Deanna Laufer and I are collaborating on a new report on how to make the case for customer experience in B2B. And we'd love your inputs.
How will clients benefit from this report?
With longer sales cycles, fewer customer accounts, and an abundance of client roles and influencers, B2B companies are challenged in making the link between improving customer experience (CX) and financial results. But without this link, B2B companies will struggle to get adequate funding to sustain their CX programs over the long term. To help CX professionals at B2B companies overcome challenges to justifying their CX programs, this report will explore:
What do customer and business data CX pros need to collect to support their business cases?
Which are the right metrics for modeling the relationship between customer experience quality and business success?
How can CX pros apply their models to proactively improve business outcomes?
In 2014, TeliaSonera International Carrier (TSIC) engaged Forrester Consulting to help assess its activities around customer experience and build a road map for its burgeoning customer experience program. TSIC is an international provider of telecommunication services with headquarters in Stockholm and offices in 14 other countries. It has grown from being the largest IP network in Europe to one of the top two global carriers powered by the Internet backbone, as ranked by Internet performance analysts DYN.
I had a chance to sit down with Simon Dodsworth (SD), VP of voice and mobile; Rickard Bäcklin (RB), VP of brand and marketing; and Linda Bennet-Jansson (LBJ), CX manager, to discuss their relatively young customer experience (CX) program.
What is the mandate for the CX program at TSIC?
RB: It’s an important part of a longer journey. Back in 2011, we initiated a bold transformation project within TSIC. To redefine customer demands in the wholesale space, we looked beyond the internal club of network people, focusing on the future end users and the demands they would put on us in the carrier industry.
Software delivery leaders are under tremendous pressure to deliver faster and better software. As digital is having a ripple effect, the scope of improving software delivery processes and practices is just becoming pervasive in all industries and in many enterprises.
Agile development has been around for well over 10 years, DevOps is picking up where Agile left [I see it differently, the DevOps push is just giving more momentum to "Agile all the way through" journeys and bringing more agility to the last mile of the delivery processes too], and many organizations are still in the middle of an Agile transformation journey. So it's a good time to do another industry health check on Agile and therefore run our bi-annual Forrester Agile adoption survey for 2015.
Who should take the survey? Anyone who is currently on an Agile adoption journey, from beginners to advanced practicioners, from those going from small scale Agile adoption to large scale Agile adoption, who can share with us their company, division or team experience. More specifically
Software Product Vendors, System integrators and Consultants
End user companies in any vertical sector: automative, engineering, energy, finance, government, retail, media, etc.
Located in any geography (we are adding this new demographic data point this year)
Believe it or not, the first quarter of 2015 is officially complete. Between the snow accumulations (especially) in the Northeast, the subsequent melting process, and the ever-evolving social media landscape, we've been busy. One of my takeaways from the social world is that FOMO (fear of missing out) is alive and well across several audiences. Let me recap a few social highlights and share a bit more on my takeaways.
Snapchat carries a 15 billion dollar valuation and reportedly somewhere between 100 and 200 million active users. Is Snapchat for every brand? Most likely not, but it has a measure of appeal for a particular audience. This group doesn't want to miss out on anything and they also like things that are exclusive and momentary. That's probably the draw for Snapchat's massive Millennial audience.
Digital transformation is undeniably complex and often misunderstood. To look at why things go wrong for some firms, lets take a quick look at three high-profile examples of transformation - two failures and one new initiative. These highlight some common mistakes that senior executives make:
At Forrester’s recent annual Marketing Leadership Summit in Shanghai on March 25, I gave a presentation focusing on ways to build a contextual marketing engine and propel customers to the next best interaction. Key takeaways included:
Heavy mobile users in China are generating many new customer contexts. Heavy usage of mobile devices in China has changed the ways that people interact with enterprises. Today’s customers don’t just interface with brands via customer response, customer purchase, and customer services; more commonly, it happens outside of those campaigns. The context of all of those interactions determines whether a customer will engage — and, more importantly, transact — with the brand again.
