Online Engagement: An Integration Play?

Stephen Powers

I still get a lot of client inquiries on “Web content management.” In fact, the past few months have been the busiest I’ve had since I joined Forrester almost four years ago. Many clients are investing in technology for their online, public-facing initiatives, and we’ve been having some great conversations about what technologies will best fit their needs.

But those technologies include a lot more than just “Web content management.”

In fact, I was recently working with a client on what was purportedly a “WCM” selection project and what struck me was how relatively few requirements actually had to do with traditional content management. Instead, the client wanted to talk about things like content targeting, analytics, multivariate testing, social media, and mobile. That goes way beyond just managing content, doesn’t it?

The best-of-breed WCM vendors have understood this for several years, focusing a good chunk of their development efforts on the actual delivery of content, and how to engage customers, partners, and prospects in the online channel. And the big boys — notably Microsoft and IBM — are getting into the act as well, repositioning and repackaging products and enhancing them with additional modules and adjacent technologies to support engagement.

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Social Customer Service Just Got A Little Bit Easier, Thanks To RightNow

Kate Leggett

Your service processes must be the same across all communication channels – traditional and social – in order to deliver a consistent experience and value proposition to your customer base. At the moment, this is downright hard to do, as almost no company offers a solution that tightly integrates the social and traditional communication channels. RightNow saw this need and has delivered a solution that allows customer support agents to engage with customers on Facebook.

Facebook has 500 million registered users that spend more than 3 billion hours a month on their site, says Nielsen. It’s a veritable interaction hub, where many businesses have a significant presence. Some have hundreds of thousands of fans. Other businesses have smaller, yet very loyal followings.

RightNow’s CX for Facebook product, to be released in November, will allow companies to install an app that creates a “Support” tab on their wall. Once a user (customer or prospect) clicks on this tab, they will be able to find answers from community content or from the corporate knowledgebase, ask the community questions, follow, participate and track discussions, propose an idea, ask an agent (either in a public or a private conversation), and more without leaving the Facebook site. Agents as well will be able to monitor and respond to wall posts: RightNow’s SmartSense sentiment analysis will be able to detect the tone of posts and flags high-priority comments for immediate follow-up.

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The How-Tos Of Multichannel Customer Service (Social Channels, Too)

Kate Leggett

One of the pillars of crafting an “ideal customer service experience” is to offer a consistent service experience across the communication channels that you support. So what does this mean for the service manager who needs to think about this problem from a pragmatic perspective? It means that:

  • Service agents must have access to the customer history across all interaction channels for a full view of the customer.
  • Service agents must use the same processes and have access to the same knowledge so that the service resolution process is the same regardless of channel.
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What Is "Ideal Customer Service"?

Kate Leggett

We’ve all heard about ideal customer service — the mantra of customer service vendors as they tout their wares. But what does this actually mean? Service at all costs (ideal for the customer)? Service at minimal cost (ideal for the business)? Or does “ideal” to a customer service manager mean the ability to deliver “good enough customer service” — where the cost of doing service is balanced with the ability to satisfy and retain a customer? Or is it something else — like providing a customer service experience that parallels a company’s business model?

Think about Saks Fifth Avenue — High-style, high-cost apparel. You would expect their customer service to be in line with their business model: Customer service on the customer’s terms — where you can arrange a phone call with a shopping consultant. You can talk with them now or later, at your convenience. You can email them and they will get back to you very quickly, or you can chat with them at any time of day or night.

Now think about IKEA — the provider of “affordable solutions for better living.” You shop at IKEA because you are comfortable with serving yourself — from pulling furniture off shelves to self-checkout to assembling them yourself. And, IKEA’s service mirrors their brand. They have exhaustive web self service in a multitude of languages, a chat bot, some email support and limited phone support. You are not disappointed with their lack of white-glove service because you would never expect it from IKEA — it is not their business model.

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The Banking Platform Vendor Development Quandary

Jost Hoppermann

I have discussed questions such as “Which banking platform vendor is the right one for a given financial services firm in its specific requirements context in a given country?” with Forrester clients for some time. Interestingly, the share of these discussions touching on questions such as “How viable is vendor X?” and “Is vendor Y the right one for a bank the size of mine?” is increasing. What is the reason for this?

Recent Forrester reports have shown that the 2008 and 2009 banking platform markets were not as active as before the crisis (see the Forrester report “Global Banking Platform Deals 2009”). In addition, the most active region (Asia Pacific) is not necessarily the most attractive one as far as size of projects budgets are concerned (see the Forrester report “Global Banking Platform Deals 2009: Regions And Functionality”).  

It is clear that in such a global situation, the reduced deal numbers of many vendors and the economic trouble of some are reason for concern for many delivery teams making or supporting the long-term decision for a new banking platform vendor — particularly when preliminary findings from a Forrester survey show a new thrust for the renewal of the financial service application landscape. At the same time, banking platform vendors’ behavior is changing:

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Hello Customer Service World From Forrester Research

Kate Leggett

Hello customer service world – I’ve just joined at Forrester Research, responsible for customer service and call center business processes. I’ll be watching the customer service vendors – both the traditional multichannel ones as well as the new social/community ones. I’ll be working with clients to justify new customer service projects and to recommend best practice adoption as well as sharing my thoughts and opinions of the impact of the customer service experience on your brand.

Even though I am new to Forrester, I am not new to customer service, having spent years at KANA and as a regular contributor to the CRM magazine and blog-sphere.

One topic that has interested me is how the customer service manager must balance the needs of his ever-evolving customer with the economic constraints imposed on him by the business. Customers today demand instant service on-the-go, and are quick to voice their displeasure when service doesn’t meet their expectations. And in this world of social media, this displeasure is easily amplified, which can negatively impact your business.

So what are the tools and business processes that a service manager must embrace to be successful? New knowledge tools? New delivery channels for the mobile customer or the impatient one? More process in the front office to help standardize the experience? A better cross-channel customer experience? More sophisticated analytics to microtarget your customer?

I know there are a lot more answers to this question. I hope you will start reading my blog, offer your suggestions and feedback, and pass on a good word if you like what you see. I look forward to your insights.

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Take Part In Forrester's Database Management Survey

Noel Yuhanna

Forrester is currently running a database management survey assessing the state of the database market. We are surveying companies across various verticals to understand the type of DBMS they use, what challenges they face and what initiatives are currently being undertaken or planned for in the coming years. We’re looking at what’s working and what’s not, and things that you are focusing on around database management such as cloud, compression, archiving, security, and tuning.

If you are involved in some part of database management, then we’d love to hear your opinions.  

All results will treated as strictly confidential and results will only ever be presented at an aggregated level.

 You can take the survey here.

 Thanks for your time!

 Cheers,

 Noel

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Join Forrester’s Tweet Jam On Cloud Computing: September 15 At 11 AM EDT

Holger Kisker

Have questions about cloud computing and the top challenges and opportunities it presents to vendors and users? Then join us for an interactive Tweet Jam on Twitter about the future of cloud computing on Wednesday, September 15th, 2010 from 11:00 a.m. – 12:00 p.m. EDT (17:00 – 18:00 CEST) using the Twitter hashtag #cloudjam. Joining me (@hkisker) will be my analyst colleagues Mike Cansfield (@mikecansfield), Pascal Matzke (@pascalmatzke), Thomas Mendel (@drthomasmendel), and Stefan Ried (@stefanried). We’ll share the results of our recent research on the long term future of cloud computing and discuss how it will change the way tech vendors engage with customers.

 

Looking through the current industry hype around the cloud, Forrester believes cloud computing is a sustainable, long-term IT paradigm. Underpinned by both technology and economic disruptions, we think the cloud will fundamentally change the way technology providers engage with business customers and individual users. However, many customers are suffering from "cloud confusion" as vendors' marketing stretches cloud across a wide variety of capabilities.

To help, we recently developed a new taxonomy of the cloud computing markets (see graphic) to give vendors and customers clear definitions and labels for cloud capabilities. With this segmentation in hand, cloud vendors and users can better discuss the challenges and benefits of cloud computing today and in the future.

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Energy For More People

Holger Kisker

Last week, I attended the ONS (Offshore North Sea) 2010 conference, one of the world’s largest energy conferences, with more than 49,000 participants, in Stavanger, Norway. The conference theme was “energy for more people,” an important goal, not only to keep pace with the growth of the world’s population (expected to hit 9-plus billion people by 2050) but to fight poverty and increase living standards around the globe. However, soon after the opening ceremony by King Harald V, it became very clear from the first panel discussion that the path forward to achieve this goal has many facets and that the leaders of the world, including politicians, academics, business people, and other authorities, are far from reaching consensus on the right path today.

Conventional Energy Resources

Global energy demand will increase by ~45% within the next 20 years (according to the International Energy Agency), but what will the distribution of energy resources look like by 2030? Most scenarios predict that fossil fuels will continue to be the primary energy source, with oil and gas making up 65% of the total demand. To no one’s surprise, most of the presentations and exhibitions at ONS 2010 were therefore dedicated to the future of fossil fuels that can be combined into the following themes to satisfy the energy demand of tomorrow:

  • Unlocking new oil and gas reserves in the world. The concept seems to be straightforward: Overcome technical and political hurdles and drill deeper, faster, and more efficiently to carry exploration into new territories such as the Arctic or ultra-deep sea.
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Not All In-Memory Analytics Tools Are Created Equal

Boris Evelson

I get many questions from clients interested in evaluating different in-memory technologies. My first advice is not to mix apples and oranges and clearly understand the differences between in-memory indexes, in-memory OLAP, in-memory ROLAP, in-memory spreadsheets, and other approaches. See more details in my recent blog entry "I forget: what's in-memory?" to understand the differences. Then once you zero in on a particular segment, you can indeed do an apples-to-apples comparison. Let's say we pick the category of in-memory associative indexes, which would include Microsoft PowerPivot, QlikTech, and TIBCO Spotfire. We also sometimes run across Advizor Solutions, but typically in smaller clients (and we do not include them in The Forrester Wave™ process). I recommend a three-step approach to compare these four tools:

  1. First, compare all of the commodity features of the vendors and tools like data integration and portal integration, operational features like administration, security, and others. You can leverage the detailed evaluation behind our slightly outdated 2008 BI Forrester Wave, if you are in a hurry, or you can wait for another month or so and the 2010 update will be published (it's in the last stages of editing at this point). Or if you are a Forrester IT client — not a vendor — client, send me a note and I'll share a draft preview with you.
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