Viewpoint paper

Transform customer experiences and relationships

Three disruptive forces combine for breakthrough innovation

Table of contents

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Reshaping the business landscape Force 1: Data management Force 2: Decision support Force 3: Agile services Optimizing customer relationships For more information

Reshaping the business landscape

Although many companies have reached a high level of business intelligence (BI) and information management (IM) maturity, there is a sense that transformational business breakthroughs have not yet been realized. The next phase of investment in BI and IM is likely to deliver these long-awaited breakthroughs. To realize that value in the shortest time, todays enterprises must prioritize future investment to fully leverage three powerful and emerging disruptive forces: Data management Decision support Agile services No one doubts the scale of potential benefits that can be gained from appropriately leveraging BI and IM. But why is it an uphill struggle to reach them? Many potential explanations exist for this anomaly, and most organizations have grappled with some or all of these issues. Numerous data silos persist, adding complexity and cost to the BI/IM environment and hampering cross-functional analysis and business insight. Analytic tools are too complex for adoption company-wide. Many organizations have not fully integrated analytic insights into business processes to facilitate timely decision-making where it matters most. At the same time, business and IT groups often struggle to create solutions that meet enterprise needs. Even as companies with mature BI and IM programs address these barriers to success, the business landscape continues to evolve. For many organizations, business needs are so dynamic that aging data warehouse and BI technologies simply cannot keep pace. New and emerging technologies also are changing the face of BI. Search technologies now enable effective analysis of unstructured customer data. New analytical platforms such as Vertica enable organizations to assess and understand massive volumes of data in real time. Mapping dynamic business processes, BI, and information strategies is an ever-growing challenge. Traditional marketing programs that used infrequently refreshed batch data have been replaced by realtime marketing requirements. Yesterdays structured data sources that fit conveniently into a data warehouse are joined by semi- and unstructured data sources such as call notes, email, call center voice recordings, video, and social media data sourcesnone of which fit within the traditional data warehouse.

Today, we stand at an inflection point where breakthrough business value from BI and IM investments can be unlockedwhile also meeting the new challenges of rapidly changing business processes and requirements. By harnessing the power of emerging destructive forcesdata management, data support, and agile services forward-looking organizations can leverage this approach to enhance customer relationships, financial functions, and supply chain performance to improve product and service development, reduce risk, and ensure regulatory compliance. HP research suggests a significant amount of blocking and tackling must occur before companies can unlock transformational business breakthroughs. The question remains: How do you prioritize investments to realize those breakthroughs faster? One approach is to continue to invest deeply in the familiar obstacles to BI and IM success, such as data integration, consistency, and quality. Another approach is to apply surgical investments in these areas in the context of a specific business domain (for example, customer or risk) and then move rapidly to investments in the emerging disruptive forces that are combining to create an inflection point of unique opportunity to drive transformational business benefits. Over the years, similar inflection points have emerged, each resulting in functionality leaps that unlocked new business benefits. For example, enterprise resource planning and customer relationship management applications brought rigor to backand front-office business processes and created a common data language for the enterprise. Large-scale data warehouse technologies brought together this cross-functional enterprise data for unprecedented new business insights. Although value clearly was created by investments in these respective disciplines, the breakthrough innovations emerged from the white space between these adjacent domains. This example of reading between the lines is the Law of Diminishing Returns in action.

Did you know? The HP and TBR BI Trends Study (April 2011) revealed that the top three barriers that affect an organizations ability to achieve its objectives with BI are data integration, data consistency, and data quality.

Unlocking the transformational business benefits can be accelerated by exploiting three emerging disruptive forces that will reshape business: Data managementLeveraging semi- and unstructured data and integrating it with traditional structured data sources in your customer data warehouse Decision supportReal-time decision support and pattern-based strategies embedded in business processes Agile servicesAgile information management and analytical platforms and new delivery models to speed time to value You must also decide where to apply these disruptive forces within your organization. HP research suggests that the customer domain is where many companies are prioritizing their investment. In this paper, HP will consider a representative retail banking customer named Mary. What can a retail bank know about Mary today using only traditional BI and IM processes and technologies? Mary holds a personal transaction account with Bank X. She is a rising executive and earns $135,000 per year. Her salary increased 16 percent last year. The bank knows Mary is likely to be a valuable customer over the long term, with many up-sell opportunities for a mortgage, a brokerage account, and credit cards. Mary has logged several service complaints, using email and call center channels to seek resolution. The banks records indicate Marys service complaints were successfully resolved by a customer service manager after her issues had escalated over a number of weeks. Recently, Marys debit card was refused by a merchant due to a system issue at the bank. For Mary, this was a great inconvenience and possibly the last straw in her banking relationship. That is all useful, accurate informationbut it fails to create a complete view of Mary as a customer. Leveraging the three disruptive forces of data management, data support, and agile services, the bank could build a complete and accurate customer profile and serve Mary much more effectively. To fully appreciate these three disruptive forces, it may help to examine how each can be used to better understand and serve Mary.

Did you know? The HP and TBR BI Trends Study (April 2011) revealed that integrating and analyzing unstructured and semi-unstructured data is a top priority for many companies during the next two years. Doing so has a positive impact on driving customer value, sales, and performance while also helping resolve important business challenges:
Optimizing customer relationships Improving product/service deployment

The onset of new social media technologies has fundamentally changed the way people communicate. Information flows between friends and family efficiently and instantaneously, to any location, via numerous devices. Consumers now also use social media to communicate with and about companies that provide them with products and services.

Did you know? Using the information customers provide in email and call center complaints and share with their social network, you can:
Correlate service history, product usage, and transaction patterns to identify service dialogue opportunities Improve overall customer satisfaction and loyalty

Force 1: Data management

Ubiquitous information access and the integration of heterogeneous data types/sources are driving new requirements for data management. Organizations now seek to harness exploding volumes of data both unstructured and structuredto leverage externally based data and to manage the complete information lifecycle.

Channels for these types of communications go well beyond social media networks to include blogs, forums, and chat rooms. The people communicating through these new channels are also information consumers, and they expect to interact with product and service providers via these channels. What they do and say online illustrates their lifestyle choices, buying preferences, and brand perceptionpotentially valuable customer profile data for companies seeking to gain their wallet share. Recognizing the value of these new sources of social data and leveraging them appropriately is a relatively new challenge for many organizations.

Even before the explosion in social media-based customer data, companies struggled to leverage other forms of semi-unstructured and unstructured contentincluding call notes, email text, and audio files. Companies have often neglected these sources of customer data, focusing instead on the more straightforward task of integrating their structured customer transaction data. Consider the following scenario: A new source of unstructured data is created when a consumer speaks to a customer service representative in a call center. The representative types notes during the call. These notes contain valuable information about the customer, such as a complaint, service issue, or feedback about a product. The data is collected by internal applications. But what happens next? How will those unstructured call notes be used in the future? Is that information made available to the customer service department when it responds to an email from the same customer soon afterward? Does the information affect targeted banner ads when the customer logs in to the vendors website? Will a call center representative make a more appropriate offer to that customer as a result of this new information? Does the information lead to better understanding of brand perception and future product or service design?

Most companies will need to modify their technical environment to support social intelligence initiatives. For example, more customer data must be available at the point of contact, enabling targeted marketing at any end point. Significant first-mover advantages exist for companies that execute an effective social intelligence strategy before their competitors.

Listeningthe start of a social intelligence program

At the dawn of social media, some organizations, mostly those with a strong brand identity, began listening to their customers onlinecrudely at first by simply becoming members of relevant communities and searching out content related to them. By listening, a company hopes to better understand what customers feel about the organization, whether customers have service problems, and how customers influence other consumers. The answers to all these questions can be found in a customer sentiment analysis, which attempts to make sense of vast quantities of unstructured data. This analysis is a key component of any social intelligence program.

Converting text data into useful customer insights

Most information-processing techniques, including search engines, assume that data is factual. Although there is now a large body of data that includes opinion, the standard tools have no way to assess that opinion in a meaningful way. As a result, recent and emerging research focuses on techniques to evaluate opinion in usergenerated content. The goal of sentiment analysis is to determine the attitude, opinion, emotional state, or intended emotional communication of a speaker (video or audio) or writer (writing text).

Incorporating social intelligence

Social intelligence is an emerging marketing approach that extrapolates valuable information from social network interactions and other large data flows. To fully realize the exceptional potential of social marketing intelligence, organizations must understand, prioritize, and leverage data from various social media sources. At the same time, they must still incorporate other unstructured media as discussed previously.