Contextual interactions are changing marketing in China. Early adopters like Didi Taxi use contextual marketing from Day One and provide persistent incentives to engage with both providers and customers. Wanda Group, China’s leading business real estate company, acknowledges customer contextual interactions in its shopping malls across the nation and provides merchants with mobile moments to improve the effectiveness of their targeting.
Being the sports enthusiast that I am, I love this time of year. March Madness is in full swing and down to the Final Four. And what madness this year’s tournament has delivered so far. Exciting opening rounds, Sweet Sixteen and Elight Eight games. A decision here or there has decided great games, and amazing execution has followed. We’ve seen surprise after surprise of upsets of favored teams by the upstarts — all with the common goal of cutting down that net.
While surprises, upsets, and last-minute execution shifts may make for thrilling college basketball games and entertainment, they’re not part of a winning strategy for your market messaging and customer engagement, which drive the growth that your CEO expects.
In our discussions with CMOs and marketing leaders across industries and business models, we find that many senior marketing executives still struggle with bringing a disciplined approach to the creation and execution of messaging. Rather, we see messages developed in an ad hoc way to solve the need of the moment, giving little thought to alignment from the customer’s view across touchpoints.
As companies get serious about digital transformation, we see investments shifting toward extensible software platforms used to build and manage a differentiated customer experience. My colleague John McCarthy has an excellent slide describing what's happening:
Before, tech management spent most of its time and budget managing a set of monolithic enterprise applications and databases. With an addressable market of a finite number of networked PCs, spending on the front end was largely an afterthought.
Today, applications must scale to millions, if not billions of connected devices while retaining a rich and seamless user experience. Infrastructure, in turn, must flex to meet these new specs. Since complete overhauls of the back end are a nonstarter for large enterprises with 30-plus years of investments in mainframes and legacy server systems, new investments gear toward the intermediary software platforms that connect digital touchpoints with enterprise applications and transaction systems.
At Forrester, we’ve been working to quantify some of the most viable software categories that exemplify this shift. A shortlist below:
· API management solutions: US CAGR 2015-2020: 22%.
· Public cloud platforms: Global CAGR 2015-2020: 30%. (Note: We have a forecast update in the works that segments the market into subcategories.)
But saying CX is a priority is easy, making it actionable speaks volumes. Frankly, if your firm isn’t taking action to relentlessly pursue CX improvement, to become customer obsessed, you’re making a mistake.
Those actions give CIOs and their teams an incredible opportunity. Technology empowers your customers, members, clients, and buyers today. And your business leaders need you to expand beyond using technology to support or transform internal operations - what we call the IT agenda. Today, business leaders need your help to compete for customer loyalty. Today, business leaders need you and your teams to help them apply technology, systems,and process to win, serve, and retain customers- the business technology (BT) agenda.
Executing on the BT agenda gives you and your team the opportunity to make the biggest, most visible contribution to your firm I can think of - top line growth. Keep three things in mind as you strive to take advantage of this opportunity:
S&R pros, is there a Chief Data Officer (CDO) in your organization? Do you work with them? Previously, John and I wrote about the CDO role and how we believe that CDOs will help to drive security policy in the future because they can 1) directly tie business value to data assets, 2) have a deep understanding of data identity and purpose, and 3) possess a great incentive to protect the company’s data (it’s a strategic business asset after all!). Colleagues like Gene have also written about the CDO and the importance of the CDO in data management.
The emergence of this role now brings about more questions than answers, and we’d like to provide more in-depth analysis and clarity around this topic. What is a CDO, and what do they do exactly? Is this a temporary role, or a critical C-level position that is here to stay? Why should we even care about this CDO role? These and other questions are ones that a team of analysts from Forrester are exploring in upcoming joint research, and we’d love to hear from you if you are a CDO, currently work with one, or don’t feel there is a need for a CDO because there are other roles in your organization are responsible for data strategy. Some of the key themes we are looking into include:
The responsibilities of the CDO role
Where CDOs reside in firms’ organizational structure
How CDOs help their firms win, retain, and serve their customers