What is the secret recipe for creating an app that users open day after day? We used our Technographics® 360 methodology, which combines data sourced from the same group of individuals via behavioral tracking, online surveys, and our market research online community to answer this frequently asked question.
What did we do?
First, we asked participants questions about a randomly selected app they use, including how they discovered the app and how strongly they agreed with statements regarding specific app attributes, such as whether it was easy to navigate. Next, we took the responses for each participant and merged them with their behavior on that particular app. Finally, we engaged our participants in a qualitative project to expose the reasons behind our results.
This powerful approach allowed us to align a single participant’s behavior, personal characteristics, and attitudes to uncover the key attributes that lead to increased app usage. Perhaps not surprisingly, we found that apps generate varying levels of engagement simply due to the type of app they are: Consumers access gaming apps more frequently than they access travel apps, for example. So we quantified and removed the effects of app type and other static characteristics that influence usage. This allowed us to isolate the relationship between users’ opinions of app features and their engagement with that app.
There is a way to better identify and share customer experience (CX) metrics. And it is a tool that your company – like many others may already be using… but not for that purpose. I am talking about journey mapping. Recently I have done more and more workshops for our clients on how to use journey mapping for defining CX metrics so I wanted to put that thinking into a new report for all clients to read.
Why journey mapping? It helps overcome some of the key challenges for CX measurement programs: Only if you understand the end-to-end journey your customers take for accomplishing a goal are you likely to have the right metrics in place to judge CX performance. If you don't understand the journeys, you'll rush to judgment with ill-timed surveys, miss important moments of truth and fail to align operational data with customer perceptions. That means you’ll fail to identify ways to improve critical touchpoints.
So if you, too, are struggling with CX metrics, my new report “How to use journey mapping to improve CX measurement efforts” is the right read for you. It is very practical because it describes a four-step process for how you can use customer journey mapping to improve your customer experience measurement programs – from mapping the customer journey with metrics in mind to identifying gaps, to defining CX metrics that fill those gaps, to building on journey maps to share CX metrics more effectively.
And please - if you have any thought on the report - let me know what you think.
CX professionals rely on surveys a great deal to measure customer experience. That’s because surveys have their advantages but they have limits, too.
If your company has taken steps to move beyond surveys to measure customer experience, I'd love to hear your opinions, experiences and advice for my new research on “CX Measurement – Beyond Surveys”. Goal of this research is to share what companies do to measure customer experience in addition to surveys, which approaches are most promising and which challenges companies face doing that.
Your insights are appreciated, so if you would like to share your story (on or off the record), please contact me at: email@example.com
In our latest survey on the state of the art of VoC programs, 71 percent of respondents said their VoC program was not fully or mostly effective in driving actions. That's jarring. No matter how much effort you put into collecting VoC, the insights are still only as good as what stakeholders in the company do with them.
As a VoC program owner, you therefore need to get better at leveraging your internal customers so they drive the action required to improve customer experience and your bottom line. This is what my new report "How To Drive Action In VoC Programs" is all about.
First, you have to figure out your internal audiences. Some are more in tune to the VoC than others. Your audience often falls into three categories:
About two years ago I stopped taking cabs from my home in the suburbs of Boston to Boston’s Logan airport. I wasn’t drawn away by uberX; my local cab company pushed me away with its awful customer experience.
Here’s what happened: When I first started using my local cab company years ago, I’d call for pick up and a clean cab that seemed well maintained would arrive at the requested time, driven by a polite, professional cabbie. The price of the ride seemed fair.
Over time the cabs that came to pick me up got dirtier and dirtier, and the drivers looked sketchier and sketchier – even as the price went up until it was close to that of a car service.
The last straw was when my driver – a woman of indeterminate age wearing cutoffs, sandals, and a tank top – showed up late in a filthy cab that I didn’t want to get into while wearing a suit (sadly, I didn’t have much choice at that point unless I wanted to miss my flight). All the way to the airport all she talked about was how she was qualified for better jobs than driving a cab but that she kept getting fired from those jobs unfairly.
