In this post, I’ll explore another big finding from our research: The way an experience makes customers feel has a bigger influence on their loyalty to a brand than the effectiveness or ease of the experience.
CX professionals often think that getting emotion right is simple: Make your customers happy, not angry. However, we find that anger and happiness do not have a very strong influence on customer loyalty. What does?
Making customers feel valued, appreciated, and confident drives loyalty. Consider the hotel industry, which had the largest percentage of customers that reported feeling “valued.” We found that 88% of these “valued” individuals will advocate for the hotel brand, and over three-quarters of them will keep their existing business with the company as well as enrich their relationship.
This post is part of a series dedicated to the challenges, opportunities, and realities of federal customer experience. Interested in learning more? Check out our recent webinar to learn why CX success is vital for government success.
In my last post, I explained how forces arrayed against federal customer experience (CX) improvement hinder Washington’s efforts. Luckily, there’s a way out of this quagmire. To overcome anti-CX forces and achieve all the advantages of better federal CX, customer experience professionals should:
Form an unstoppable coalition. Don’t try to fight alone. Instead, join forces with like-minded feds to share information, challenges, and solutions. Start by leveraging the large network of the General Services Administration’s CX Community of Practice, which has over 500 members from more than 70 federal, state, and local government organizations. Then tap into the bureaucratic muscle of the senior program managers, OMB staff, and other officials on OMB’s new Core Federal Services Council, the “government-wide governance vehicle to improve the public’s experience with federal services.”
Since 2007, Forrester has helped consumer brands evaluate the experience they deliver to their customers with our Customer Experience Index (CX Index™). This methodology powerfully demonstrates to business-to-consumer (B2C) companies the link between CX and customer loyalty. Business-to-business (B2B) firms can benefit from a similar methodology to assess their emerging CX practices. Using the B2C-oriented CX Index as a foundation, we created the Forrester B2B Tech Customer Experience Index, which we are unveiling today.
The B2B Tech CX Index is designed to account for the key differences between B2B and B2C technology companies in managing a customer experience:
The number of stakeholders within a single account. In a single B2B account there are numerous "customers" -- individuals who interact directly with the vendor or its products. This can include business analysts, procurement officers, tech management executives, systems administrators, end users, and help desk staff. Because B2B tech companies have to account for many different stakeholders, the B2B Tech CX Index captures this range of customers by surveying both business leaders and technologists.
This post is part of a series dedicated to the challenges, opportunities, and realities of federal customer experience. Interested in learning more? Register for our complimentary government CX webinar next week, and be sure to join me as I host Forrester's first-ever CXDC Forumon Sept. 12th in Washington, DC.
It's been 23 years since the White House first told federal agencies to improve the experiences they provide to customers. Yet three presidents, two executive orders, and a bevy of memos and committees later, federal customer experience (CX) is still in crisis. In fact, federal agencies have:
The lowest average score on Forrester's CX Index. The federal average of "poor" was worse than all 17 private sector industries we rated and far below the overall average of "OK." In fact, even the weakest performers in most industries still outscored the government average. The National Park Service and US Postal Service, the highest-rated federal agencies, scored only as high as the average for banks.
A near-monopoly on the worst experiences. Seven out of the 10 worst organizations in the CX Index – and five out of six in the "very poor" category – were US federal agencies. Only internet service providers and TV service providers came close to matching this level of underperformance.
Shockingly bad websites. Forrester's Consumer Technographics survey shows that only 53% of customers agree that federal websites are "exactly what [they] should be." Fewer than three in five customers consider federal sites easy to use or well organized.
As all organizations operating in Singapore and in Southeast Asia understand, CX is fast becoming the only competitive differentiator for their business. The lines between brand, marketing, and CX disciplines are blurring as customers gain access to companies, services, and products on their own terms. How can you thrive in this dynamic environment? Start by effectively coordinating between brand, CX, and marketing teams.
We’ve filled our agenda with senior CX and marketing professionals from leading organizations across Singapore and beyond. Key topics they’ll cover include:
Driving business results, competitive advantage, and growth by delivering the right customer experience.
Identifying the key practices and behaviors that fuel CX innovation.
