Today Salesforce.com offered a formal update on its Salesforce Wear offering (which I wrote about at its release here). Salesforce Wear is a set of developer tools and reference applications that allows enterprises to create applications for an array of wearable devices and link them to Salesforce1, a cloud based platform that connects customers with apps and devices.
Salesforce’s entry into the wearables space has been both bold and well-timed. Salesforce Wear constitutes a first mover in the wearables platform space; while Android Wear offers a platform, it only reaches Android Wear based devices – unlike Salesforce Wear, which operates across a wide array of wearable devices. While it’s early to market, it’s not too early: Enterprises in a wide array of verticals are leveraging wearables worn by employees or by customers to redesign their processes and customer experiences, as I have written.
In a recent report on next-generation services, I give several examples of how tech services firms are reinventing their operating models and value propositions to provide a new path to digital transformation to their clients. Interestingly, many such initiatives are coming either from very large service providers like Accenture or from small specialists like VMob, Bluefin Solutions, or Point of Origin. Small service providers’ next-gen service value proposition is starting to catch the interest of large clients too. A few weeks ago, VMob announced a major deal with McDonald’s in Japan wherein the company will leverage the VMob solution for its 3,200 restaurants in Japan.
The next-generation services report highlights the key tenets of these new digital transformation offerings. In this customer-controlled, digital world, successful tech services companies will bridge the gap between technology and business outcomes for their clients. In other words, it is not just about implementing a new technology solution anymore. It is about helping clients harvest the power of digital technologies and achieve specific business outcomes like growing revenues, reducing operating costs, or mitigating risks. This is where next-generation service providers like VMob, Bluefin, and Point of Origin get it. As leaders in the new services world, their approach is fundamentally different from the traditional tech service providers, as they:
The problems Rick identified in CX ecosystems seem to be the result of ossified organizations, cultures, and business relationships. This means CX leaders must drive new levels of responsiveness and creativity into their ecosystems. And the way you drive these attributes into your ecosystems is to seize on the concept of business agility. My colleague Craig Le Clair outlined 10 dimensions of business agility that provide the market, organizational, and process frameworks necessary to embrace market and operational changes as a matter of routine. This is merely setting the strategy, though; executing it requires a marriage between the business and technology strategies.
It’s with great pleasure that I announce the agenda for Forrester's Forum For Customer Experience Professionals in Anaheim, CA, on November 6 & 7. We’re mixing things up this year — new formats for speakers, new hands-on, activity-based workshops in addition to track sessions, and a stellar gallery of guest speakers. And we’ve wrapped all of this up with an overarching theme: “Why Good Is Not Good Enough.”
We picked this theme because our Customer Experience Index (CXi) told us to. Seriously. Check this out: According to the latest CXi, the number of brands scoring in the “very poor” category is down to one out of 175. What’s more, only a handful of brands — 10% — are in the “poor” category. Together, these findings show that as customer experience improvement efforts gained momentum over the past year or so, the number of truly awful experiences declined, dramatically. That’s reassuring. Kudos to all the businesses out there that screw up less!
Now for the sobering news: Only 11% of brands in the CXi made it into the “excellent” category.
What that means of course is that most brands are clustering in the middle of the curve — they’re not awful in the eyes of their customers, but they’re not remarkable either. Translation: A merely good customer experience is no longer good enough if you want to deliver a differentiated experience and reap incremental sales, positive word of mouth, and better customer retention. You’re gonna have to raise your game.
Right before school started last year I bought my son a new Dell laptop, a Windows 8 machine with a touchscreen. He loves it.
Fast forward to a month ago when our family rented a vacation house. My son brought his laptop along so he could play DVDs on it – online gaming was right out because we had purposefully rented a house with no Internet connection so we could unplug from work.
The first time my son tried to log on he found that Windows did not want to accept his password because he was not online. I’m going to skip the lengthy explanation of why this is not supposed to happen, why it happened anyway, all the things we tried to do to fix the problem ourselves, etc. (Maybe they’ll end up in a different post – who knows?)
Suffice it to say that since the laptop was still under warranty, and the problem seemed simple enough, I decide to call Dell. I assumed they’d encountered this situation a million times and could tell me a fix in their sleep. Well, I was wrong. After talking to five different people (could have been four, could have been six, I lost count after a while) I realized that I had made a mistake and hung up on the hold music.
Since I hate to let an interesting customer experience go to waste, though, I’d like to offer some hopefully helpful advice to the Dell customer service people – because, in fact, we do like that machine we bought from them and would love them to be around for our next laptop purchase. With that in mind, here are my top suggestions for the people who tried to help me as well as anyone else who runs a customer service operation.
Recently Dr. James Merlino, Chief Experience Officer at Cleveland Clinic, sent me a late-stage draft of his new book, “Service Fanatics: How to Build Superior Patient Experience the Cleveland Clinic Way.” I started reading it over the weekend and could barely bring myself to put it down.
If you’re at all like me, you have books you read for your job, and books you read for pleasure: This book ticks both of those boxes. It’s an important work by the leading voice in patient experience. It’s also a gripping personal narrative that changed my perspective on every doctor-patient interaction I’ve had in my life.
Have you ever had a doctor patronize you – dismiss your questions and concerns as if you’re an appointment that needs to be completed as quickly as possible – and not a person? Or maybe you’ve had the opposite experience: a doctor who made you feel heard and cared for.
More importantly, have you ever wondered why there’s such a big difference in your patient experience from one physician or nurse to the next? You won’t wonder any more after reading this book. And you’ll also know what can be done to make patient experience consistently better across the entire medical profession.
[Quick note: If you read my old blog post about gamification, you may hope to earn more Peter Wannemacher Points. Well congrats! You just earned 150 more Peter Wannemacher Points! Plus, you can collect a digital badge if you read to the end of this post and send me an email!]
Fiserv’s current version of CheckFree RXP uses gamification to increase digital bill pay adoption among its bank clients - our research shows online bill pay is a critical secure site feature on banks' websites. So I spoke with Justin Jackson, senior product manager at Fiserv, about the company’s use of gamification. Right away, he made it clear that gamification is not just “building an online game for people to play” but the process of “taking cues from game design to better engage users.”
More than two years ago, Westpac – a bank in New Zealand – rolled out its “Cash Tank” feature for mobile bankers. Suddenly, customers could view key information like account balances without needing to log in (needless to say, it was and is opt-in-only). This new mobile banking feature immediately made a splash and was hailed as a small-but-impressive innovation. Other banks – such as Société Générale in France and Bank of the West in the US – offer similar pre-login information features.
This led folks like me to wonder: How might digital teams at banks take pre-login information further or make it even better?
Great digital strategy is often about pushing the limits – and not just in big ways. So Citi’s recent update to its smartphone apps is noteworthy for the bank’s decision to push the idea of pre-login information even further with Citi Mobile Snapshot. Citi customers who bank via their mobile phones can view not only balances but recent transactions without the hassle of logging in.
We spoke with Andres Wolberg-Stok, Global Head of Emerging Platforms and Services who shared with us a diagram that demonstrates the evolution of its mobile banking effort before and after Citi Mobile Snapshot (see below).
It’s a fact: Marketers in Asia purchase digital technologies without involving the tech management department. They do it because they believe that:
Digital technologies are key enablers of successful marketing strategies. Customers in Asia Pacific in general, and in Singapore in particular, are always connected and empowered by technology to access the right information in their moments of need. They increasingly value — and do business with — organizations that provide them with experiences that are effective, easy, and emotional across all customer touchpoints. It’s not a surprise, then to see marketing professionals — just like their colleagues in sales, product management, and customer service — source digital technologies to enable such experiences.
The tech management department hinders their business success. This is the more worrying part, but if you take a step back, as a technology management professional, you understand why. You work with technology life cycles that are oriented toward core business, back-end systems like enterprise resource planning and therefore are risk-averse and slow. However, marketers need tech management professionals who are open to innovation, experimentation, and moving toward a risk-tolerant, agile life cycle that supports digital experience delivery.
In celebration of the season, Best Western Great Britain is sharing a new idea for a summer expedition every day on its blog. Suggestions include taking in a sheep race in Moffat (between Carlisle and Glasgow), sampling some 4,000 cheeses at the International Cheese Awards in Nantwich (the largest cheese event in the UK), and catching the first few stages of the Tour de France in Yorkshire (who knew the Tour started in Northern England?).
It’s all part of its “hotels with personality” campaign, which aims to celebrate the unique story behind each of the brand’s 276 properties in the UK. In addition to rebranding around this vision, Best Western had to improve its customer experience to live up to its brand promise. But getting support from independent hotel owners and operators to fund its ambitious customer experience strategy wasn’t easy. To win support, the brand had to:
Gradually build credibility. Instead of winning support for the entire strategy at once, Best Western tackled some easy changes first, including redesigning its website and improving its internal communications to make them consistent with the new "hotels with personality" vision. Best Western also ran a TV ad campaign featuring hotel employees highlighting the individuality of each hotel. The result was that its hotel owners and employees felt a renewed sense of pride in Best Western as a brand, not just a logo, and confidence in the customer experience strategy. It certainly didn't hurt that the TV campaign drove a year-on-year sales increase of 30% — the highest increase in Best Western Great Britain's history.