Integrating and acting upon social media data

Many forward-thinking companies have taken their online listening efforts to the next level. They have found that although listening to consumers yields good information, integrating that information with other customer data sources creates deep insights that drive better marketing and business decisions company-wide.

Did you know? One customers negative purchasing or service experience can be broadcast to many people across numerous channelsincluding aggregator sites that display all exchanges between participants, positive and negative. Any negative posting has the potential to sway any/all chat participants. Rather than lose any participants, companies can use social intelligence to stop a problem before it occurs by applying proper segmentation strategies, enhanced by adding social value.

Managing the information lifecycle, merging with BI

With new external and internal data sources, growth in unstructured data, and everyday use of online services, corporate data volumes are doubling every 18 months. In most organizations, these prodigiously growing data volumes continue to be stored in silos, managed by disparate groups representing numerous business needs. The result is a significant and growing data management challenge. To reverse this trend, forward-thinking companies are opting for tighter alignment between data management and the business purposes their information serves.

Did you know? According to the HP and TBR BI Trends Study (April 2011), data integration, data consistency, data quality, and speed are the top barriers that affect an organizations ability to achieve business objectives with BI. Today, enterprise-wide data governance/quality/integration is the top BI/IM/ analytics technology trend.
But to deploy and capture the value of these new business models, a more structured, corporate-wide approach to managing data is required. The Data Warehouse Institute (TDWI) calls this emerging discipline unified data management (UDM). According to a recent survey by TDWI, only 11 percent of respondent companies report coordination (of corporate data) at high or very high levels. But 90 percent of the companies surveyed believe they will need to be at moderate or higher levels of coordination within three years. McKinsey & Company reports that 70 percent of all U.S. market value created over the past three decades resulted from the application of knowledge skills. Today, companies with the highest concentrations of knowledge workers can expect three times the return per employee, compared to companies that do a poorer job of collaborating and exploiting information assets. Clearly, data management practices governance, quality assurance, metadata management, and the likeare essential to thriving in todays economy. But how does UDM tie to business intelligence? The answer lies in the business outcomes: Recognize that information has a lifecyclefrom creation to archival to disposaland information needs to be rationally managed throughout that lifecycle. At each stage of its life cycle, data has a fitness for purpose; timeliness and access characteristics vary accordingly. Data offers value throughout the life cyclefrom business value creation to cost avoidance. BIs deep analytics opportunities depend on the right access to the right high-quality, well-managed data at the right time.

Did you know? To be effective, a consumer segmentation strategy must be able to differentiate between customers using more than their demographic and purchasing profiles. The segmentation strategy must also measure potential value based on social networking. The ability to discriminate between consumers enables customized treatment based on existing and predicted engagement patterns with any product or affinity product. Customized treatment also incentivizes consumers to advocate other products to their social network while providing new ways to crosssell and up-sell products or services.
Twenty-first century economies are witnessing the emergence of data-driven business models. Consumerization of information creation, access, and usage is naturally leading to co-creation product/service development models, forever redefining the relationships between buyers and their suppliers. Leading companies are beginning to monetize the knowledge they glean from corporate information in ways never before seen.

Today, consumers create information with every transaction and interaction and expect the ability to access information anywhere, anytime, and from any device or location. This information is of considerable interest to service providersthey can use it to precisely target each consumer, and ultimately sell more services. This fact is true for wireless service providers, healthcare service providers, and many others. The bottom line is that information is extremely valuable at every stage of its life cycle, which places greater importance on unifying data management with business intelligence capabilities.

Managing new demands

Business is changing faster than ever before. Economic volatility, demanding customers, regulatory constraints, new competitors with new business models, and the unrelenting pressure for improved financial performance have upped the ante for the speed and quality of fact-based decision-making. Consumers have new demands. They behave in real time. They constantly receive information and use it to make nearinstantaneous decisions. Marketing to these customers requires systems that can continually receive, process, and output data. Employees have new demands. Within an organization, any employee interacting with customers needs access to all customer information all the time. Using this information, employees can change a conversation, modify a tactic, or extend a new product offerwhatever it takes to ensure customer satisfaction. This new real-time reality not only requires real-time information but also real-time execution at the moment of truth for both the consumer and employee. The underlying IT environment must enable marketers to execute social media and online marketing programs in real time, as well as reach customers on their device of choice. It must enable risk-management professionals to identify and avert fraudulent behavior of customers or employees. It must enable supply chain managers to anticipate demand and synchronize supply, production, and logistics to meet it. Widespread use of intuitive search capabilities on the desktop and mobile phone have familiarized a generation of professionals with constructing search and analytic logicand they expect that ease of use to extend to the enterprise business processes they manage.

