CHATBOTS & VIRTUAL ASSISTANTS CONVERSE’S VISION & VALUE PROPOSITION 2019 / 20 VISION PAPER 1 INTRODUCTION The market for chatbots and virtual assistants is growing at an exponential rate. A Gartner study in 2018, saw more than 160% increase in client interest around implementing chatbots and associated technologies in 2018 INTEREST from previous years. This increase has been driven by customer service, knowledge management and user support. Gartner forecasted that 70% of white collar workers will interact with conversational platforms on a daily basis by 2022. 160% This rapid adoption and maturing chatbot technology has risen the increase in client interest expectations for both customers and administrators. These expectations in 2018 are not those of speed, efficiency and accuracy alone but the ability to address diverse customers, provide business insights to partners and - Gartner function seamlessly and efficiently in cross-functional matrix organisations. And of course, do more than just having dialogues. “Today, chatbots are expected to relate INTERACTION to all users. Performing transactional functions not just informational 70% functions” of white collar workers will interact Chatbots are traditionally used in service intensive industries to provide with conversational customer service consistency at speed and at scale. Chatbots today platforms are evolving to perform services in addition to responding to questions. Services like room bookings in hospitality sectors, form submissions - Gartner and document verifications in financial sectors, delivering more value to customers and playing a vital role in an organisation’s growth in providing more services while managing manpower and associated costs. CONVERSE’S VISION The vision of Converse is to enable connected organisations by being the single platform virtual assistant embedded in whole of organisations. TARGET GROUPS AND NEEDS Converse serves to be the single point of information and transaction, building a closer relation between customers, partners and administrators. We do this by identifying key stakeholders of each organisation and their respective needs. VISION PAPER 2 STRATEGIC CONSIDERATIONS THE VISION IS SUPPORTED BY 3 KEY PILLARS, INCLUSIVENESS, INSIGHTS-DRIVEN AND INTEROPERABILITY. Each would have its respective features that strengthens the specific pillar. Pillar 1: Inclusiveness FEATURES The ability to read, understand and respond to a • Rich Content Responses diverse customer base and their preferred mode and degree of communication. • Personalised Responses • Text-To-Speech • Voice Control Capability • Multi-language Support • Slang Support • Spell Correction • Sentiment Detection • Phone-activated Bot Pillar 2: Insights-driven FEATURES The ability to extract and visualise actionable • Conversation Flow Analysis insights that are useful for 4 levels of users - operational staff, managers, senior management • Content Performance Metrics and partners. • Unhandled Phrases Management • Conversation Sentiment Detection • Goal Completion Tracking • KPI Dashboards. Pillar 3: Interoperability FEATURES The ability to work function independently and • Webhooks inter-operatably across enterprise functions where service decisions require. • Dialogue Workflow Engine • Custom Chatbot Behaviour via Pluggable Custom Modules • API Driven Conversations “Sharpening enterprises’ customer-centric focus as a pro- active service provider by eliminating data-passivity” VISION PAPER 3 VALUE PROPOSITIONS THE VALUE PROPOSITIONS OF CONVERSE FOR CONNECTED ORGANISATIONS 4 key value propositions that Converse delivers to connected, customer-centric organisations. 01. Sense the Pulse of Customers and Participate in Decision Making With Converse designed and developed with inclusivity in mind, this encourages more users as well as higher frequency of usage which will result in a high influx of user demographic and psychographic data through their queries and responses which will allow enterprises to be more precise in fine-tuning responses to meet specific individual needs with better precision as well as detect patterns to emerging needs. EXTERNAL VALUE 02. Enable both Short & Long Term Customer Centric Strategies In detecting patterns through the high influx of user demographic and psychographic data, organisations would be armed with the knowledge to make informed critical decisions like the creation of new services and department, optimisation of service processes, retraining and upskill of service staff. 03. Identify Duplicated Knowledge & Decision Branches For matrix organisations where inter-department decisions are needed, with knowledge maps facilitated across enterprise functions, knowledge duplication can be detected and decision making duplication can be reduced resulting in an upside in service speed, reduction in service errors and improve manpower re-training or redeployment decisions. 04. Intelligent Upskilling of Manpower With whole of organisation knowledge maps tagged and searchable, and protocols to determine the key information staff searches over time, the chatbot can function as a single source of truth for human resource decision makers to identify highly searched information in specific departments and spotlight skill gaps and propose department even individual specific upskilling roadmaps that will benefit cross department mobility, employment morale and reduce turnover. INTERNAL VALUE VISION PAPER 4 CONCLUSION The vision of Converse is to be a virtual assistant for organisations that seek to be more cross-functionally connected as well as customer-centric. We envision that both customers and partners will experience a proactive organisation through Converse which will increase their satisfaction and trust, driving preference and profitability. Its impact on internal users would benefit resource planning, training roadmap and employee branding and morale in a more predictable manner. ADDRESS CONTACT Website 1 Grange Rd, #07-01 (+65) 6781 5030 www.taiger.com Orchard Building, [email protected] Singapore 239693 @ 2020, TAIGER. All rights reserved. Unauthorised reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgement at the time and are subject to change. TAIGER® and Knowledge Process Optimisation are trademarks of TAIGER®. All other trademarks are the property of their respective companies. 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