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June 2015 Business magazine for IT professionals |

In practice Since the staff at the Awel helpline have been able to answer calls from anywhere, the number of volunteers has risen by 50%.


Royalty creates loyalty How do you stay close to your customers in this fast-moving, digital world? Your customer is very demanding, forms an opinion quickly and shares it via social media. He shops both on- and offline. In short, the attention span is particularly short. Don’t push your product or service forward. Instead, focus on customer perception.

Get more out of your sales channels


“You want to be where the customer is, with the right product offering via the right sales channel.” In the digital world the customer concludes a purchase in a single click. He can also switch to the competition in one, single click. Digital channels make contact between customer and supplier easy. At the same time, contact can also be more ephemeral than in the past because of this. It’s the big challenge companies face today: forging a long-term relationship with the customer. The supplier’s product or service is not the point of departure in this, but rather the customer himself. The customer experience and customer satisfaction are what it’s all about today. A company can provide that customer experience optimally by approaching the customer via a network of integrated channels, both on- and offl ine. It’s the combination of brick-and-mortar store, website, online store, pickup point, app and social media that determines the customer experience. The goal is clear. You want to be where the customer is, with the right product offering via the right sales channel.

How do you stay close to your customers, and what role can technology play in this? You’ll read all about it in this magazine, with testimonials from companies and a word of explanation on the expertise that Proximus – both as an operator and IT service provider – can contribute, along with the local partners in our ecosystem. We hope you enjoy reading it!

– Bart Van Den Meersche, Chief Enterprise Market Officer Enterprise Business Unit Proximus


70% Wireless charging ‘Cota’ by Ossia is a new chipset that manufacturers can build into equipment. The chip allows devices to be charged wirelessly via an external charging station. This station transmits power to any device within a 10-meter radius, irrespective of the number of devices present. The chipset can transfer about 1 watt of energy, i.e. one-third of the capacity of a USB cable.

Self-learning computer systems

Security is top priority for 70% of CEOs

By 2018, half of all users will be working with self-learning computer systems. These systems help gather, summarize and understand large quantities of data. The impact of that evolution on society will be tremendous. Doctors, for instance, will be able to diagnose patients more accurately and prescribe the most appropriate treatment with the help of these computer systems.

By 2016, system security will rank in the top three priorities for 70% of CEOs of multinationals. Nations, businesses and criminal gangs are pumping massive amounts of money into hiring ever more sophisticated hackers. In view of the extent and complexity of cybercrime, system security will no longer be an issue that keeps only the odd few in-house specialists awake at night.


SPOTTED | Wi-Fi light paintings

Wi-Fi light paintings Printout of your network No aurora but a visualization of the electromagnetic spectrum. In his project, ‘Digital Ethereal’, Luis Hernan, Professor at the University of Newcastle, has successfully combined photography, design and electronics to make Wi-Fi signals visible. Red depicts the strongest signals, blue the weaker ones. The work by Luis Hernan can now be viewed at the ‘Hamster Hipster Handy’ exhibition on the universe of the mobile phone at the Museum Angewandte Kunst in Frankfurt which runs until 5 July. > >


June 2015

In this issue VISION

11 “Explore all possibilities, but understand the boundaries.” Werner Jacobs, CFO and CIO of De Lijn



Westtoer, and Toerisme Vlaanderen “We are monitoring the events around the WWI commemorations to gain insight into tourist patterns.”

SOLUTION Engage Packs 14 Fluidshopping by Proximus 28 Disaster Recovery-as-a-Service 39 Proximus Explore International 07

IN PRACTICE MCS Intelligence makes the difference 16 Awel 2 x more volunteers, growing commitment 31 Westtoer, and Toerisme Vlaanderen Insight into tourist patterns 36 ING Belgium Sharing is caring 08



TALKING HEADS Q+A Koen Tacq, CIO Wolters Kluwer Belgium 11 Vision Werner Jacobs, CFO and CIO De Lijn 34 In team Pierre Loverius and his team at Elia 38 Q+A Guy Lucq, CIO and Partner Deloitte 06

Staying close to your customers Five managers on focusing on customers, Geert Rottier on solutions aimed at customer relations and Professor Gino Van Ossel on the omnichannel models strategy.

A publication of Proximus public limited company of Belgian Public Law / Year 9 / Number 24 / Q2 2015 Publisher: Bart Van Den Meersche, Koning Albert II-laan 27, 1030 Brussels Coordination: Charline Briot, Markus Eggermont, Robbin Sacré, Jean-Marie Stas Contributors: Andrew Beavis, Klaar De Groote, Robert Doran, Davy Goris, Isabelle Latour, Frederic Petitjean, Anneke Stoffels, Dries Van Damme, Frank Van den Branden, Filip Van Loock, Cis Van Peer. Concept en realisatie: Propaganda nv, Imperiastraat 16, 1930 Zaventem, For more information, contact: Robbin Sacré Nederlandstalige versie: Mail naar om een exemplaar van dit magazine in het Nederlands te ontvangen. Version français: mail à afi n d’obtenir un exemplaire de ce magazine en français. The technical specifi cations are indicative only. Proximus reserves the right to make changes without prior notifi cation.

SCOOP Devices in the spotlight Samsung Galaxy S6 edge and Samsung Gear S 29 Useful apps TeamViewer QuickSupport and Network & System Toolkit 30 Read for you ‘Badass: Making Users Awesome’ 18

ALSO INTERESTING… Technology What is LoRa? 40 Proximus News 42 Trigger A day without a smartphone 10

Like to know who your Proximus-account manager is? Surf to


TALKING HEADS | 7 questions for Koen Tacq, CIO of Wolters Kluwer Belgium

“Sometimes I wonder how secure or insecure the Internet will become. Will Koen Tacq it reach a point where it’s no longer safe to use?” CIO Wolters Kluwer Belgium What is your biggest professional achievement? Starting up the offshore IT facilities in India for Tele Atlas. I set off, armed with a local architect’s business card and the details of a plot where the building was to be constructed. A little over a year later, 20 professionals were working there. There would soon be several hundred. Tele Atlas was a pioneer in the expansion of digital maps and has since been taken over by TomTom.

Who would you like to sit next to on a plane and what would you like to ask him or her? Personal Koen Tacq is a team builder who allows his employees to make independent decisions. If mistakes are made, they simply have to be corrected as quickly as possible. To relax, he likes to go running, cycling or skiing. Travel is his biggest passion. Career Koen joined Tele Atlas in 1995. There he transformed the modest Ghent IT environment into a state-of-the-art operational international infrastructure, with strategic locations in Europe, the US and India, over the course of five years. In 2002 he moved to Tenneco Automotive. Before becoming CIO at Wolters Kluwer Belgium in October 2013, he was Infrastructure Services Manager at Vandemoortele for seven years. Company Wolters Kluwer Belgium provides specialized sector information and technological solutions. Financial services companies can also call on Wolters Kluwer Financial Services for risk, compliance and auditing solutions. Employees Headquartered in Alphen aan den Rijn, the Netherlands, Wolters Kluwer is active in more than 40 countries in Europe, North America, Asia Pacific and Latin America and has 19,000 employees worldwide. More than 600 employees work at the locations in Belgium. Koen Tacq’s internal IT team is

I would like to sit next to a Tom Waes type, but it certainly wouldn’t have to be a famous person. Just a world traveler who’s enthusiastic about sharing their experience of the most beautiful places in the world. I am passionate about history, culture and how society works in different areas.

You can’t go a day without…? I can’t manage without sleep or a cappuccino. I hate getting up in the morning but thanks to my cappuccino I somehow manage every time.

How would you describe your job? My job consists mainly of putting together a good team. It’s like playing with Lego. You have to have enough bricks, but they also have to fit together well.

What would you be doing if you weren’t doing this job? I probably would have been working in the kitchen at my own restaurant. I wouldn’t choose a specific cuisine, I’d switch between them. But it would be a shame if I wasn’t able to travel as much myself.

What do you consider the most important innovation of the last 20 years? The concept of the digital map. It’s radically changed the way we get around and localize each other. Nowadays almost everyone has a satellite navigation system in their pocket. We use them to go running, cycling or skiing and most cars have one too.

What would you like to invent to make your daily life easier? A tool to note my thoughts down in a structured way.

made up of 40 employees. 6

June 2015

SOLUTION | Combination of device and related services, a step further in the new way of working

Smart investment means working smarter As a company you always want to stay one step ahead of your competitors. Efficient innovation to improve processes and cut costs is crucial. If you can make your employees more productive too, that’s an added bonus. The new Engage Packs are total packages that combine a leased device (smartphone, tablet, laptop or hybrid device) with related services for a fixed price per month. For example, you can offer your employees a tablet with technical support on various levels. They can count on a central helpdesk, central management, configuration, insurance, guarantee and repair of the device. The standard package can be expanded with extra applications and services, mobile connectivity and communication and collaboration tools.

The IT manager: “Since the Engage Packs are an all-in-one offer of hardware and related services, I don’t have to invest any time in that myself. So I can concentrate on tasks and projects with more added value for my business. In addition, I always have a central point of contact for questions or problems.”

The HR manager:

The financial manager:

“Our employees can now work en route, with the customer or at other locations too. That flexibility is greatly appreciated, so their motivation and productivity increase. The possibilities of the Engage Packs also help attract new employees. In addition, newcomers can get to work right away with the right device and the right applications.”

