North American Interactive Design Agencies: Please Complete Our Survey

Jonathan Browne

Calling all interactive design agencies in the US and Canada! I'm writing the update to Forrester's "Interactive Design Agency Overview, 2012" report, and I need your help to do it. Please complete our survey by following this link.

If you would like your agency to be featured in the research, please complete the survey to share details of your agency's size, capabilities, industry strengths, and so on. If you would like to see a preview of the questions in the survey, you can download a copy of the survey instrument here.

The deadline for completing the survey is November 27. Please spread the word among interactive design agencies — I hope to include as many agencies as possible in the report this year. 

Thank you!

 

 

 

Digital CX Teams In The Post-PC Era: Your Questions Answered

Sam Stern
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. 
 
Q. What specific roles in a CX team are typical?
 
A. Typical roles include: 
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Technology And The Customer Experience

Joana van den Brink-Quintanilha

I am a new senior analyst on the customer experience team, based in London, and I wanted to take this opportunity to introduce myself and share some thoughts about my first report. My areas of expertise include digital customer experience, measurement, strategy, customer understanding, and design. For my first report, I have decided to tackle a topic that occupied a lot of my time as a customer experience (CX) practitioner, namely technology.

As a former customer experience practitioner, I found myself gravitating between the driver seat, the passenger seat, and the backseat when it came to technology decisions — part buyer, part advisor, and part bystander. I worked closely with IT on digital CX and had some very fruitful interactions with IT colleagues about customer experience in general — and customer journey and ecosystem mapping, in particular. I also experienced firsthand the fragmentation of IT spending as more business owners spend more from their own budgets on IT in order to win, retain, and engage with customers. And of course, as many of you, I witnessed IT projects derail or gain a life of their own, to the detriment of the customer experience. Technology is everywhere, every business is now a digital business, and customer experience professionals are facing a tsunami of technology choices as the tech industry enters a period of unprecedented innovation and more and more vendors align themselves with the customer experience buzz. In this first report, I want to explore:

  • How involved are customer experience professionals in technology decisions? Are they in a position to influence these decisions?
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Case Study: Innovating The Fast-Casual Restaurant Experience

Kerry Bodine

In 2011, the executives at Bertucci’s, a 30-year-old restaurant chain in the US Mid-Atlantic and New England regions, faced a big problem: The restaurant had become nearly invisible to younger generations of diners. Bright lighting and rows of faux-leather booths beckoned parents with messy young children — not ever-shifting groups of young friends on the move. And its traditional table service felt increasingly irrelevant for diners who wanted to get in and get out — or park themselves for hours with a laptop.

Bertucci’s saw that it had to throw out its old restaurant model in order to court (and keep) a younger generation of diners. Rather than rework its existing locations, the executive team decided to create an entirely new brand. “What we wanted to do is cut the competition off at the pass,” says James Quackenbush, chief development officer of Bertucci’s.

Partnering with design and innovation consultancy Continuum, the firm created a new restaurant concept called 2ovens. The success of the pilot restaurant demonstrates the power of following a structured approach to customer experience innovation.

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Forrester’s Customer Experience Forum Is Coming To London November 19th and 20th!

Harley Manning

Although it seems like Forrester’s Forum For Customer Experience Professionals West in Los Angeles just happened, we’re now just three weeks away from Forrester's Forum For Customer Experience Professionals EMEA in London.

I can’t tell you how excited I am about how the London event is shaping up.

On second thought, I can tell you. Read on!

This year’s theme is “Boost Your Customer Experience To The Next Level.” What’s that about? Well, we know from our research that companies are at wildly varying levels of customer experience maturity, ranging from not having gotten started yet to pulling even further ahead of competitors through CX differentiation. That’s why we’ve tailored this event to show attendees the one sure path to CX maturity and provide detailed guidance on how to advance along that path.

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Designing Experiences That Surprise And Delight

John Dalton

My wife and I have finally reached the last phase of a lengthy and complex home renovation project. To make sure that the new stairwell gets installed with the least risk of personal injury (descending the stairs first thing in the morning, in the dark, before coffee, and before the banister has been completed — not a good idea), we decided to spend a couple of nights in a hotel while our contractor finishes the job.

That hotel happens to be a Courtyard by Marriott property, one of a handful of businesses to achieve a rating of excellent in Forrester’s Customer Experience Index (Cxi). In the CXi, we ask consumers to measure how well each brand they’ve done business with measures up against three criteria: value, ease of use, and enjoyability. Most brands score OK to very poor. So how does Courtyard do it? 

It's skirted the requirements trap. All hotels have rooms, showers, and parking. Wi-Fi, a business center, a dining area, and fitness facilities are pretty generic too. These things are required to compete in this market. But merely having these things is not enough.

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Q&A With Declan Collier, CEO, London City Airport

Harley Manning

I have to admit that I’m a little intimidated at the thought of sharing a stage with Declan Collier, the CEO of London City Airport, at Forrester’s Forum For Customer Experience Professionals EMEA on November 19th and 20th in London

For one thing, if you’ve ever been to London City Airport, it’s an experience that’s far superior to what you’ll get at bigger and better-known airports that I won’t name.* So even though I like to think that I know a bit about customer experience, Declan clearly has something special going on.

For another thing, Declan is charming. Taken together, that combination of content and presentation is, well, intimidating for your humble forum host.

In the run-up to the event, Declan took the time to write some great detailed answers to our questions about what he’s been doing, how his efforts have evolved, and what advice he’d give to others on the journey to customer experience maturity.

I hope you enjoy his answers, and I look forward to seeing many of you in London on November 19th and 20th!


 

Q. When did London City Airport first begin focusing on customer experience? Why? 

A. London City Airport (LCY) has been focused on customer experience since its doors opened in 1987 — it’s a niche player, serving the travel needs of the business communities of Canary Wharf and the City and the political establishment of Westminster, and our passengers expect a consistent, best-in-class experience.

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Q&A With Jo Moran, Head Of Customer Service, Marks And Spencer

Harley Manning

Ever since Forrester began conducting its Customer Experience Index study, retailers have topped all other industries. They not only have the highest average scores (as rated by their own customers), they comprise the majority of the companies in the “excellent” category. In fact, the only other industry that comes close to retailers is hotels.

That’s one reason why we’re delighted to have Jo Moran, head of customer service for iconic retailer Marks and Spencer, speak at our Customer Experience Forum EMEA in London on November 19th and 20th.

The other reason is that Jo has been on a journey to boost Marks and Spencer to a higher level of customer experience maturity — which is exactly what our forum is about.

In the run-up to the event, Jo graciously agreed to answer our questions about what she’s done so far and what she’d do differently if she had it to do over again. Her answers appear below.

I hope you enjoy her responses as much as I did, and I look forward to seeing many of you in London on November 19th and 20th!

Q. When Marks and Spencer (M&S) first begin focusing on customer experience? Why?

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Digital CX Teams in the Post-PC Era

Sam Stern
We are now in the post-PC era. Ownership of connected devices continues to grow — the average US consumer now owns two or more connected devices — and they expect to be able to use those devices: 
  • Sequentially: starting a task on one device and seamlessly completing it on another. Data from Google shows that 90% of consumers who own more than one connected device have crossed devices in pursuit of their goals.
  • 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. 
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Calling All Service Design Agencies! Add Yourself To Forrester’s Upcoming Report

Kerry Bodine

The survey is now closed. Many thanks to all of the agencies and service designers who submitted. We'll be in touch soon.

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The survey deadline has been extended to November 7 at midnight Eastern! Please see my comment in the thread below for more details.

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“Who can help us design great customer experiences?” I increasingly hear this question from our Forrester clients — and depending on what kind of work the client is after, my answer is often, “a service design agency.” I recently wrote two blog posts discussing the importance of service design and its relationship to customer experience. In December, I’ll be publishing a report that will help prospective clients find potential service design partners.

This report will focus on agencies that design service-based interactions that span the following steps in the customer journey: buy, access, use, and get support. Agencies that primarily design the employee experience will also be considered for inclusion in the report. If that sounds like your agency  and you’ve got one employee or several hundred  we’d love to include you. Just fill out this survey by November 1.

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