The digital Customer Experience Management (CXM) market is growing rapidly, particularly in the Philippines. Digital CXM leverages digital concepts and advanced analytics, automation solutions, Conversational AI (CAI), cloud-based contact centers, omnichannel solutions, and customer experience (CX) consulting to deliver personalized customer interactions across channels. The growing digital CXM implementation in the Philippines highlights businesses’ increasing confidence in online platforms and CAI to enhance service delivery, engagement, and overall CX. Among rapidly adopted solutions to improve CX, CAI is prominent in the productized AI space, facilitating deployments in internal and customer-facing technologies. CAI leverages Natural Language Processing (NLP) capabilities to interact with users through text, voice, video, or a combination. Different industries and business functions have embraced CAI, recognizing its potential to enhance and streamline business processes. Some prominent CAI use cases include internal technologies (employee helpdesk, knowledge management systems, and agent assist tools) and customer-facing technologies (virtual assistants, chatbots, and self-service portals). In this report, we examine CAI adoption’s benefits and challenges, assess strategies to enhance business outcomes, and offer a roadmap for successful implementation. The report also covers CAI’s industry-specific applications and future outlook in the Philippines. Scope Industry: all Geography: the Philippines Functions: CXM and CAI Contents In this report, we: Examine the digital CX market growth in the Philippines Assess key challenges that providers face in the Philippines market Identify how firms can enhance business outcomes through CAI in the Philippines Recommend a roadmap for CAI adoption in the Philippines Membership(s) Customer Experience Management (CXM) Services, including Contact Center Outsourcing CX Excellence CXM Technology Sourcing and Vendor Management

This Virtual Roundtable Discussion Summary is available for everyone. If you require more information or have questions, please contact us Everest Group regularly organizes virtual sessions in which senior executives across enterprises share their experiences and opinions with colleagues in other organizations on hot industry topics or particularly challenging issues of the day. By identifying previously untapped talent pools that can provide leverage in various roles across the outsourcing industry, impact sourcing can create both inward (business) and outward (social) impact for enterprises. In this virtual roundtable, Everest Group experts and Sustainability Fellows spearheaded a discussion on strategically implementing an impact sourcing program into your business strategy, the required infrastructure, work policies, and most importantly, an effective partnership ecosystem. Collaborating with your peers, we explored the essential components required to create meaningful and deliberate impact within both the business and the broader community.

In our recently completed research into innovation in sourcing and procurement, we identified VSP Global as a Pinnacle Enterprise™ based on its outstanding outcomes and capability maturity. We had a chance to speak with Greg Tennyson, Head of Global Corporate Services, about the company’s innovation journey. Greg joined VSP Global nearly six years ago to lead the procurement and travel teams, and shortly thereafter began transforming his organization to focus on delivering business value through partnering with business and functional stakeholders. Due to his success, Greg is now responsible not only for procurement and travel, but also real estate and facilities, physical security, safety and distribution. He also serves as an advisory board member of industry associations such as Sourcing Industry Group (SIG) and ProcureCon, as well as procurement technology companies including Amazon Business, ScoutRFP, CXO Nexus, and FairMarkIT. Prior to VSP Global, Greg was the VP, Source-to-Settle and Travel-to-Expense global leader for Salesforce and Oracle. With his deep knowledge of global processes and related technologies, gained from over two decades of experience leading global teams, Greg’s insights into what has and hasn’t worked are invaluable for other organizations looking to move the needle on innovation. Membership(s) Accelerators Procurement Outsourcing

Automation-led business transformation has been the top objective of many enterprises over the past year. Successful automation initiatives have diminished uncertainties and concerns about automation’s potential to deliver tangible business benefits, as most enterprises that have embraced Robotic Process Automation (RPA) solutions have achieved tactical business benefits such as cost reduction and operational efficiency within a short period of time. Automation technologies powering RPA and Artificial Intelligence (AI) solutions are, on one hand, becoming increasingly sophisticated and, on the other, easily accessible to enterprises. The fast-growing automation market has created significant excitement around the immediate cost reduction that these solutions can provide; as a result, enterprises tend to identify and prioritize cost savings as the primary objective of their automation initiatives. However, this strategy can result in myopic focus and siloed implementation approach, which may significantly limit the potential of automation to deliver strategic benefits beyond immediate cost reduction. To build sustainable competitive advantage, it is essential that enterprises adopt a long-term strategy to implement intelligent automation solutions that combine both RPA and AI capabilities. Drawing insights from Everest Group’s research and interactions with market stakeholders, this study addresses the following persistent questions in the market: What are the key drivers of automation adoption among enterprises? What is the current maturity of automation adoption? What are the challenges and the future outlook? How can enterprises successfully combine RPA, AI, and other complementary capabilities to enable digital transformation? What challenges do enterprises typically face when adopting integrated intelligent automation solutions? What key considerations do enterprises need to keep in mind when devising their long-term intelligent automation strategy? Membership(s) Service Optimization Technologies (SOT)

With growing business complexity and a challenging global environment, organizations need a smart and reliable O2C process. Organizations currently face multitude of challenges in their O2C processes, such as incomplete customer data, frequent invoicing disputes, and inefficient order management, among others. In this report, we examine how organizations can leverage some of the key technological capabilities and best practices such as advanced analytics, data management, tools such as automation, reporting, mobility, cognitive, blockchain and BPaaS solutions, to transition towards an overall smarter O2C process. Membership(s) Finance & Accounting Outsourcing

Executive Summary The next-generation of global business process services is being ushered in by drivers that extend beyond traditional metrics such as cost arbitrage. The primary ask of the buyers is now centered on driving business outcomes which are hard to achieve if not clearly defined, contracted for, and executed in that spirit. As a result the traditional lift-and-shift outsourcing is becoming redundant and paving way for the emergence of Outcome-Driven Business Process Services (ODBPS) model.   Such changes have acutely affected the broader supply chain arena, which is now witnessing a second awakening with the emergence of an ODBPS model for aftersales services. Such an approach will gear the value proposition of aftersales services towards driving business outcomes, similar to what Procurement Outsourcing (PO) has achieved today, but differentiated by an even faster pace of evolution. What is this evolution, why is it happening, what are its drivers, and how can aftersales organizations drive business outcomes though a strategic services alliance, are some of the questions that this research seeks to explore.