“Thanks to the Engage Packs there’s more transparency with regard to our expenditure. We lease the devices at a fixed price per month and so don’t need to purchase any ourselves. In addition, the solution is easy to integrate into our existing IT infrastructure so that, there too, no extra expenditure are needed.”

Business benefits

More info Contact your account manager, send an e-mail to or go to

• New Way of Working (NWoW): working flexibly, which boosts employee motivation and productivity • Cost efficient • Positive effect on the company’s image • Easy to integrate into the existing IT infrastructure


IN PRACTICE | MCS builds IoT solutions on m2m platform

Koen Matthijs is qualified with a civil engineering degree in electrotechnology from KU Leuven. He has been CEO of MCS since 2011.

Intelligence makes the difference In the Internet of Things, building management and machine maintenance take on a whole new aspect. MCS develops solutions that convert data into usable, decision-supporting information.

About MCS


CS builds software and gives advice on the management of buildings and workplaces, among other things. The IoT offers numerous possibilities for increasing the efficiency of these activities and, at the same time, better managing costs. “To be able to put that into practice, it’s necessary of course to first gain insight into the level of the services provided,” says Koen Matthijs, CEO of MCS. “That can be done by continuously measuring those services.” The IoT offers the framework that makes that ongoing measurement and recording possible. “The sensors, the communication and the storage, it’s all there now,” Matthijs continued. “But, on their own, all the data that the sensors provide us with doesn’t suffice to arrive at an improved process. Intelligence is needed to analyze the data and draw the right conclusions.” 8

Timing based on the IoT MCS makes the utility of collecting data and its analysis in the IoT very concrete. Matthijs: “Consider the example of activity-based cleaning. In public buildings and companies, it’s common to clean all the toilets daily, regardless of their use. We coordinate cleaning with use, so that you get a whole new look at the need for maintenance.” What MCS does is actually very simple. The company installs a sensor on the door that registers how often someone enters the toilet. “You can link a process to that; after a certain number of times the system sends out the task to clean the toilet. That might occur twice in one day, or perhaps only once in three days.” Targeted allocation of resources The example indicates how a cleaning company can allocate its resources

MCS has been helping customers with software and advice on real estate and workplace and facility management (catering, cleaning, technical maintenance, green maintenance and energy management) for twenty-five years.

in a very targeted way. The impact on efficiency – and costs – is enormous. Another example is technical maintenance. “These days, companies spend a lot of money on reactive maintenance of machines,” said Matthijs. “When something breaks down, a technician comes by to carry out the repair. It’s smarter to record the operation of the machine via a sensor. That way you get insight into the relationship between the use of a device and the need for maintenance. That also allows proactive maintenance. It ensures June 2015

“Thanks to the Internet of Things, cleaning companies can use activity-based cleaning. They only have to clean when and where needed.”

Business benefits

that you can avoid any interruption in the use of the machine, and possibly greater damage with greater costs.”

Data as raw material MCS builds its solutions on myMCS, based on the m2m factory of Proximus, a platform that sends data in a secure way between connected objects and business applications. Data transfer takes place via LoRa communication. This involves a technology in which sensors consume very little energy but, at the same time,

have a very long range. The customers of MCS are service providers who improve their service to end customers with the applications. The technology makes the apps possible, but it’s really not in essence a matter of technology. “Technology is secondary,” said Matthijs. “The data too just constitute the raw material for what you want to do. It’s about extracting knowledge from that data, applying it to business processes and deriving a benefit from it.”

• Increasing efficiency thanks to targeted resource allocation • Data analysis provides decisionsupporting information and better cost management

More info Contact your account manager or go to


TECHNOLOGY | What is LoRa?

Long range, low power In the previous issue of One magazine you read that Proximus has joined the LoRa alliance. But what is LoRa? Katia Deboel, Lead Manager, M2M Products & Solutions Marketing at Proximus, fills you in.


Surf to for more articles about technology and trends.


oRa is a type of network like Wi-Fi, 3G, etc., that provides highspeed communication between different devices in the Internet of Things. Most devices need little network capacity to say something. They indicate their status or send a signal to a central unit. A smoke detector, for example, sends a message if there is smoke or when the battery is almost dead. It is, of course, essential that the network functions 24/7 so that the message actually arrives at the central unit.

LoRa has a capacity of 1 Kbps (kilobit per second) to 50 Kbps, so that it can function at low frequencies (ISM 868 MHz or the 900 MHz band). Consequently, LoRa guarantees a long range of 10 km outdoors and 1 km indoors from a base station. With this technology, Proximus can set up a network that a number of companies can use without having to make large, upfront investments. LoRa also supports communication in two directions like the other networks mentioned.

Other devices, like an intelligent car, are full of sensors and cameras for GPS and so forth. The car generates a huge amount of data and, in addition, moves quickly and continuously. The car needs a lot of network capacity to send all the information promptly. The type of network is therefore different than for the smoke detector. Wi-Fi, for example, provides a high capacity, but with a limited range of 30 meters maximum. Far enough for a smoke detector, but not for the car.

The low frequency and the technology also make LoRa ‘low power’. To do the same thing with Wi-Fi, for example, you would need 100 to 1,000 times more energy. So small batteries can easily last five years, which makes new business models possible – think of pallet tracking or meter infrastructure. With this technology you can fairly quickly provide an entire university campus, a harbor or even an entire city with a real-time connection between the sensors of intelligent devices to, for example, measure traffic situations or the environment.

There are various wireless standards that we can divide into four categories on the basis of two simple criteria, the distance to the base station and the capacity: • GSM/4G for a long distance with a high capacity. • Wi-Fi for a short distance with a high capacity. • Bluetooth/Zigbee/Z-Wave for a short distance (up to 30 meters) with a low capacity. • LoRa for a long distance with a low capacity.

The safety of the data has been considered too. LoRa provides standard encryption (128 bit AES), so that it is much more difficult to break into the system. This technology will enable us to significantly accelerate the development of the Internet of Things (IoT) and will help our clients start up new business models.

June 2015

VISION | Werner Jacobs, CFO and CIO of De Lijn

De Lijn is evolving from a transportation company to a service provider that offers greater mobility. IT plays a decisive role in this. “More than that,” says CFO and CIO Werner Jacobs, “IT will be essential in expanding our social role and strengthening the bond with the customer over the next 10 to 20 years.”

“Explore all the possibilities, but understand the boundaries” Werner Jacobs is qualified with a degree in commercial engineering from the University of Antwerp and studied at the Vlerick Business School and London Business School, among others. He worked for 10 years in the fi nancial division of Belgacom. After fi ve years at De Post, Jacobs moved to De Lijn at the end of 2009, where he combines the positions of CFO and CIO. In this latter position he was among the top three candidates for the title of ‘CIO of the Year’ last year.


VISION | Werner Jacobs, CFO and CIO of De Lijn


n recent years De Lijn has chosen a completely new IT approach. “We are a very process-driven organization, with strong governance,” says Werner Jacobs. “The business has direct input into what happens with IT.” It is important, in that context, that De Lijn has formally drawn up a strategic IT plan. “That sets out the guidelines for what we want to do, in which areas we choose standard support and where we go all-out for innovation.” That division is fairly easily determined. In everything that has to do with the back end of the organization – like finance, human resources, supply management or maintenance of the rolling stock – De Lijn wants to be among the 25% best performers with use of standard technology. Since the beginning of 2016, finance and HR have been making use of SAP for this. From 2017, the other supporting services will also switch over to the standard processes within SAP.

Focusing on innovation For everything involving customer information and customer points of contact, De Lijn is adopting a distinctly innovative approach. Examples of innovation in support of the customer are, among other things, the apps that De Lijn offers. In addition to the familiar route planner there is also an app available that announces the stops, so that you know when to disembark. “That’s very handy on a route that you as a traveler haven’t taken before,” said Jacobs. “We want to further expand that sort of support to offer the traveler more comfort and better service.” De Lijn is working on a solution for mobile payments, considering the use of beacons – small transmitters that send targeted information to mobile phones in the neighborhood, for example to inform the passengers at a bus shelter about what time the bus will arrive exactly – and collaborating with, for example, the bicycle-sharing systems Velo Antwerpen and Blue-bike, so that the traveler can easily combine a ride by bus or tram with the use of a bicycle.


Out of the box at an external location An important, differentiating role is set aside for IT in those plans. “However, it remains a challenge to introduce innovation into the IT environment,” maintained Jacobs. “So we’re going to work with mixed teams made up of employees from IT and, for example, finance and marketing. We’re sending them to an external location, so that they can consider, for example, a solution for in-app payments away from the familiar setting and away from the limitations of the existing structures.” It is important in that approach that communication between business and IT proceed in a very transparent way. That transparency has a great influence on goodwill – with both parties involved. “The role of business analysts is essential,” said Jacobs. “They not only know the needs of the business, but also whether the desired solution is feasible within the existing IT architecture.” IT drives the sector But De Lijn must also set priorities. “The demand for IT development remains greater than the supply for now,” said Jacobs. De Lijn, in fact, reviews the list of priorities twice a month with the managers of the functional areas. “Everything takes place in close consultation with the business.” Jacobs attaches great importance to this. Today IT already has a major impact on the operation of De Lijn; without IT there is no service scheduling for busses, travelers can’t pay and so forth. “But the role of IT will only increase. We’re evolving from a technically-driven to an IT-driven sector.” The expectation is that IT will play a decisive role in the world of public transportation in the coming 10 to 15 years. “So we must evolve along with it. Otherwise there is a risk that we will be vulnerable later on to disruptive innovation in our sector.” In the meantime, it provides the CIO of De Lijn with a great challenge. “We must ensure that we remain innovative ourselves while, at the same time, we must keep fulfilling our social function.”

