The Consumption Gap and Digital Transformation Part 3 (Three of Six)

While we maintain an end-state vision of digital transformation, we must offer a library of services that can grow from the SV3 platform.?We are able to own and operate a single CX (Client Experience) across the entire ownership life cycle. The journey for our clients and partners has led to a more expanded development thesis where our clients become part of our journey to an end-state.?As a digital transformation partner to both the end-user and the system integrator, we meet business objectives as they arise.?

This very notion has carried and built Building Intelligence into a very unique highly desired service and product-based company.?In the midst of this, we carry all our clients on this journey to an end-state that the CX must be consistent and integrated across multiple channels. Taken in this light, an enterprise-grade CX requires much more than just a fully digitized product experience.

The right experience, in the right channel; from first touch, through sale, onboarding, value realization, and expansion that enables achievement of a targeted client outcome.

SV3 initially started as visitor management and evolved into a more complete program for vendors, vehicles, and freight.?After 100s of integrations into access control, where we started as an ancillary product, we now find ourselves in a much more symbiotic role as a peer offering.?

What was once considered undesired, scope creep, is now considered agile consideration. As long as the client is informed, onboard and has room in the budget to express and develop to the unexpected, we all win. We have embraced the notion of digital transformation and we realize for many clients there is a consumption gap that needs to be considered, budgeted and supported.