardless,companiesareadvisedtoreviewtheircurrent
communicationprocesses,understandhowtheyimpactcustomer
experience(throughcustomerinsightsresearch),anddevelopan
optimizationstrategytoaddressthosequickwins.
4.2 MODERNIZINGYOURCXTECHNOLOGYSTACK
Animportantelementintoday’srapidlyevolvingworldistounderpin
yourCXstrategywithmoderntechnology.Movingtoflexible,future-
11|Aspire|January2018
proofarchitecturesallowsbusinessestoeasilyswaporupgrade
componentswithouthavingtomigrateorredesignentiresystems.While
eachbusinessisunique,therearesomecharacteristicsthatnext-
generationCXsystemsshare:
a. Decouplingoforchestrationanddelivery.Ensuringthe
deliveryofcommunicationsisperformedbysystemsthatare
conceptuallyseparatedfromtheanalyticsandengagement
systems.Thisconceptprovidesthemostflexibility;inthe
future,wecanexpectdelivery—whetherbyamarketing
campaigntool,CustomerRelationshipManagement(CRM)
system,BusinessProcessManagement(BPM))tool,or
CustomerCommunicationsManagement(CCM)toolto
becomecentralized,basedonashared-deliverycomponent
thatintegrateswithallthevarioussystems.Havingbusiness
rulesandcommunicationdeliverybehaviorprogrammed
withinthosesiloeswill,therefore,ultimatelybeaninhibitor
tofutureroadmaps.Definingbusinessoutcomes,linking
capabilitiestoit,andthenensuringloosely-coupled
integrationbetweencomponentsbasedonmodern,cloud-
basedarchitecturesisthewayforward,especiallynowthat
boundariesseemtobeblurringbetweensoftwareareas.
b. Usingdedicatedmiddlewareforquickintegrationand
configuration.Digitaltransformationisalmostneverarip-
and-replaceactivity.Inreality,transformationhappensby
takingsmallstepsthatoftenrequirecontinuedrefinement
oroptimization.Havingarchitecturesthatcanbeeasily
reconfiguredareessential,forexamplebyusingservicebus
technologywithpredevelopedconnectorsforcloud-to-cloud
integration.
c. Enablingbusinessuserstoowntheinteractionexperience
Usinglow-code/no-codeframeworksforrapidmobile
deployment,oronlinetoolsforbusinessuserstocontrolthe
communicationsorinteractionexperiencewithoutIT
involvementisakeyrequirementforanyenergycompany
thatwantstoimprovecustomerexperience.Gonearethe
12|Aspire|January2018
daysthatbusinessescanaffordtotakemonthstomake
communicationchanges.
4.3ENSURINGAGILITYTOMEETREGULATORYCHANGESANDEVOLVINGMARKETNEEDS
Anothermajoritemforbusinessesintheenergyspaceistocomplywith
regulatoryrequirements.Archiving,changemanagement,audittrails,
GeneralDataProtectionRegulation(GDPR)intheEU,andsimilardata
protectionrequirementsintheUSandrestofworld—thelistof
requirementsisalongone.Havingtechnologythatisdesignedto
operatewithintheboundariessetbylegalregulatorsisamust-havefor
anyutilityprovider.
4.4USINGJOURNEYMAPPINGANDOTHERCXBESTPRACTICESTOBUILDSUPERIOREXPERIENCES
Asenergyprovidersarebecomingmorecustomer-centric,theneed
arisestodeploycustomer-centrictechnologyinamoreeffectiveway.
Journeymapping—thepracticetounderstandhowcustomersinteract
withthebrandoveraperiodoftimeforthecompletionofspecifictasks
—rapidlyisbecominganessentialtoolforCXoptimization.Journey
mapshelpcustomerexperienceprofessionalstounderstandthe
touchpoints,seewhatexperiencesarebroken,andthenworkwiththeir
counterpartsinthebusiness,IT,anddesignteamstoprioritizewhat
occurrenceneedsrenovation.
4.5INVESTINGINCXSHAREDSERVICESORCXSTEERINGCOMMITTEESFORCONSISTENTENGAGEMENT
Customerexperienceimpactseverytouchpointthatacustomerhaswith
thebrand—rangingfrommarketing,toonboarding,tocustomer
service,andeventheleavingprocess.Ensuringthatinteractionsare
managedholisticallyacrosstheentireorganizationoftenrequires
organizationalalignments.Forexample,investinginadedicated
executivetaskedwithcustomerexperience,settingupaCXshared
servicesteam,orensuringaCXsteeringcommitteewiththeauthorityto
13|Aspire|January2018
coordinatebetweenorganizationalfunctionsandensureconsistencyin
brandlook-and-feel,messaging,andinteractionexperienceacrossthe
entireorganizationareessentialtosuccess.
5 CLOSINGTHOUGHTS
Theenergymarketfacesanuncertainfuturebasedondisruptive
technology,policy,andbusinesstrendsthatareimpactingtheindustry.
Despitethis,focusingoncustomerexperienceisasafebet—customers
arechangingtheirbehaviorsanddemandingmorerelevantinteractions.
Rememberthatbettercustomercommunicationssuchasrelevant,data-
driven,omni-channelcommunicationsareoftentheeasiestwayof
improvingcustomerexperience,especiallyinregulatedindustries.
IfyouareinterestedinlearningmoreaboutusinginnovativeCX
technology,Quadientisaleadingcustomerexperienceproviderwitha
strongheritageinthecustomercommunicationsspace.
Ifyouareinterestedinhavingadedicatedstrategyspecialistassisting
youwithastrategicreviewofyourinteractionandcommunications
operations,thenAspireisacompanyyoumaywanttotalkwith.
ABOUTQUADIENT
Quadient,aNeopostDigitalCompany,providestechnologythatenables
organizationstocreatebetterexperiencesfortheircustomersthrough
timely,optimized,contextual,highlyindividualized,andaccurate
communicationsforallchannels.Oursolutionsareusedbythousandsof
clientsandpartnersworldwidetoactivatetheirorganizationsinthe
nameofcustomerexperience.
ABOUTASPIRE
AspireCustomerCommunicationsServices(Aspire),isaLondon-based
CCM/CXstrategyfirmthatworkswithenterpriseleadersacrossthe
globetorealizehigh-impactcustomercommunicationstransformation.