On Thursday Netflix blamed card processing issues for disappointing subscriber growth. Netflix said the move by U.S. banks to replace hundreds of millions of credit and debit cards with new EMV chip-enabled cards this year has led to involuntary service cancellations as subscibers cards did not automatically renew when the new cards were issued. It is estimated that 575 million new EMV chip cards are being issued to consumers in 2015*. Many of these new cards require updated account information to be collected by subscription or recurring businesses servicing the affected cardholders. Although the cardholder’s account number may not change with the new card, the CVV and expiration date of the card most likely will change.
Do subscription type businesses that use Card-On-File need to be concerned they will also see increased declines?
Recurring and subscription billing merchants should be using Account Updater Services (as Netflix does) for updating new payment credentials. Over the past decade, the major card brands have introduced Account Updater services that allow merchants, via their processors, to submit card data on file to the networks for updating and correcting stale information. By utilizing these services merchants retain more customers and their customers enjoy uninterrupted service. Many payment platforms are now supporting this feature as a managed service to reduce the burden on the merchant of transmitting Card on file information to the processor.
Businesses are moving toward personalization, which means they’ll increasingly collect personal data to get a better idea of what their customers want and need. In the age of the customer, defined by Forrester as a 20-year business cycle when successful enterprises will reinvent themselves as digital businesses in order to serve their increasingly powerful customers, protecting customer data is a critical aspect of fostering trust and building long-lasting relationships.
Regardless of location, all countries should have this goal in mind, but privacy regulations vary from country to country and often conflict with each other. For global organizations, navigating these laws can be daunting. To help businesses tackle this challenge, Forrester published its 2015 Data Privacy Heat Map. Originally created in 2010, the tool leverages in-depth analyses of the data privacy-related laws and cultures of 54 countries around the world, helping security leaders and decision-makers better design their own approaches to privacy and data protection.
Last month, I enjoyed working with my colleague TJ Keitt as he prepared his report “B2B CX Professionals: Find The Full Range Of B2B Customers”, now published for customer experience professionals who are Forrester clients. As he writes, “Despite the clear benefits of improving B2B customer experience, there's a hitch: Before B2B CX professionals can help their customers, they have to identify them. But at most of the B2B firms we spoke to, it’s hard for CX professionals to locate and engage customers other than the complex groups of decision-makers with whom sales personnel interact in client organizations.”
An interesting point. It is definitely difficult to identify all the CX touchpoints between businesses when striving to optimize the customer experience, because the B2B interaction is long and complex:
My recently published report, “The Mobile Payment Opportunity In Southeast Asia,” finds that mobile payments are hot in Southeast Asia, with online and mobile-based purchases already exceeding tens of billions of dollars. Venture capital firms are also investing close to $75 million in mobile payments, drawn by a combination of factors including a booming digital content market, increase in online and mobile commerce and favorable government policies.
Well aware of the mobile payment opportunity, banks are scrambling to build their own mobile payment systems. But it’s not just financial institutions that are competing against each other to provide the best mobile payment services to their customers. Surging smartphone penetration in the region has created revenue opportunities for mobile operators, credit card networks and financial technology startups, all of which are also rapidly ramping up their mobile payment capabilities to stay competitive.
The brutal reality is that there is a high risk some of the banks’ mobile payment systems will fail. How then can banks ensure the success of their mobile payment systems?
eBusiness professionals need to keep up with the shifting landscape by understanding the market trends, usage scenarios, and local mobile payment options available to consumers. We recommend that banks incorporate three market dynamics into their mobile payment strategies:
User scenario for mobile payments varies across Southeast Asia. P2P payment growth in emerging markets differs from developed markets. We expect remittances to continue to spur P2P payment growth in emerging markets, and P2P payments will continue to account for a small share of transactions in developed markets.
If you’ve noticed fewer window shoppers on the streets lately, it may be because they’re at home window shopping from their couches; that is, they’re discovering and exploring products without necessarily intending to purchase.
For our 2015 US Mobile Landscape report*, Forrester analyzed mobile audience data from our behavioral tracking panel to understand how consumers use smartphones and tablets in 2015. We found that although professionals often group both devices under the “mobile” umbrella, consumers use smartphones and tablets in very different ways. One notable difference centers on mobile commerce: While smartphone commerce is still struggling to get traction, for tablets it’s already one of the most common activities. In fact, Forrester’s US Mobile Phone And Tablet Commerce Forecast, 2015 To 2020 shows that total tablet retail purchases more than double those made on a smartphone.
Our behavioral data shows that in the first half of 2015, 68% of tablet owners visited a shopping site at least once in a given month — that’s more than the number who visited news/media, TV/video, or even social networking sites! And these tablet shoppers aren’t just visiting Amazon.com. Only about half took to Amazon —the other half visited other online shopping websites that fit their interests, brand preferences, and lifestyle.
Every March, children run around, eagerly filling baskets with Easter eggs. The eggs come in all sorts of colors and sizes, some hard to find, some more easily discovered. The ritual continues every year with the Easter Bunny (or parents in rarer cases) hiding eggs to impart joy and wonder in innocent children.
One can analogize that smart companies have taken over the role of the Easter bunny, trying to bring joy and delight to customers, not children.
While the holistic brand experience, or Easter egg hunt, looks at the sum of these interactions – each interaction can be broken down further into a series of microinteractions. These small-scale opportunities, when carefully tied back to the brand, give birth to what Forrester calls ‘Signature Moments’ - which we define as:
Memorably crafted and branded microinteractions that deliver delight and value to customers in an often subtle yet, recognizable way.
In my report, Differentiate your Customer Experiences with Signature Moments, I describe the ‘what, how, and where’ of Signature Moments, provide examples, and look at how they can be carefully designed and infused into broader customer journeys to delight, differentiate and ultimately resonate with local customers.
During ideation of these moments, take stock of the following:
■ Is it sufficiently differentiating?Assess whether the proposed microinteraction is like a literal signature, unique only to your company and not easily replicated by others in the market.
Merchant EMV hardware and software upgrades at the POS pave the road for additional contactless mobile payment transactions. Most new EMV POS hardware equipment also comes Near Field Communications (NFC) ready. In timely fashion many new mobile payments types are hitting the market (Apple Pay, Android Pay, Samsung Pay, PayPal) to take advantage of the new NFC/EMV payment acceptance hardware being installed in merchant locations. This creates a new opportunity for both in-store and eCommerce merchants if leveraged appropriately.
Tapping and paying with a mobile device removes the EMV experience friction points. Tapping and paying with a mobile device is just as frictionless as swiping a card through a mag-stripe terminal. Consumers will find the NFC transaction more convenient than an EMV card transaction, which requires dipping it in an EMV terminal, waiting for it to read the card, remembering a PIN and then pulling it out of the reader. Consumers will likely gravitate to the NFC simpler transaction process and become more habituated to using their mobile device to pay in-store. Furthermore, as mobile payment providers move toward digitizing consumer loyalty credentials in-app will also help reduce additional check-out friction points.
This week Facebook released “Reactions” for two pilot markets: Ireland and Spain. The new reactions available for posts? Love, haha, yay, wow, sad, and angry.
Myself and Forrester analysts Jennifer Wise, Samantha Ngo, Brigitte Majewski across mobile, social, and advertising pow-wowed on this new addition. Here are our thoughts:
Facebook wins from this move. Hello new and granular consumer data. Facebook can continue to optimize its own news feed experience, and grow monetization of its data with improved audience profiles and targeting for ads – on its site, and everywhere else.
Brands may get better sentiment data... Marketers need to go beyond counting likes, so what about counting “angries” vs. “yays” instead? Counts can suddenly mean positive or negative sentiment. Funneling these sentiments into consumer insights can help 1) inform ad targeting with refined consumer preferences and affinities, 2) test emotional story arcs, and 3) fuel retargeting. A clothing retailer could target consumers who react “wow” to dress posts. But the big “if” is: will Brands own Reaction data? We’re hoping yes.
The hordes gathered in Las Vegas this week, for Amazon's latest re:Invent show. Over 18,000 individuals queued to get into sessions, jostled to reach the Oreo Cookie Popcorn (yes, really), and dodged casino-goers to hear from AWS, its partners and its customers. Las Vegas may figure nowhere on my list of favourite places, but the programme of Analyst sessions AWS laid on for earlier in the week definitely justified this trip.
The headline items (the Internet of Things, Business Intelligence, and a Snowball chucked straight at the 'hell' that is the enterprise data centre (think about it)) are much-discussed, but in many ways the more interesting stuff was AWS' continued - quiet, methodical, inexorable - improvement of its current offerings. One by one, enterprise 'reasons' to avoid AWS or its public cloud competitors are being systematically demolished.
Your customer experience (CX) is the product of the interactions between your employees, partners, and customers within your operating environment. Forrester has labeled this as a customer experience ecosystem. It's important to understand CX ecosystems' two components — the people and the operating environment — for two reasons:
People participate in the ecosystem if they get value from it. Each actor in the CX ecosystem is asking, "What's in it for me?" Employees want things like professional development, recognition, and advancement. Business partners want access to customers, sales support, and strong revenue growth. And the customers expect quality products and services that meet their needs.
The operating environment affects people's definition of value. Every ripple in the operating environment changes what employees, partners, and customers value and how they expect that value to be delivered. The economic downturn, for example, meant that many workers valued stable work over things like personal fulfillment — which is reflected in Gallup's report that just 32% of US workers are engaged. Many software companies transitioning from delivering server-deployed software to cloud services has changed how those vendors' traditional channel partners are compensated, going from large payouts on perpetual licenses to annuities from subscriptions. And disruptive sharing-economy upstarts, like Uber, have reset consumers' expectations of how they find and use services as diverse as car services, hotels, and office rentals.