In part one of an exclusive Q&A, Vera Loftis, UK Managing Director at Bluewolf, outlines the changing dynamics in the local market that are driving the shift to cloud, social, and mobile. Vera also addresses some of the key issues in cloud computing and highlights real-world examples of customers driving discernible business value with cloud, social and mobile technologies. 

What are the main reasons behind the increased uptake of cloud computing technology?
The reality is that the world that customers live in, demands a different way of operating. An explosion of mobile devices and the expectation that brands should react to customers in real time creates a need for more efficient technology. The infrastructure that cloud computing is built on means that it is has the capability and flexibility to deal with changes in demand and consumption, innovations in technology and also provide businesses with peace of mind when it comes to the security of their customers’ data.

What would you say to businesses that have concerns over the security of data stored in the cloud?
Anytime you are discussing systems, data security is always a topic of intrigue. I was speaking to a client recently about data security and she was concerned about the implication of storing it in the cloud, and who would be able to access her contacts and data. I pointed to the five people sitting round the table with laptops and notepads, all presumably loaded with reams of data. I asked what would happen if any one of those devices were left on a train or in a public place. With the cloud you can be sure you have a central point of control and can protect your organisation accordingly. 

How are companies that use cloud computing different from those that aren't?
I think this goes back to my point about flexibility. A lot of our customers that are migrating to the cloud see agility as the main driver. They understand that the market is constantly changing, and that they need to be prepared to iterate quickly to keep up. With most on-premises solutions, seemingly simple changes can take a long time, which a lot of companies see as a major barrier to growth. The cloud quite simply delivers the flexibility and capability to innovate faster. A great example of this is Vodafone. When we initially got engaged with their Australian team, they were trying to work out how to tackle the issue of social. Their customers had gravitated towards social channels, and Vodafone knew they needed a strategy for engaging with them in this new forum. In order to do this, they knew that had to move to the cloud. We helped them understand the cloud technologies in the space and how to structure their technical landscape to better enable social collaboration. And within a short span of time, their embrace of cloud technologies empowered them to become the Industry leader in social response. This just wouldn’t have been possible with an on-premises solution.

Do you have an example of a business that is using cloud computing particularly well? 
Aberdeen Asset Management – this company has an amazing brand, global reach and an ambitious growth strategy. In order to drive growth, Aberdeen realised that they needed to be able to get new funds to market quickly, get that product information into the hands of their customers and then continually collect feedback to influence the roadmap. They leverage a series of integrated cloud technologies to do this. They offer their customers an online preference centre where they can access information, subscribe to new funds, and ultimately dictate how they want to interact with Aberdeen.  This tailored user experience is focused on the customer, which is a key differentiator for them, and would not have been possible without the cloud technologies they have in place. 

There is a lot of talk about the chaos that disruptive technologies like cloud and social cause. How can businesses capitalise and see these technologies as an opportunity and not a threat?
It can be daunting, but the planning phase is absolutely key. It’s about understanding each step and process leading up to adoption, and how each element fits into your business processes. People think about social in a separate box, but it should be integrated with the rest of the business. It’s about taking a deeper look at your current engagement model and then integrating some element of social rather than having it function as a separate entity. 

What do businesses need to know about effective CRM?
CRM has to be driven by the end customer. A CRM initiative should be focused on enabling your employees to better engage with your customers in meaningful ways. It has less to do with systems and technology and more to do with processes and data.  The pitfall that clients often fall into to is that they approach their CRM implementation from a features and functionality perspective. Instead, they should really be approaching it from the perspective of their end customers. Businesses need to think about all of the touch points and internal processes that ultimately impact the customer experience and strategise on how they can best leverage the technology to improve those processes.