At my wedding reception (I will NOT be saying how many years ago), another couple and my husband and I took the dance floor when the cotton eyed joe began to play. I’ve actually seen it danced a few different ways but the way we danced it then involved a lot of going forwards and backwards, kicking and hopping to and fro in a circle as couples rather than traditional line dancing. How did we manage this dance in a very small circle with all the dress clothes including my poofy wedding dress (THAT probably dated me) to boot and still manage to laugh our way through it? Our partners made all the difference.
You are probably thinking – she just released the ITSM Implementation Service Providers Wave for North America a few weeks ago with a blog, why didn’t she bring up the partnership story then? Because picking the right partner for ITSM SaaS is just as important as picking an implementation service provider for success. Everyone knows that when you pick a SaaS provider, they are responsible for the delivery operations of that service. But I find clients who know very little about what the delivery capabilities are for the ITSM SaaS vendors and in the past we did not have a method of highlighting the differences between delivery capabilites. In the newly released Forrester Wave: ITSM SaaS Delivery Capabilities report, I take the 10 vendors we have classified as having an “established” client base in the Market Overview: IT Service Management SaaS Tools Update, 2014 report and applied 30 evaluation criteria to detail these differences.
(1) Rapidly improving their mobile services. Yes, this is now true of many banks around the world, but it's especially true in Australia. Following our reviews, CommBank announced updates to its app that would move the bank from 64 out of 100 to 69 out of 100, and up from 10th place globally, based on our reviews of 32 banks across 11 countries, to joint 6th. Westpac has already migrated 1.2 million customers to its new web based platform, which would move the bank from 62 to 77 out of 100, and 2nd place overall in our global reviews, up from 12th. These are dramatic positional swings in a very short period of time.
Pop Quiz: If your company has conquered North America and Western Europe and is now looking for the next big market, where should you go? The no-thinking, because it’s obvious, answer is of course China. But if you want low cost of entry and a rapid return on investment you might want to aim a bit further South - to Australia.
While it isn’t as big a market as China (or even India) and may have a higher cost of living, which can make establishing a beachhead there expensive, Australia has significant enough similarities to the western world — a well-educated populace, a high income citizenship and desire for new technologies and innovations — to make success here far easier. And if you are doing ROI calculations around this decision, it has a key advantage over its Asian peers: higher acceptance of cloud services.
The Wall Street Journal published an interesting article on Hilton’s plans to invest $550 million in technology solutions that will empower guests to use “smartphones to choose rooms, check in and even unlock doors.” From the customer’s perspective, such a system – if implemented properly – solves a number of problems: Ensuring the best available room choice (as with airline seat choosing apps); no more waiting in line just to check-in; no more lost (or demagnetized) hotel room key cards.
From Hilton’s perspective, the business benefits could be substantial: Driving loyalty and active preference for Hilton hotels; better customer satisfaction and customer experience scores; and up-sell to more services. For example, at check-in, promotions for room upgrades can be presented right on the user’s smartphone, potentially increasing the chance of acceptance.
Disney's MagicBand: A $1 Billion Technology Investment In Customer Experience
Yet it’s not just Hilton – nor just smartphones – at play here. Starwood is rolling out similar functionality in its apps for W Hotels and aloft. Other mobile solutions employ wearable technologies in “B2B2C” scenarios – i.e. instances in which the company provides the wearable tech to customers:
The following is an excerpt from The Mobile Mind Shift, Groundswell Press, 2014, pages 153-4. Click here for more on Forrester's mobile mind shift market imperative.
Steve Singh knows about the challenges of building technology platforms for great mobile moments. He learned them honestly by moving his entire company and its customers to a cloud technology platform.
Steve is CEO and co-founder of Concur Technologies. Concur helps businesses and government agencies manage their corporate travel bookings and expenses.
Concur’s technology platform, which Steve calls the Concur Travel and Expense Cloud, is designed for the demands of mobile moments: It supports applications that make it easy for travelers to focus on a few tasks and complete them quickly. Travel and expense (T&E) software is by its nature complex, but at Concur, the complexity remains behind the scenes in the servers, not in the user interface because busy travelers and business expense managers have no time to puzzle out complexity. To make this work, Concur invests 40% of its research and development budget in the applications and 60% in the cloud technology platform that provides the services.
The success of the strategy and technology platform is reflected in the rapid growth of his company, from a startup in 1993 to more than $540 million in revenues in 2013.
Concur’s cloud technology platform delivers four benefits.
First, because the Concur software running in the cloud is the same for every customer, developers working on it can fix problems continuously and roll out new services daily.
China faces a growing air pollution problem — one of the consequences of its significant economic growth over the past two decades. Surrounded by a large number of coal-burning factories in Hebei province, Beijing faces ever-worsening smog. To tackle this problem, city government has implemented new policies and laws, such as the Beijing Air Pollution Control Regulations, that provide guidance to technology vendors developing smog control solutions.
