Introducing Forrester's Digital Customer Experience Improvement Playbook

Ronald Rogowski

Firms are increasing their focus on and investment in digital touchpoints. Why? Because digital touchpoints are critical parts of the customer experience ecosystem that offer your customers access to your firm anytime, anywhere. But when these touchpoints aren't optimized to reflect the way customers want to interact, firms:

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Patient Experience: Personal, Emotional, And Critical

Harley Manning

Last week my son, Alex, had reconstructive surgery to repair his torn ACL (the ligament that holds the inside of a knee together).

He’s 11 years old.

I have to admit that this procedure worried me like hell for all sorts of irrational reasons. Sure, things could have gone wrong. But the surgeon who operated on my son literally invented this type of surgery, which is only used on children and pre-adolescents who are still growing. Plus we had the procedure donev at Boston Children’s Hospital, which topped the U.S. News & World Report honor roll of best children’s hospitals.

All that gave the left part of my brain comfort, even as the right part of my brain tried its hardest to give me high blood pressure. Fortunately, the operation was an unqualified success, and as I write this, we are three days into the recovery period, which is also going well.

Now normally I wouldn’t blog about something this personal. But throughout the process, Alex — who knows what I do for a living — kept telling me that he was having a great experience and that I should write about it.

Frankly, I was quite curious as to why Alex thought — and forgive me for being graphic — that getting his leg opened up and put back together with a bunch of new parts was “a great experience.” So I asked him.

Harley: You’ve said a number of times that you had a great experience at Boston Children’s Hospital. From your point of view, what made it a great experience?

Alex: Everyone was really nice to me. And they did a great job at keeping my pain level down.

Harley: Were you scared?

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Designing A Great Customer Experience In The Age Of Irrational Customers

Harley Manning

Recently we’ve seen a lot of interest in the emotional aspects of customer experience by some of the smartest practitioners we know — chief customer officers. There’s a reason for this. Recent advances in the behavioral sciences now give us a better understanding of how people make decisions, experience pain and pleasure, and recall their experiences.

Maybe you’ve read about some of these studies in books like Predictably Irrational by Dan Ariely, Thinking, Fast and Slow by Daniel Kahneman, or Switch by the Heath brothers. If you have, then you picked up on the fact that we now know our customers to be inherently irrational, making most of their daily decisions without any particular logic.

For example, we know that people experience the pain of loss more acutely than they feel the pleasure of gain. That’s the reason why people dump shares of well-run mutual funds when the economy turns down, irrationally converting their paper losses to real losses. It’s also why it’s easier to lose a customer than to gain one — people are less likely to forgive you when you inflict pain on them (got the order wrong, didn’t resolve the problem) than they are to love you for satisfying them.

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Measurement: How To Quantify The Quality Of Your Customer Experience

Kerry Bodine

Despite the fact that measurement is deeply embedded in business functions like finance and IT, companies still struggle with measurement when it comes to customer experience. In fact, I was chatting to a seasoned executive next to me on a plane a few weeks back, and he said, “This customer experience stuff is so important. But you can’t really measure it, right?” Wrong! Customer experience can be measured — you just have to know how.

In Forrester’s soon-to-publish book, Outside In, Harley Manning and I illustrate the importance of measurement through a case study about JetBlue. The JetBlue customer experience was designed to “bring humanity back to travel” with features like more legroom, seatback TVs, and snacks that people actually want to eat. But for many years, the young airline didn’t measure how well it delivered on all that — and as a result, JetBlue employees really had no way to assess how well they performed their jobs every day.

To remedy the situation, JetBlue implemented a comprehensive set of measurement tools. The workhorse of the program is an email survey that asks passengers to grade each part of their end-to-end travel experience, starting with making a reservation and continuing on through the end of a flight. When the survey responses come back, an internal system attaches operational data like what channel the customer used to book her flight and whether that customer experienced any problems on board, like a broken TV. In addition, JetBlue looks at what customers say they’re going to do as a result of their experience, like fly JetBlue again or recommend the airline to a friend.

These are the three building blocks of a solid customer experience measurement framework:

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Design: Because Great Customer Experiences Don’t Happen By Accident

Kerry Bodine

The discipline of design remains largely misunderstood in the business world. Let me dispel a couple of myths for you: Design isn't simply about picking the right shade of blue for the company logo. And it’s not solely the domain of black-turtleneck-wearing creative types.

Design is a straightforward and repeatable problem-solving process that incorporates the needs of customers, employees, and business stakeholders. It’s also a way of working that focuses on making and refining tangible solutions. Everyone in an organization can learn and leverage design to meet or exceed their customers’ needs and desires. That’s key, because great customer experiences don’t magically spring into existence — they need to be actively designed.

In Forrester’s soon-to-publish book, Outside In, Harley Manning and I illustrate the importance of design through a case study about Mayo Clinic. The physical layout of Mayo’s outpatient rooms has basically remained static over the past six decades. The equipment for physical examinations — the reclining table, dressing area, sink, and tools like scopes and blood-pressure cuffs — still dominates each room, but these days, the bulk of each appointment is simply a conversation between the doctor and patient.

A team working to improve the outpatient experience came up with the idea of creating separate consultation and exam rooms. But that solution wasn’t going to work. There simply wasn’t enough floor space in the Clinic’s facilities to accommodate the number of separate rooms required to serve patients.

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Customer Understanding: Do You Really Know What Your Customers Want And Need?

Kerry Bodine

Right now, companies around the world are barreling down a perilous path — one that isn’t illuminated by customer insights. These companies might think they know what their customers want, but Forrester’s research shows that most companies today have an incomplete — or worse, downright wrong — understanding of who their customers are, how they perceive the current interactions, and what they want and need in the future.

In Forrester’s soon-to-publish book, Outside In, Harley Manning and I illustrate the importance of customer understanding through a case study about Virgin Mobile Australia. The company recently earned the No. 1 spot in customer satisfaction in its market. But in their hearts, Virgin Mobile’s execs knew that the customer experience they provided was pretty much indistinguishable from those of their competitors. And for a company operating under the Virgin brand name, that was a big problem.

Matt Anderson, the former COO of Virgin Mobile, told me, “We weren’t interested in being up to par with industry standards. We wanted to create a differentiated customer experience: one that was uniquely Virgin.” To do that, the company had to take an outside-in view and examine what the Virgin brand meant from the customer perspective.

So Virgin asked some of its customers to create online diaries, and every day for a week asked them questions about Virgin’s brand values: simplicity, fairness, and control. (Words we all naturally associate with our wireless carriers, right?)

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Introducing The Experience-Driven Organization Playbook

Megan Burns

If you are trolling around our website, you may have seen that we’ve introduced a new way to organize our research, something that we call playbooks.

We made this change because for years we’ve been producing reports that connect to each other in many ways. The connections are obvious to those of us who create the research, but until now, they may not have been as obvious to our many readers.

Playbooks make it easier for you to find the research we have about every one of your customer experience challenges. What’s more, playbooks suggest related research on topics that you might not have even thought to look for. For example, if you’re looking for best practices for how to improve your Customer Experience Index Score, you’ll also see advice on how to sustain continuous improvement once you take the first step.

The first playbook for customer experience professionals is called The Experience-Driven Organization Playbook. It lays out our vision for what it takes to deliver a consistently good customer experience. You can get an overview of all of the research in the playbook by reading “Transform To An Experience-Driven Organization” by my colleague, Harley Manning. Or dive right in with my report that sets the vision for what it takes to build a mature customer experience practice, “Customer Experience Maturity Defined.”  

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Video Highlights From Forrester's Customer Experience Forum East

Harley Manning

Thanks to everyone who made our customer experience event a success! That includes both our many industry speakers as well as our terrific, highly engaged audience and sponsors. You rock!

On June 26th to 27th, we had just under 1,400 people at the Marriott Marquis in Times Square. That was up slightly from last year, even though we're offering a second customer experience forum in November in Los Angeles as an alternative (we've pretty much reached capacity at the Marriott). The packed house was a tribute to just how many companies have woken up to the importance of customer experience (CX) as a way of doing business. Personally, I love the positive energy that comes from being around so many people who care about CX.

Our production team just finished editing the video highlights of our main-stage speakers from the event and collecting them on a single page for your viewing pleasure. You'll notice that all of the speeches were themed around Forrester's upcoming book about customer experience, Outside In, which will be available to the general public on August 28th. Forum attendees didn't have to wait until August, though, because we gave them a free digital copy of the uncorrected proof at the event. (With an uncorrected proof, you get a bonus: typos and formatting errors!)

So for all of you who attended, here's a reminder of what we saw. And for those who didn't attend, I hope these videos convey some of the energy and insight that we felt in New York. Enjoy!

Strategy: The First Step Towards Creating A Great Customer Experience

Kerry Bodine

Great customer experiences are the result of countless deliberate decisions made by every single person in your organization on a daily basis. To align those decisions, employees and partners need a shared vision: a customer experience strategy.

When most people talk about strategy, they’ve often got a road map or some sort of plan in mind. But your customer experience strategy is actually a description of the experience that you want to deliver. Without that beacon, employees are forced to set out on a random walk, and their decisions and actions will inevitably be at odds with each other, despite all best intentions.

In Forrester’s soon-to-publish book, Outside In, Harley Manning and I illustrate the importance of a customer experience strategy through a case study about the Holiday Inn. In the majority of its 750 properties with on-site restaurants, the iconic hotel chain was losing dinner customers to casual restaurants like Outback Steakhouse and Chili’s. Even worse, it was losing breakfast customers to nearby gas stations — and you better believe that Holiday Inn got worried when gas stations started to provide better breakfast options than it did.

So what did Holiday Inn do?

Well, I’ll tell you what it didn’t do. It didn’t start randomly making one-off changes to the menu or the pricing. Instead, Holiday Inn stepped back to define a customer experience strategy.

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Healthcare, The Supreme Court, And Customer Experience: What It Means

Harley Manning

The Supreme Court decision upholding virtually all of the Patient Protection and Affordable Care Act (AKA “Obamacare”) shifted a balance for customer experience professionals in the healthcare industry. Now they — and the executives they report up to — know that it’s more risky to do nothing than to respond by taking action.

Keeping in mind that “the healthcare industry” is really three industries, here are some of the most important actions that healthcare organizations will need to take.

Health Insurance Providers (Payers)

As we point out in our upcoming book, Outside In, the health insurance industry has owned the cellar of our Customer Experience Index (CXi) since we began that study five years ago. The main reason for its dismal performance is that the CXi is a consumer study, and for health insurance providers, the customer has not been a consumer but a business — or more accurately, a person at a business, like a benefits manager.

The result was that payers didn’t need to focus much on the end users of their products — consumers — so most of them didn’t. But starting in 2014, a greater percentage of their business will come from consumers. That will drive health insurance providers to better understand consumers so they can attract and retain the healthiest ones, who are the most profitable. Payers will also want to get consumers to change their behavior as a way to keep costs down. For example, they’ll want them to opt for generic drugs and to take better care of themselves. But none of that will happen unless the health insurers build a trusting relationship by providing a far better experience than they have to date.

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