Really? I’m paying you to drive me while you tell me how you’re too good to drive me? If you can’t take pride in your work – like a cabbie in London or Tokyo would, and cabbies in the US used to do – then at least spare me (your customer) the endless stream of complaints.
To be clear, I wasn’t expecting white glove service. My requirements were pretty minimal: Show up on time in a clean cab, don’t dress in a way that makes me wonder whether you stole the cab, get me to my destination without acting like a lunatic, and charge me a reasonable price for your services. That’s a pretty low bar.
In our new report, Want To Improve Your Customer Experience? Turn To The Cloud, we examine how cloud services can help customer experience professionals drive flexibility and responsiveness into their customer experience ecosystems. At the heart of this report is our read of cloud services' fundamental value:
Improving the U.S. federal customer experience (CX) is crucial to our nation’s long-term security. I’m not exaggerating. Improving federal CX is about far more than just boosting an agency’s ranking on the American Customer Satisfaction Index (ACSI) or raising a Net Promoter Score. It’s even about more than influencing the success or failure of major policies – and we all saw how the initial breakdown of healthcare.gov hurt the implementation of the Affordable Care Act.
Poor federal CX actually weakens the underpinnings of our political system by making people less proud and optimistic about the country itself. Forrester has the data to prove it. The pilot run of our enhanced CX Index shows that the worse a citizen’s experience as the customer of a federal agency, the less likely that person is to say he is proud of the country and optimistic about its future. Not a particular agency, official, or administration – the country itself.
2014 wasn’t a good year to be average. Since 2007, the average customer experience in the industries that Forrester tracks has gone up across the board, and the number of truly awful experiences has dropped like a rock. So if your CX is average, it’s just not good enough to win, serve and retain customers. And it won’t get any easier next year: With companies investing more than ever to differentiate their customer experience, your average offering will soon be considered poor.
In 2015, the race from good to great CX will hit the gas pedal. Smart CX teams will increasingly use customer data from diverse sources like social listening platforms, campaign management platforms, mobile apps and loyalty programs – to personalize and tailor experiences in real time so that they inherently adapt to the needs, wants, and behaviors of individual customers. And as companies strive to break from the pack and gain a competitive edge through the quality of the CX they provide, we’ll see the battleground shift to new areas like emotional experiences and extended CX ecosystems, and into laggard industries like health insurance and TV service providers, and even the Federal government.
As we do every year, we’ve just published our Predictions report for CX. I want to share a couple of those predictions with you:
Personally, I can’t wait. Which is why I’m delighted to offer up Roland’s answers to some of our pressing questions – right now.
I hope you enjoy what he has to say and I look forward to seeing some of you in London!
Q: When did your company first begin focusing on the customer experience?Why?
It is always important to us that our customer experiences DiBa in the way that we promise it. We want to turn our customers into fans, and this is something that we work on everyday – for over 8 million customers. We would like to make satisfied customers feel inspired, and unsatisfied customers inspired once again.
In the airline industry, Southwest is no stranger to customer experience accolades. In fact, it consistently earns top marks on Forrester’s Customer Experience Index compared to other carriers – offering enjoyable and easy experiences that meet customers' needs.
It will be a pleasure to hear directly from Southwest’s Managing Director of Customer Strategy and Development, Ryan Green, next month at Forrester’s Customer Experience Forum West in Anaheim, CA. To get an early taste for why Southwest is known for its experience, and the strategy behind it, read on.
Q&A with Ryan Green, Managing Director Customer Strategy & Development, Southwest Airlines
Q: When did your company first begin focusing on customer experience? Why?
A: Southwest Airlines has always been focused on the Customer. Our company started with the vision to give people the freedom to fly and our differentiator has always been policies and services that lean towards the Customer. As a result, we now fly more passengers domestically, increased our airports served dramatically and Southwest Airlines’ Customer complaints are the lowest in the industry. As we’ve grown and the industry has become more competitive we’ve definitely continued uncovering what our Customers need and want from Southwest Airlines and we are focused on giving them that experience to keep them coming back time and again.
Q: What aspects of the experience that your company delivers matter most to your customers?