June 2015

3 tips for the CIO


Develop a strategic IT plan

“As CIO, it is important to have insight into both the operation of the business and the possibilities of IT. You must know how IT can help the business advance. At the same time, you must understand where the boundaries of IT lie. So you must also clearly communicate those things in which IT can play no role. Divide your IT efforts between support and innovation and make decisions on a caseby-case basis. At De Lijn we manage two in-house datacenters in which all the important systems are housed. But for certain niche products we make use of solutions in the cloud, when it appears that we can achieve a better total cost of ownership that way.”


Put IT on the agenda of the management


Promote the role of IT within the company

“The importance of IT will only increase in the coming years. As CIO, you must ensure that company management is thoroughly aware of that concept. Even companies that traditionally stay fairly far from the IT world will have to pay attention to it.”

“I am CFO and CIO. I deliberately choose to hold both titles. In a lot of companies IT is one of the competencies of the CFO, and there is an IT manager who reports to the CFO. I put IT and finance on the same level. That’s not a coincidence, because that way I ensure that IT stays on the same level with other functional areas on the agenda of the management.”


SOLUTION | Fluidshopping by Proximus: increase interaction with your customers

Getting more out of sales channels With today’s online shopping, social media, and mobile payment, the battle for the customer is raging. Your customer is just a click away; unfortunately, from your competitors too. So it’s crucial to increase the degree of interaction with your customers and make their buying experience a key consideration.

Business benefits • A better customer experience • More efficient marketing campaigns • Increased sales • Customer loyalty • Analysis of buying behavior



ow that every consumer is familiar with digital technology, it’s up to retailers to use that technology to improve the customer experience. A striking development is that e-commerce and physical stores reinforce each other more and more. The physical store remains an asset as a calling card and a direct point of interaction, but the buying process and the customer journey almost always start online. All contacts with your customer should proceed optimally and build on each other, so that he or she gets personal service with hyper-relevant information that can trigger the sale.

The smartphone as information hub Half of all Belgians now have a smartphone. Automatically sending text messages to your customers, possibly thousands at once, is an interesting way to reach them directly. They are inexpensive, fast and very efficient to send. It is important to only send messages from which customers actually gain an advantage, for example, an announcement of a special

sales promotion for people with a customer card. You can lead your customers to your physical or online store faster via text message. There they can, in the best case, also make a mobile payment.

Wi-Fi in stores Sixty-one percent of the Belgian population with a smartphone use their devices in the physical store itself. Customers look up information about a product they see in the store, or talk about it with friends in their social network. You definitely make your store more attractive by giving your customers secure Wi-Fi access in a simple way. In addition, thanks to data analytics, you can know exactly where your customers are located in your store, when exactly you had the most customers visiting, in which part of your store they spent the most time and how many new customers were in the store in comparison with loyal customers. A good example is the experience of shoe chain Torfs. The chain is experiencing more and more competition, not least from exclusively online June 2015

stores. So Torfs now offers free Wi-Fi and has integrated the stores with the online inventory. Discount coupons too are available digitally. The network for customers is separate from that of the employees so that data security, bandwidth, etc., have no effect on daily operation for the personnel.

A wealth of information With the right software you can analyze the behavior of your (potential) customers, both in the store via Wi-Fi and outside it via the mobile network. Mobile devices provide a wealth of information. It would be a waste to do nothing with it. Through analysis you can trace exactly where your customers are located in your store; you can then help them find the way to a specific product or inform them of sales promotions of products in the section where they are located. A.S. Adventure has also provided its 45 stores in Belgium with a free Wi-Fi network; two of these stores already use extensive shopper-analysis tools. For the stores in shopping centers, A.S. Adventure can compare the data from visitors in the centers with the number of visitors in their stores, which provides some interesting insights. More marketing campaigns are being set up. Both data via Wi-Fi in your store and data via 3G or 4G can be analyzed. This is, of course, done anonymously – the system links no names or private information to


of the Belgian population with a smartphone use their devices in the physical store itself.

The customer purchase amount in shops with digital screens increases by

29.5% on average.

Digital signage generates up to


more in-store traffic.

the location data. It is also significant that the availability of information is less and less dependent on calling behavior, since smartphone users are generally constantly connected to a wireless network.

Screens instead of posters By hanging LED screens in your store you also improve the shopping experience and communication with your customers. Research on the effect of digital screens shows that the customer purchase amount increases by 29.5% on average. Digital signage generates up to 32.8% more in-store traffic. In addition, the information on the screen is very easy to modify and can be managed flexibly from a central location, even via a smartphone. The screens give participating stores a modern look and often draw people’s attention. Clothing chain JBC has installed over 400 screens in 130 stores and invested in games and consoles with touch screens for the children’s corners. The result? Children themselves ask their parents to shop at JBC; a resounding success.

More info Contact your account manager or go to


IN PRACTICE | Awel helpline guarantees to answer every call thanks to Voice Managed Services contact center

2 x more volunteers,

growing commitment Children and young people can call Awel, the children’s helpline, with their pressing questions. The organization is now offering its volunteers greater flexibility, as they can now answer incoming calls on their mobile, wherever they are.

280 27.000 volunteers

calls per year


simultaneous calls possible 16


wel is the successor to the children’s and young people’s helpline launched in the 1980s using local phone numbers. Today the nonprofit organization manages the official emergency number 102. In addition, children and young people can also ask questions via e-mail, live chat and an online forum. “We handle 27,000 questions per year,” says Sibille Declercq, coordinator of Awel. “Children contact us mainly if they feel something is wrong, if they are having problems at home or have questions about love and relationships.”

Every question gets an answer E-mail, live chat and the forum are growing in popularity. These channels lower the threshold for young people to ask for advice, and Awel guarantees that every question will be answered. Yet the phone remains important, especially for children aged between 10 and 14. Awel’s service is free and anonymous. It staffs the line with the help of 280 volunteers. “There are many people from the social service sector among them, such as social workers and psychologists, but the person who picks up the phone could just as easily be a lawyer or a truck driver in everyday life. The age of our volunteers is also very diverse, ranging from students to retirees.” E-mail, chat, forum and phone As happens each year, Awel will be launching a call for new volunteers right after the summer. New recruits are given appropriate training by Awel. “We noticed

that the enthusiasm for telephone shifts was decreasing somewhat,” said Declercq. “There was a very simple reason for this. E-mail, live chat and forum questions could be handled by the volunteers via their home computer. But for a telephone shift you had to go to one of our eight regional offices.” So Awel went in search of a solution that would ­enable volunteers to answer the phone calls from home as well.

Contact Center-as-a-Service “Our old phone system did not offer enough flexibility,” Declercq explained. “It had a fixed routing programmed into it, with a limited number of connections. Whenever we wanted to make any changes, we had to ask Proximus to do it.” In order to meet the changing needs of Awel, Proximus suggested switching to the Voice Managed Services (VMS) Contact Center. “That solution offered the flexibility we wanted. We give each volunteer a mobile phone that he or she can use to receive calls. The process is very simple: the volunteer logs in, after which the system routes the incoming calls to a person who is available at that moment. That way, we are sure not to miss any calls ever again.” Cost structure per user The platform also helps handle unwanted calls. “There is a temporary blacklist for pranksters and people who call excessively,” said Declercq. “But we never block anyone permanently. Rather, a caller hears a dissuasive message before being put through to a volunteer.” It is also important to Awel that the VMS June 2015

Sibille Declercq is a social worker. She has worked at a retirement and care home and for Oxfam, among other places. Since 2006 she has been the coordinator at Awel.

Contact Center offers the non-profit association an affordable solution. “The software runs at Proximus. So we don’t need to invest in a telephone exchange or a server. We pay according to the number of calls we want to be able to answer at any one time. Today we can receive five calls simultaneously.” Adjustments to the system – such as a change in the routing – can be made by the Awel staff themselves. “That also makes things very easy for us,” Declercq concluded. “The platform offers us the flexibility we need, and is easy to manage.”

Business benefits • Intelligent routing: calls get directed to logged-in volunteers • Volunteers can answer calls wherever they are • Easier management: staff can do the routing or add volunteers themselves • Transparent cost structure per number of simultaneous users • As-a-Service model: no investment in a telephone exchange or server

About Awel

More info Contact your account manager or go to

Awel is a helpline that answers calls from children and young people by phone, e-mail, live chat and a forum. Awel is free and anonymous and can be reached by dialing 102.


SCOOP | Devices in the spotlight Samsung Galaxy S6 edge

The Galaxy S6 edge is the new fl agship handset from Samsung. The device stands out, first and foremost, on account of its groundbreaking design. The metal housing blends seamlessly with the curved Gorilla Glass 4. The side of the 5.1-inch screen can be used for special apps. They show you news and RSS messages, for example, the time or the weather, incoming text messages, calls and e-mails, even when the screen is off. This saves battery straight away, so despite the clear, high-resolution screen and the fast processor, you can still get to the end of an intensive working day without needing to charge. Just like its brother, the Galaxy S6, this device is dust resistant and waterproof and features a finger scanner, heart-rate monitor and pedometer. It runs on the latest Android 5 and has an infrared port at the front, which can serve as a remote control. Processor: Quad 2.1 GHz + Quad 1.5 GHz core processor Operating system: Android 5.0 (Lollipop) Memory: 3 GB RAM, 32/64/128 GB storage Screen type: 5,1” Dual Edge Super Amoled capacitive touchscreen

Screen resolution: 2560 x 1440 (Quad HD) Talk time: up to 18 hours (3G); up to 11 hours (4G) Standby time: 312 hours Dimensions: 142.1 x 70.1 x 7 mm Weight: 132 g Connections: 2G, 3G, 4G, Wi-Fi SAR: 0.3 W/kg

142 mm

Sublime screen attracts great interest

Bluetooth: 4.1 Camera: 16 MP rear, 5 MP front Additional features: Fast charging time (wireless option), fi nger scanner, Smart Manager, heart-rate monitor, infrared for TV remote and all normal sensors

70 mm

This futuristic smartphone draws people’s attention thanks to its curved screen. You can read text messages etc. on the side whilst your screen is off, making it energy-efficient. Samsung Gear S

A smartphone on your wrist The Gear S is the new and improved version of Samsung’s smart watch. It has been given a curved 4 x 3 cm Super Amoled touchscreen and space for a nano SIM card, so it can be used for calls and to exchange text messages. It does work best in combination with a Samsung smartphone, however. It communicates via Bluetooth, Wi-Fi or 3G, even when your phone is at home charging. The apps are divided into programs that work autonomously on the smart watch (such as the clock) and apps that work partly through the smartphone. An example of the latter is a satellite navigation program for walking or traveling by public transport. The Gear S works as a fitness monitor, GPS and heart-rate monitor rolled into one. It is compatible with the S Health fitness monitor and Nike+ Running. You can enjoy any sport, as the watch is completely waterproof and dust resistant. Under normal use, it can run for a full day problem-free on one charge. Processor: 1.0 GHz dual core Operating system: Tizen based wearable platform Memory: 512 MB RAM, 4 GB storage Screen type: 2.0” Curved Super Amoled capacitive touchscreen

Screen resolution: 360 x 480 Standby time: 96 hours (3G) Dimensions: 39.9 x 58.1 x 12.5 mm Weight: 67 g Connections: 2G, 3G, Wi-Fi SAR: 0.56 W/kg

Bluetooth: 4.1 Camera: 2 MP rear, 0.3 MP front Additional features: accelerometer, gyroscope, compass, heart-rate meter, ambient light, UV, barometer

Thanks to the good functionality and very clear screen, it’s the ideal addition to your Samsung smartphone, although you can use the watch itself to make calls and exchange text messages.

Surf to or visit a Proximus Center to choose your new mobile device. 18

June 2015


Staying close to your customers 90 minutes, Decathlon, Smartphoto and Lampiris explain how they focus on their customers.

20 They look for information about products on line, share their opinion via social media. In short, your customers’ attention span is becoming very short … Interview

Geert Rottier on solutions and ecosystems to build close customer relations.

24 … don’t focus on your product, brand or service. The customer’s experience decides whether he buys from you or elsewhere. The difference between you and your competitor is just a click. Over to the expert

Gino Van Ossel, Professor of Retail and Trade Marketing, Vlerick Business School: “Every company must choose which sales channels to use based on its strategy.”



DOSSIER | 5 managers around the table

The digital world has fundamentally changed the relationship between customer and supplier. Product, service or brand are no longer the focus, but the customer himself. One discussed the challenges, difficulties and opportunities of the new relationship with the customer.

90 minutes

on superior customer experience with an authentic supplier


June 2015


n the digital world the customer’s attention span is extremely short. The customer switches to a competitor faster because it’s easy and it costs nothing. The competition is fierce and so the customer can afford to be demanding. The customer gathers information online and has largely made his choice already before entering the store. He talks about his experiences with the brand – both on- and offline – unrestrainedly on social media. “It’s important to maintain contact with the customer throughout the process,” says Jan Paesen, B2B Marketing Director at Proximus. “Authenticity, closeness and differentiation are the keywords in this.” These are the aspects that determine the customer experience. “Although a great deal is possible online, you can’t replace the hands-on experience in the store,” says Herman Van Beveren, CEO of Decathlon Belgium. “Customers come to our store because they want to know how that new bicycle they saw online feels.” Decathlon very deliberately promotes that experience. “Our stores are known for their wide aisles,” explains Herman Van Beveren, “where children can ride scooters to their heart’s content.”

Authenticity But what if you have no network of stores? Or your service is one for which the customer doesn’t go to a store, like gas and electricity? How then do you, as a supplier, seek closeness with the customer? “We stay close to our customers via our shared values and ideas,” says Grégoire van Cutsem, Commercial Director at energy supplier Lampiris. “At the same time we’re easily accessible, online and by phone. With us you don’t have to go through an endless menu of choices first. After a maximum of two steps you get someone on the line who’s happy to answer your question.” Lampiris

“In the omnichannel model you must be present at the time the customer’s demand arises.” – Jan Huysmans, Director for Belgium at

chooses local employees who speak the customer’s language for this. The company also ensures consistency throughout all communication, via chat and social media among other things. “We keep our finger on the pulse of things by continuously measuring customer satisfaction,” says Jan Huysmans, Director for Belgium at “When we see changes in the customer’s expectations, we respond to them quickly and directly.”

Sharing knowledge An online shop with a customer base like that of has large quantities of data on the search and buying behavior of customers over time. That allows the company to communicate in a very relevant way with those customers. “We have 9 million products in the selection,” according to Jan Huysmans, “with, in addition, millions more reviews that customers have written about those products.” By sharing that knowledge, the company gets closer to its customers. “The next step is to offer that sort of information in the store too,” says Herman Van Beveren, “and so extend the online experience into the analog world.” At Smartphoto, the customer experience takes place mainly online. The company makes personalized photo products. “Our customers put those products together themselves,” says Stef De corte, CEO of Smartphoto Group. “We work only to order. That already makes our business very personal by definition.” To make the


One magazine invited 5 managers from the Belgian business world to discuss the omnichannel world.

Jan Paesen

Director Marketing B2B at Proximus “Data on online searches and buying behavior contain a wealth of information. Analysis of this can strengthen the relationship with the customer in a targeted way.”

Herman Van Beveren

CEO of Decathlon Belgium “ The hands-on experience in the store stays important. Customers want to know how that new bicycle they saw online feels.”

Grégoire van Cutsem

Commercial Director at Lampiris “ We stay close to the customer by making ourselves highly accessible, both via the site and by phone.”

Stef De corte

CEO of Smartphoto Group “ We work only to order. That already makes our business very personal by defi nition.”

Jan Huysmans

Director for Belgium at “ In the omnichannel model you must be present at the time the demand arises. Sometimes you need a mobile webshop for that, sometimes an app.”


DOSSIER | 5 managers around the table

doesn’t have immediate added value at this time.” Decathlon has an app that mainly serves as a digital customer card. Furthermore, the app can also be used as a catalog, store locator or scanner of product codes to get reviews and technical information. At Smartphoto, the customer’s need determines the channel used. “For small mobile screens we have an app,” says Stef De corte. “Here it’s in fact more about facilitating an instant buy, like ordering prints of photos that are on your smartphone. Customers prefer to make a photo album or personalized cards via our site, on a bigger screen.”

Your opinion matters! Would you like to respond to this round-table discussion? Go to or tweet @ProximusEnt

Download the One app and read the digital version of this magazine. Go to the App Store, Google Play or


bond with the customer still stronger, Smartphoto attaches extra importance to communication with the customer. Stef De corte: “A confirmation e-mail – after an order has been placed – doesn’t have to be boring or impersonal. It can also be human and good-natured, with a focus on inspiration and creative ideas.”

As a function of demand The omnichannel story includes more than the division between the traditional, brick-and-mortar store and the web shop. The mobile aspect can be important, with the possibility of sale via a mobile website or via apps. “In the omnichannel model you must be present at the time the demand arises,” says Jan Huysmans. “Sometimes you need a web shop for this, sometimes an app too, for example to bring in an instant buy. At the same time you must also dare to look outside the traditional company boundaries. We believe strongly in the open data concept. A developer who is building an application for a gift register, for example, can get access to our data to incorporate into their app.” For Lampiris such an app is not a must right now, because the choice of an energy supplier is not usually an impulsive decision. “To our mind, a reliable, responsive site that is easily accessible with a mobile device is sufficient,” says Grégoire van Cutsem. “In the context of our activities an app

Shared expertise In the digital era the customer appears to be demanding and impatient. “That is the case,” says Herman Van Beveren. “The customer has very high expectations, wants everything to be possible, and wants everything to work. Hence we’ve already equipped our stores with Wi-Fi. Without that connection the customer feels limited.” Van Beveren: “We also offer all possible combinations: order online and pick up in the store, order in the store and deliver at home, and so forth.” But as a retailer you can often no longer keep everything in-house. “Of course we do everything to meet the expectations of the customer,” says Huysmans. “But we don’t necessarily do everything ourselves. We have pickup points in the Albert Heijn stores.” So ecosystems arise in which all the partners involved are responsible for part of the expertise. “Our specialty lies in an online sales platform and the logistics that lie behind it,” continues Huysmans. “That is expertise we also offer other parties as a service. A company like Torfs, for example, also sells its products in our web shop.” Impact creates trust Especially for businesses with roots in the analog world, the switch to an omnichannel approach is not so evident. A logistics platform is needed, and that isn’t created June 2015

in the snap of the fingers. “The logistics issue is really a challenge,” says De corte. “Customers can pick up their orders in the Spector stores. But if the customer expects his order the next day, we must, in practice, deliver to all the pickup points every day.” That too, of course, is a way to stay close to the customer as a company. “Everything is custom work by request of the customer, so we don’t have product returns,” continues De corte. “But we do offer a type of guarantee. If the customer has had us print a communion card with a typing error, we make that order again with the right text free of charge.” That is a service the customer appreciates enormously; concern over the mistake gives way to lasting trust in the supplier. That creates a strong story that customers like to share via social media. “That way you create impact,” says van Cutsem, “because a lot of people pick up that story. We present ourselves this way too. If there is a problem, we don’t hide it. On the contrary, we talk about it openly and apologize. That only strengthens the bond with the customer.”

Conclusion The supplier focuses on the customer and builds up a long-term relationship through a network of integrated analog and digital channels. A legacy from the analog past cannot be an excuse here. It’s a matter of choosing a consistent approach. But the consumer is in charge. As a company you must be sufficiently flexible to be able to respond to every change in customer behavior. The customer expects nothing less than an extraordinary experience. In the omnichannel world it is more than ever necessary that the company present itself as the buyer for its customer, not as the seller for its suppliers.


Where do we go shopping? Perception How is it perceived?

Service How good is the service?

Advantageous How advantageous is it?

The customer’s six basic requirements

Choice How much choice is there?


Confidence Can I have confidence in this store?

Ease How easy it is to make my purchase there?

“Research shows that 44% of respondents have the feeling that they know more about a product than the seller, once they have searched for information online”

Source: ‘Omnichannel in Retail’ by Gino Van Ossel


DOSSIER | Interview with Geert Rottier, Director Corporate Market at Proximus

“Timing is crucial. The customer knows what he wants and he wants it now. If something online does not work, the company loses its customers in just one click.” – Geert Rottier, Director Corporate Market at Proximus

Closer to the customer? Start with yourself … 24

June 2015

The road to a solid customer relationship starts at home, with motivated and productive employees. How can a company boost the satisfaction of its own employees? Geert Rottier, Director Corporate Market at Proximus, tells us.


t’s always about relationships between people; we should never lose sight of that. A company that focuses on the customer does it by organizing points of contact with the customer as well as possible. So you automatically end up considering your own employees. They are the ones who serve the customer via those contact points. The employees must have the right tools for this, with access to the necessary applications and data. The Proximus Engage Packs, for example, also provide simple management and security for employees’ devices (read the article on the Engage Packs on p.7). We offer Packs for Employees too, so they can be online at home and in their free time. So company employees are always connected, via a solution tailored to their specific needs.”

Always collaborating “Equipping employees is just the first step. They must also learn to work together better. The technology today allows one to work independent of location. We work at the office, but just as well at home or en route. In that new context it’s important to really be able to work ‘together’. Proximus supports that via an offer based on unified collaboration, like tools for videoconferences and meeting services. The essence of the matter is that employees know when others are available and via which communication channel they can most easily be reached at that time.”

Geert Rottier is Director Corporate Market at Proximus. He started his career in the 1990s at several IT start-ups. He then worked for 17 years at HP, where he became managing director of HP Belgium.

Customer satisfaction “That collaboration is important because the customer’s decision-making process has fundamentally changed. Previously the customer called on the supplier to gather information. That first step constituted the start of the actual sales process. Today the situation is completely different. The potential customer gathers information online, looks up and compares prices, and knows via social media how satisfied other customers are with the product or company in question. The differentiation, therefore, no longer lies in the product or service, but in the customer experience that

you as a company offer. If you want to ensure customer satisfaction in that context, you must offer the customer more than he or she expects.”

On- and offline: it works “Specifically this involves, among other things, digital and analog services that must be integrated. The customer sees a nice coat online, but still wants to come try it on in the store. What if the coat isn’t available in all colors there? Can the coat in the desired color be delivered to the customer at home the next day? Those are the sorts of issues companies face today. We also see the integration of digital and analog in banks, among other places. The customer is now accustomed to banking online at home. For some services, however, he would rather go to the bank in the neighborhood, where he can also talk to a specialist at bank headquarters via videoconference. The success of that integration stands or falls on the availability of the various services. Timing is crucial. What the customer wants, he wants now. If something online happens not to work, the company loses that customer in literally one click. Proximus offers solutions to guarantee operational reliability and business continuity. Data protection is also, of course, very important in this.” Rapid innovation “The battle for the customer is taking place on new terrain. Innovative business models rely on new technological developments like mobile, cloud, big data and the Internet of Things. Companies don’t always have the time and resources to develop expertise in all technical fields. Consequently, we at Proximus make various solutions ‘as-a-service’ available to the client’s business processes, for example for the capture and analysis of big data. Here too the time factor plays a major role. The market evolves too quickly to develop and test something yourself. As a company you must be a part of it right away. Proximus offers the infrastructure on which a lot of those services are immediately available.” 25

DOSSIER | Over to the expert: Professor Gino Van Ossel

Gino Van Ossel is Professor of Retail and Trade Marketing at the Vlerick Business School. He studies, among other things, how digital channels influence the buying behavior of the customer. His book ‘Omnichannel in Retail’ is the first Flemish work to be named Management Book of the Year in the Netherlands.

A strategic combination of on- and offline A company must focus on the customer, not on its own store. That way it can respond to the needs of that customer and develop the various analog and digital channels accordingly.


n times past, anyone who wanted to buy something went to the local store for it. Today the relationship between customer and supplier is somewhat more complex. There are various channels and points of contact to which the customer can turn, depending on the time and place in which that customer finds himself. For the supplier, the issue is to coordinate everything and offer the customer a seamless experience across the various channels. “It’s difficult to draw a general line,” says Gino Van Ossel, Professor at the Vlerick Business School. “Every company must make a choice based on its strategy.” In practice a website – or other form of online presence – often turns out to be a new gateway to the analog store. “Potential customers seek online information before they go to the store. So it’s important to offer more online than just an overview of the product selection. The customer is not only seeking information on products or services but also wants to know what you should watch out for, how you should choose, and so on. The customer is seeking rich content, for example in the form of video.”

Interplay The evolution toward ‘omnichannels’ – with a store, website, online shop and apps – is especially visible in retail. “But major differences 26

remain between various sectors,” said Van Ossel. “In supermarkets the choice online is usually much smaller than that in the store. The customer also usually chooses one channel; he buys either online or in the store.” In food the share of online sales remains, in fact, very limited. In retail electronics there is much more interplay between on- and offline, with customers who gather information via the website, come to the store to examine things, and then still make the actual purchase online. “Someone planning to buy a new car spends a third less time, on average, visiting various showrooms,” stated Van Ossel. “The customer makes his choice largely online, and then goes to the dealer with a very specific request for a quotation.”

Future-oriented IT The customer is central to the whole story, but that doesn’t work without technology behind the scenes. IT demands the necessary attention, with regard to the budget. The ‘omnichannel’ approach only works well when all the systems involved talk to each other. “Above all, however, the IT environment must be agile and flexible,” concluded Van Ossel. “There must be a solid backbone that the company can build on further in the future.”

June 2015

Going to London or Paris for business or pleasure?

Surf everywhere in Europe as you do in Belgium While abroad, many people don't dare to use their mobile phone or tablet if they don't have a Wi-Fi connection. It’s hard to make sense of all those roaming rates. Which plan is more suitable? And at what price? Your employees can go online without any worries thanks to the Proximus Travel plans: they are easy to activate and control, inexpensive, and adapted to all types of professional use.



/day VAT excl.

For more information, contact your Proximus agent or visit

You only pay for the days that you use the option. The daily price (€ 1.65) is activated depending on the zone you are in (EU or 'top destination) and when you call or send SMSs to a country of one of these two zones, uses more than 200 KB mobile Internet or receive a call.

SOLUTION | Disaster Recovery-as-a-Service

A safe refuge in the cloud The costs of downtime soon mount up for medium-sized enterprises in the event of fire or another disaster. Up to 157,500 euros per hour and 1.9 million euros per year, according to market research of the Aberdeen Group. It pays to avoid major risks with foolproof disaster recovery via the cloud.


isaster Recovery-as-a-Service (DRaaS) gives you access to a rock-solid, redundant datacenter so that your activities never have to come to a standstill, even after an IT disaster. Such fallback infrastructure in the cloud can be set up faster than you think, thanks to a number of standard building blocks for hardware, security, connectivity and all kinds of accompanying services. Within two to four weeks your virtual refuge is a reality. Proximus provides ongoing monitoring of the systems.

Sharing infrastructure or not? You can rely on two types of Disaster Recovery-as-a-Service; DRaaS on a shared infrastructure, in which you share a server – protected of course – with other Proximus clients, and DRaaS on a dedicated infrastructure, in which an entire server is reserved for you. Whichever type you choose, whenever your primary infrastructure is unexpectedly no longer available, users can keep working without interruption on the mirrored infrastructure in the datacenter.