Understanding better data management

To fully appreciate the importance of data management, it may help to examine how this disruptive force can be used to better understand and serve Mary, our fictional banking customer. All of Marys historical datastructured, semi-structured, or unstructuredmust be available and combined with external sources of datasocial media, blog contentto enable a complete understanding of her transaction history, interactions with your call centers, visits to your websites, and communicating via any other channels. For an enterprise to offer targeted products, provide better service, and increase Marys loyalty, all these data types must be integrated. A critically important decision is how best to manage the large volumes of new data sources throughout their lifecycle. A financial institution should ask itself what it needs to know about the customer, how long that data should be kept, and how best to retire that data. As noted earlier, Mary has complained about the customer service she received from the bank and was displeased with the way the banks call center manager resolved her issues. Deeper analysis of unstructured call data shows that even though previous complaint incidents were closed and coded resolved, Mary told the bank that the pattern of service issues she had recently experienced was causing her to consider other options. Mary has also voiced this sentiment on social media sites and her blog, which has a large audience.

Responding with BI and IM

Old assumptions about the design and execution of business analytic functions misalign with new customer and employee demands. The traditional cycle of understanding business requirements, designing, and then building, testing, and refining new analytical techniques is proving too cumbersome for todays fast-paced, ever-changing business landscape. Complicating the matter is the scarcity of advanced analytical skills, which makes scaling the old model to meet the new demands virtually impossible. Business intelligence was designed to support strategic decisionmaking through the analysis of historical data. Traditionally, the data used for marketing to customers has been batched, where groups of transactions are collected over a period of time. Batch results are produced, analytics are executed, and reports are reviewed to guide management decisions and create new marketing programs. Batch processing is an efficient way to process high volumes of data, but ineffective for leveraging social media in real time. Existing BI platforms, analytical databases, and tools were created with those requirements in mind. But today, two emerging trendsreal-time analytics and pattern-based strategiesare redefining traditional BI. So businesses wonder, What do we do now?

Force 2: Decision support

The emergence of real-time analytics and pattern-based strategies are redefining the nature of decision support within the enterprise. Critical imperatives for this second disruptive force include providing BI and analytics to the masses, managing the consumerization of IT, leveraging operational BI and analytics, and focusing on BI and analytics adoption and innovation.

A growing trend calls for moving analytics out of the back room and into the hands of line-of-business professionals. To meet the demand for intuitive tools that any business worker can use, BI and analytics vendors are building social capabilities and easy-to-use search techniques into their tools, chiefly as a means to complement or enrich the analytic experience and mask underlying complexity. This technology evolution has the potential to change the rules for how fact-based decisions are made in large enterprises. Although the need for rigorous, statistically based analysis will remain, complementary capabilities will be added. These will include analytical roles and processes that reside in the organizations functional areas This new hybrid analytical process will require an entirely new process for defining business questions, assembling the necessary data sets, and testing and deploying richer analytical insights. Following a forward-thinking BI strategy enables companies to manage both disruptions simultaneously while also paving the way to adaptive business processes comprising workflows that can rapidly reconfigure based on detected patterns.

Did you know? IDC recently defined a decision management framework that stretches beyond strategic decisions to include operational and tactical decisions and provides the foundation for the next generation of decision support.
Events occur at all hours of the day and night. All events must be monitored, and the system must determine if any given event is an exception (for example, requires action), which creates a high volume of data. After the data is in the system, businesses can apply real-time analytics against the information.

Integrating operational BI with analytics

The value of a business decision increases with its proximity to a business eventthe closer to real-time, the better. So today, companies are looking for a new solution that enables them to systematically integrate information gathered through predictive models with business processesfor example, move to operational business intelligence (OBI) and analytics, which operate in close to real time. OBI tightly links three competencies: the continuous monitoring of operational processes; the analysis of data patterns, including recognition of exceptions to those patterns; and proactive actions taken in response to those patterns and exceptions. Companies implementing operational BI must bring together deep predictive analytics using historical data to develop predictive models. Then they must integrate business processes and business rules with the analytics. By combining business processes and rules with what is known about customer behavior, OBI can capture business events as they happen and take action at the point of the event. A business event can be an external condition such as a customer action or an environmental change, an internal condition such as a system or equipment failure, or a combination event.

