We recently published the results of our annual survey of the members of our customer experience professionals peer research group. The group is interesting in that they’re pros: They all work to improve the customer experience delivered by their organizations.
This year, their responses are encouraging — but also very sobering.
Here are some of the encouraging data points. A whopping 86% said that customer experience is a top strategic priority at their company. More than half work at companies that already have a single set of customer experience metrics in place across the entire company, and another 20% said that their firms are considering this move. What’s more, almost as many respondents said that their companies have a voice of the customer program in place, and another 29% said that their firms are actively considering a voice of the customer (VoC) program.
At this point I’m thinking, “Fantastic! Their companies care about customer experience, and they are implementing mission-critical programs that will help them succeed!”
Plus they’re coming from a good place. When we asked our panelists how they’d describe their executive team’s goal for customer experience, 63% of respondents said that their senior executives want to be the best in their industry, while another 13% said that their execs shoot higher and want to be seen as a customer experience leader across all industries.
Once again, I spent a couple of days in Barcelona at Mobile World Congress (MWC).
With 60,000 visitors (10,000 more than last year) — including an amazing 12,000 developers (!), 3,000 CEOs, and 2,900 journalists — MWC is the place to be for anyone wanting to make the most of mobile technologies.
Year after year, it is interesting to see how the show is becoming more global, more open to non-telecom players (advertisers, developers, etc.), and more open to connected devices other than just phones.
While it is difficult to summarize all the news and announcements, here are my key takeaways from MWC 2011:
Android, Android, Android.Google’s Android stand was the hit of MWC this year. Why? Very clever marketing: It was located in the main hall away from all the other players in the App Planet hall; it had a “cool” bar with animations; the Android robot logo was all over the place; and it featured interesting demonstrations from startups and key players. Google’s Android was helped by Apple’s absence and the lack of a serious upgrade to Windows Phone 7, unlike last year. Of course, the Nokia-Microsoft deal came up in most conversations. Forrester has already published its take on the strategic implications of this key announcement (clients can read it here). As my colleague Charles Golvin sums it up: “Nokia hopes to produce its first Windows Phone in 2011, but it will not bring a significant portfolio to the market in volume until 2012 — a lifetime in today’s smartphone market.” With 300,000 Android phone activations per day and 170 Android-based handsets currently available from 27 vendors, Android is definitely getting a lot of traction.
"Where to get help for interactive design projects in Europe?" That's the question I want to answer for customer experience professionals in my next research. To do that, I'm inviting all interactive design agencies in Europe to help me. Would you like to be included in a report that will help Forrester clients with their interactive agency selection process? If the answer is yes, please complete this 15-minute survey at:
The survey is designed to gather data from European firms that have significant experience in designing and developing digital experiences (web, mobile, etc.). Survey questions cover interactive agency size, practice areas, industry expertise, locations, and a range of costs for typical engagements. If you know any agencies that should be included in my report, please forward the survey link to them or show them this blog post.
If you have questions, please send me an email: jbrowne at forrester dot com.
[16/Feb/2011]: Some people asked to see the questions before going through the survey online. That's a fair request, so I've uploaded a PDF of the survey to this page:
Yes, Apple is amazing. In no uncertain terms, the company has had a seismic impact on our society. Apple has changed everything from what we buy to how we work and awakened both corporate executives and the general public to the value of good design. Apple has raised our awareness of the value of simplicity (and the rejection of feature overload); the importance of paying attention to every little detail (down to the layout and typography on product manuals); and the seemingly unbelievable business domination that comes from examining not just isolated customer touchpoints but the entire customer experience ecosystem.
Not surprisingly, customer experience professionals at other companies want to follow Apple’s lead. And it’s only natural for one company to be influenced by another.
But in the case of Apple, I’ve been completely stunned over the years to see the degree of blatant copying that’s taken place. This has come, of course, from Apple’s direct competitors. Take, for example, the roughly 40 tablets that were announced at this year’s Consumer Electronics Show; the various Android-based phones, which look more like iPhone clones than not; and the app stores that have popped up to support every major mobile platform.
The explosion of smartphones and tablet computers has companies frantic to build useful apps for serving their customers. Forrester agrees that companies should be building ways for customers to interact with them at the time and place that’s most relevant to them.
Lately it’s become en vogue to talk about how to “surprise and delight” your customers. And why not? If companies are competing on experience, they need to find ways to impress and engage their customers. Figuring out how to do this is difficult but doable.
I recently had the pleasure of editing a report that Vidya Drego wrote that outlined three categories of customer research techniques: exploratory, evolutionary, and evaluative (read or download the report here). That process led me to think about my own research on Emotional Experience Design, which asserts that in order to engage their customers, companies have to craft interactions that address real goals, craft a cohesive personality, and deliver the right sensory experience. It’s this first principle of addressing real goals that I’ve looked into more deeply in a new report called, “Mastering Emotional Experience Design: Address Customers’ Real Goals.” Here are a few examples of companies that address real goals by extending value beyond the functional needs of a single interaction:
Customer experience transformation efforts don’t happen overnight. It can take years to develop the right customer experience strategy and roll out improvements across interaction points. But the screaming pace of technology innovation over the past year has sparked major changes in customer behavior and expectations. The net result? 2011 will be a pivotal year for the customer experience field.
In our latest report, Ron Rogowski and I outline what these changes mean for customer experience professionals in the year ahead — and what they’ll need to do to keep up. The report includes predictions for the customer experience ecosystem, its impact on organizations, and the resulting implications for customer experience vendors. For example:
The complexity of the customer experience ecosystem will mushroom. 2011 will bring major changes in the number of devices consumers have at their disposal as well as the types of interactions they’ll expect on those devices. Forrester expects the number of connected TV sales to double in 2011 — and consumers say they’ll be gobbling up eReaders and tablet computers at the roughly same pace that they’ll purchase new laptops. This will force customer experience professionals to expand — and differentiate — their reach. Despite the growing popularity of mobile and tablet devices, the Web (no, it’s not dead) will continue to be a vital part of the customer experience ecosystem in 2011.
How should you measure customer experience? Is it even possible to measure something that feels as squishy as customer experience?
As it turns out, you can measure it, you should measure it, and you even have some decent options for measuring it. Your alternatives range from monitoring the real-world interactions your customers have with your firm (like clicks on a site or the length of a call) to asking your customers for their perceptions of those interactions (the real customer experience) to tracking what your customers do as a result of the experience (like making another purchase or recommending you).
At Forrester, we have our own direct measure of customer experience that we’ve been using since 2007: the Customer Experience Index (CxPi). Today we published the results for 2011, which are based on research conducted at the end of 2010.
To help understand those results, let me explain how the CxPi works. We ask more than 7,000 consumers to identify companies they do business with in 13 different industries. We then ask respondents to tell us how well each firm met their needs, how easy the firm was to work with, and how enjoyable it was to work with (questions that correspond to the three levels of the classic customer experience pyramid). Then for all three questions, we calculate each firm’s CxPi score by subtracting the percentage of its customers who reported a bad experience from the percentage who reported a good experience. The overall CxPi is an average of those three results.
Back in October, I traveled to Berlin and Cambridge, Mass., to attend the annual conferences of the Service Design Network, an international organization for professionals and academics working in the field of service design.
Um . . . What’s service design?
Great question! Service designers broadly define what they do as a collaborative process of researching, envisioning, and then orchestrating experiences that happen over time and across multiple touchpoints. Unlike traditional design disciplines, service designers typically examine — and often re-engineer — the strategy behind a service as well as the operational systems, processes, and resources that deliver it.
Um . . . Can you give me an example?
Sure! There are lots of examples in my latest report. But one story in particular stands out because it includes some very cool design solutions for a very unsexy industry: utilities. When the UK recently mandated that water billing switch from estimated to actual use, English utility company Southern Water faced a massive meter installation project. The company turned to service design agencies for help – and through several interrelated projects that spanned roughly 18 months, the Southern Water teamexplored how meter installation could be a positive experience and how consumer behavior toward saving water could be influenced.
In the end, they streamlined the rollout of 500,000 new water meters. (That’s about 400 new meters a day over a period of five years!) Here are some of the project highlights: