Here in the US, we’re gearing up to celebrate July 4, the day that everyone knows signifies America’s independence. But most people don’t know that the 1776 congress didn’t actually declare American independence on July 4. This date didn’t mark the start or end of the American Revolution. America’s Declaration of Independence wasn't even written, signed, or delivered to Great Britain on July 4.
We celebrate July 4 in the name of tradition — and we defer to assumptions rather than unearthing the true story. But when we dive a level deeper and look beyond the surface, we gain new depths of insight. When it comes to understanding customers, it’s time to take a deeper look.
The role of emotion is one of these “unknowns” in consumer behavior: An incisive view into consumer behavior reveals that emotion is more powerful than commonly thought. More than a mood, emotion is a key driver of customer decisions, actions, and perceived experiences —and pervades each stage of the purchase life cycle. For example, Forrester’s Consumer Technographics® data shows that Etsy inspires extremely positive consumer sentiment before, during, and after making a purchase:
Gone are the days when the only signal a streetlight sent out was that it was time to go home on a summer evening. Many kids grew up with that rule. My mom had a cowbell, which was infinitely more embarrassing but likely more effective in calling us home. But times have changed. We now text our kids to get them home for dinner. And, street lights themselves would no longer deign to serve just that purpose.
Streetlights these days do provide light (and do that much more efficiently), but they just might be your source of Wi-Fi or of information on the weather, air quality, traffic, and parking availability, or might be the city’s source of information on you. They will also be a platform for new services that leverage all of the data the new light poles collect through their embedded sensors, or also a source of electricity to power digital signs through solar-energy. These new and improved streetlights are becoming increasingly popular as they demonstrate a clear cost-savings over their predecessors and promise the potential for revenue generation through new applications and services. That is a win-win for cities, citizens and the ecosystem of potential application and service providers out there.
When Sir Francis Bacon, coined the aphorism "Knowledge is power", he didn’t foresee a 21st century where technology and data science would more automatically and immediately turn knowledge into insight. Today, the phrase “Prediction is Power” may be more appropriate.
It’s finally here. That time of year when seemingly half of the federal workforce flees DC for a well-deserved vacation. It’s a magical time for those of us who stay behind: Less traffic shortens our commutes, the Starbuck’s and food truck lines are shorter, and fewer people at meetings means more decisions get made.
But the feds heading out for vacation are happy, too. They hope to return refreshed and re-energized. This year, I hope they will also come back inspired with new ideas for improving the federal customer experience (CX). To help them find that inspiration, I’ve put together this list of travel tips:
In scanning through my O’Reilly Data Newsletter today, I noticed A Healthy Dose of Data, an MIT Sloan case study on the data and analytics culture at Intermountain, a healthcare network that runs 22 hospitals and 185 clinics. The study is definitely worth the read. It reviews the history of data use at Intermountain, which began way before the “big data” craze of recent years. In fact, it was back in the 1950s that one of the Intermountain cardiologists, Homer Warner, began to explore clinical data to understand why some heart patients experienced better outcomes than others. He went on to become known as the “father of medical informatics – the use of computer programs to analyze patient data to determine treatment protocols,” and with colleagues designed and launched their first decision-support tool.
The case study goes on to describe how Intermountain has cultivated a strong data and analytics culture. Over time – Rome was not built in a day, as they say – they established data maturity across the organization by investing in the capacity (new tools and technologies), developing the competencies (new skills and processes) and finally spreading the culture (awareness, understanding and best practices) of data and analytics. Their analytical approach brought results – fewer surgical infections, more effective use of antibiotics, less time in intensive care etc – contributing to lower costs, better medical outcomes, and overall patient satisfaction.
Who are your priority customers, and how do you serve them? Classic brand and customer experience theory says to focus on the “best fit customer” to drive relevance, yet it is rare to find a case where pleasing only one customer type can help achieve your goals. Case in point: When I took this position at Forrester, I started flying . . . a lot. Yet my 25,000 miles in three months on a certain airline didn’t align with its preset qualification period, so I didn’t receive status, nor am I recognized in any way when I fly with this airline. That lack of recognition undermines loyalty, yet I’m precisely the type of customer whose loyalty it should be eager to gain.
