There are more than a few loyalty-esque proverbs that float around marketing departments and boardrooms everywhere: "repeat customers spend more," "it costs five times more to acquire a customer than to retain a customer," "80% of your revenue is driven by 20% of your customer base." If you are reading this blog post, chances are that you have uttered at least one of these phrases at some point in your career. But, if you've ever tried to put your money where your mouth is, you also know that achieving true customer loyalty requires strategic alignment, deliberate planning, and financial and cultural commitments. Loyalty is both behavioral and emotional, and companies that really want to compete for their customers’ loyalty need an evolved approach that extends beyond the program.
To help you understand where your loyalty strategy stacks up, Forrester has developed new self-assessments that examine loyalty from two points of view: the business' and the member's:
The update to the Benchmarks report for Forrester’s Service Management & Automation (SMA) playbook is now live and with its publication marks a change in how we at Forrester - and you - should look at SMA.
Past efforts in IT service management have brought some changes, but as our survey done in conjunction with itSMF USA indicates, not much has changed. Service management has focused too much on internal infrastructure and internal operations (IT), and while this is still important, the demands for technology to acquire and retain customers, which Forrester calls business technology (BT), must be addressed to leverage and apply technology to advance, not hinder or stifle the business we enable.
The world we support is progressing exponentially while ITSM is progressing linearly, arguably statically – please see the report for further evidence. Being linear is being human; the exponential comes from harnessing technology, and radically shifting our focus towards service management and automation topics essential to being partners with our business teams.
In lieu of data, here are three concepts from the report that promote a new way of thinking:
On the 7th August I will be taking part in a webinar that looks at how to ‘Boost Your IT Maturity With ITSM’ and I have a confession to make – I love IT Maturity Assessments. You may also love them but my love comes from the fact that I used to be an enterprise system and service management consultant and today I want to confess my sins.
As you may know, maturity models and assessments are a cornerstone of many System Integrator service offerings. During my time as a consultant on a number of ‘IT transformation’ projects in the UK, the companies that I worked for would use maturity assessments as part of their standard go-to-market offerings. In terms of my role, I would use ITIL and systems management maturity models and my promise to the customer was that working with me would get them to that next level of maturity. While I believed I was truly helping the customer, I knew, deep down, that maturity models were a way of cementing continued business and that unfortunately within a year I would be on another project meaning I would not be there to see the improvement roadmap move forward.
But today I want to start my rehabilitation. I still believe that IT maturity assessments hold a lot of value for Enterprise IT but I&O professionals needs to be aware of the following 5 deadly sins:
Early this year, on January 15, I published our first research on testing for the Agile and Lean playbook. Connected to that research, my colleague Margo Visitacion and I also published a self-assessment testing toolkit. The toolkit helps app-dev and testing leaders understand how mature their current testing practices and organization are for Agile and Lean development.
The Agile Testing Self-Assessment Toolkit
So what are the necessary elements to assess Agile testing maturity? Looking to compromise between simplicity and comprehensiveness, we focused on the following:
Testing team behavior. Some of the questions we ask here look at collaboration around testing among all roles in the Scrum teams. We also ask about unit testing: Is it a mandatory task for developers? Are all of the repeititive tests that can be run over and over at each regression testing automated?
Organization. In our earlier Agile testing research, we noticed a change in the way testing gets organized when Agile is being adopted. So here we look at the role test managers are playing: Are they focusing more on being coaches and change agents to accelerate adoption of the new Agile testing practices? Or are managers still operating in a command-and-control regime? Is the number of manual testers decreasing? Are testing centers of excellence (TCOEs) shifting to become testing practice centers of excellence (TPCOEs)?