Forrester’s CX Index shows that, across the board, companies are getting better at delivering quality customer experiences (CX). But in as much time as it takes to open a celebratory bottle of champagne, the tide of rising customer expectations threatens to push the product or service CX pros have been working on for so long toward obsolescence. Essentially, customer expectations are rising faster than companies can conceptualize, design, and deliver improved experiences.
Now, imagine if you could better manage your customer’s expectations before the delivered experience — first by elevating your customer’s positive emotions as early in the interaction as possible and then initiating a positive emotional momentum that will carry throughout their journey with your brand. It’s called anticipatory CX and it is the most powerful element of CX that you’re not currently paying attention to. Consider the following:
Evolution gave us anticipation as a motivating force. People are wired to anticipate future happy experiences as opposed to negative events. When you think about the BBQ this weekend or your friend’s wedding next month or a vacation later in the year, you’re anticipating a positive experience. Your brain’s intrinsic anticipatory-reward system has kicked in.
Mark McCormick, newly in the position of head of user experience for wholesale Internet services at Wells Fargo, has led customer experience teams for 20 years, the past 12 of which have been at Wells Fargo. He specializes in managing large research, design, and content strategy teams and driving cultural values and practices around customer centricity, innovation, and, lately, simplicity. We sat down to talk more about simplicity leading up to Mark’s keynote at CXNYC 2015.
Q: You’ll be speaking about ethnographic research at the CXNYC 2015 Forum. Could you give us some background on the role of research at Wells Fargo, particularly as it relates to design?
A: Ethnography is an enabler to design and decision-making. Design and research have always gone hand in glove at Wells Fargo, usually reporting to the same manager and working in tandem on projects. But when I talk about research, I’m referring to a few different kinds of research. In the case of usability, there needs to be a bit of a wall between the designers and research in order to maintain the objectivity that’s needed. With ethnography on the other hand, ideally you would have designers, executives, and product teams all in the field, side by side with researchers. With that kind of research, and with the rich qualitative data that comes out of it, it is extremely fruitful if you get designers and researchers parsing the data together. Then everyone has a stake in it, and if they have a stake in the data, they end up using it.
Today I heard an agency describe the content strategy that it was working for a client. At the end of the description (which revolved around how the client saw itself, and what it wanted to talk about), I said: “That sounds like an ad pitch.” Awkward silence.
Right now, in meeting rooms around the world, bad ideas for content strategies are being hatched. And it’s no fault of the idea-hatchers.
Sitting in a meeting room.
Thinking about the company’s (or client’s) management or board.
Needing to sell an idea in to sceptical constituents.
Knowing, no matter what they hatch, it’ll get enough paid air cover to make it look a winner.
So they lay an almighty egg of a content strategy. An egg that, within the hothouse confines of the group that hatched it, meets only reaffirmation. But the content strategy doesn’t serve customers. Not at all. And it doesn’t serve the real strategic goals of the company behind it.
How do you get around this natural tendency of organizations to lay eggs?
You need a very strong counterweight to the natural tendency towards basic self-interestedness from the parties involved (client approval for the agency, peer approval for the marketer, and self-serving messages for the internal stakeholders).
Audience-centric design is the response. Taking its cues from the user-centric design discipline, audience-centric design relies on rich and direct audience observation – both their attitudes and behaviors – in order to inspire value in the eyes of the audience.
After a gorgeous long fall weekend tramping around ponds and through pastures in search of sculpture, while oohing and aahing over the upstate New York autumnal palette of greens, yellows, oranges, and reds, I got a nice welcome back to work today. My first Forrester report is live on our client site! It’s a case study on Drop, an iPad-connected kitchen scale and recipe app, which was developed by a small team based in Ireland and is currently in pre-order.
[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.”
Last week I blogged a video recap of day one of Forrester’s Customer Experience Forum East, 2014. I had originally planned that post to cover both days of the forum, which has grown to become Forrester’s largest event in our 30+ year history. But at some point I realized that there was just too much material to cram into a single post.
Which led, inevitably, to this post with my video recap of day two.
If you were also at CX East, here’s a reminder of what happened on that second day. And if you weren’t there, here’s a preview of the types of things you’ll see at our Customer Experience West in Anaheim on 11/6 – 11/7 and our Customer Experience Forum EMEA in London on 11/17 – 11/18.
Rick Parrish, Senior Analyst, Forrester
Rick Parrish kicked off the morning with a major update to our research on the customer experience ecosystem, which we define as: The web of relations among all aspects of a company — including its customers, employees, partners, and operating environment — that determine the quality of the customer experience.
That web of relationships often leads to unintended consequences for both frontline employees and customers. Why? Because back office players take well-intentioned but misguided actions – like what happened with the US federal government in this example from Rick.
The Eyeo Festival took place in Minneapolis last week. I missed it. I missed it for a very good reason, which is that I just started a new job as a Principal Analyst at Forrester Research. But I still followed from afar, wishing I could hear firsthand about some of the fantastic projects and ideas that get presented there (and I’ll certainly check out the videos as they get posted).
What is the Eyeo Festival, you might be wondering? It’s a small annual conference that “brings together creative coders, data designers, and creators working at the intersection of data, art, and technology for inspiring talks, workshops, labs, and events.” I’ve been to two out of the four conferences and have come away both times incredibly inspired and impressed. This is not just big data. This is big, beautiful, informative data. The coders, designers, and creators both at Eyeo and elsewhere provide living proof that big (and small) data doesn’t have to be ugly, messy, or impossible to understand.
It can have an emotional impact and make a point like this project by Kim Rees and Periscopic, which uses mortality data from the World Health Organization to estimate the number of years lost to gun deaths in 2013 alone.
Okay, maybe “demigod” is a little over the top. But maybe not.
John Maeda is both design partner at Kleiner Perkins Caufield & Byers and chair of the eBay Design Advisory Board, where he collaborates with design leaders across eBay to disseminate design thinking. But that’s just what he’s doing now. He previously served as the president of Rhode Island School of Design (RISD), and before that, he was a professor and head of research at the MIT Media Lab.
Now where I come from (Cambridge, Massachusetts, these days), RISD and the Media Lab are synonymous with innovative thinking. But eBay already changed the way about 145 million people shop — most people would say that’s already pretty innovative. So how do you improve innovation by disseminating design thinking at eBay?
In advance of John’s talk, he was kind enough to answer some of our questions about what he’s been doing and why. I hope you enjoy John’s responses, and I look forward to seeing many of you in New York on June 24th and 25th!
Q: When did your company first begin focusing on customer experience? Why?
When I was maybe 2 years old, my mother lost track of me in a Toys-R-Us store. After a dozen stressful minutes, she finally found me - holding a Fisher-Price airplane. And so began my love affair with airplanes and aviation. So as I looked through the break-out schedule while attending NVIDIA’s GPU conference two weeks ago in San Jose, California, Gulfstream Aero’s session on transforming manufacturing and field service with desktop virtualization caught my eye. It didn’t disappoint.
There are 2 reasons why I liked this session so much and why I think it’s worth sharing with you:
It’s a nice example of technology that makes the work easier for employees, and helps them improve the customer experience directly.
It’s also an example of how a technology that’s not necessarily a money saver (in this case, VDI) shines when it enables workers do something that would be difficult or impossible any other way.
As I write this, I am in seat 1A of United flight 1607 from Philly to Houston. playing on the screen in front of me is CNBC. I make no secret of my disdain for much of the so called "news media" so I won't launch into my usual rant there (there are some superb journalists out there, but Murrow and Cronkite must be rolling in their graves!). I am bristling over the coverage right now that is focused on the 787's latest woes. As usual, the talking heads are clueless and painting a doomsday scenario for Boeing! It's a bunch of finance people who don't understand the engineering realities. They're smart bean counters, but not engineers. I am an old engineer, so let me shed light on what the Wall Street mouths don't know. There is an important lesson here for I&O leaders!