Wow, do I have the perfect job for the right person. We have just posted a new position to join me in developing, creating, publishing, and delivering research and consulting services to inspire and guide eBusiness & Channel Strategy Professionals. This Associate Analyst will write and publish leading eCommerce and agile commerce research and become a critical member of Forrester’s eBusiness and channel strategy research team. They will also be out in front of our clients presenting research and helping them with challenging, important decisions.
The questions we are focused on at Forrester just keep getting more interesting and more strategic. There is so much more we can do to develop research on the technologies, services, and trends important to eCommerce and multichannel leaders across the globe. That’s why I am so excited about this. This person will help us scale our eBusiness technology research coverage and expand into important areas. (Don’t worry, there is a long list sitting right here to my left as I type this. You won’t get bored. Promise.)
This is a great opportunity to join a proven and growing research area on a fantastic team. If you are even remotely interested, check out the job description, and of course I encourage you to apply if you feel like this could be a good fit for you – or forward to that just-right person you know. This really is a great opportunity.
Despite the fact that measurement is deeply embedded in business functions like finance and IT, companies still struggle with measurement when it comes to customer experience. In fact, I was chatting to a seasoned executive next to me on a plane a few weeks back, and he said, “This customer experience stuff is so important. But you can’t really measure it, right?” Wrong! Customer experience can be measured — you just have to know how.
In Forrester’s soon-to-publish book, Outside In, Harley Manning and I illustrate the importance of measurement through a case study about JetBlue. The JetBlue customer experience was designed to “bring humanity back to travel” with features like more legroom, seatback TVs, and snacks that people actually want to eat. But for many years, the young airline didn’t measure how well it delivered on all that — and as a result, JetBlue employees really had no way to assess how well they performed their jobs every day.
To remedy the situation, JetBlue implemented a comprehensive set of measurement tools. The workhorse of the program is an email survey that asks passengers to grade each part of their end-to-end travel experience, starting with making a reservation and continuing on through the end of a flight. When the survey responses come back, an internal system attaches operational data like what channel the customer used to book her flight and whether that customer experienced any problems on board, like a broken TV. In addition, JetBlue looks at what customers say they’re going to do as a result of their experience, like fly JetBlue again or recommend the airline to a friend.
These are the three building blocks of a solid customer experience measurement framework:
Last week, my colleague Brian Walker and I released a lengthy overview of Amazon, its role in retail, and what eBusiness executives need to do to compete with this growing retail force. The larger undercurrent of the report is that Amazon is affecting everyone’s business: its tentacles extend far into digital and physical goods, it is vertically integrated but also a distributor, it is unafraid to spend money to gain market share, and it can successfully compete on price with retailers far bigger than itself. And when disruptive forces arise, they dominate for years. So that begs an even bigger question of Amazon: if this is its decade, who will displace it? The company seems unstoppable now, and it will take a radical new business to displace it. Here are three possibilities:
Walmart with a monster marketplace. Walmart in its current form will only continue to lose share to Amazon. While Walmart continues to focus on aggressive pricing by pressuring suppliers, Amazon has an equally compelling value proposition for shoppers because it has a lucrative marketplace. And while Walmart has dipped its toe in a marketplace its own, it’s really been a mediocre effort. BUT if Walmart really had a bona fide marketplace, say, by acquiring eBay, it would give it an economic model more similar to Amazon’s: a high-margin business that can bolster the low-margin one. And deeper Walmart pockets mean that someone could finally out-Amazon Amazon.
Earlier this year, Forrester’s published its tablet forecast for the US. With 55 million iPads sold through December 2011, and an estimated 5.5 million Amazon Kindle Fires sold in their first quarter on the market, tablets have gained unstoppable momentum. Forrester forecasted that tablets would reach 112.5 million US consumers — one-third of the US adult population — by 2016. Since then, a slew of new tablets have been unveiled, including the recently announced Windows Surface and Google Nexus 7.
For now, the US is definitely the leading market for tablet adoption. Forrester’s European and North American Technographics® Surveys show that both uptake as well as interest are highest in the US.
In my coverage as Forrester’s new payments analyst, I'll serve consumer product strategists who accept or facilitate payments as they create, navigate, and capitalize on digital disruption within payments.
