Semiconductors digital-engagement-mandate

Lessons from the Long Tail: Delivering on the Semiconductor Digital Engagement Mandate

• Today,massive shifts in demand for consumer electronics and othersilicon-enabled products and technologies mandate that globalsemiconductorfirmsembraceanaggressivetransitionfromhigh-touchmarketing, sales and support models into a global digital enterpriseapproach.Traditionalcustomerengagementmethodsandinformationinfrastructurearenolongersufficient.

• Successinthesemiconductormarketplacewillbelongtothosewhoarepreparedforcomprehensivedigitalandsocialinteractionsandcommerceacross the sales andsupport cycle.These interactions shouldhappenwithtraditionalandnewprospects,andcustomerswhoare“engineers”by day and “digital consumers” in the after hours. The industry isrealizingthepowerofWeb2.0technologiestoreachuntappedemergingmarketscomprisingproductdevelopersandengineersacrosstheglobe,whileincreasingcustomersatisfaction,productivityandprofitability.

• Emergingmarketshavecreatedafragmentedecosystemwheretraditionalsales,marketing and support strategies are no longer sustainable forthelongtailofOriginalEquipmentManufacturer(OEM)prospectsinlocationsbeyondthereachofsemiconductorfieldsalesandengineeringteams.

• ThisViewPointdescribeshowtheInfosysStagesofExcellencecapabilitymaturitymodeldrawsoutawell-planneddigitalengagementstrategyforglobalsemiconductorfirmswhomustharnessthepowerofdigitalinteractionstoreachandsupportpreviouslyneglectedmarkets,achievecritical design win and share of socket Key Performance Indicators(KPIs).

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Thedemandforenergyefficientandgreentechnologies,coupledwiththegrowthinmobiledevices,automobileintegration,and increasedcompetition in theconsumerelectronics space, is expected todrive thisgrowth.As theecosystemchanges,semiconductorcompaniesaretargetinganincreasingnumberofsmallercompaniescenteredongrowthareasinthemarket.GlobalOEM locations are becomingmore diversified, with the change being fueled by the availability of semiconductorinformation on the Internet and an increase in global skill-sets through the rise of Asian economies. These new, smallerlocationsarebeginningtorepresentalargerportionoftheoverallmarket.Thisfragmentationoftheglobalmarketisdifficulttoreachusingtraditionalsalesandsupportmethods.TheuseoftheInternettoengageandsupporttheselongtailcustomershasproventobeasuccessfulstrategy.

Giventheimportanceofusingdigitalstrategiestoengagethelongtail,itisimperativeforsemiconductorfirmstoself-evaluatetheircapabilities,businessprocesses,competenciesandimpactofdigitallyengagingbothemergingandtraditionalmarkets.Infosys took an in-depth look at eight of the top players in the Semiconductors space. To help define a winning digitalengagementstrategy,Infosysemployedamethodologythatincludedinterviewingexecutives,analyzingcurrentcapabilities,identifyinggaps,andresearchinganddefiningthe“winning”customerjourneyforsemiconductorproductdecision-makersacrosstheglobe.Throughthisresearch,wewereabletodefineopportunitiesfordigitalengagementsolutionsthatcanmovesales&marketingandsupportKPIsthatsemiconductorexecutivescaremostabout.

Why Digital Engagement strategies are critical for Semiconductor industry leadersIntheemergingglobaleconomy,DigitalEngagement–the orchestrated and synchronized use of interactive technologies, channels, interfaces, environments, and the structured and unstructured data those interactions produce across the semiconductor customer lifecycle –hasincreasinglybecomeanecessarycomponentofbusinessstrategyandastrongcatalystforgrowthanddevelopment.NolongerjustthepurviewofB2CorB2Bfirmsfurtherdownthevaluechain,semiconductormanufacturerscanempowercustomersandprospectswithapersonalizedwebexperiencethatcandeliverafullyintegrateddigitalexperienceandstrengthensalesandserviceoperationswhilereducingtimetomarketandcosts.

