The Forrester Asia Pacific team is currently meeting in Bangkok to discuss how we support our clients in the age of the customer. Meeting friends and colleagues overseas is always a great experience. We get away from our desks and exchange ideas, bringing focus to our efforts for the following year. But, of course, you have to get everyone to the destination venue for this to happen.
One of the first things we always end up discussing on first meeting one of our colleagues is the quality of the journey. “How was your flight?” is the first question we end up asking each other. As I talked with two of my colleagues from Sydney, I learned that all three of us had been on the same Qantas flight to Bangkok that same afternoon. As we compared our journeys, it was amazing to discover that we had had three markedly different experiences, despite all being on the very same aircraft.
I was in economy, having paid a little extra for emergency exit seats. The flight wasn’t full, so I had a row of three seats to myself. Lots of room to spread out, and the flight was very quiet, easy, and uneventful. My experience, though, was of an older plane with technology that was, frankly, no longer meeting my minimum standard. The entertainment units were old and tiny, and the user interface was absurdly complex. But because I was comfortable, I was willing to overlook it.
One of my colleagues, the regional sales director from Australia, was one section ahead of me on the plane, also in economy. She reported a nightmare flight with no air conditioning, poor food, and crowded seats. Her experience was quite negative. We both ate the same food, but her experience of it was undoubtedly influenced by the hot temperatures and crowded seating.
Roughly half of companies on the path to customer experience maturity say that they’re in the repair phase today — and that’s probably a conservative estimate. But there are companies at more advanced stages of CX maturity, including a few in the most advanced phase, differentiate. That’s where firms reframe business challenges in the context of unmet customer needs, connect innovation ideas to their customer experience ecosystem, and infuse innovations with the brand.
We had two speakers at our event who represented companies in the differentiate phase: Dean Marshall, director of Lego brand retail store operations Europe, and Declan Collier, CEO, London City Airport. What is it that their organizations do that’s so different?
Lego stores goes beyond even the typical design best practices used by companies in less advanced (but still pretty advanced!) phases of CX maturity, practices like ethnographic research and co-creation. How? By combining the two.
Forrester just published its “India Tech Market Outlook: 2014” report; here’s a summary. We expect the Indian economy to start recovering from the tough situation it faced in 2013. It will start picking up (albeit at a slower rate) in 2014 thanks to good monsoons, an uptick in exports due to the weakening of the rupee, and huge infrastructure projects in public transportation, housing, agriculture, and farming that we expect to take off once a new central government is in place. As a result, we’ve marginally increased our 2014 forecast from 7.4% to 8% in local currency. But the biggest threat to India’s economic outlook is political instability after the national elections, which could have a long-term economic impact.
The three most important highlights from the report:
Customer obsession will take center stage for technology spending. The increasing demands of digital customers are redefining business. Recent Forrsights data indicates that Indian CIOs’ top business priority is to address the rising expectations of customers and improve customer satisfaction; 87% consider it a high or critical priority. Business leaders want to leverage technology to better engage digitally enabled constituents, fundamentally shifting how firms interact with customers.
A few months ago in my blog about Drake and Service Management, I hinted twice that I would talk later about how to measure success and how to change from a culture of speed. In the report “This Isn’t Your Grandfather’s Service Desk”, we have taken the research from our team that supports Customer Experience Professionals and applied it to the IT Service Desk. Forrester recommends that all IT service desks determine the Customer Experience Index (CXi) by taking a survey of business customers to test how effective (met the needs), easy, and enjoyable their interactions have been with the IT Service Desk over the past three months. By measuring the customer experience and coupling it with the metrics of speed traditionally collected, a true picture emerges of the success of an IT Service Desk. However, we found that only 1/3 of business customers are surveyed about their experience with the Service Desk whether it’s random surveys or surveys after each ticket. We can do better!!
If you haven’t started measuring the customer experience at your IT Service Desk, make a New Year’s resolution to start now (and I don’t mean one of those New Year’s resolutions that peter out about 2 weeks into the New Year!!!). Starting with a baseline will help you understand how you are progressing at customer experience and give you an understanding of what needs to be fixed in order to make the customer experience at the IT Service Desk even better.