Recently, my colleagues Brian Walker and Sucharita Mulpuru released a great overview of Amazon and its role in retail. What’s clear from this report is that Amazon is affecting everyone, both retailers and consumers. In fact, it shows that for many shoppers, Amazon is increasingly their first stop on the retail path: Thirty percent of US online buyers said that they began researching their most recent online purchase on Amazon.
In Europe, we asked online Europeans about the websites that they used to research products/services in the past three months. In the UK, France, and Germany, Amazon was mentioned most often. While some local retailers hold their own, such as Argos in the UK and fnac in France, eBay is the runner-up in most of these markets.
With 2011 still bright and full of hope for most of us, what are the key trends that customer service professionals need to pay attention to as you plan for success this year?
Here are the top trends that I am tracking. My full report will be published in January.
Trend 1: Organizations Standardize Customer Service Across Communication Channels
In 2011 and beyond, customer service management professionals will continue to work on standardizing the resolution process and customer service experience across communication channels (e.g., web self-service, chat, email, Twitter, phone).
Trend 2: The Universal Customer History Record Becomes A Reality
The words of "War," Edwin Starr's 1969 Motown classic, began ringing in my head this morning. It was brought on by a Harvard Business Review blog post by Steve W. Martin, "Why Sales and Marketing Are at Odds — or Even War." Within tech vendors, sales and marketing teams often fail to communicate or align go-to-market strategies. Forrester's sales enablement visionary Scott Santucci discussed the different languages of sales and marketing in his blog over two years ago. As for my own experience with sales and marketing:
A few years ago, I sat with the chief marketing officer and chief sales officer of a Fortune 100 tech vendor. The conversation didn't focus on customer problems, which should be the starting point for sales enablement professionals. The conversation didn't focus on sales efficiency issues such as sales cycle duration or win rates, which should be critical imperatives for all sales and marketing professionals. Each of these executives controlled massive budgets but neither one sincerely trusted the other. Their words were about aligning sales and marketing programs, but the real conversation, when read between the lines, was about control, boundaries, and politics. They were at war!