SomecompaniesarealreadyleveragingDigitalEngagementtomakeadifferenceinthefollowingareas:

1.Collaborationoncomplexdesign information: Increase inproduct functionalityandglobalizationof the semiconductormarkethascreatedtheneedforenhancedcollaboration.Eachstepofthedesignprocesshasmultiplestakeholderswhoneedtocollaborateinordertocreateanddeliverasuccessfulendproduct.Thiscanmanifestitselfinmanyforms.Forinstance,communitycollaborationaroundsolvingaproblemandsharingthesolutioncanreducesupportcosts.Anotherexampleofcollaborationinthemarketisthetransferofcomplicateddesigninformationtoaproductionenvironment.Itiscriticalthatdesignfirmshavecurrent,reliableandaccurateinformationonthedesignrulesthatafoundrywillsupportastheyapproachthecompletionofadesign.Inresponsetothisrequirement,leadingfoundriessuchasTaiwanSemiconductorManufacturingCompany(TSMC)andUnitedMicroelectronicsCompany(UMC)havedevelopedInternet-enabledsoftwareproductsthatlinkdesignerswithinformationondesignrulesandnewprocesstechnologies.Thiscollaborationcaneasethetransitionfromthe“designphase”tothe“productionphase”inthecustomerjourney.

2.Distributionofinformation:DigitalEngagementalsoaidssemiconductorcompaniesinthedistributionofinformationaboutprojectedchangesinfunctionality,rulesandmanufacturingprocesses,makingiteasierfordesignfirmstoplannewdesignsandconformtofuturerequirements.Mostcompanywebsitesincludeafirm-specifictechnology“roadmap”thatprovidesadetailedtimelinefortheintroductionofproducts.Theseroadmapsallowdevicedesignerstoadapttofuturechangesinprocess,designortechnologies.

3.Internet-basedmarketsthatbuyandsell“blocks”ofintellectualproperty:OneofthemostimportantDigitalEngagementdevelopments affecting semiconductor design is the establishment of Internet-based markets to buy and sell “blocks” ofintellectualpropertyembeddedinsemiconductordesigns(LindenandSomaya,2001).Internet-enableddesignblocktradinghasseveralbenefits,includingindustry-wideaccesstobest-in-classIPdesignsandsignificantreductionsindesigncostsandtimetomarket.

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4.Orderfulfillmentandcustomerservice:TheInternetcanprovidecustomerswithareal-timestatusonorders.Forexample,TSMChasdevelopede-Foundry,anInternet-enabledcustomerserviceprogramdesignedtoenhancetheefficiencyofcustomerorder placements, resulting in shorter delivery times and improved service. This system covers the entire semiconductorcustomer lifecycle, from online purchasing throughwork-in-process and quality reports. The integration and automationof the entire order-to-delivery process through Digital Engagement applications can provide information for transactionsbetween foundriesand fabless firms.Such information improvesproductionscheduling flexibility, reduces inventoriesandensuresaccurateinformationexchangebetweenfoundriesandfablessfirms,enablingtheseorganizationstomakefasterdesignadjustments..

Stages of Excellence in Digital Engagement – Capabilities Maturity ModelInfosysconductedanevaluationofthesemiconductorindustryusingInfosys’proprietary“StagesofExcellence”capabilitiesmaturitymodel. The Infosys Semiconductor Digital EngagementMaturityModel is a tool designed to assess the relativecompetitive position of a semiconductor company, identify opportunities for differentiation and build a roadmap forfuture capabilities that alignwith Infosys’ recommendations. TheMaturityModel evaluates the effectiveness andmaturityof semiconductor enterprises inusingdigital capabilities toorchestrate thecustomer journey.Anevaluationof theefforts,effectivenessandrelativematurityofleadingenterprisesontheiradoptionofthese“principlesofengagement”revealsthatwhiletherearepocketsofexcellenceinsemiconductorcustomerexperiencedelivery,thereisnouniformsuperiorexperienceacrossthecustomerjourney.Moreover,Infosysseesmarket“whitespaces”wheresemiconductorfirmscandifferentiatethevaluetheydelivertoOEMsandcapturegreaterrevenue.Sometrendsinclude:

1.Customerjourneyslackdefined“InformationArchitecture”:Orchestrationofacustomerjourneyappearstobeexecutedinanad-hocfashion.Forexample,contentisorganizedalongthecustomerlifecyclebut“nextsteps”facilitationislimited.

2.Interactionsappeartobeone-size-fits-all:Webpersonalization,includingtheabilitytosavecontentandreceivepersonalizedandcontextuallytargetedcontent,isextremelylimited.Forexample,whileusersmaybepromptedtosignin,theyareunabletopersonalizeoreasilyaccessrelevantinformation.

3.Customersforcedintoface-to-facetransactions:DigitalEngagementenablementislimitedtoorderingproductsandsomesupportfunctions.Thisforcesuserstolookforinformationusingmorecostlyandtime-intensivemethods.

4.ClientAdvocacyisaccidental:Thereappearstobenodesignedapproachtoenableloyalcustomerstoactasbrandambassadorsinconnectiontotheirsocialgraphbeyondbasic“sharethis”functionality.

Orchestrating the Semiconductor customer journey: Avoiding “accidental” interactionsCurrenteconomicturmoil,consumerbehaviorchanges,andrapidinnovationsinthemediaandtechnologylandscapehavecreated evengreaterurgency for semiconductor enterprises to get their customer engagementmodels and strategies right.Whileatypicalcustomerlifecyclewithinthesemiconductorindustrylasts18months,withproductredesignsandrestarts,thiscantakeyearstocomplete.Thus,thereisnoroomformisstepsor“accidental”interactionsthatdelayorderailcustomersuccessandthepathtoprofit.Theseinteractionscannegativelyimpacttherevenueofeventhemostfinanciallyfortifiedcompaniesinthesemiconductorspace.Asaresult,eachstageofthisjourneyrequiresadesignedapproachthatcapturesuniquecustomerrequirements, touch-pointsand interactions thatgeneratehighknowledge transfer, lowoverheadsand increasedcustomersatisfaction.InordertoidentifyopportunitiesforDigitalEngagement,itisimportanttounderstandthemajorphasesofthesemiconductorcustomerjourney(Figure1).


ArobustDigitalEngagementstrategycanfacilitateasmoothtransitionacrosseachstagebyaddressingcustomerneedsateverytouch-point.Itisimperativethatsemiconductorenterprisestakeaproactiveanddesign-orientedapproachinensuringthatallcustomerinteractionsarepurposeful,co-ordinatedandcustomer-centricusingtheprinciplesof“digitalexperiencedesign”.Eachphaseofthejourneyrequiresaseriesofservicesoractionsneededtofacilitatemovementalongthelifecycle.Wehavedefinedthesefunctionsascapabilities.Basedoncustomerinputandtheevaluationofovereightycategoriesofindustrybestpractices,wedefinedtheidealcustomerjourney.Wethentookthisinformationandidentifiedkeycapabilitiesforeachphaseofthejourney,usingthestagesofmaturityasametric(Figure2).

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Figure 1: The Semiconductor Customer Journey


Weanalyzedeachoftheeightycapabilitiesacrosseightleadingsemiconductorcompanies,andthenusedthisinformationtobenchmarkperformanceandidentifyindustry“whitespaces”(Figure3).

Figure 2: Infosys Semiconductor Customer Engagement Maturity Model

Lagging

Minimum capability to meet customer expectations. Semiconductor companies need to rework their approach, unless there is a cost constraint.

Mainstream

Average capability to meet customer expectations. Semiconductor companies match their competitors and provide an ‘at par’ experience.

Leading

Above average capability to meet customer expectations. Semiconductor companies use e-business strategy to provide clear differentiation to customers.

Pioneering

Outstanding capability to meet customer expectations. Semiconductor companies use e-business ef�ciently to gain competitive advantage.

Figure 3: Infosys Customer Engagement Maturity Model(Example for Semiconductor Collaboration)

“Nice! The partner sign-in section provides me with access to the protected section of the website. There’s more to learn every day, although I’m on my own in �guring out how to make it all work.”

“I enjoy helping customers through the trials and tribulations of silicon and software. While devices and design tools are comparable across competitors, it’s the ease of use and number of technical issues that is a deciding factor.”

“I like the �exibility of being able to access and share information with my peers, customers and partners. The better informed I am, the better my managing partner does, and the faster my track to a promotion.”