Business benefits • Pay only for what you use • Optimal availability and security • No upfront investments in hardware and management • Can be flexibly configured

More info Contact your account manager for more info on the advantages of DRaaS for your company.


Pay only for what you use On your disaster recovery platform you save a backup of your whole business environment, including the physical or virtual servers. Thanks to the cloud approach the solution is not only quickly available but can also be flexibly configured, without investments in your own infrastructure or management. As a client you pay only for what you use in that server space. So you switch from a Capex to an Opex model and your IT costs can be better predicted and budgeted. Peace of mind With DRaaS you don’t need to make major investments in advance. In addition you get a level of reliability, redundancy and security in the datacenter that would be impossible to provide in an in-house datacenter. You also have the choice between a physical or virtual firewall, and between various Service Level Agreements (SLA). So your peace of mind is complete, especially when you know that your data always stay in Belgium and you can always contact the Proximus service desk by phone, e-mail and an online portal. There you can also track the status of reported incidents and examine reports with up-to-date figures on usage of your cloud infrastructure. June 2015

SCOOP | Useful apps TeamViewer QuickSupport

Mobile two-way traffic It’s useful to be able to take over the screen of a laptop or desktop computer through a tablet or smartphone. This is possible through TeamViewer, which works on iOS, Android, Windows Mobile and BlackBerry, for example. Thanks to the TeamViewer QuickSupport add-on, it’s now possible to share the screen of your smartphone or tablet with someone else. This means your company’s system administrator can provide remote technical support, for example. You can chat with him, send your system or Wi-Fi details and share files. If necessary, the system administrator can correct the parameters on your mobile device, stop programs or remove unwanted apps.

Thanks to the Teamviewer QuickSupport you can share your smartphone or tablet’s screen with your company’s system administrator to solve problems or configure your device.

Network & System Toolkit

A performance enhancer for tablets and smartphones It’s often hard to know what your phone is doing in the background, but we sometimes wonder why everything is running slowly why the battery is draining fast. The Network & System Toolkit consists of two programs that will help you find out. Firstly, the Network Analyzer scours your wireless network for connected systems and scans them to find out what kind of devices are being used. Meanwhile, the app reports how fast your Internet connection is at any given time. The System Status app then provides information on the status of your iPhone or iPad itself. This allows you to find out which programs and processes are active and how much memory, processor power and disk space they are using. The program helps you to detect power-guzzlers and extend your battery life.

Thanks to the Network & System Toolkit you can discover which programs run on your mobile device, to which network you’re connected and why your device is running so slow.


SCOOP | Read for you

Why you should read it? In a light but lucid style with dozens of photos and infographics, the author explains how to turn ordinary users into badass users. The book is a crash course in creating the ideal context to give your customers a positive experience.

What is it about? Why can one product be a success whilst another, with the same price, promotion and quality, is not? The answer lies not with the product, the company or the brand, but with the users. It’s the user experience, the context of a product, that counts, not the product itself. When someone wants to buy a new camera, it doesn’t matter which camera it is, as long as they can take great photos with it.

Badass: Making Users Awesome All power to the consumer

The product doesn’t sell itself, it’s the user who makes it a success.


About the author

About the book

Kathy Sierra is an American writer and programmer who has been publishing on business, user experience and customer loyalty for fifteen years. She was involved in the production of various video games, wrote educational software and gave courses in programming techniques. Together with her husband, Bert Bates, she is the author of the Head First range about technical computer topics.

One business goes bust and another in the same sector grows to become a billion-dollar company. Why is that? It’s not because the successful company’s products are so much better, but because they have succeeded in representing something for their users. They understand that it’s not what they make that determines their success, but what users do with it. Too many companies still assume it’s all about their products, while consumers want something that will make their life better, easier or more fun. This is all that interests them. Word of Mouth becomes Word of Obvious: users who produce great work using the product, such as a camera, don’t even need to say anything: the photos tell the story.

June 2015

IN PRACTICE | Westtoer, and Toerisme Vlaanderen all smarter now thanks to mobile data

Where do tourists come from, how long do they stay and where do they go next? Westtoer, and Toerisme Vlaanderen have recorded and charted data by tracing tourists’ phones during three pilot projects centered around mobile location services.

Insight into tourist patterns


nformation about where tourists stay, which locations they visit, exactly where they come from, etc. is very useful for the tourist sector, to learn to recognize patterns in their behavior,” says Jan Sonck, Head of Enterprise Innovation at Proximus. Mobile location services can offer a solution here. “We use very high-performance data analysis techniques on a constant basis to collect information on the location of all mobile phones and smartphones, we make the data anonymous and aggregate them. This allows hotspots to be detected within cities,” Sonck explained. “From the data analysis, you can deduce, for example, the routes people follow and where they spend time.” 31

IN PRACTICE | Westtoer, and Toerisme Vlaanderen all smarter now thanks to mobile data

WESTTOER Counting cars Use of mobile location services played an essential role in a recent pilot project by Westtoer, the autonomous West Flanders provincial company that supports the tourist sector. “We work around five destinations,” says Magda Monballyu, Director of the Westtoer Knowledge Development Department, “Bruges, the area surrounding Bruges, the coast, the Westhoek and the Lys region.” Westtoer estimated the number of annual daily tourists on the coast at 16.4 million, but had to admit to a lack of certainty surrounding these figures. In cooperation with the Agency for Roads and Traffic and rail operator NMBS, Westtoer carried out regular counts. Monballyu: “We counted the number of cars on the roads to the coast and the number of train tickets with destinations

on the coast, for example. On the basis of a model to isolate the daily tourism from commuter traffic and residential tourist traffic, the daily tourism was systematically estimated.” The result of the measurements remained a hypothesis within a model. “However, it took a long time to process this data,” said Monballyu, “and roadworks and diversions often distorted the picture.”

Concrete information Westtoer was looking for a way to achieve fast monitoring, with a more accurate and up-to-date result. In cooperation with Proximus, the company set up a pilot project based on the analysis of mobile phone data to continually estimate the daily flow of tourists to the coast. Magda Monballyu: “Of course we always work with aggregated and anonymized data. The information on the Better promotion Brussels is one of the most popular tourist destinations in our country, with every year around 5.1 million daily tourists and 1.5 million residential tourists. Tourism in Brussels is worth almost 1 billion euros annually. The capital city is promoted as a destination by “Our objective is to attract more visitors to Brussels,” says Frédéric Cornet, Research & Development Manager at “We want to improve promotion of the city, be able to measure the success of events and provide better support to our business partners. To do this, we fi rst need to gain insight into the visitors. What we want to know is very simple: what do visitors come to Brussels for?” Mapping this is easier said than done. It’s always busy in Brussels. 1.2 million people live in the region. And 350,000 people come to Brussels from outside the


region to work every day. “There are various ways of measuring tourist activity,” said Cornet. “You can conduct a survey. This generates a lot of good information, but it is also labor-intensive and expensive. You can study social-media heat maps but that doesn’t always provide useful information. Most tourists tweet from Central Station, but that doesn’t mean that the location is a top tourist spot.”

Useful policy information Use of mobile location services offered a solution. Proximus and launched a project to analyze mobile phone data at 10 tourist locations in Brussels, such as the Grand Place or the Atomium. Of course, the analysis is carried out completely anonymously here too and Proximus only provides aggregated information to Cornet: “The project allows us to count the number of national and international visitors at the 10 locations, without

June 2015

TOERISME VLAANDEREN Proximus customers observed formed the basis for an extrapolation to the total number present. Through analysis of the call locations, we could also obtain information on where people probably live – or, in the case of foreigners, their nationality.” At a macro level, the existing measurements by Westtoer and the Proximus analysis appear similar. There was only around 1% between the figures. “At the municipal level, further work needs to be carried out to refine the analysis on the basis of the network data. In the future we may continue to use the two methods side by side, in order to further improve our insight into daily tourism and residential tourism, and therefore provide concrete information to government departments, municipal authorities, event organizers and other stakeholders on the coast.”

counting the functional traffic – residents and people who work in Brussels.” Now also knows how long a visit to the location lasts on average and where visitors stay. “It’s been a highly educational project,” said Cornet. “The reports contain very important information for various stakeholders, including the city itself, but also event organizers.” The information should allow Brussels to better manage the stream of tourists, so that the visitors can be spread better across the different hotspots. Event organizers can use the analysis to improve their services. When they have access to correct visitor numbers, they can provide the necessary facilities, such as catering and sanitary provisions, in the right locations.

Measuring effects Toerisme Vlaanderen aims to put Flanders (and Brussels) on the map as a top tourist location by 2020. The organization develops the destination, creates worldwide promotion and wishes to make a holiday in Flanders possible for everyone. The economic impact of tourism is important for the region. The tourist sector in Flanders provides 235,000 jobs. But, of course, this isn’t the only factor. “The period between 2014 and 2018 also has a high symbolic value,” says Vicky Steylaerts, Researcher at Toerisme Vlaanderen. “We have adapted our communication to fit around the commemoration of the First World War in the various markets.” Partly to measure the effect of this communication – and the success of the events in general – Toerisme Vlaanderen and Proximus launched a project centered around the monitoring of eight events. Proximus started a process based on the analysis of mobile phone data. Steylaerts: “That way we were able to know from which municipalities the visitors to the events came. For international tourists, we only know the nationality. We obtained an insight into the time they spent at the location and where they went next.” The measurement during the pontoon bridge event in Antwerp showed that a total of 81,433 unique visitors visited the bridge, not including the residents of the area in which the event took place. Toerisme Vlaanderen also counted 4,000 more international visitors at the event than on an ordinary weekend.