Did you know? The HP and TBR BI Trends Study (April 2011) indicates that real-time data management, analytics, and event processing help companies keep pace with the changing environment and affects strategic decisions. Real-time BI helps resolve the business challenges of optimizing:
Customer relationships, reducing business risk, and ensuring regulatory compliance Financial management functions Supply chain performance

Although the concept of OBI has been considered for several years, it is now a trend. Today, the OBI domain is better known and understood, so the technology is being more widely deployed. The nature of todays always-on marketplace means companies need to respond faster to customer requests and problems. Another factor that contributes to OBIs growing favor is the ever-connectedness of companies with their partners and suppliers. In our business environment, always-on connectivity is no longer a goal; it is a requirement for success.

Adopting innovative processes

Much more than finding information, innovative analytics is the thoughtful, creative methodology for defining a new business process. It is less about skills training and more about innovation; adopting innovative BI and analytics requires an all-new process. For many organizations implementing advanced analytic techniques, the typical cycle includes known stages. The first stage is characterized by early enthusiasm for the possibilities and a flurry of experiments that validate the potential of the new solution. While creating a positive initial impact, these effects are often limited in terms of scope and duration. During the next stage, the organization struggles to establish the process and skills required to scale the advanced analytics capability across the enterprise. Doing so involves connecting the analytical insights to the business processes where value can be created. It also means establishing an analytic innovation center (AIC) that connects business leaders with colleagues who understand the data environment and how to use analytical tools in a formal process of discovery, testing, validation, and deployment. The analytics evolution mirrors the adoption and life cycle of business intelligence tools, which we have seen occur during the last 15 years. Centralized BI competency centers were created to speed training, adoption, and governance of the ever-expanding use of BI tools for basic analysis, reporting, and visualization. Although the analytics for the masses trend clearly changes the shape of this function, there is much that can be gained from using BI competency center principles to create an AIC.

Given Marys influential blog and her previous customer-service problems, she should receive the best possible service to ensure she becomes and remains an advocate for the bank, not just a potential cross-sell target.

Force 3: Agile services

Todays business users want to access and analyze information when and how they choose, with limited IT interaction. However, most established analytics processesrunning on monolithic general-purpose enterprise data warehouse (EDW) platforms offer no support for this type of self-service environment. To boost productivity and user success, BI communities must accommodate more flexible analytic approaches. That means adopting more agile analytical platforms. Data warehouse (DW) appliances have had both positive and disruptive impacts on the BI marketplace. Time to solution has improved dramatically, and tangible business benefits have increased. The DW appliance has also heralded the emergence of analytical platforms, which provide further improvements in agility and time to value. BI mashup products can create a virtualized DW environment that enables business users to achieve greater agility and development speedcoupled with orders of magnitude greater productivity.

Anticipating needs with decision support

So how might an organization leverage decision support to better serve Mary? To anticipate and respond to Marys needs, you must be able to detect subtle changes in her patterns of product use, service incidents, channel preferences, sentiments, and intentions. Further, these insights must be gained as close to the point of interaction as possible, and actions must be taken in near-real time to drive desired behaviors. For example, when Mary calls a call center, a customer service representative should be able to see the full context of Marys recent interactions with the bank, and recommended actions should be proposed to the agent and Mary during that interaction. That action might be different than one predetermined in a marketing campaign and instead focus on ensuring recent issues were completely resolved in Marys mind. In addition, because Mary often uses her smart phone to access her financial accounts, she expects to access all the information she needs, whenever she needs it, and receive only relevant and timely offers through that channel.

Did you know? A mashup is an application that combines data, presentation, or functionality from two or more sources to create new services. Mashups make existing data more useful for personal and professional use. Typically easy to use, mashups offer fast integration with existing systems, and they frequently use open APIs and data sources to produce enriched results that were not necessarily the original reason for producing the raw source data.