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This capability aligns with business strategy to provide clear differentiation towards the customer or enabling customer processes.

This capability is a competitive advantage and pushes the bounds of what has been done before.

“My clients are looking to me for tools, software and training - these are the foundational elements that make the sale. Lead times are an issue as well.”

This capability matches competitors in the industry and provides parity.

This is the base level capability that customers expect.


Usingthismethodology,wehaveidentifiedsixareasoffocusthatsemiconductorfirmsmustembracetoenhancevalueforcustomersandsemiconductorfirms.Mostimportantly,thesecapabilitiesarenotdependentonhavinganofficeoffieldsalespersonnelandengineersineverycountryoneverycontinent.Developingcapabilitiesintheseareaswill increaseleadsandenabletraditionalandlongtailprospectsandcustomerstohaveseamlessinteractionswithsemiconductorfirms.Reducingtheirtimetomarketleadstodesignwins,increasedcustomersatisfactionandhigherrevenues.

The Semiconductor Digital Engagement mandate: Six foundational capabilities1.CommunityandCollaboration

2.SocialCustomerRelationshipManagement(SocialCRM)

3.LocalizationandUser-SpecificInformation

4.InformationArchitecture

5.ContentStrategy

6.SitePromotionandBrandedExperience

1. Community and Collaboration

Communitiesprovidearichopportunitytolearnfromandaboutyourcustomers.Observetheirbehavior,askfortheirideas,recognizeandrewardthemfortheircontribution.Thiscangiveyourorganizationreal-timeinsightintotheneedsandpainpointsofyourcustomers,allowingyoutoidentifynewmarkets,respondtoissuesanddisseminatesolutionsacrossawideaudience.

Forexample,Intelhascreatedarobustcommunityaroundvariousproductsandapplications,enablingcustomerstocreateprofiles,followotherusersandformcustomgroupsaroundspecifictopics.

Source:http://communities.intel.com/

Infosyshasfoundthatimprovingthefollowingfeaturescanhavepositiveimpactsoncustomersatisfaction:

• Personal profiles:Create a spacewhere customers canpersonalize and save content, connectwith their peers, andcontributetoconversationsthatareimportanttothem.Thiscanreducesupportcostsandincreasecustomersatisfaction.

• Ratingsystem:Createaratingsystemthatanalyzeswhatisimportantandhelpfultoyourcustomersanddynamicallygeneratecontentaroundtheirpreferences.Relevantandhelpfulinformationcontributestoreducingthetimetomarket.

• Blogsandforums:Createtargetedconversationsaroundinnovationandsupport.Allowyouruserstocreatecontentaroundroadblocksandsolutionsrelated to theirprojectsorexpertise.Peergeneratedcontentcanreducecostsandresponsetimes.

• Analytics:Employarobustanalyticssolutionthatcanhelpyoutrackandrespondtocustomerneedsinreal-time.Therighttypeofanalyticscanincreasecustomersatisfactionwhileidentifyingpotentialmarketsandnewleads.

2. Social Customer Relationship Management (Social CRM)

Customerserviceand interactionwithbusinesseshasbecomesocial.Usersoften turnto forumsordigitalcommunities tosearchforanswerstotheirbusiness-relatedquestions.

Forexample,NationalInstrumentscreatedanonlinecommunityservice,enablinguserscollaborateoncode,sharedevelopmenttechniquesandexchangeknowledgeoncutting-edgetechnologieswithaglobalcommunityofengineersandscientists.

Source:http://decibel.ni.com/content/community/zone

InfosyshasfoundthatthefollowingSocialCRMeffortscancreategreatercustomersatisfactionandreducetimetomarket:

• Socializeyourdocumentation:Allowdocumentstobetagged,savedandshared.Helpingyourcustomersorganizetheirinformationonyoursitecreatesgreatersatisfactionandencouragesreturnvisitsduringtheawareness,considerationandevaluationstagesofthecustomerjourney.


• Socialdesigntools:Createapersonalizedandsecurespacewhereengineersandsubjectmatterexpertscancollaboratearoundadesign.

