I love Europe. I especially love the fact that in a very real sense there is no “Europe” as such: The UK experience is not the German experience, which is not the French experience, which is not the Italian experience, and so on.
Yet all of these countries are so close together that once I’m over there, I can visit a variety of very different cultures and architectures more easily than I can travel from Boston to Denver. And in any given city, just walking between buildings from one business meeting to another can make me feel like I’m on vacation. Then there’s the food . . .
Although European variety is amazing, it can also create challenges. On a recent trip, I was in London, Rome, Milan, and Budapest within a two-week period. That often brought me into contact with people in service industries — like taxis, restaurants, and hotels — who had very different ideas of what “service” means than I do.
I began to wonder: Do the locals also find some of this service subpar, or am I just being a parochial American? As it turns out, our recent research shows that European customer experience as judged by local customers does vary wildly depending on country and industry, ranging from truly great to truly awful.
Which is one reason why I’m so excited by Forrester’s upcoming Forum For Customer Experience Professionals EMEA on November 17th and 18th in London. We recruited speakers from companies with customers who say that they’re already doing a standout job as well as speakers from companies that are in the midst of tackling tough CX challenges.
An agency head told me how he was on a call between the European head of marketing for a US brand and that brand’s board of directors. The chairman asked the marketing honcho, “How is the European market?” The marketer answered, “There isn’t one.” Awkward silence. “That is, there is no European market. There is a French market. A German market. A British one. And so on. I can tell you about those.”
In no other sphere of marketing are these national differences magnified more than in social media. Social media is, by its nature, participatory and thus takes on the form, tone, and color of its users. Social media in Germany is German social media. In France, French social media.
Then brands enter the picture. That social media strategy hatched in Dallas or Dublin, with a sum earmarked for translations, will not cut it.
Three reasons cookie-cutter strategies will fail in Europe:
Europeans as a broad group are less likely to engage with brands on social media than, say, in the United States or metro Hong Kong.
Europeans’ usage differ significantly country to country; Italians usage is not comparable to German usage.
Each market boasts strong local players that excel at the intricacies of their market’s social media usage.
Last month, we had one of our best Forrester Forums For Marketing Leaders that I've been to, and I've been to all of them. With an on-site audience of nearly 1,000 marketing professionals, I really enjoyed hearing from many of you -- our valued clients -- about your thoughts on the need for new approaches to marketing. Next week, I hope our European clients will find our latest thinking on customer context and utility marketing as valuable as your peers in North America did. Forrester's Forum For Marketing Leaders in Europe is finally here, and I look forward to seeing you in London this Tuesday, May 13. Make sure you check out our latest research reports that go in-depth on the event theme, "Beyond The Campaign":
Roughly half of companies on the path to customer experience maturity say that they’re in the repair phase today — and that’s probably a conservative estimate. But there are companies at more advanced stages of CX maturity, including a few in the most advanced phase, differentiate. That’s where firms reframe business challenges in the context of unmet customer needs, connect innovation ideas to their customer experience ecosystem, and infuse innovations with the brand.
We had two speakers at our event who represented companies in the differentiate phase: Dean Marshall, director of Lego brand retail store operations Europe, and Declan Collier, CEO, London City Airport. What is it that their organizations do that’s so different?
Lego stores goes beyond even the typical design best practices used by companies in less advanced (but still pretty advanced!) phases of CX maturity, practices like ethnographic research and co-creation. How? By combining the two.
What is “customer experience maturity”? We define it as the extent to which an organization routinely performs the practices required to design, implement, and manage customer experience in a disciplined way. In other words, does the organization apply the same level of business discipline to customer experience as it does to well-established business practices like marketing, logistics, and accounting?
In our study of how companies become mature at the practices in the customer experience discipline, we’ve discovered that successful firms all follow the same path, which passes through four phases:
Repair. Companies find broken experiences, fix them, and measure the results.
Elevate. Firms start to adopt practices that lead them to deliver sound experiences in the first place.
Optimize. Companies become systematic at customer experience practices.
Differentiate. Firms reframe business challenges in the context of unmet customer needs, connect innovation ideas to their customer experience ecosystem, and infuse innovations with the brand.