If a network vendor representative starts off with any of these three phrases — software-defined networking (SDN),bring-your-own-device (BYOD), or lower total cost of ownership (TCO) — I would ask them to leave and come back when they have done their homework on your business. Why? Because clearly they don’t know what your business does and aren’t prepared to help you improve revenue, add new clients, or delight current customers in The Age Of The Customer. The company is treating your team and infrastructure as just a number.
These phrases are all vendor-led marketing initiatives, not customer pain points. Fundamentally, networks should be more than packets delivering PowerPoint slides, connecting users to SAP, or enabling a voice call. Networks touch every part of the business and have significant impact on changing the way business can be done. And the business is expecting to get some business value of out the platform. Therefore you shouldn’t be ok getting a generic networking pitch. You are the customer —make them work for your dollars by making them demonstrate how they can help your business. If you work for a:
Since the original release of Windows 8 on October 26, 2012, the operating system has benefitted from two major updates — Windows 8.1 (in October, 2013) and the Update to Windows 8.1 (in April, 2014). With these updates, Microsoft sought to address a variety of user concerns and feedback, including some major revisions to the user interface. In the latest update, Microsoft has introduced some useful new features like the ability to right-click from the Start Screen:
We've just released a new report assessing the status of the Update to Windows 8.1 and what it means for enterprises. Whoa — hold on, you might say: Isn't Windows 7 the enterprise standard now? Does Windows 8.1 matter to the enterprise at all?
Indeed, Windows 7 remains the enterprise standard; most enterprises have only recently weaned themselves fully off of XP. But Windows 8.1 does matter in the enterprise, for several reasons:
Infrastructure buyers are interested in Windows 8.1 devices. In more than 50 recent inquiries with Forrester, clients asked about laptop replacement scenarios for Windows 8 devices. I&O pros tell Forrester that they like the idea of deploying replacement devices that are two-in-one laptop replacements — that is, devices used both for mobile tablet scenarios and then back at the desk with a mouse and a keyboard. 2-in-1 can conceivably save them money; rather than buying a laptop and a tablet, they like the idea of providing one device that can fill both purposes. They also cite manageability, the ability to domain-join the devices, legacy application compatibility, and other reasons for their interest.
A long list of European pure player retailers were put through a rigorous Shop Experience Audit by GfK to identify a short list of five players that six jury members evaluated. The short list of candidates included Net-a-Porter, ASOS, Amazon, Zalando and Yoox.
It's been a tough choice because all candidates are very strong players. But, we the jury persevered and evaluated the candidates based on innovation, customer engagement and consistent multitouchpoint presence. Here are the winners:
Winner Gold: ASOS. Jury Assessment: ASOS goes beyond purely generating sales. They work to be present at their customers’ moment of need at every stage in the customer life-cycle, including engaging customers so they come back again. Their content and communication is consistent, as is their presence across devices. They have strong growth from international sales and a multi country presence. They've also launched innovative features like the 'fashion finder' function and a pilot program for changing rooms at pick up points.
We know that cloud services and cloud platforms are here to stay and should be considered part of your overall IT portfolio but how much of that portfolio will these services occupy in your future? For most companies – and probably all enterprises - your future won’t be 100% cloud. And your business units and line employees have already ensured that it won’t be 0% cloud. So what’s the right number?
Answering this question isn’t as important as understanding how to prepare your organization for the percentage to be higher than you think it will be – that’s where you should be prioritizing.
On July 9th and 14th, I will be conducting a two-part webinar series for Forrester clients on The Future of Cloud Computing that will help you better understand how this market is moving, how your application portfolio is evolving and what you should be doing about it.
The research behind this webinar series comes primarily from three recent Forrester reports that are recommended reading for those planning their Cloud Playbook. They are:
· The Public Cloud Market is in Hypergrowth – this report details the rate of cloud services adoption today and our forecast for cloud services between now and 2020. In this report, we discuss the factors affecting cloud service adoption and the patterns of use, which are key to understanding how your company is shifting to the cloud.
The Eyeo Festival took place in Minneapolis last week. I missed it. I missed it for a very good reason, which is that I just started a new job as a Principal Analyst at Forrester Research. But I still followed from afar, wishing I could hear firsthand about some of the fantastic projects and ideas that get presented there (and I’ll certainly check out the videos as they get posted).
What is the Eyeo Festival, you might be wondering? It’s a small annual conference that “brings together creative coders, data designers, and creators working at the intersection of data, art, and technology for inspiring talks, workshops, labs, and events.” I’ve been to two out of the four conferences and have come away both times incredibly inspired and impressed. This is not just big data. This is big, beautiful, informative data. The coders, designers, and creators both at Eyeo and elsewhere provide living proof that big (and small) data doesn’t have to be ugly, messy, or impossible to understand.
It can have an emotional impact and make a point like this project by Kim Rees and Periscopic, which uses mortality data from the World Health Organization to estimate the number of years lost to gun deaths in 2013 alone.
When I was 10 years old, I heard my father and my Uncle Bob talking about the car they’d most like to own. Noticing me, Uncle Bob asked, “How about you, Harley? What car do you want to drive when you grow up?”