• Personalizedupdates:Createanotificationsystemthatalertscustomerstochangesorupdatesaroundtheproductstheyareinterestedin.Displayproductsorsubjectsthathavethemostfollowersandsuggestupdatesbasedonwhatsimilarcustomersaretracking.

3. Localization

Localization,theabilitytotailorcontentbasedonlocationorusersegmentorrolepreferencescancreateamoretargetedandthus relevantexperience. Identifyinguniquevisitors,analyzing theirneedsandpresenting themwithspecific information,productsandservicescanreducethetimespentsearchingforrelevantinformation.

Forexample,TexasInstrumentsprovidesseventeenregion/languagespecificversionsofitswebsiteapartfromfourlanguagespecificcommunitysites.

Source:http://decibel.ni.com/content/community/zone

ThefollowingcapabilitiesareimportantforLocalization:

• Singlesign-on:Continuitycaneasecustomersatisfactionandenablerobustanalyticsacrosstheentirecustomerjourney.

• Language-specificcontent:Thiscangreatly reduce the timespent identifyingproductspecifications inresearchandallowengineersmoretimetodesignandlaunchproducts,eventuallyreducingtimetomarketandincreasingcustomersatisfaction.

4. Information Architecture

Oftenconfrontedwithasurplusofdataandnumerousversionsofdocumentation,semiconductorcustomersareexpectedtoidentifyandbuilda libraryof relevant information.While researchingproductevaluationrequirements,customersengagewithmultiplewebsitestogatherproductspecifications,pricinginformation,availabilityschedules,qualityassurance,softwarepricingandreliabilityinformation.Thisfragmentedexperienceandtheamountoftimeinvolvedcreatesfrustrationduringtheevaluationandselectionphasesofthecustomerjourneyandincreasestheirrelianceonsupportteams.

Mostcompaniespublishproduct-specificinformation,suchasspecificationsheetsandproductcomparisons.However,fewcompaniescouplethisdatawithproductselectiontools,videosandrecommendationtools.

Forexample,Intelhasaseriesoftoolsthatassistintheselectionanddesignphasesofthecustomerjourney.Theembeddeddesign tool, for instance, is aweb-based tool that allows theuser to select anumberofdifferentparameters.Using theseparameters,thetoolsuggestscorrespondingproductsandhelpsfacilitateasmoothtransitionbetweentheconsiderationandevaluationstagesofthecustomerjourney.

Source:http://edc.intel.com/

Infosyshas found that improving the followingcapabilities arevital to the informationarchitectureand reduce friction intransitioningthroughthecustomerjourney:

• Productcatalog:Increasesthepercentageofproductsavailableforonlinesales,providingreal-timepricingandavailability.

• Productcomparison:Provideseffectivecomparisontoolsandallowsconsumerstocustomizedatapoints.

• Relatedproducts:Makesiteasytofindrelatedcompatibleproducts.

• Samples:Providesaclearandeasyprocessforrequestingkitsorsamplesforevaluation.


5. Content Strategy

Foranindustrythattendstobelackinginrelevance,qualityanduser-friendlyproductinformation,semiconductorcompaniesthatfocusontheseaspectsstandtogainimmenselybyensuringeasyaccesstocontentthatisrelevantandcomprehensive.

Forexample,NationalSemiconductorsallowsitsuserstosign-in,storedesigns,trackorderstatus,personalizeRSSfeedsandemailupdatesthatarerelevanttotheirneeds.

Source:http://www.national.com/profile/login.cgi

Followingarecontent-relatedenhancementsthatcanenhancecustomersatisfactionandreducesupportcosts:

• Personalizeddocumentation:Tracksdownloads,providesalertsonproduct/documentationchangesandrecommendsprofile-basedcontent/relatedproductsorcontentbasedonprofileanddownloadhistory.

• User-generatedcontent:Supportsreviews,commentsandproduct/softwaretoolratings.

• Contentrecommendationengine:Tracksthecontentviewinghabitsofcustomersandsuggestsrelatedcontent.

6. Site Promotion and Brand Experience

UsingDigitalEngagementtoreachcustomerswithpositivebrandmessagescanfacilitateandenhancethecustomerjourney.Concentrating efforts on the various aspects covered in this paper (Community /Collaboration, Localization, InformationArchitecture andContent), can help your company differentiate itself from the competition, reduce friction and enhancesatisfactionthroughoutthecustomerjourney,ultimatelyincreasingbrandloyalty.

