We are about to kickoff our next Forrester Wave on web content security. The inclusion criteria for vendor prequalification will be sent out within the next two weeks. We will be focusing on both traditional web gateways as well as the hybrid and SaaS delivery models. What does this mean for you?
Vendors: If you feel that your solution applies to this Wave, please contact us and let us know that you'd like to be sent the prequalification survey. We will be limiting the number of vendors participating in this evaluation.
Enterprises: If you would like to provide us feedback on your experience with web content security solutions and vendors, we would love to hear from you. We plan to leverage your feedback for evaluation criteria as well as score weighting.
Please contact Kelley Mak (kmak at forrester.com) if you are interested in participating. We expect this Wave will publish in the Spring of 2014. (Fine print: This is a publication estimate and this date is subject to change.)
Hadoop’s momentum is unstoppable as its open source roots grow wildly into enterprises. Its refreshingly unique approach to data management is transforming how companies store, process, analyze, and share big data. Forrester believes that Hadoop will become must-have infrastructure for large enterprises. If you have lots of data, there is a sweet spot for Hadoop in your organization. Here are five reasons firms should adopt Hadoop today:
Build a data lake with the Hadoop file system (HDFS). Firms leave potentially valuable data on the cutting-room floor. A core component of Hadoop is its distributed file system, which can store huge files and many files to scale linearly across three, 10, or 1,000 commodity nodes. Firms can use Hadoop data lakes to break down data silos across the enterprise and commingle data from CRM, ERP, clickstreams, system logs, mobile GPS, and just about any other structured or unstructured data that might contain previously undiscovered insights. Why limit yourself to wading in multiple kiddie pools when you can dive for treasure chests at the bottom of the data lake?
Enjoy cheap, quick processing with MapReduce. You’ve poured all of your data into the lake — now you have to process it. Hadoop MapReduce is a distributed data processing framework that brings the processing to the data in a highly parallel fashion to process and analyze data. Instead of serially reading data from files, MapReduce pushes the processing out to the individual Hadoop nodes where the data resides. The result: Large amounts of data can be processed in parallel in minutes or hours rather than in days. Now you know why Hadoop’s origins stem from monstrous data processing use cases at Google and Yahoo.
The bank I mainly use for my daily banking needs does not offer that many examples of great customer experiences. The two reasons why my family continues to use that bank are the high number of ATMs in the area where we live and a very customer-oriented branch advisor. Our most recent interaction with that bank (but not with that advisor) delivered yet another example of “great” customer service across channels, an experience that will likely cause us to look for a new bank. The chances that this yet-to-be-determined bank can offer better cross-channel capabilities at least at some point in the future are not bad at all: Many financial services firms are evolving beyond using just a single channel to get in touch with their customers (see the figure below).
AirWatch held its EMEA AirWatch Connect customer event in London recently. The event underlined that AirWatch, at the tender age of 10, has become one of the leading global providers of enterprise mobility services. My key takeaways from the event are that:
Secure collaboration forms the center of the connected business. Business productivity and innovation benefit significantly from a workforce that is empowered by mobility. AirWatch has one of the most comprehensive enterprise mobility portfolios in the market to support this drive. AirWatch can play a central role for any organization that is transforming into a connected business.
An integrated platform approach to enterprise mobility has a clear advantage. AirWatch pursues a Lego-block approach, bringing together solutions for email, browser, containerization, content locker, and, of course, device and app management. By building its solution as one platform, customers gain the flexibility of a Lego-style deployment — they can pick only those blocks that they require while ensuring the integration and flexibility of the overall solution.
Building a business case for enterprise mobility must include soft factors. Managers who build ROIs for enterprise mobility solutions usually focus on hard KPIs that support existing ways of doing business. However, this “hard ROI” approach really only compares the present with the past. In reality, it is often the soft KPIs, like new ways of doing business, that matter more. Ultimately, mobility is crucial for greater operational flexibility and business transformation. Both are at the heart of long-term business success.
Digital will become the backbone of your entire business strategy. More than half of eBusiness & Channel Strategy Professionals we speak with agree, yet a mere 20% have mastered yesterday’s basics, such as a seamless handoff between channels. And as Paul Barker, Senior Vice President and Chief Digital Officer, Hallmark Digital, Hallmark Cards notes: “Today, digital has to be a part of everything we do at Hallmark. Digital is a part of product, retail, marketing, in store, and of course on the web and on devices.”
Q. When did your company first start getting serious about digital business?
Hallmark launched its web site in 1997 as an ecommerce site and also free e cards. We wanted to avoid retail trade conflict so we experimented with selling products and solutions that were not available in our stores. That led to consumer confusion and an inability to scale. We then migrated Hallmark.com to mostly a marketing site, with very little commerce and free e cards. Later, we used Hallmark.com as a launching platform for new businesses such as fresh cut flowers, gifts, home décor and other new businesses. Today we have embraced an omnichannel strategy, blending our digital solutions with retail solutions for both our stores and our mass-retail partners. We also are pursuing more digital connecting business concepts as well as offering short- and long-form digital entertainment solutions.
To succeed in the age of the customer, IT leaders that that support “front-office” business processes cannot afford failed technology initiatives. In recent blogs, I have been sharing the results of a recent survey of practioners to define and quantify the best practices for CRM success.
Working in partnership with CustomerThink, Forrester collected opinions from more than 600 individuals who had been involved in a CRM technology project as a business professional in sales, marketing, customer service, or IT. Previously, I reported that our data show that CRM technology deployments require a balanced and multifaceted approach that addresses four critical fundamentals: process, people, strategy, and technology.
Notwithstanding the relative maturity of the CRM solutions available on the market today, more than one-third (35%) business and IT professionals that we surveyed report specific technology snares that you must navigate around.
The top technology challenges to implementing a CRM solution include difficulties in consolidating customer data (45%); lack of the skill sets required to implement and support the solution (45%); poor usability of the CRM solution (34%); system performance shortfalls (32%); perceived functional deficiencies in vendor solutions (29%); and integration challenges (25%). These can become key roadblocks to the effective use of CRM solutions to achieve better business outcomes.
A customer experience ecosystem map is a visual technique that connects end-to-end customer processes to the ecosystem of employees, partners, capabilities, processes, technology, information, and interfaces involved in delivering the experiences. Without these maps, companies regularly perform blind-man-and-the elephant exercises in which different silos of an organization see only parts of the customer’s experience related to their own jobs. A customer experience ecosystem map breaks down this tunnel vision to help systematically improve or redesign experiences to deliver value.
Customer experience ecosystem maps are evolved from service blueprints, which experience designers have used since at least the mid-80s. They essentially start with a customer journey map that depicts the experience a customer has in a scenario that describes the context and the outcome the customer seeks to achieve. But it doesn’t stop there. It continues to map the value stream responsible for delivering the experience.
Why bother with this exercise? Here are eight reasons:
Let’s step back to January 2007. Do you remember what your job was at that time? I was already an industry analyst covering mobility, and at that time, the space was less fascinating to cover. Back in January 2007, Google had acquired YouTube for $1.65 billion only a couple of months before. Android did not exist. The iPhone did not exist. Twitter did not exist. Facebook was only a couple of months old as an open public website. Nokia had a market valuation of around $120 billion, and its share of the global smartphone market was above 45%. BlackBerry – then the leader in enterprise mobility solutions – had initiated a move in the consumer space with the BlackBerry Pearl.
Less than seven years later, Google has activated more than 1 billion Android devices, and Apple will soon pass the 700 million iOS devices mark. YouTube now has more than one billion users globally and generates 40% of its traffic from mobile devices. Facebook has 1.2 billion users and generates 41% of its ad revenues from smartphones and tablets (it could even reach 50% in Q3 2013; Facebook discloses its financial results on October 30). Twitter has more than 230 million users and generates more than 70% of its revenue via mobile.
For one thing, if you’ve ever been to London City Airport, it’s an experience that’s far superior to what you’ll get at bigger and better-known airports that I won’t name.* So even though I like to think that I know a bit about customer experience, Declan clearly has something special going on.
For another thing, Declan is charming. Taken together, that combination of content and presentation is, well, intimidating for your humble forum host.
In the run-up to the event, Declan took the time to write some great detailed answers to our questions about what he’s been doing, how his efforts have evolved, and what advice he’d give to others on the journey to customer experience maturity.
I hope you enjoy his answers, and I look forward to seeing many of you in London on November 19th and 20th!
Q. When did London City Airport first begin focusing on customer experience? Why?
A. London City Airport (LCY) has been focused on customer experience since its doors opened in 1987 — it’s a niche player, serving the travel needs of the business communities of Canary Wharf and the City and the political establishment of Westminster, and our passengers expect a consistent, best-in-class experience.
“Happy employees make happy customers” or so the saying goes. Employee satisfaction and engagement are correlated to business outcomes. Finding the right employees, providing them the tools they need to do their jobs, keeping the good ones happy, and keeping them around is the job of the whole organization – even the CIO. Yet employees report significant dissatisfaction with the technology provided to them at work: the technology expectations gap. And that gap is more pronounced in Europe than elsewhere.