This airline puts emphasis and resources into maintaining an improved experience for its defined priority customer — existing loyalty program members — and doesn’t consider the experience for attracting new customers like me into the fold. While it has a terrific app, the rest of its relatively generic flying experience (including Wi-Fi on only one of 10 flights I’ve taken) does little to motivate me, or any business traveler, to choose this airline over another brand.
When Portfolio Thinking Comes Into Play
It’s true that by trying to be all things to all people, you become nothing to anyone. Imagine Apple trying to appeal to both innovators and technology laggards or Southwest Airlines trying to cater to both bargain and luxury fliers. It doesn’t work. Good brands have the courage to stand for something.
Red Hat held its 2015 summit last week in Boston. One of the most important announcements was the general availability of version 3 of OpenShift. After my discussion with Jim Whitehurst, president and CEO of Red Hat, as well as other executives, partners and, clients, I believe that Red Hat has made a strategic move and is taking the lead in enterprise-class container solutions for hybrid cloud enablement. This is because:
Red Hat has an early-mover advantage in platform refactoring.OpenShift and Cloud Foundry, two major open source PaaS platforms, both started refactoring with container technology last year. The developers of Cloud Foundry are still working hard to complete the platform’s framework after implementing Diego, the rewrite of its runtime. But OpenShift has already completed its commercial release, with two major replacements around containers: It replaced Gears, its original homegrown container model, with Docker and replaced Broker, its old orchestration engine, with Kubernetes.
However, today's B2B environment is more complex, crowded, and competitive than it was in 2013. B2B buyers now insist on an "Amazon-like" customer experience with real-time interaction, extensive price and inventory transparency, and robust guided selling. B2B companies are still plagued by both internal and external channel conflict, which in many cases is impeding their forward progress with digital. And not only are offline companies moving online, but omnichannel competitors in adjacent categories and pure-play online sites are entering select markets as well.
It was against this backdrop that Peter and I evaluated several top B2B Commerce vendors. We found once again that hybris (an SAP company), IBM, Oracle Commerce, and Intershop led the pack. But this time around, Insite joined their ranks. NetSuite returned as a strong contender and was joined in that category by eBay Enterprise (Magento). New to both the B2B commerce space and our Wave evaluation is CloudCraze, a company offering eCommerce as a native application within the Salesforce environment.
As Peter Sheldon outlines in detail in his blog post:
We’re launching our quantitative research into digital business for 2015, and I’d like to capture your perspectives in this year’s study.
Last year we started a detailed research study into digital business and published numerous reports on our findings and insights for business executives. This year we have partnered with Odgers Berndtson to help field our digital business survey to business executives. And as we did last year, we’re also extending the survey to our clients and social media followers.
The survey only takes 10 to 15 minutes to complete … the perfect accompaniment to a cup of coffee or tea! (OK that may be a stretch … but you can easily complete it while enjoying a cuppa.)
“Once you scale beyond a couple contributors and teams, it gets messy.”
– Content marketing leader at Intel
That’s as succinct a summary as you’ll get for the pains of contemporary content marketing. Even as marketers flock to it, experienced practitioners know of content marketing’s side effect: An unmitigated mess, with lots of people producing piles of content all at the same time, all over the world.
Cue the Content Marketing Platform, or CMP. CMPs emerged to bring order to this cross-channel, cross-organizational, cross-brand, cross-geography, cross-everything content mess, by putting all the people working on content in to a common and shared space.
[Editorial note: Forrester publishes approx. 50-60 wave reports per year, or about one per week on average. Of those, only about a dozen each year are entirely new. This is one of the latter.]
The CMPs assessed in this report – Contently, DivvyHQ, Kapost, NewsCred, Oracle, Percolate, PublishThis, RebelMouse, and Skyword – can cite content marketing giants as part of their client list like: GE, Pepsi, Marriott, BlackRock, IBM, Dell, Diageo, Unilever, MasterCard, and Colgate-Palmolive. And they are picking up new ones relentlessly; as a group, they’re doubling software revenue year after year.
To pin down exactly what CMPs do, here is Forrester’s definition: