This Forum will help you identify brand new software opportunities and run with them. It will hit on the must-have competencies that will empower application development and delivery leaders to execute on their company’s engagement strategies. This includes accelerating development processes, creating digital experiences, reaching mobile customers, and exploiting analytics and big data. Forrester analysts will deliver forward-thinking content while industry specialists – from companies such as McDonald’s, Mastercard, and GE Capital - will provide insight into some real and revolutionary new business approaches that are relevant to you right now.
I come to Forrester after working in the Solution Marketing and Corporate Marketing groups at a large customer service software provider. That role put me in touch with contact center technology buyers and the overburdened folks responsible for actually making great customer service happen every day. I saw close up the impact of the age of the customer on the thinking, processes, behavior, and technology choices of contact center professionals around the world. They are facing a world in which consumers are much less willing to settle for mediocre and impersonal experiences when dealing with customer service organizations. As consumers we all want effortless service delivered via whatever channel is most convenient at the moment, and we want companies to know just the right amount of information about us, but not too much, at the moment of the interaction.
That is a very tough nut to crack for contact center managers, supervisors, and agents. My research coverage will primarily focus on two areas that can help contact center pros begin to address these issues:
The tide is turning on privacy. Since the earliest days of the World Wide Web, there has been an increasing sense that the Internet would effectively kill privacy – and in the wake of the NSA PRISM program revelations, that sentiment was stronger than ever. However, by using our Forrester’s Technographics 360 methodology, which blends multiple qualitative and quantitative data sources, we found that attitudes on privacy are evolving: Consumers are beginning to shift from a state of apathy and resignation to caution and empowerment.
In our recently published report, we integrate Forrester's Consumer Technographics® survey data, ConsumerVoices Market Research Online Community qualitative insight, and social listening data to provide a holistic view of the changes in consumer perceptions and expectations of data privacy. In the past year, individuals have 1) become much more aware about the ways in which organizations collect, use, and share personal data and 2) have started to change their online behavior in response:
Most apps are dead boring. Sensors can help add some zing. Sensors are data collectors that measure physical properties of the real-world such as location, pressure, humidity, touch, voice, and much more. You can find sensors just about anywhere these days, most obviously in mobile devices that have accelerometers, GPS, microphones, and more. There is also the Internet of Things (IoT) that refers to the proliferation of Internet connected and accessible sensors expanding into every corner of humanity. But, most applications barely use them to the fullest extent possible. Data from sensors can help make your apps predictive to impress customers, make workers more efficient, and boost your career as an application developer.
Lenovo recently announced record results for the third quarter of the 2013/14 fiscal year: the first time that the firm has exceeded US$10 billion in revenue in a single quarter. Lenovo has continued to prioritize maintaining or increasing its share of the PC market — the majority of its business. This strategy has paid off: Lenovo’s PC business (laptops plus desktops) grew by 8% year on year — in stark contrast to its slumping rivals. Lenovo can attribute its success to a strategy that sacrifices profit to keep prices competitive, maintains a direct local sales team, and retains channel partners after acquisitions.
Forrester believes that the mobile mind shift is one of four key market imperatives that enterprises can use to win in the age of customer. Lenovo has gotten a good start on this journey with its effort to enhance its mobile-related capabilities. Although the coming Motorola deal may have a negative impact on Lenovo’s performance over the next three to five quarters, the firm believes that mobile can change its business — and not just its digital business. In the next two to three years, Lenovo’s key strategy will be to provide customers with mobile devices and related infrastructure that will address their mobile mind shift. In particular: