Consumers are embracing an increasing number of devices and touchpoints to shop – this we know and at Forrester we call this the mobile mind shift. But eBusiness professionals still need to figure out the relative influence each touchpoint has on their customers’ shopping behavior in order to determine where to focus their efforts. Should you follow the likes of House of Fraser with a mobile first web presence? How do your customers use your digital presence for research pre-purchase?
Forrester’s new retail segmentation helps eBusiness executives answer these questions by providing a framework to map out the complex ecosystem of touchpoints and devices their customers use to shop. The segmentation identifies increasingly sophisticated multi-touchpoint shopping behaviors and helps eBusiness executives to identify critical touchpoints to create the most relevant shopping experiences for customers across markets.
In my last post I outlined the research we just finished on digital transformation. Today I'd like to highlight the key takeaways for CIOs.
CIOs are destined to play a pivotal leadership role in the transformation of business to a digital business. The nature of business is changing and, in turn, the technology investment priorities of the past must change. The report - Unleash Your Digital Business - describes the dynamic ecosystems of value that drive customer behaviors and transform the linear value chain into a dynamic network supported by open APIs. CIOs must partner with CMOs to drive the business transformation needed to become a digital business. To survive, your business will need to embrace digital customer experiences within ecosystems of value, and digital operational excellence to drive the agility and innovation required to survive and thrive in the age of the customer.
Digital Is More Than A Bolt-on Strategy
Bolt-on digital is like painting go-fast stripes on a car; it doesn’t change the underlying business. To become a digital business requires fundamental enterprise transformation; something CIOs are accustomed to leading and shaping. The partnership with the CMO must be extended to create operational excellence through digital technology, augmenting customer value with digital products and services and driving rapid innovation across the business.
Dynamic Ecosystems Of Value Drive The Ability To Win Serve and Retain Customers
Your company is likely to face an extinction event in the next 10 years. And while you may see it coming, you may not have enough time to save your company.
Business leaders don't think of digital as central to their business because in the past, it hasn't been. But now your customers, your products, your business operations, and your competitors are fundamentally digital. While 74% of business executives say their company has a digital strategy, only 15% believe that their company has the skills and capabilities to execute on that strategy (see figure). These are just some of the findings from our latest research (Forrester clients click here).
For the past few years, companies have been bolting “digital” onto their existing business like teens paint go-fast stripes onto their cars. “Look, we’re digital” is the message CEOs want to send to investors. But the piecemeal strategy of bolting digital channels or methods onto the business is no longer sufficient. Instead, you must think of your company as part of a dynamic ecosystem of value that connects digital resources inside and outside the company to create value for customers. To do this, you must fully harness digital technologies, both to deliver a superior customer experience and to drive the agility and operational efficiency you need to stay competitive.
In my post at this time last year I wrote of the changes we could expect in 2013 around the shift toward digital business. And indeed we did see a significant move toward digital business in 2013 - a transition that’s still very much just beginning.
But 2014 will be different. 2014 is when digital reality begins to sink in for CEOs around the world. And if your CEO doesn't figure out digital business this year, I predict 2015 will be a very challenging year for your organization, no matter what business you are in.
The Retail Conundrum
A recent Wall Street Journal article highlights the challenge of retailers very well. Store footfall is declining as consumers' lives become more digital. We are seeing a steady shift toward shopping online and shopping less often. So how can today’s retailers survive? The simple answer is that many will not. Retail will undergo a seismic shift in the next 10 years. And since retail is a major employer, it's a shift that will impact us all.
Time drives behavior. Digital tools extend the workplace into our private lives, allowing greater productivity while also creating fewer opportunities for large chunks of time to “go shopping.” We are increasingly using digital technologies to optimize how we fill our days for work and pleasure:
• Digital scheduling tools like Google Calendar help us plan our work and play time.
We’re at the dawn of a new industrial revolution. And just as the steam engine and the spinning jenny transformed the world in the first industrial revolution, the new technology of this new industrial revolution will transform our world as we know it.
The seeds of revolution are all around us: More compute power now resides in each of our pockets than in the supercomputers of the eighties; we are rapidly approaching a point where each person on the planet is interconnected through a web of digital channels; billions of devices are capable of instantly uploading data about the device and its environment as an the internet of things; highly automated manufacturing plants will soon intelligently assemble custom products; and instant video communications now take place regularly around the world. All of these changes are already here.
“We’re in charge of developing your new website. You can have it good, fast, or cheap. Pick two.”
How many times have you heard (or said) something like that on a digital experience project? With any digital initiative, one of those desires is usually odd man out. Application development and delivery pros at corporations, digital agencies, and systems integrators know this; they’re often the people talking reality in the face of the wishes of the business asking for all three (and, frequently, a fourth: “Can you make it as good as Apple.com?”).
Web projects always require compromise. The challenge is figuring out what you can live without.
It’s enlightening to apply the good/fast/cheap triangle to the Healthcare.gov snafu that’s been playing out in Washington, DC. If you’re involved in web applications, reviewing the government’s project might be one way to inoculate yourself and your team against an invitation to the hot seat by preventing website crash and burn. No one wants to be like the Secretary of Health and Human Services, Kathleen Sebelius, and her squad, who’ve had to explain the most visible website flop in history.
It makes me ask: how did the Feds deal with the good/fast/cheap question for Healthcare.gov? It’s a hard reality to deal with on any digital project, never mind a project of this scale. Where would you compromise?
Over the past nine months I've been interviewing chief digital officers and senior digital leaders across a variety of industries to gain insight into the emerging role of digital leadership. My colleague Martin Gill and I wanted to discover why firms hire chief digital officers and what they are responsible for — more importantly I was looking to discover what CEOs should be doing to set up their businesses for success in a digital world.
One aspect of the research I'd like to highlight here is the need to think of digital as more than simply a bolt-on to your business. To create a digital business able to compete in the age of the customer, we need to think of building out a digital business ecosystem. I know what you're thinking — "not another ecosystem" — and yes, it's a very overused term, especially by consultants and analysts. But I simply can't think of a better term to describe the interconnected and codependent relationships needed in a fully digitized business (see diagram).
Last month, I delivered a webinar about digital CX teams in the post-PC era. I described the importance of having a clear strategy for the digital customer experience and how it should align with the overall customer experience vision in nondigital touchpoints. I shared examples of how companies hire and train essential in-house skills like journey mapping and storytelling to avoid overreliance on partners. And I talked about how companies should take an ecosystem approach to organizing their digital resources. There were some great questions posed during the call, and I wanted to answer them here.
Q. What is the typical team structure of a post-PC CX team?
A. There is no one standard model for digital CX teams — we see a variety of different structures. Some teams, like the one at Target, are quite large and encompass many disciplines and skills. Others, like the team at Express Scripts, are smaller and focus more on the high-level vision and orchestration of projects.
What is consistent across teams is that they build strong connections with key stakeholders throughout the company. Teams actively foster collaboration and skills development both within the team and with key partners inside and outside of their organizations. Many teams provide career paths for individual contributors and mentors for junior team members by promoting strong performers to manage subteams within the larger digital CX team.
Simultaneously: using two devices at the same time to “multitask for efficiency.” Despite overwhelming evidence that humans cannot really split their attention among multiple tasks, 82% of global consumers believe that multiscreening makes them more efficient, and they act on that belief.
Is Jon Stewart’s recent online success in China a sign of new opportunities for non-Chinese brands? In China, the demand for global brands and content continues to grow - to the point that it has spread into new industries like comedy shows, where cultural cues are paramount to success. Jon Stewart is just one of many western icons with newfound success in China, all in part to the accessibility of new consumers through the internet.
Online businesses selling anything from humor, makeup, or shoes to baby formula can’t ignore these demands for their products in China: More and more consumers are exposed to global brands of all kinds through online offerings and travel. There are huge advantages to being one of the first brands to be noticed in the market, but just showing up isn’t enough. To be successful, learn from Jon Stewart and:
Localize your offering. Give your consumers things they can relate to and use. Jon Stewart did this by coming up with culturally relevant jokes about China’s culture. For retailers this could mean offering products that respond to needs specific to consumers in China, like Godiva’s Chinese New Year Chocolates.
Develop a fan base online. By giving your very social Chinese consumers a platform to talk about your brand, you can generate free marketing and new insights. Jon Stewart’s fans aggregate his videos in one place and work together to translate and upload subtitles on his video clips.