All Forrester S&R analysts consider the security and privacy implications of how today’s digital businesses collect, store, use, and transmit sensitive data about their customers, but Enza Iannopollo has made it her mission to understand these implications in detail. Her research focuses on the impact of Internet regulations and data privacy issues on digital business models, as well as the technologies that underpin them. Her research coverage also includes privacy implications in the context of cloud computing, analytics, and the Internet of Things. When you get a chance, please schedule an inquiry with Enza and ask her if privacy is dead.
Customers are increasingly leveraging chat. But its difficult to determine what chat vendor solution to use as the market is crowded and chat vendors offer a breadth and depth of capabilities. Forrester groups chat vendors into 5 broad categories based on how their customers use these technologies. They are:
Standalone Chat Vendors. These vendors provide full-featured chat solutions that are easy to deploy and can support to small to midsize chat teams, but rarely are used by large teams. They tend to be purchased by eBusiness, and eCommerce organizations.Representative vendors for this category include Netop, Olark, and Velaro.
Online engagement vendors. These vendors provide proactive and personalized customer interactions. Some use sophisticated proactive rules engines, while others use predictive analytics to target visitors and customers with offers, multimedia content, and chat invitations optimized for whatever device the visitor is using or to predict intent to optimize customer journeys. In these scenarios, chat aims to increase sales conversion, support customers in pre- and post-purchase scenarios, and increases customer satisfaction and brand loyalty.Representative vendors for this category include /7, LivePerson, BoldChat by LogMeIn, Needle, and TouchCommerce.
Customers today simply want efficient, effortless service, and are increasingly using chat as a way to get to the information that they are seeking. Chat usage rates have risen in the past three years — from 38% in 2009 to 43% in 2012 to 58% in 2014. We find that all demographics - young and old - are comfortable with chat. Chat can cost less than a voice call, especially for organizations that allow their agents to handle multiple chat sessions simultaneously. Its no wonder that there are hundreds of case studies that showcase the power of chat.
The chat vendor landscape is crowded, and recently I profiled the capabililties of 21 vendors. Because of the wealth of vendors in this space, you have to be clear about your chat strategy, and your core requirements. Here are 5 questions to help you articulate your goals for chat.
The US health insurance industry is in the midst of a tectonic shift. Since federal legislation mandated health coverage for all US citizens, health insurers have been pivoting away from pure B2B models to reinvent themselves as B2C services – and they’ve been responding to the demands of a new target group: consumers who purchase their own health insurance.
Earlier this year, we published a blog post detailing the channels customers use when purchasing health insurance. But mapping customers’ physical interactions with a company is only part of the story – understanding their emotional evolution is just as important. According to Forrester’s Consumer Technographics® data, a mere 50% of consumers who purchase their own health insurance feel that the brand puts them first; others believe health insurers do what’s best for their own bottom line at the expense of customers. The former are not only emotionally satisfied, they are also loyal to their current health insurer and willing to spend on additional products and services:
Last year, Michael Facemire and Rowan Curran published a report entitled A Benchmark To Drive Mobile Test Quality. As a result of being the new guy on the team, I was asked to give that particular report a refresh. I scheduled a series of interviews and updated the report. It’s on its way into the editing process; I’ll post an entry here when it’s published.
Much of the report is targeted at QA and mobile app testing; there are some pretty interesting stories in the report that talk about how development organizations are integrating more sophisticated testing strategies into their continuous delivery pipelines. Mobile app testing has always been an interest of mine and working on that report allowed me to dig even deeper into the topic. What I learned is that there are a lot of new tools available to Application Development and Delivery professionals that allow them to more easily deliver higher quality, more thoroughly tested mobile apps.
As a result of that work, we’ve decided that I’ll continue to do research and write on that topic. I’ll soon begin work on an update to the existing Market Overview: Mobile App Testing report. Next, Diego Lo Giudice and I will begin work on a Forrester Wave on the topic. Stay tuned, I’ll post here when I have more solid delivery timelines for the reports.
When I published the Market Overview: Real-Time Interaction Management back in May, I highlighted more than 100 vendors that provide real-time interaction management (RTIM) solutions or solution components. I outlined in that report how enterprise marketing technology vendors address – to varying degrees – all five RTIM requirements: customer recognition, contextual understanding, decision arbitration, offer orchestration, and measurement and optimization. My Brief: Demystifying Real-Time Interaction Management provides further details and defines RTIM as enterprise marketing technology that delivers contextually relevant experiences, value, and utility at the appropriate moment in the customer life cycle via preferred customer touchpoints.