We are in the early stages of unprecedented innovation and transformation of the consumer payments industry, and emergence of a digital wallet marketplace is the next act. The definition of a digital wallet continues to evolve as innovations come to market, and the term is sometimes used synonymously with “mobile payment.” However, there are significant differences. Forrester defines a digital wallet as:
A digital service — accessed via the web or a mobile application — that authorizes payment transactions from one or more payment sources and facilitates other commerce-related features, such as offers, coupons, loyalty rewards, electronic receipts, and product information.
As new wallets are introduced into the market, we will see consumers and merchants accelerate their trial and adoption. Yesterday, Google announced a new cloud-based version of their digital wallet that intends to address many of impediments associated with their first version. In my new report out today, titled “Why The Digital Wallet Wars Matter," I frame the emerging digital wallet landscape, provide a profile of early adopters and how to capture their attention, and outline which wallets will ultimately win in the marketplace. Here are the key takeaways:
Forrester estimates that close to 100 million Near Field Communication (NFC) devices will ship in 2012. As it finally moves past the chicken-or-egg stalemate of the past five years, contactless technology is once again causing buzz in the mobile world. The 2012 London Olympics will be a showcase and marketing catalyst for NFC services. Will NFC join the cemetery of overhyped telecom acronyms, like DVB-H, or will it scale to enable new product experiences? We expect NFC usage to remain niche in 2012 and even 2013. However, moving forward, NFC will be embedded in most smartphones — and in a greater range of connected devices — enabling many more use cases than just contactless payments.
NFC Is Emerging As The Global Mobile Contactless Standard
With 100 million NFC mobile devices expected to ship globally by the end of 2012 and a growing NFC infrastructure, NFC is emerging as the standard for contactless solutions across the world. Pioneering countries include South Korea, Poland, Turkey, the UK, the US and to a lesser extent France.
Expectations For The Uptake Of Mobile Contactless Payments Are Too High
Turning adoption into mass-market usage among consumers will require not only a lot of market education but also, more importantly, the construction of a value proposition for consumers and merchants that goes well beyond convenience and speed to adding value to the entire commerce process. My colleague Denée Carrington has just published a report on this topic: “Why The Digital Wallet Wars Matter.”
NFC Will Open Up Many Other New Product And Service Experiences
One of the most popular questions clients ask me is, “When will tablets be used for productivity, rather than just consumption?” My answer: They already are, but in different ways than we have come to expect from the PC era. As I discuss in a new Forrester report, tablets, smartphones, and future devices like wearables are tools of a new era of post-PC productivity.
Combining the native capabilities of post-PC devices with cloud connectivity yields powerful new productivity scenarios that weren’t available in the PC era, such as:
On-screen, in-person presentations. With a laptop, the screen is a wall that divides participants; tablets enable participants to share a screen, and their lightweight, instant-on form factor makes spontaneous presentations using apps like Slideshark possible in hallways or trade show floors — not just conference rooms.
Scanning, processing, and sharing from a single, portable device. The combination of a high-quality camera combined with the ability to annotate and share documents condenses document workflow, using apps like DocScanner and PaperPort by Nuance Communications.
Remote, anywhere document access, editing, and sync. Before its acquisition by Google, Quickoffice generated $30 million in revenue in 2011 with products that allow users to remotely access, search, edit, sync, and share documents across devices, platforms, and cloud services.
Recently, there has been concern over privacy regarding data on Facebook. Since the recent Facebook IPO, many people have been wondering if the company is facing pressure to find a new source of revenue. The question in many people’s minds is whether it will come from advertising and/or other sources — or whether Facebook will monetize the massive amount of data that the company has on consumers. After all, most people are on Facebook: Forrester’s North American Technographics® Online Benchmark Survey (Part 2), Q3 2012 (US, Canada) shows that almost seven out of 10 US online adults have a Facebook account. What’s more, that survey shows that the typical US online adult with a Facebook account has more than 180 friends on Facebook and spends an average of 7 hours each week on the site.
MIT’s Technology Reviewrecently published an article on the topic, “What Facebook Knows.” The article highlights how massive Facebook’s consumer database is and compares Facebook with a country — with 900 million members, it would be the third-largest globally. People share all kinds of information with Facebook: their demographic details, personal information, interests, and even their contact information.