Optimized Energy Management Is The Key To Reducing Air Pollution
Beijing’s government is focusing on air quality monitoring and has invited tech vendors like Baidu, IZP Technologies, and Yonyou to develop solutions. The city wants to show the source of pollutants and how they will disperse across Beijing a couple of days in advance — but that doesn’t do anything to reduce the smog itself. Rather, the key to reducing air pollution is changing how China consumes energy. For example, the government could use big data analytics to:
Optimize factories’ energy consumption. Asset-intensive industries like steel, cement, and chemicals face challenges in analyzing the vast amounts of data generated by energy-monitoring sensors and devices. Tech vendors like Cisco and IBM could leverage their Internet of Things data analysis technology to help customers turn this data into actionable insights. For example, one steel factory in Hebei province is considering technology that identifies when an oxygen furnace is wasting energy because the temperature of the output smoke is too high.
CRM technologies are over two decades old. Companies first used them to provide “inside-out” efficiencies;operational efficiencies for sales, marketing and customer service organizations when interacting with customers. They aggregated customer data, analyzed that data, and automated workflows to optimize customer engagement processes. Companies could easily argue business benefits by measuring operational metrics like reducing marketing costs, increasing revenues from sales people, decreasing sale cycle times, better pipeline visibility, decreasing service resolution times and more.
Because of this quantifiable ROI, CRM became a must-have in large organizations. This strong demand prompted CRM vendors to tackle huge swaths of business problems, and fueled ongoing innovation and consolidation in the marketplace. Today, much of CRM technology is commoditized, and leading vendors offer competitive solutions, choke-full of features and functions, including deeply verticalized solutions.
Being successful at CRM today builds upon yesterday’s internal operational efficiencies and extends the power of these solutions to better support customers through their end-to-end engagement journey to garner their satisfaction and long term loyalty – an “outside-in” perspective. Modern CRM strategies enable good customer experiences. They support customer interactions with one another over a range of social, digital and mobile channels. How? By leveraging the vast amounts of interaction and transaction data to deliver contextual experiences that add value to the customer, and preserve the value of the company brand.
At the root of human behavior is the impulse for connection. History is our witness: As times change, certain trends emerge that anchor shared experiences, around which people collectively rally. Today, with social media acting as a platform for ubiquitous connections, diverse consumers build solidarity around digital experiences. Beyond simply looking for deals and discounts, individuals who “friend,” “follow,” and “like” brands seek closer brand relationships.
However, while consumers around the world want to be part of a brand community, some cultures are more enthusiastic than others. Forrester's Consumer Technographics® data shows that Latin American online adults are more passionate about engaging with brands for affective reasons than their European and Japanese counterparts:
This variation roughly parallels Hofstede’s dimensions of culture, which suggests that the differences are partially a reflection of cultural nuances: Those populations that are most motivated to share in the brand community are all-around collectivist rather than individualist.
App stores are the embodiment of public cloud services ranging from consumerized mobile apps to software- and infrastructure-as-a-service in the enterprise context. A great and simplified user experience drove mass adoption with consumers.
Will these cloud app stores simply evolve to meet the demand of corporate processes and compliance? Private clouds and software distribution to corporate laptops and desktops so far have not been able to catch up to the same level. So, there is definitely demand to bring the consumer innovation into corporates.
But don't forget the the modern IT management software (ITMS) suites, which offer some self-service functionality. Still the coherent, end-to-end self-service experience across all types of users, assets, and already multiple deployment targets is still far away from the consumer world. But, ITMS software is also an equal starting point.
The situation in real enterprises is even worse. It is not only the absense of a good employee engagement around IT-service self service and user experience. It's more the fact that IT departments deliver traditionally many services that employees don't want any more. We've seen employees that haven't stored a single document on the corporate Sharepoint installation, but use box.net instead; or employees that haven't created a single Excel spreadsheet for a while and use for example Google Apps instead; or employees who would love to downgrade their personal ERP profile to what they really need, if they get the saved money back. Once you create cost transparency and offer them to "un-subscribe" from tradtional software and subscribe to new (cloud) service instead - you embrace modern technology mangement and could drive the next wave of cost savings. This can be an essential milestone in the a business technology agenda.
In “Unleash Your Digital Business”, I highlight the need for all companies to embrace digital business as a new business model – one in which the nature of the value exchange with customers is fundamentally changed. Since then, CIOs frequently asked me what they should be doing to help their firms become a digital business.
The answers lies in the difference between Business Technology (BT) and Information Technology (IT). BT focuses on the systems, technologies, and processes to win, serve, and retain customers. Whereas IT focuses on the systems, technologies, and processes to support and transform an organization’s internal operations. To become a digital business CIOs must adopt the BT agenda.
Our research on digital business highlights the need for the organization to focus on six core digital strategies that drive digital customer experience and digital operational excellencein support of customers. Each of these strategies is an integral component of the CIOs BT agenda:
Digitize the end-to-end customer experience
Digitize products and services inside the customer’s value ecosystem
Create trusted machines
Digitize for agility over efficiency
Drive rapid customer centric innovation
Source enhanced operational capabilities within a dynamic ecosystem