Although the self-service trend began with the introduction of appliances, informationas-a-service and cloud-based offerings are now overshadowing on-premise analytic platforms. This enables businesses to use OpEx funds to rent the capacity they need rather than undergo lengthy CapEx procurement. Companies must weigh their desire to own and control their BI and IM environmentcoupled with their ability to differentiate from competitorsagainst the potential benefits of leveraging cloudbased BI solutions. The push for cloud deployment often comes not from IT but from business decision-makers frustrated by lengthy implementation projects and inflexible systems. For companies not interested in having a core competency in IT and BIand prefer to focus on their core competenciescloud-based BI solutions are particularly attractive. In a cloud environment, software upgrades are made without interruption to system availability. Other benefits include savings on implementation and product upgrade costs. The pay-per-user/per-month pricing structure typical of many cloud deployments can be particularly attractive; however, outsourcing the BI environment means accepting an external vendors product road map and knowing that your competitors may be using the same vendor. After you work from the same standardized capabilities as your competition, there is little room for differentiation. Should you choose to customize heavily, you may lose any long-term cost savings, as compared with an on-premise BI implementation.

Traditional IT data security primarily has been based on a perimeter model, where some form of physical or network barrier shields the corporate environment. Access to the environment is controlled and readily audited by a permission model, so any external attempts to access the environment can be detected and prevented. The growth in mobile/remote services has necessitated the implementation of a VPN (virtual private network) and other mechanisms to provide extended access to the corporate environment, which is still protected by a permission/encryption model. The emergence of cloud computing puts much of the established security infrastructure at risk. Arguably, private clouds are extensions of the secure network model, offering tangible business benefits in terms of cost and flexibility. Delivering public cloud solutions with robust and auditable security is a primary requirement. Provisioning BI and analytical services on sensitive corporate and/or customer data from the cloud will necessitate the highest level of security. As companies invest in social media analytics, technology is emerging to enable personal management and marketing. After these capabilities become widely available, companies will be required to consistently manage all consumer data and carefully observe opt-in/opt-out consumer preferences. The U.S. Federal Government is also currently reviewing its position on data privacy. It likely will enforce a model that restricts social media spama move that would have significant implications on U.S. consumer data management.

Security and data privacy

Mobile BI, analytics for the masses, cloud, and social network analysis all have significant underlying security and/or data privacy implications. In fact, many of these trends compromise traditional security best practices. As sentiment and social networking analysis continue to gain popularity, we can expect the consumer protection bodies to express security and privacy concerns.

Ensuring satisfaction with agile services

How would more agile services affect Mary, our fictional consumer? When it comes to customer relationships, information security and privacy are vitally important issues. Clearly, using insights gained about Marys sentiments and intentions from public social media and combining them with other customer information has great potential to benefit Mary and the bank. A careful review of customer privacy and data use policies is requiredwhile keeping a watchful eye on emerging regulatory restrictions. Clarifying the way in which customer information can be used to improve Marys experience will go a long way toward mitigating her privacy and security concerns. Whether customers like Mary will be better served by companies who leverage BI and IM capabilities in the cloud depends on each individual company and the reasons for moving away from onpremise installations. Some organizations may find that cloud deployment enables faster response to changing customer needs. Others may find that the cloud enables them to always use the latest versions of key BI and IM tools rather than wait for lengthy implementations or upgrades to be completed on premise. Finally, some organizations may simply find that the value and risk associated with customer information is so high that it makes cloud implementations a last-resort option.

Did you know? The HP and TBR BI Trends Study (April 2011) shows that cloud computing for BI and analytics is a growing BI technology trend for resolving various business challenges: optimizing customer relationships, reducing business risk, and ensuring regulatory compliance; and optimizing supply chain performance.

Optimizing customer relationships

In todays rapidly evolving marketplace, 65 percent of a business revenues come from existing customers. By increasing the loyalty and satisfaction of existing customers, a company can expect to raise profits from 25 percent to 80 percent. So a primary objective of every business today is optimizing customer relationshipsand that requires a complete understanding of the customer. As many organizations are finding, traditional BI and IM systems reveal only certain aspects of the customer; much remains unseen and unknown. How can you meet your customers needs if you know only part of their story? As we learned from the Mary vignette, a traditional BI/IM solution provides important but limited opportunities to deliver the optimal customer experience. Exploiting the disruptive forces and trends discussed here will enable you to transform the customer experience, improve the customers sentiment about your organization, and turn customers into advocates.

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Copyright 2011-2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein. 4AA3-8174ENW, Created November 2011; Updated June 2012, Rev. 1 Share with colleagues