I’m now pleased to announce the publication of The Forrester Wave™: Real-Time Interaction Management, Q3 2015, which provides a detailed evaluation of eleven enterprise marketing technology vendors in terms of their RTIM solution capabilities. This 35-criteria evaluation includes a diverse group of vendors that address a broad range of RTIM capabilities: Adobe, Experian, IBM, Infor, Oracle, Pegasystems, Pitney Bowes, Salesforce, SAS Institute, SmartFocus, and Teradata.
Unless you're in a regulated industry, or headquartered in the European Union, chances are that your privacy organization has been limited to one or two lawyers, and maybe a data security expert. This small group has probably been tasked with making sure the firm is in compliance with local laws, and with writing and managing onerous and impenetrable consumer-facing privacy policies. In other words, these teams have worked to keep the company out of legal trouble.
But data privacy, collection, and use practices are becoming more visible, to regulators, to media and ultimately to individuals. And as a result, firms need a different kind of privacy organization to meet the need for transparency head-on.
So tell us, has your privacy organization changed in the past few years? Are you staffing it with new skillsets? Creating more dotted lines to teams like marketing, product development, etc? Changing from a compliance-focused organization to one poised to capitalize on privacy as a market differentiator?
If so, my colleagues, Heidi Shey, Enza Iannopollo and I would love to hear from you for current research we're working on. Reply here, or email firstname.lastname@example.org, and THANKS!
Your customers are inundated with messages every day from friends or family, work colleagues, and marketers among others. Notifications from their banks, news organizations and fitness bands also land on their mobile phones. Let me show you the home screen of my iPhone.
A summary of my communication (or lack thereof) shows:
24,998 unread personal emails (okay, mostly from marketers)
4,937 unopened work emails
272 unopened SMS messages
45 unopened/read messages on WeChat (these are from marketers)
0 unread notifications from Facebook (and I average 23 per day)
0 unread notifications from Slack (and I average 87 per day)
I still use all of these communication channels, but I pay more attention to some of the channels than to others.
Here’s what is happening:
My email inbox has been overrun by emails I no longer read or want.
I continue to download new communication applications. Each time I do so, I am very selective about who I add into my new circle.
I pay most attention to those applications that offer value to me in the form of entertainment or as in the case of Slack, collaboration with a very small group of trusted colleagues. These messages are extremely relevant to me – and personal.
When I tell friends and family I’m researching the future of the digital store, they more often than not conjure up a certain image in their heads: robotic sales associates, augmented reality dressing rooms, holographic advertising displays, and maybe even hovercraft-friendly shopping malls (à la The Jetsons).
And while components of digital stores are absolutely in line with this flashy and quintessentially futuristic vision (Samsung’s virtual fitting room—equipped with 3-D cameras and depth perception software—can virtually drape an article of clothing over a shopper’s reflection, for example), here’s the thing: some of the most revolutionary digital store innovations are actually completely invisible to the customer. In other words, we may not always notice it happening around us, but digital store transformation isn’t some far-off ideal that retail executives are ruminating on from the sidelines. For leading retail organizations, the store of the future is already well underway.
In our new report The Future Of The Digital Store we tackle the role of technology in today's physical shopping experience. The report explores how stores are successfully utilizing digital technology to:
Even though Business Intelligence applications have been out there for decades lots of people still struggle with “how do I get started with BI”. I constantly deal with clients who mistakenly start their BI journey by selecting a BI platform or not thinking about the data architecture. I know it’s a HUGE oversimplification but in a nutshell here’s a simple roadmap (for a more complete roadmap please see the Roadmap document in Forrester BI Playbook) that will ensure that your BI strategy is aligned with your business strategy and you will hit the road running. The best way to start, IMHO, is from the performance management point of view:
Catalog your organization business units and departments
For each business unit /department ask questions about their business strategy and objectives
Then ask about what goals do they set for themselves in order achieve the objectives
Next ask what metrics and indicators do they use to track where they are against their goals and objectives. Good rule of thumb: no business area, department needs to track more than 20 to 30 metrics. More than that is unmanageable.
Then ask questions how they would like to slice/dice these metrics (by time period, by region, by business unit, by customer segment, etc)