Why is this report so important to marketing leaders in China right now? To reach China’s 670 million online consumers (a number that continues to grow rapidly) and engage with them, marketers in China need more digital marketing support from their agencies. As such, digital agencies play a more important role than ever, as they:
Manage a rapidly growing digital marketing budget. As online ad spending in China has almost doubled over the past two years, leading agencies in China are seeing an increasing shift of ad budgets from traditional media to digital — so these agencies must support more complex digital marketing plans and campaigns.
Expand to a broader spectrum of digital services. With the rapidly evolving digital landscape in China, digital agencies are constantly adding new digital services — including social marketing, mobile marketing, customer experience strategy, CRM, and eCommerce — that go far beyond web development and online advertising campaigns.
Formula One has gotten us all used to amazing speed. In as little as three seconds, F1 pit teams replace all four wheels on a car and even load in dozens of liters of fuel. Pit stops are no longer an impediment to success in F1 — but they can be differentiating to the point where teams that are good at it win and those that aren’t lose.
It turns out that pit stops not only affect speed; they also maintain and improve quality. In fact, prestigious teams like Ferrari, Mercedes-Benz, and Red Bull use pit stops to (usually!) prevent bad things from happening to their cars. In other words, pit stops are now a strategic component of any F1 racing strategy; they enhance speed with quality. But F1 teams also continuously test the condition of their cars and external conditions that might influence the race.
My question: Why can’t we do the same with software delivery? Can fast testing pit stops help? Today, in the age of the customer, delivery teams face a challenge like none before: a business need for unprecedented speed with quality — quality@speed. Release cycle times are plummeting from years to months, weeks, or even seconds — as companies like Amazon, Netflix, and Google prove.
Well, it’s now been about nine months, and time to check in on the gestation of the DATA Act. But before we start on what’s happened since the law passed on May 9, 2014, let’s take a quick look at what it is, and what government organizations have to work with.
This bipartisan legislation – jointly sponsored by two democrats and two republicans – is an effort to modernize the way the government collects and publishes spending information – in particular by establishing standard elements and formats for the data. The new law assigns responsibility for the task, sets out a four-year timetable for implementation, and establishes a strict oversight regime to measure compliance in the adoption of the standards and the subsequent quality and timeliness of the published spending data. That oversight is the big difference between the DATA Act and the previous legislation to improve funding transparency. This time someone is watching, and the law has teeth.
Last week, many of our customer experience (CX) analysts — including me and my colleague Maxie Schmidt — were glued to their computer screens, watching a presentation by a big bank. It had introduced a tool to capture and manage ideas from its employees on how to improve the customer experience. This presentation mattered to us because only 25% of CX professionals say their companies’ CX programs actually improve customer experience. Those who fail lack insight into the root causes of poor CX. And those root causes lie in the customer experience ecosystem. So while many companies have programs in place to mine voice of the customer, customer feedback alone is insufficient to get at root causes of bad CX because it penetrates only the top layers of the ecosystem.
This is why companies need to add voice of the employee. Think of your colleagues throughout the organization as canaries in coal mines. They can warn of potential experience issues before customers notice them, alert you to processes, policies, and technology systems that prevent them from providing a good customer experience, help understand how product-related activities that are behind the scenes — like pricing — affect customers, and highlight how the workplace culture affects employees' motivations and abilities to deliver the intended experience. Voice of your employees (VoE) is:
“Any feedback from employees or partners that pertains to their ability to deliver great customer experiences.”
Last week, many of our customer experience (CX) analysts — including me and my colleague Sam Stern—were glued to their computer screens, watching a presentation by a big bank. It had introduced a tool to capture and manage ideas from its employees on how to improve the customer experience. This presentation mattered to us because only 25% of CX professionals say their companies’ CX programs actually improve customer experience. Those who fail lack insight into the root causes of poor CX. And those root causes lie in the customer experience ecosystem. So while many companies have programs in place to mine voice of the customer, customer feedback alone is insufficient to get at root causes of bad CX because it penetrates only the top layers of the ecosystem.
Telefónica entered into an exclusivity agreement with Hutchison Whampoa regarding Hutchison’s potential acquisition of the Telefónica subsidiary O2 UK for £10.25 billion in cash, valuing the deal at an estimated 7.5 times 2014 EV/EBITDA. The Hutchison-O2 UK deal — should it complete — will entirely redraw the telco landscape in the UK in terms of market shares. The acquisition of O2 UK will transform Hutchison from the smallest mobile operator with 7.5 million customers to the largest with 31.5 million customers and reduce the number of mobile operators in the UK from four to three.
This development follows on the heels of the announcement by Orange and Deutsche Telekom that they have entered into exclusive negotiations with BT Group regarding a potential divestment of 100% of their shares in EE, their joint venture in the UK. The increased merger activity is not surprising, and we predicted as much in our report Predictions 2015: Telecoms Will Struggle To Align To The CIO's BT Agenda. Still, these deals raise important questions for the European telecoms markets:
Customers are using more communication channels for customer service than ever before. They are also contacting customer service organizations more frequently. Companies are rising to this challenge as overall satisfaction with the quality of service over all communication channels is trending upwards.
Moreover, customers have little appetite for long or difficult service interactions, including navigating arduous interactive voice response (IVR) menus to connect with an agent or waiting in queues to be connected to a phone agent; and are increasingly turning to self-service as the easiest path to service resolution. Here are some key takeaways from our latest consumer survey about channel usage for customer service.
For the first time in the history of our survey, respondents reported using the FAQ pages on a company's website more often than speaking with an agent over the phone. Use of the help/FAQ pages on a company's website for customer service increased from 67% in 2012 to 76% in 2014, while phone interactions have remained constant at a 73% usage rate.
Other self-service channels also see increased usage since 2012. For example, use of communities and virtual agents jumped by over 10 percentage points each. We also see robust uptake of speech and mobile self-service channels.
Self-service adoption increased across all generations from 2012 to 2014, with the largest increases attributable to older boomers (ages 59-69) and the golden generation (ages 70+).
Online chat adoption continues to rise – from 38% in 2009 to 43% in 2012 to 58% in 2014. Screensharing, cobrowsing and SMS are other channels that are increasing in popularity among the young and old alike.
After a brief hiatus for the holidays, the S&R podcast is back! For those who are new to the podcast, each month we use our First Look newsletter and podcast to highlight one of the terrific analysts on Forrester's Security and Risk team. The podcast and newsletter are great ways for Forrester readers to get to know a little more about the analysts writing the reports. This month we spotlight 4-year Forrester vet Ed Ferrara, one of our vice presidents and principal analysts focused on security strategy, budgets, metrics, consultancies, and managed services — all the topics that you want to tackle at the beginning of a new year.
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In Asia Pacific, there is growing recognition that the old way of marketing — driving awareness through push advertising — has sputtered and slowed in the wake of media fragmentation and the disruptive power of digital. Marketers need a new framework to align their marketing decisions to the customer’s experiences with the brand to define customer engagement, budget allocation, and organizational skills.
However, many companies are still in the adolescent phase of social marketing; they have crested the initial wave of social likes and followers, but are now stuck on the next steps. Few have managed to crack the social marketing conundrum — that of showing meaningful return on their social marketing investments. Marketers need to understand and map the customer journey — from enabling discovery to supporting exploration, purchase, and engagement. Astute ones will map each stage of the customer life cycle to an objective from Forrester’s marketing RaDaR model. To create discovery, the objective should be reach. To support exploration, depth is the objective. To nurture engagement, focus on relationships.
Why is your input important? Through this survey, we will:
Understand your key challenges in digital marketing. Marketing leaders in China have larger digital marketing budgets — but they also bear more responsibility and face a more complicated digital marketing environment.
Outline your pain points in working with digital agencies. Marketing leaders in China have more digital agency options than ever before, but their expectations of digital agencies have changed along with their shifted responsibilities.
We will use the results to help marketing leaders in China:
Understand key trends to prioritize your digital marketing efforts. This data will help you benchmark your key focus for digital marketing in 2015.
Select the right digital agency to meet your most important needs. We will soon publish our first Forrester Wave™ evaluation of digital agencies in China, which will help marketers assess and select digital agency services. This data will help you customize the Wave to select the right digital agency to help you overcome your top digital challenges.