Unique monitoring of public events The figures provided further insight. “It’s useful both for us and for the city to know how many people were there and where they came from,” Steylaerts continued. “They are figures that will help us to adjust our marketing campaigns abroad in the longer term.” In this particular case, use of mobile location services offered a unique way to carry out monitoring of the audience at a major public event. “The advantage is that you have access to the correct figures almost immediately. This showed, for example, that the organizers had underestimated the number of visitors to the events in almost every case.”

Business benefits • Collect quick, concrete, up-to-date information • Insight into visitor data, useful for carrying out promotional work and improving services

More info Go to or contact your account manager.


IN TEAM | Pierre Loverius, Elia CIO, keeps know-how firmly in house

No yes-men,

challenges galore There is never any shortage of electrical energy in the air at the IT department of high-voltage grid administrator Elia. Little wonder you might say, given the complexity of managing 400 interlinked applications and the – not so unimaginable – risk of the entire country ending up in the dark. Luckily, CIO Pierre Loverius has a competent team to bank on.

Pierre Loverius, Bachelor of Business Administration and IT, started his career in the banking sector. Following an opportunity in New York, he established himself as an IT contractor, focusing on networking and product development. Before long he was working as a consultant. After 20 years as a self-employed contractor, Pierre Loverius joined Elia as CIO in 2007.


June 2015


s manager of the Belgian high-voltage grid, Elia’s job is to transport electricity from producers to distributors via 800 high-voltage substations. In that respect, Elia has to keep a close eye on the precarious balance between production and consumption, a task, which in view of the increase in renewable energy coming on stream – and, hence, the greater decentralization of production – is not getting any easier. Up and until last winter, citizens had always been blissfully unaware of these juggling acts but, the so-called switch-off plans, have brought reality home.

Knowledge in our own hands IT has a determining role to play in management tasks like these. At the head of the IT department is a man who knows a thing or two about IT. He originally came into contact with Electrabel Transport within the framework of a consultancy contract back in 2001. And he ended up staying there, even after it became Elia. In 2007, he was appointed as CIO. Pierre Loverius: “The job description of my position has changed dramatically over the years. Initially, it was all about getting the hang of our own IT. A lot was outsourced and we were far too reliant on third parties. But thanks to the necessary recruitment, that storm has now been weathered. Paradoxically, we now find ourselves in a comparable situation since we took over the German high-voltage grid from 50Hertz Transmission back in 2010: they too seem far too dependent on third parties. We want to gain control of that in-house knowledge again.” Synergy A few months ago, a central IT department that covers both Belgium and Germany was set up. “This has generated major synergies, among other matters via a common end-user device team and a server team. At this moment in time, I am still managing the entire IT department

for both countries; soon I will be heading up this central cell only. What can be done locally, will be kept local.” Elia’s IT strategy focuses on in-house know-how. “In Belgium, we have some 60 IT people on the payroll and we avail of the services of some 140 recurrent body shoppers; our own staff direct the body shoppers when the workload reaches fever pitch, otherwise it gets outsourced. We do not want to be at the mercy of outsiders.”

Freedom has its challenges Recruiting competent people is one thing; holding on to them tends to be quite a different matter. “Once people have earned my trust, I have no problems delegating. I conduct follow-up meetings with newcomers once a week. I only set them loose once I feel that they are coping and everything is fine. I am not just looking for brilliant techies; they must also be able to manage people.” Loverius has no time for sheep. “I am not looking for yes-men. Anyone can question my decisions and I will never try to throw my weight around. That is appreciated, I think. My staff have complete freedom but I make it my business to challenge them on a regular basis.” That strategy has led to success. “We are in control of what we do and have all the know-how in house. In many other businesses that know-how is dispersed because far too much is outsourced. Outsourcing is fine as long as your IT is straightforward and your modules operate independently. Since 2007, our IT costs have hardly risen at all. I am proud of the fact that we have managed to attain that degree of autonomy at Elia.”

About Elia Elia, which came into existence after the liberalization of the energy market, has the monopoly on managing the Belgian high-voltage grid (800 substations and 8,000 km worth of lines and underground cables). Elia employs 1,200 people at 10 administrative sites across Belgium. In 2010, Elia acquired the German company 50Herz Transmission. At this moment in time, Elia ranks in the top five of transmission system operators in Europe.


Erik Hemeleers is an industrial electronics engineer (telecommunications). After nine years in the pharmaceutical sector, Erik Hemeleers moved to ING in 1998. He heads up the Service Management Workplace Services Team.

About ING Belgium ING Belgium NV offers a wide range of financial products and services to all customer segments via the distribution channel of their choice. ING Belgium NV is a subsidiary of ING Bank NV which serves 33 million private, business and institutional clients in more than 40 countries across the world.


“Some people will use larger data volumes than others. But, in a bundle, heavy and light users tend to balance each other out.”

June 2015

IN PRACTICE | Staff at ING Belgium share mobile data bundle

Sharing is caring The staff at ING Belgium share mobile data bundles for their smartphones and tablets, both at home and abroad. This approach has simplified fleet management and makes for efficient cost control.

Business benefits • Straightforward and efficient cost control • Straightforward management at fleet level • No need to allocate personal data volumes: heavy users and sporadic users balance each other out


or many ING employees, mobility is essential as they have clients and partners to visit, various branches to call at, etc. When it comes to mobile telephony, bring your own device is now the rule at ING. Staff use their own mobile devices while ING takes care of connectivity. Some 7,500 mobile numbers are being used by the roughly 8,800 strong workforce at ING Belgium alone. Smartphones make up 70% of the fleet. “Mobile access to e-mail and internet is a must for quite a number of profiles,” says Erik Hemeleers, Head of Service Management Workplace Services at ING Belgium. “In practice, it would not be practicable to check the data usage of every member of staff individually and to adjust it where necessary.”

Data usage balances out For that reason, ING Belgium opted for a shared solution. In concrete terms, we are talking about a mobile data bundle of 2,000 GB for national use. “The major advantage of this approach is that we can manage data usage at fleet level,” Hemeleers explained. “People using mobile e-mail, Internet or apps are allocated the necessary volume from the bundle.” ING Belgium bases these data allowances on an average data usage. Considered individually, not every employee’s usage is in line with that average but, in practice, the bundle seems to cover the requirements of the group as a whole. “It stands to reason that some people will use larger volumes than others. If you allocate a specific data volume to every member of staff individually, chances are that some people will run out while others will never use up their quota. If you opt for a bundle,

however, heavy and light users balance each other out.” Even then, ING Belgium can still monitor individual usage. “Monthly reporting means that excessive data usage does not go unnoticed and that we can still take action, where necessary.”

Abroad too ING Belgium also has some 500 active roaming users amongst its staff. These are people who travel abroad on a regular basis, be it for business or in a private capacity. For these users, ING Belgium has organized a shared roaming bundle of 40 GB. “Here too, the same principle applies,” said Hemeleers. “Access to the bundle will depend on the employee’s position. Some profiles spend a considerable amount of time abroad and need to be contactable by e-mail and have access to certain apps.” Via the bundle, ING can offer them that easy access. At the same time, roaming charges are kept under tight control while ING keeps the management of the access to roaming very simple. “In these cases too, matters would be a whole lot more complicated if we were to allocate a separate roaming volume to every member of staff individually. Not only does a bundle give us a clear and predictable picture of the costs, but it also allows us to manage these costs at fleet level in a straightforward manner.”

More info Contact your account manager.


TALKING HEADS | 7 questions for Guy Lucq, CIO and Partner, Deloitte

Guy Lucq

“Anyone who is loyal to a brand on principle places himself in a dependent position, and that’s never a good thing.”

CIO and Partner Deloitte What is your biggest professional achievement? I’m proud that I’ve already achieved a great many major transformations in an employee-friendly way. And I’ve always taken account of the corporate culture in doing so.

Who would you like to sit next to on a plane and what would you like to ask him or her? Nelson Mandela. He was an anti-apartheid activist, was imprisoned for a very long time and ultimately, as president of the Republic of South Africa, he became a national hero. I would like to ask his advice about tomorrow’s world.

What don’t your staff know about you?

Personal Guy Lucq calls himself a ‘change agent’ who is constantly looking for the positive

You can’t last a day without…?

impact of change. His preferred way of relaxing

Air, in every sense of the word. The problem is that we often go too fast at things and run out of breath. You need fresh air from time to time. That’s why I regularly take my teams outside to face nature and themselves.

is a philosophical discussion over a good glass of wine. Career In 1989, he began as Supply Chain Manager with Unilever. After that, he became their IT Director in Belgium, and then Program Director and, from 2005 onwards, CTO, Chief Architect Europe & Global Solutions. Since 2012 he has been CIO and Partner at Deloitte. Company Deloitte employs 200,000 professionals worldwide, in over 150 countries. For 2014, Deloitte Belgium is expecting net income of around 372 million euros, representing a growth of 4%. The services provided are: auditing, consulting, legal and financial advisory, risk management and tax services. Employees Three thousand people work at Deloitte Belgium in 11 locations. In 2017, the head office in Diegem is to move to Zaventem airport. Guy Lucq’s central IT team has around 65 employees and extra IT specialists who make specific applications work on most service lines.


I have quite a lot of contacts with artists and musicians. Most of them don’t know that I once played the piano at a decent amateur level. It’s diminished over time. But now I have a piano at home again.

Which (IT) book would you recommend to everyone? ‘Capital in the Twenty-First Century’ by Thomas Piketty, and ‘Les Identités Meurtrières’ by the Lebanese French-speaking writer Amin Maalouf. As a Lebanese Christian, he always seems to belong to a minority, wherever he is. He analyzes precisely what constitutes identity.

How do you see your role of CIO evolving over the next 20 years? The CIO is, above all, becoming a ‘chief innovation orchestrator’ and a ‘change agent’. Daily technological operations will increasingly be taken care of externally and routine tasks are moving, too. Above all, the CIO needs to act as a businessman, less as a technologist.

You can choose: your staff work from home or come to you in the office? I would replace working at home by mobile working, independent of time and place. We offer our employees a lot of freedom, the flexibility comes from both sides. We still need to be able to work together productively as a team. The office is becoming the ‘nerve center for moments that matter’.

June 2015

SOLUTION | One, single network for domestic and foreign branches ERMC



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Do you have foreign branches too, and are you looking for a safe and reliable network to connect all your locations? Choose your bandwidth, technology, etc., yourself for a customized network.

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International network à la carte


he Explore network from Proximus is a private network available throughout Belgium. It connects different business sites and employees with each other via a private network. Companies with a head office in Belgium can connect not only their Belgian branches, but also foreign business locations with each other. So you get one, single network. Collaborations have been set up for this purpose with various national and international partners like Telindus Telecom from Luxembourg, BICS, etc. The network is available virtually worldwide via various technologies.

Made to measure Explore International is not a ready-made product; it’s completely made to measure for each client. You send your requirements to your account manager, who puts together the ideal profile for your company. You can, among other things, choose the technology you prefer to work with (fiber optic, Ethernet, etc.) and the bandwidth you want (from 2 Mbps to 1 Gbps). Regardless of the connection you choose, your network is continuously protected from malware thanks to an integrated firewall in the cloud with filtering and monitoring of your data traffic. Thanks to redundant connections for backup, the safety of your data and (multimedia) applications is also guaranteed. With Explore the route to the cloud lies open, so that your employees can easily work from anywhere, nationally and internationally.

One point of contact You can contact your own account manager for all your commercial and operational questions about your international network. You can count on support via the helpdesk that can be reached 24/7, both in Belgium and from outside the country. Availability is guaranteed too via a solid SLA, in which you can choose between different levels of subscription.

Business benefits • International private network with secure access • One single point of contact (SPOC) for the entire network • Business continuity thanks to proactive monitoring • Cost-effective and flexible for easy addition of sites and upgrades

More info Contact your account manager.



‘InspireIT’ does what it should: inspire O

n Tuesday June 9, Proximus organized ‘InspireIT’ in the Aula Magna in Louvain-la-Neuve. In just one afternoon, some 450 visitors got a complete update on the newest IT and telecom solutions that Proximus and its strategic partners are offering. The event focused on five current topics: business continuity, efficient collaboration, motivated and productive employees, satisfied customers, and innovation & growth. These subjects were discussed in inspiring presentations and practical workshops on business challenges, new possibilities and customer testimonials. In the InspireZone filled with partner stands and demos, those present could meet other clients, suppliers and Proximus employees over lunch and a cocktail. In short, a successful and inspiring event! > See the photos and presentations at

Smart City Institute and Proximus become partners

Proximus joins Cisco’s Intercloud ecosystem



n 6 May the Smart City Institute presented Proximus as its new private partner during its annual event. The Smart City Institute (SCI) is part of the Management School of the University of Liège (HEC-ULg), among the activities of the Accenture Chair in Sustainable Strategy. The goal is to stimulate research, education, innovation and entrepreneurship on smart cities. In addition the institute gets the support of both public partners – the city of Liège – and private partners – Accenture, Belfius and now Proximus too.

Download the One app and read the digital version of this magazine. Go to the App Store, Google Play or


ogether with its business partners, Cisco is building the ‘Intercloud’: a worldwide network of clouds. Recently various cloud providers, including Proximus, have announced that they too will participate in Cisco’s Intercloud ecosystem. That brings the total number of cloud providers to more than 60, in over 50 countries. Via the Intercloud, Proximus will be able to offer a complete hybrid cloud solution that fulfills the needs of companies for performance, safety and flexibility in an even more targeted way. With the hybrid approach, the client himself determines the ratio between apps and data on his in-house servers or in the cloud, and between private and public. In addition he gets the guarantee that his data from the public portion of the cloud always stay on Belgian territory, at the Proximus datacenters.

June 2015

Digital billing better for the environment P

roximus wants to contribute to a healthy environment and lower CO2 emissions. So it’s helping its customers save the environment by choosing electronic billing. That can be done via three channels: Zoomit, Greenbill and Basware. Zoomit is a free service that makes all Proximus invoices available via e-banking and mobile banking. Greenbill sends Proximus Mobile invoices by e-mail, in pdf format. This service will also ultimately be available for all other Proximus invoices. For integrated solutions, Proximus collaborates with Basware. > Questions? Send an e-mail to

Find experienced Success at the 2015 talent via RetailDetail Congress Experience @work E

xperience@Work is a pioneering initiative from Proximus, KBC, AXA and HazelHeartwood. The aim is to makes use of the talents of older people in the labor market for as long and as effectively as possible. In practical terms, Experience@Work mobilizes skillful over-fifties and puts them to work in organizations that so request. So Experience@Work forms the link between organizations with a surplus of experienced profiles, organizations in need of extra experience and experienced staff who want to put their skills to good use. > In search of staff with relevant experience?


ogether with Cisco, Proximus took part in the RetailDetail Congress in Schelle on 23 April. With 660 participants, RetailDetail is the largest retail event in Belgium. Proximus explained how it can help enrich the shopping experience of customers, strengthen interaction between retailers and their customers, both in the store and online, and provide insight into the buying behavior of customers. The Proximus workshops on these topics attracted 100 interested parties.


TRIGGER | A day without a smartphone

“A smartphone and mobile internet, please”


get up and feel it right away: it’s going to be a great day. The sun is shining; the bike ride to the office goes smoothly; the workload is better than expected. This can’t go wrong. Until I’m distracted by an unfamiliar ring. It takes a second before I get it; I’m being called on my mobile. That’s not surprising in itself, except that I’ve traded my smartphone for the old phone of my wife, who needed something more advanced in this day and age. But at least I have a phone of sorts. ‘Unknown number’, I read on the old LCD screen. My contacts are of course in my smartphone and not on my SIM card. “Hello?” After a short silence a man’s voice asks hesitantly if I’m angry. Huh? It turns out to be Jeff, whom I usually greet very cheerfully by his first name when I pick up. Oh well.


No problem, just a slip-up, but the day is still going well. My first meeting. I’m right on time because Outlook alerted me promptly. Everything’s under control. Constructive discussions; short, concise meetings are possible too. No smartphone on hand, so I just walk back to my office. The Outlook popup for my next meeting is already there. I turn out to be eight minutes late already. The location? On the other side of the building. Right next to the room where I was just sitting. Management doesn’t really appreciate my 15-minute delay, I notice this on the basis of a biting comment. I mumble something about no smartphone today, but the damage is already done. Finally it’s noon. My wife calls. Fortunately I know that because I can just manage to recognize her number. Can I just answer an e-mail she sent me? At my private

address. A mailbox that I can only follow on my smartphone. After the bad meeting, my wife turns out to be not amused either. Once I’ve survived the workday, I hope I can clear my head during a pleasant dinner with friends. I leave without GPS. The way to the restaurant is no problem; I know the city like the back of my hand. Or at least I thought I did. Turn left at the next intersection, and left again at the next street. Suddenly the ‘first left’ seems much further. After left, left and an improvised right I’m completely lost. Half an hour late and more than a little hungry, I finally arrive at the restaurant. I’m greeted by two friends who have clearly already had more than one drink, and the restaurant owner too is ready to get the whole thing going right away. And what will it be for you, sir? “A smartphone and mobile internet, please,” I say.

June 2015

Dell recommends Windows.

Latitude 13 7000 Series 2-in-1

Green, light and universal Hesitating between a laptop and a tablet? No need. With the latest addition to the Dell collection, you get the best of both worlds. The lightweight Ultrabook™ with detachable 13-inch Tablet and Windows 8.1 Pro is one powerful device. No compromises: a dedicated keyboard, portable, the latest generation of processors and a full range of accessories. Whether at home, at work or on the road, the long battery life ensures you’ll never be caught by surprise. And, of course, the Latitude 13 7000 is safe and reliable. We’ve also built it to be sustainable: just like our other Dell products, we’ve kept the carbon footprint to a minimum..

Latitude 13 7000 Series 2-in-1 Weight: 1.6 kg Battery life: 11 hours More info at | 016 35 91 02

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Profile for Proximus

Proximus One • June 2015  

Business magazine for top ICT professionals

Proximus One • June 2015  

Business magazine for top ICT professionals