Building and maintaining a brand in a digital world.
Instilling an understanding of customer emotions into design experiences and branding strategy.
Systematically improving CX through effective measurement.
On the negative side, customers are more willing and able to move spend when they encounter poor experiences, meaning companies are facing the risk of confronting a 10% churn reality if they underperform in CX.
Yesterday’s decision by UK citizens to leave the European Union (“Brexit”) brings about short-term uncertainties and unintended consequences that will make it harder for UK businesses to keep customers and attract talent. While times of high-market volatility can tempt firms to panic and cut spending on customer-focused initiatives, now is the time to drive innovation in order to win, serve, and retain customers.
As decisions over the next several years are determined by legislators and driven by compliance, UK companies will be challenged to operate as customer-obsessed firms. Forrester believes that the UK’s decision will have five major implications, including:
Digital and customer-facing talent will migrate out of the UK. Concerns about immigration laws (i.e., who will have the right to stay) will both drive footloose talent to look for jobs abroad and dissuade others from coming. And CIOs will find it even more difficult to recruit already-scarce developers and engineers to build customer-facing systems.
Product and delivery innovation will slow. Companies will now have to spend more time and effort to deliver products across borders and less time innovating on new customer-focused solutions.
But what does this prevented merger really mean for the UK telco market? What does it mean for business customers? And what does it mean for the telcos concerned? In my opinion:
UK consumers should expect the same dull mobile offers that they have been receiving for years. There are no signs that any telco in the UK market is about to radically rethink its offering along the lines of the T-Mobile US reset that John Legere kicked off several years ago after the T-Mobile/AT&T merger fell through. Rather, I expect more business-as-usual in the UK and no step-change in mobile broadband investments, and as a result, no great benefits for consumers to arise as a result of the merger blockage.
Marketers are always falling in love with mobile’s latest “shiny new object” and new technology acronyms — 5G, BLE (Bluetooth Low Energy), NFC (near-field communication), RWD (responsive web design), etc. — and they’re constantly looking for the next platform, whether it’s virtual reality (VR), bots, artificial intelligence (AI), or the internet of things (IoT).
However, it is time to stop this quixotic quest for a paradigmatic new platform to replace mobile! Instead, recognize that mobile will activate these adjacent technologies to enable new brand experiences.
Over the past decade, smartphones have become a sort of black hole, integrating a huge array of sensors, but mobile is now exploding back out to our environments. Sensors and connectivity are expanding beyond smartphones to our wrists, bodies, cars, TVs, and washing machines as well as to buildings and “invisible” places in the world around us. The IoT is generating tectonic shifts among digital platforms and tech vendors, signaling a new wave of disruption, and unleashing new forms of competition.
The IoT is also redefining brand engagement by enabling marketers to:
Listen to their customers and analyze their real behaviors.
Create more frequent and intimate consumer interactions.
As always each year, Huawei hosted its analyst event in April, with hordes of analysts descending on Shenzhen. Here are a few observations from the event:
In 2015, Huawei’s revenues grew by 37% to €61 billion and its EBIT grew by 34% to €7 billion, keeping the operating margin stable at just under 12%. Huawei’s strategy paid off across all of its divisions in 2015. Huawei’s Carrier Business pushed deeper into carrier transformation support and grew by 21% in 2015. Its Consumer Business operations entered the mainstream: The division grew by 73% in 2015, with Huawei gaining the No. 3 spot in the global smartphone league table. Huawei’s Enterprise Business is gaining traction and grew by 44% in 2015.
There are four distinctive aspects that go some way to explaining why Huawei keeps on outgrowing its peer group. First, Huawei’s heart beats in its R&D division, and most of Huawei’s top managers have come through the ranks of the R&D team. Second, Huawei benefits from strong internal collaboration and flexibility. Compared with other vendors, Huawei seems a lot less process-driven. Instead, Huawei seems to tolerate, even encourage, self-organization among employees — despite strict management hierarchies. Third, Huawei has a flexible and unconventional approach to customer experience. Huawei completes projects that overrun without overanalyzing whose fault it is. Fourth, Huawei is not listed and therefore not answerable to external shareholders. This gives it the freedom to experiment and take a long-term view.