Tablets, once the darling of the consumer electronics industry, have hit hard times -- if you measure by shipments and sales. While the installed user base continues to grow -- Forrester forecasts that 580 million people will be using tablets globally by the end of 2015 -- shipment numbers have been disappointing, even looking at Apple's iPad. In Q2, 2015, Apple sold 12.62 million iPads, a whopping 23% drop compared with Q2, 2014 when the company sold 16.35 million. Clearly, all is not well in tablet-land.
But there's a bright spot in the tablet industry -- the company-purchased segment. Our forecast shows that enterprise tablets are growing as a percentage of the market, from 6% in 2010 to 20% by 2018. These tablets can be Apple iPads, Windows-based tablets, or Android devices, and they are generally purchased and managed by the company on behalf of employees, who might receive them individually or, in other use cases, share the devices.
The enterprise segment is being driven by a variety of factors.
Over the weekend, I read the manuscript for Don Peppers' upcoming book, Customer Experience: What, How, and Why Now.
Because Don is a talented writer, and because I love customer experience, it wasn’t hard for me to start reading it. It was, however, hard to stop reading it. If you’re also into customer experience, you’ll no doubt have a similar reaction when it comes out.
What I like most about the book is that Peppers consistently grounds customer experience in business fundamentals. For example, he points out that the decision to focus on customer experience should never be binary: You don’t have to be customer-centric or product-centric, nor does spending to deliver a better CX mean wasting money. The reality is that focusing on customer experience can lead to new and better products and help create an even more profitable business — provided that you understand it.
Of course, learning to understand the practical aspects of customer experience can be hard work — much like attending a particularly tough business class. But that’s not the case here. Peppers makes the nuts and bolts of customer experience engaging and even visceral. To see what I mean, check out two of my favorite quotes from the book:
"If you think about it, a customer is really just a bundle of future cash flows, with a memory. And these future cash flows will increase or decrease based on how the customer remembers being treated, today."
“Customers don’t necessarily stay because they’re satisfied, but they often leave because they’re not.”
Change is constant, especially with Facebook. Not too long ago it changed its algorithm to allow users to see their favorite content within their New Feeds first. Then it introduced Instant Articles to help publishers create interactive articles on Facebook. This week, Facebook updated its logo and its algorithm again. This update helps users prioritize stories and posts by allowing them to select the friends and pages they'd like to see at the top of their News Feed. And now for the grand reveal...
Facebook will no longer use likes in its cost per click measurement definition.
Yes, you read correctly, Facebook is discounting the value of its likes to the point where it doesn't factor into their click metric.
Why is this happening now?
At the end of the day, ads cost money. If Facebook wants to keep that ad revenue flowing, they've got to connect those ads to the things that drive the bottom line -- items that tie back to business goals, to justify the expense to marketers. Going forward, these clicks will factor into CPC:
Expectation Maps Are A Smart Way To Visualize Customer Journey Emotion
Talking to clients, it’s interesting to see and hear how the topic of “customer needs” still comes up as frequently as the sun comes out in Singapore. In a day and age when customer “needs” such as food, clothing, and human interaction are largely met, it makes sense for CX professionals to shift focus toward dynamically changing and ever-evolving expectations of what a quality experience should feel like.
When making a purchase online, for example, the “need” is for the item to get to the address provided in the time stated — that’s a given. It gets emotional when there’s a disconnect between the picture of the product purchased and the actual item received. Wildly exceeding or failing to meet expectations elicits emotional reactions that shape customer perceptions of the quality of a given experience.
Culture and language also have a very powerful influence on customer expectations, and companies need to be mindful of this when going after customers outside of their home markets and localize those experiences appropriately.
My latest report, part two in a three-part series on tools CX pros can use to customize customer experiences in markets they operate in overseas, explores expectation mapping as a tool to capture diverse emotional elements to augment your existing customer journey work.
Peter Cerrato is a principal consultant for Forrester's Business Technology consulting practice.
A very strange and sudden thing happened 66 million years ago. A comet crashing into the Mexican Yucatan peninsula near Chicxulub put an end to the long reign of the dinosaurs. But not so fast. We now know that some of those dinosaurs survived the massive Cretaceous-Tertiary extinction event: the smaller, faster, feathered and headed-toward-warm-blooded early ancestors of our eagles and hawks.
At the beginning of the year, Forrester made the call that the future of mobile wallets lies beyond payments. By adding marketing value beyond payments — such as integration of loyalty rewards, coupons and many other services, wallets will become marketing platforms complementing merchants' own integrated apps.
Consumers want a better shopping experience, not better payment systems. By adding support for rewards programs (from the likes of Walgreens or Kohl’s) and store-issued credit and debit cards, Apple will make this fall a first step in building a more integrated mobile wallet. The rebranding of Passbook to Wallet represents an explicit push by Apple toward a more comprehensive, consumer-friendly solution.
Less than a year after launching in the US, consumer adoption of Apple Pay is modest but encouraging, all the more Apple Pay has quickly become a trusted solution.
I believe adoption in the UK will be faster than in the US for a number of different reasons:
The NFC and contactless ecosystem is much more mature in the UK.
There is no consortium of retailers like MCX with ConcurC led by Walmart willing to launch a competing offering. That said, Zapp is likely to be main competing service when it launches in October with the backing of Sainsbury’s, Asda, House of Fraser, Thomas Cook, HSBC, First Direct, Nationwide, and Santander. Barclays, the one major UK bank not backing Apple Pay, just announced today they will also support Zapp at launch.
The inclusion of Transport for London as a partner is a way to raise awareness and accelerate daily usage.
Apple will benefit from a larger installed base of compatible devices (iPhone 6 and 6+) and from the awareness created by the media buzz from the US launch.
In the world of CMOS semiconductor process, the fundamental heartbeat that drives the continuing evolution of all the devices and computers we use and governs at a fundamantal level hte services we can layer on top of them is the continual shrinkage of the transistors we build upon, and we are used to the regular cadence of miniaturization, generally led by Intel, as we progress from one generation to the next. 32nm logic is so old-fashioned, 22nm parts are in volume production across the entire CPU spectrum, 14 nm parts have started to appear, and the rumor mill is active with reports of initial shipments of 10 nm parts in mid-2016. But there is a collective nervousness about the transition to 7 nm, the next step in the industry process roadmap, with industry leader Intel commenting at the recent 2015 International Solid State Circuit conference that it may have to move away from conventional silicon materials for the transition to 7 nm parts, and that there were many obstacles to mass production beyond the 10 nm threshold.
But there are other players in the game, and some of them are anxious to demonstrate that Intel may not have the commanding lead that many observers assume they have. In a surprise move that hints at the future of some of its own products and that will certainly galvanize both partners and competitors, IBM, discounted by many as a spent force in the semiconductor world with its recent divestiture of its manufacturing business, has just made a real jaw-dropper of an announcement – the existence of working 7nm semiconductors.
Have you read the results of the Government Business Council’s new “Digital Disconnect” survey?
The results are fascinating, and I could go on for quite some time about them (just ask my dogs, who have been listening to me rant about the survey all morning). However, at the moment, I will focus on the result of just one question.
That question is: “Which of these pose a significant challenge to your agency’s ability to digitally optimize its public services?” The top selection was “budget constraints.” About 64% of respondents said budget is a challenge to improving digital public services.
No way am I going to say that budget isn’t a problem. It’s a huge problem. That’s why Congress needs to fund the digital services groups and other digital customer experience (CX) initiatives that the administration advocates. But too often I hear budget used as an excuse for not doing anything, despite the reality that feds can make real digital CX gains on a shoestring budget and that good digital CX is often actually cheaper than bad CX.
Nintex is expanding into the emerging cloud-based workflow market — by acquiring Drawloop, an Irvine, California-based document generation provider: http://www.nintex.com/company/news-press/news-archive/2015/nintex-acquires-drawloop. Drawloop is one of the top 10 paid apps in the Salesforce AppExchange, with more than 1,000 customers, yet relative to the core customer communications management (CCM) market that has matured in a batch world driven by large-print service-bureau requirements, it is an effective but "light" solution. It gets high marks for usability, where less often means more. And you are fine if all data comes out of Salesforce, but what if you need to combine it with other data from core systems? What if you have 10,000 templates to manage, and what if you need to visualize complex data associations or have large batches of documents to deliver routinely? We will look harder at these questions during the next CCM Forrester Wave™, which will include Drawloop as well as Conga and perhaps other emerging cloud solutions. Overall, this is a strong acquisition that positions Nintex's BPM capability more securely in the Microsoft and Salesforce cloud ecosystems.
Last week, I stumbled across "The Behavioral Economics Guide, 2015" (which you can find here).
I’m kind of a Daniel Kahneman/Dan Ariely junkie so I immediately started scrolling through it looking for articles of interest. And there, on page 8 . . . big score! A graphic that plots the relative Google search frequency of the term “customer satisfaction” against the search frequency of the term “customer experience.”
Here’s why this chart floats my boat: For two years — from 2008 to 2010 — we see the terms coexisting as if people couldn’t quite make up their minds as to whether they were really different or not. Then in 2010 — pow! “Customer experience” starts shooting up like a rocket, while “customer satisfaction” takes a deep dive.
(Coincidentally, in 2011, the attendance at Forrester’s CXNYC shot up to more than 1,300 people on-site, from just more than 800 people on-site in 2010. That led us to add a CX Forum West — now CX San Francisco — and CX Europe starting in 2012.)