Realizing economic value from Semiconductor Digital Engagement innovationDeliveringandcapturingvaluethroughenhancedDigitalEngagementismorethananotionforsemiconductorfirms.Infosys’proprietary Value RealizationMethod™ (VRM) helps semiconductor firms identify the economic value levers and digitalcapabilitiesthatwillmovetheirmostcriticalmarketing,salesandsupportKPIs.

Infosys’ analysis of critical KPIs in the semiconductor customer lifecycle indicates that an effective Digital Engagementtransformationstrategyhasaformidableinfluenceonthefollowingmetrics:

1.ConversionRatesfromaLead(e.g.,Inquiry)toa“QualifiedOpportunity”

2.ConversionRatesfroma“QualifiedOpportunity”toaDesignWin

3.ConversionRatesfromaDesignWintoSiliconProduction

4.MarketShare(withinasemiconductormarketsegment)

5.SupportMetrics

• CostperInteractionofPeerForums(engineerssupportingengineers)

• CostperInteractionforSelf-service

• CostperInteractionforFullorAssistedService

6.ShareofWallet(a.k.a.“ShareofSockets”)

• Theamountofchiprealestateontheboardthathasbeenwon

7.“DatabaseVitality”

• Theabilitytoidentifynewopportunitiesthatwouldhaveotherwisebeenmissedduetothequalityofprospectandcustomerdata

8.SalesForceEfficiency

• TheabilitytoincreasetheefficiencyofthesalesforcethroughaDigitalEngagementmodeltoreachalargerbaseofprospects/clients,usingthesameamountofresources


InlookingatkeyleversandKPIs,InfosysVRMTMhelpsinidentifyingwhatcapabilitiestotransform,howtomeasuretheireconomic value, and how best to effect the digital transformation. It allows semiconductor enterprises to apply criticalinteraction data (traffic, conversion rates, revenues, contributions, etc.) and aims to forecast and track the benefits of anorchestratedapproachtodigitalengagement.OrganizationalbenefitsarecalculatedbyassessingtheimpactofInfosys’strategiesandsolutionsonthesemiconductorenterprise’soperationalandfinancialmetrics.Thisframeworkalsoassistsincapturingthebenefitsrealizedduringandafterdeploymentofcustomerengagementsolutionsacrossthesemiconductorcustomerlifecycle.Anexampleofavaluediagramforthesemiconductorindustryisillustratedbelow:

Value Diagram: Semiconductor

Value Levers Operational Levers Themes

Increase Sales

Reduce Costs

Increasedsolution sales

• Identify solution con�guration and upgrade tools

Position solutions and value proposition

Provide consistent user experience with relevant and personalized content

Increase visibility and transparency for transactions

Enhance self-help capabilities

Enable collaboration

Enable relationship management

Provide integrated B2B portal gateway

• Personalization through landing pages and targeted content / promotions

• Enable order / service, shipment, invoice and contract visibility

Reduced effort on order, shipment, invoice reconciliation

Solutions, bundled products, cross / up-sell

Reduced effort to support

Improved productivity

Improved Customer Satisfaction (CSAT)

Increased customer sales

Increased indirect sales

Reduced infrastructure Total Cost of Ownership (TCO)

Quicker time-to-resolve

Increased engagement

Strengthened relationship with customers

Faster proposal turn-around

Better deal-winning probability

Improved visibility into channel pipeline

Reduced number of platforms

• Issue resolution, search, alerts, noti�cations etc.

• Content sharing, wikis, ratings / recommendations

• Collaboration through forums, blogs, ask-an-expert

• 360º Dashboard

• Enable lead management / support and pricing work�ow for partners

• Enable single sign-on

• Simplify the B2B web touch points through portal consolidation

Improve lead management and support for channel partners


Conclusion: Lessons from the Long TailWhileanorchestratedanddigitallyenabledcustomerexperiencereducescustomerfrictionthroughaccidentalinteractions,itincreasescustomersatisfaction,designwinsandsiliconrevenues.InfosysbelievesthereareanumberofproactiveDigitalEngagementprinciples and solutions that canposition semiconductor firms tobuild relationshipswith emerging long tailcustomersanddeepentheirrelevancewithtraditionalcustomers.Byprovidingahigh-touchandseamlessonlineexperience,semiconductorcompaniescanreachawideraudiencewithfewerresources.ADigitalEngagementstrategybasedonInfosys’capabilitieswillallowsemiconductorfirmstoidentifyandmeettherapidlytransformingneedsoftheircustomersandpartners,andemergeasindustryleadersrelativetotheircompetitors.

About the AuthorsStevenP.Silver:StevenisSeniorPrincipalwiththeInfosysManagementConsultingServicesDigitalTransformationpractice.Hehas20yearsofprofessionalandseniorleadershipexperienceacrosscomplexdigitally-enabledbrand,marketing,salesandserviceinnovationprogramswithemphasisonsolutionsforclientsinhigh-techmanufacturing,automotiveandinformationtechnologysectors.Steven’s industryexperiencealsospans the financial services,pharmaceuticalandmanagedhealthcareindustries.Hisconsultingexpertisespecializesindesigninganddeployingmulti-channeldigitalexperiencestrategiesacrossmarketing,salesandservicechannels,includingwebportals(B2C,B2B,B2E),contactcentersandmobilechannelsandCRMplans,campaigns,enablers,digital,directandsocialmarketing initiativesonaglobalscale.StevenwasthefirstdirectorofNissan’sNorthAmericanandglobaldigitalmarketingandCRMprograms,hasconsultedwithanumberofglobalautomakersandalsopreviouslyheldseniormarketing,digitalbrandande-BusinessleadershiprolesatTheTCWGroup,Cisco,Siemens,AndrxPharmaceuticalsandPrudentialHealthCare.HecanbereachedatSteven_Silver@infosys.com

NisrineKaderbhay:NisrineisanAssociatewiththeInfosysManagementConsultingServicesDigitalTransformationpractice.ShehasextensiveinternationalexperiencewithFortune100organizationsinthehigh-tech,automobileandpharmaceuticalsectors.Shehasassistedglobalplayersinthepharmaceuticalandautomobilesectorstodesigntheirdigitalmarketingstrategyandoperations.AMotorolacertifiedDigitalSixSigmaprofessional,Nisrinespecializesindigitalmarketingandmulti-channelintegrationandstrategy,withafocusoncustomerexperience.ShecanbereachedatNisrine_k@infosys.com


ContributorsSiddharthRavindraBohra: Siddharth isAssociateVicePresidentwith Infosys andmanages theTelecomOEMpractice. Inhispreviousrole,Siddharthwasresponsible fortheSemiconductorpractice,specializinginbuildingstrategicrelationshipsbetweenInfosysandleadingtechnologycompanies.Hehasover15yearsofglobalbusinessmanagementexperiencespanningAsia,EuropeandtheAmericas,withfocusonsupportingrapidgrowthandinnovationforcustomersacrossdiverseindustriessuchasconsumerproducts,retail,financialservicesandhigh-tech.HecanbereachedatSiddharth_Bohra@infosys.com

DebottamDatta:DebottamisAssociateEngagementManagerwiththeSemiconductorpracticeatInfosys.HemanagesInfosys’relationshipswithvarioussemiconductorcompaniesandhassuccessfullydeliveredbusinesstransformationinitiativesforthesecustomersintheSalesandMarketingdomain.HecanbereachedatDebottam_Datta@infosys.com

HirakPatel:HirakisPrincipalConsultantwiththeInfosysConsulting&SystemsIntegration/ManagementConsultingServicesDigitalTransformationpractice.Hirakhasbeeninstrumentalinleadingvariousprojectsintheindustry.HecanbereachedatHirak_Patel@infosys.com

Kim P.MatsMats: Kim is Senior Associatewith the Infosys Consulting& Systems Integration /Management ConsultingServicesDigitalTransformationpractice.Kimisaspecialistinmulti-channelstrategyandintegrationwithfocusoncustomerexperience.ShecanbereachedatKim_Mats@infosys.com

Semiconductors digital-engagement-mandate

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