I immediately answered, “A Mercedes!”
My father’s eyes widened as Uncle Bob replied, “You have excellent taste.”
Forty years later, Mercedes-Benz still symbolizes “excellent taste” for me and millions of other people around the globe. It’s not just about high quality: The Mercedes brand sets a standard of comparison; it’s shorthand for “great experience” and “luxury.”
And that’s why we’re so excited that Stephen Cannon, the president and CEO of Mercedes-Benz USA, is our lead-off industry speaker at Forrester’s Forum For Customer Experience Professionals East next week in New York. Cannon is just perfect as the keynote address for an event with the theme “Good Is Not Good Enough” — because for Mercedes-Benz, just being “good” would be a serious disappointment.
As we approach the event, Stephen was nice enough to answer some of our questions about the Mercedes-Benz customer experience. Check out what he has to say — and I hope we both see you out in the audience next week at the New York Hilton.
Q: When did your company first begin focusing on customer experience? Why?
Don’t you hate when a company advertises a product but fails to make it easy to find and buy?
Mad Men’s Don Draper, who, in the 1960’s could have been as likely to work in insurance as advertising (but the story would have been not nearly so interesting), would have a field day with the findings from Forrester’s just published report, “The Next Act For Usage-Based Car Insurance”, the first in a four-report series addressing the UBI landscape in the US, Canada,and Europe and the future of UBI.
Smart devices, smartphones, and smart cars are converging to create what should be a smart insurance choice for safe drivers and their insurers. The report examines American consumer interest and adoption of usage-based car insurance and the obstacles to purchase, many of which point directly to insurance eBusiness failings.
When Forrester last looked at the UBI market in 2008 (then termed “Pay As You Drive” or PAYD), consumers couldn’t get it because of a big distribution problem: It was offered by few insurers in just a few states. A couple of months ago, we decided to see just what had changed over the past five or so years when it came to consumer interest and purchase. What did we learn?
There are more than a few loyalty-esque proverbs that float around marketing departments and boardrooms everywhere: "repeat customers spend more," "it costs five times more to acquire a customer than to retain a customer," "80% of your revenue is driven by 20% of your customer base." If you are reading this blog post, chances are that you have uttered at least one of these phrases at some point in your career. But, if you've ever tried to put your money where your mouth is, you also know that achieving true customer loyalty requires strategic alignment, deliberate planning, and financial and cultural commitments. Loyalty is both behavioral and emotional, and companies that really want to compete for their customers’ loyalty need an evolved approach that extends beyond the program.
To help you understand where your loyalty strategy stacks up, Forrester has developed new self-assessments that examine loyalty from two points of view: the business' and the member's:
Mobile messaging apps are super-hot, but it’s still early days for monetization. WeChat, the largest mobile social platform in China, has been focusing on building a large user base globally and maintaining stickiness by upgrading its functionalities constantly. With the strong support of Internet giant Tencent, monetization is not an urgent concern for WeChat yet, but it has paved the way for many monetization options.
There are three options that could work well in monetizing WeChat:
Mobile gaming. Online gaming is Tencent’s best strength and the primary source of its revenue, so it’s natural for the Internet giant to want to transfer that strength to mobile. For example, when Tencent launched its first WeChat game, the Candy Crush-like Tiantian Ai Xiaochu, it soon became the most downloaded game in the app store. In-app purchases in games will become an important money generator for WeChat.
Mobile commerce and payments. Selling products on the WeChat platform is not new; last year, local smartphone brand Xiaomi sold 150,000 units in 10 minutes on WeChat. But with the successful launch of the new WeChat Payment service and its cooperation with JD.com, China's second-largest eCommerce player, mobile commerce and payments will soon become scalable on WeChat.
In the past three weeks, I’ve been in Hong Kong and Taiwan; several things that happened while I was there led me to think about their competitiveness in the age of the customer.
I was in Hong Kong to moderate three panels at a CIO summit. During a break, I chatted with a Singaporean CIO who’s been working in Hong Kong for 15 years but is thinking about moving back. We discussed the recent criticisms of mainland Chinese who allow their small children to pee by the curb of main thoroughfares. Hong Kong media and residents have been quick to criticize mainland parents without listening to their explanations that the city doesn’t have enough public toilets and that there are long queues at every shopping mall — hardly a surprise given that Hong Kong attracts more than 100 million visitors from mainland China each year.
Yesterday, I read that Hong Kong’s chief executive is considering limiting the number of mainland visitors to address local residents’ complaints. I wonder what impact passing such a bill would have on the city’s retail revenue growth, employment rate, commercial property prices, attractiveness towards global investment — even its economic freedom index ranking. As my CIO friend asked me: “Imagine what would happen if, for just one day, no mainland tourists came to Hong Kong. What impact would that have on Hong Kong’s retail, property, and financial markets?” I had no answer for that.
On to Taiwan: I was just in Taipei for a couple of days on business. I go to Taipei at least once a year, but this is the first time I’ve gotten the impression that Taiwan is really losing its attractiveness, despite the fact that I really love the city’s culture and food.