What's In A Name? Between CX and UX, A Lot

Leah Buley

The Folly Of A UX Youth

Several years ago, when I was writing my book, The User Experience Team of One, I tucked the following footnote into an early draft:

"An alphabet soup of acronyms have been adopted as shorthand for user experience. Which one you use depends largely on what term your organization or local professional community has adopted to talk about user experience. Though they vary quite a bit, all tend to be variations on the theme of “experience.” Among them: UX (user experience), XD (experience design), UE (user experience, again), CX (customer experience), and CE (customer experience, again). Though the acronyms differ, they all pretty much refer to the same thing."

I then sent my manuscript to a handful of colleagues who had kindly volunteered to proof it. One keen reviewer spotted my footnote and immediately called me out on it. He wrote:

"I think it’s an oversimplification to say that UX and CX ‘pretty much refer to the same thing.’ Particularly in the current environment where UX is growing up and the worlds of UX and CX are starting to collide. Anyone who knows the difference between the two may find the statement a bit too much of a ‘dumbing down’ of an important distinction and set a wrong tone. I think it’s worth just making clearer that there is a distinction, although they are both essentially centered around the users and their experiences."

 

Oh, Yeah, They're Different

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Q&A With Nigel Vaz, Senior Vice President & European Managing Director, SapientNitro

Luca Paderni

In less than one week, Forrester's Forum For Marketing Leaders (April 29-30) kicks off in London. In addition to industry thought leaders from the likes of adidas, BBC, Eurostar, and Royal Bank of Scotland, we will be hearing from Nigel Vaz, Senior Vice President & European Managing Director at SapientNitro. During the panel session, "The Future Of Agency and Brand Relationship," Nigel and fellow experts will be discussing the role of agencies in helping brands succeed in the age of the customer.

In the run-up to the forum, I caught up with Nigel to get his perspective on the key challenges and trends in the agency-brand relationship. Here's what he shared with me, and do join Nigel at the forum to get the full story.

Q: How do you see the age of the customer impacting your clients' businesses?

A: The emergence of a whole new consumer group with different behaviours, expectations, and requirements has been fascinating to watch. This group of digitally empowered consumers own multiple devices and are online frequently throughout the day from multiple physical locations. Essentially, the adoption and usage of technology is more advanced among these leading consumers than is the case at many companies which seek to serve them. They expect brands to meet them in those places and spaces at a time of their choosing and for the experience to be consistent, wherever the touchpoint may be.

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Andy Hoar gets bold

Patti Freeman Evans

Andy recently published the first B2B ecom forecast .  He and the forecast team have tackled a complex market and come up with bold numbers-- and the numbers are huge.  Here's a link to his blog.  And here is a link to the doc.

Then, Andy followed it up with a big idea report: Dealth of a (B2B) Salesman.  It's bold work that maps out the future of the ebiz B2B salesman - who survives, who evolves and who doesn't.  Here's a link to his blog.  And here is a link to the doc.

For any eBusiness pro working in B2B these two docs are worth the read.  Even if you don't agree with the conclusion in the Death of a Salesman doc initially, you will see a very strong, well laid out argument that is pretty hard to ignore.  Happy reading!

Digital Executives At Banks: Steal Ideas From Retailers To Win More Customers

Peter Wannemacher

Over the past decade, digital executives and teams at banks have made strides in digital selling by upgrading and improving their public websites — and more recently their mobile apps and sites. But conversion rates on many banks’ websites remain low — in some areas, well below 10% — even as consumers’ expectations for digital experiences rise.

To take their digital selling to the next level, digital marketing and sales teams at banks should look outside the banking industry for fresh thinking. One area to look for inspiration is retail: By adapting digital tactics that best-in-class retailers use, banking digital teams can make adjustments to their websites and mobile apps that boost conversion rates and sales overall. Forrester has just published a new report that outlines “What Banks Can Learn From Retailers' Websites.” Here are just three of the ideas we discuss in the report:

  1. Merchandise around customers’ needs and journeys rather than product silos. Retailers have found success by merchandising entire site sections, and even microsites, around customer journeys and events. Yet our research finds that virtually all banks still use products as the organizing principle on their websites. In 2013, Wal-Mart created a complete "back to college" microsite with digital marketing on key landing pages. As a result of this and other digital merchandising efforts, Wal-Mart increased the number of back-to-school products sold on its website by 30% year-over-year.
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Our Forrester Wave On Social Relationship Platforms, And The Case For Social Automation

Nate Elliott

Today we released an update to our Forrester Wave™ on social relationship platforms. Forrester defines social relationship platforms as technologies that help marketers publish organic posts to social networks as well as monitor and respond to customer posts on social networks.

We identified the 11 most significant vendors in the category — Adobe, Expion, Falcon Social, Hootsuite, Oracle, Percolate, Salesforce, Shoutlet, Spredfast, Sprinklr, and Sprout Social— and researched them, analyzed them, and scored them on 41 criteria. Clients can find the full report, including some very detailed product reviews and scores, here.

One of the things we looked for in our evaluation was vendors’ ability to automate key SRP functions. We know — automation remains a dirty word in social media. No brand wants to repeat the automation-driven mistakes of Coca-Cola or Bank of America. But marketers say one of their top social challenges is hiring and training enough qualified staff. In this environment, the greatest value that social relationship platforms can offer their clients is lightening their workload.

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Forrester’s Customer Experience Index, Spring 2015: The Start of A Whole New Ball Game

Megan Burns

One week ago today, we Bostonians enjoyed a picture-perfect opening day at Fenway Park. The sun was shining, temps finally warmed up after an abysmal winter, opening ceremonies paid tribute to local heroes like the Richard and Frates families,* and our beloved Red Sox beat the Washington Nationals 9 to 4.

What I love about opening day at Fenway is the optimism, the sense that anything is possible. A new season means a clean slate; the less-than-stellar 2014 baseball season is all but a distant memory.

It is now, as they say, a whole new ball game.

We’re starting a new CX season, too, with the first release of Forrester’s Customer Experience Index (CX Index™) benchmark for 2015. It’s the first time we’ve benchmarked brands using the next-generation CX Index methodology that we announced in June 2014. (The Sox lost to Seattle that day 8 to 2, but at least one good thing happened!)  

The biggest change in our new approach is the way we judge CX excellence. To hit a home run, the 299 brands we studied had to do more than make customers happy. They had to design and deliver a CX that actually helps the business by creating and sustaining customer loyalty.  

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European Marketers Hone Their Programmatic Buying Skills To Prepare For Growth

Luca Paderni

 

This is a guest post by Samantha Merlivat, a researcher serving B2C Marketing Professionals.

Programmatic advertising is revolutionizing the way online display is traded. It is set for high growth in 2015 across all of Europe and is a top item on marketers’ list of tech to investigate this year. After an initial take-up limited to direct-response, brand marketers are showing growing interest in programmatic buying and dedicating larger budgets to programmatic display campaigns. They embrace the ability to leverage first-party data to reach customers online and understand that therein lays their competitive advantage in the world of online display.

At the same time, European publishers – eager to meet brand marketers’ demand for more targeted, automated deals – are increasing the amount of premium inventory available through exchanges, primarily through private marketplaces. “In Europe, we see inventory and programmatic deals that are becoming more premium – even more so than in the US at moment,” notes Jerome Underhill, vice president of services and operations EMEA at AppNexus. These trends will fuel the growth of online media advertising spend, which will continue to expand at an annual rate of 12% in Western Europe until 2019.

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Mobile-First Will Not Be Enough

Thomas Husson

The global mobile revolution is still in its early stages! Forrester forecasts that there will be nearly 3.5 billion individual smartphone users among more than 5 billion individual mobile subscribers by 2019. Mobile will clearly be the new battleground where you must win, serve, and retain your customers globally. Mobile is no longer simply a digital channel; it is an opportunity to transform customer experiences and to invent new businesses. It will be the hub of new connected experiences in mature economies but the ultimate “converged” medium in emerging ones.

To move away from simply shrinking and squeezing their desktop PC websites and ads onto mobile, many B2C marketers have embraced the notion of “mobile-first”. They are starting to design websites and marketing campaigns with mobile in mind instead of simply retrofitting their approach to mobile. More often than not, mobile-first still implies that you consider mobile as channel. While you must design with mobile in mind and adapt your content to smaller screens, this approach won’t be enough to fully address the upcoming global mobile revolution.

Marketers must now leverage mobile to transform their customer experience and to act as a catalyst for business disruption.

■  B2C Marketers must transform the overall experience to win in customers’ mobile moments . . .Marketers must stop thinking about mobile as a goal or a strategy and start thinking about how it can help them achieve their overall marketing and business objectives. Only 14% of the companies we surveyed have started down this path, and only 4% of them have allocated the resources, budget, and organization needed to undergo their own mobile mind shift. Those that are investing in the mobile mind shift are pulling ahead.

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Great Digital Customer Experience Must Be More Than Skin Deep

Ken Calhoon

It’s impossible to have great customer experiencewithout digital transformation in the age of the customer. Most of us think first about the front-end experience when challenged with improving digital customer experience. We naturally gravitate toward the direct human interface: web features and functionality, design, native mobile apps vs mobile web and more. This is the glitz of digital customer experience and there is no relaxing here—your competitors and peers continue to raise the bar.

Look at online retailers for example. Companies like Amazon and Etsy scored high on our Customer Experience Index, and both have done so being customer obsessed--not only in their behaviors but in the digital experience they deliver.

But that’s Amazon and Etsy, both digital-only brands you’d expect are creating great digital customer experiences. How about a company you wouldn’t necessarily expect? Take Grainger, a B2B seller of construction and maintenance products, that is driving significant company growth through digital success.In 2014, ecommerce made up 36% of the its revenue and accounted for nearly all of its sales growth.Over the past couple of years, it has invested in the front- and back-end: it launched a new website and mobile app while expanding its products online over 1.2 million and constructing a one-million square foot distribution center in Illinois. Grainger’s revenue and profit growth are the direct result of new, preferable digitally-based customer experiences rooted in operational excellence.

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Want To Keep Your Competitive Edge In A Fast-Changing World? It’s Time For CMOS To Lead Strategic Planning From The Outside In

Sheryl Pattek

There’s a particle accelerator in the basement of one of the most celebrated art museums in the world — the Louvre. It's a piece of technology in the most unlikely of places that produces helium and nitrogen beams from a single source to reveal layers of work that are invisible to the human eye.

Why would the Louvre have invested in and put such unconventional technology to work? The better question is, “Why not?” Rather than go on a competitive hunt for more masterpieces, the Louvre devised a strategy to make the most of the assets it had. Staff members were determined to put themselves in the mind of the masters, to think outside in, and to imagine how their artists might have used their precious (and difficult-to-come-by) canvases in more ways than one. Could they discover new treasures that would fuel the Louvre’s leadership in the art world?

Putting its strategy to the test, the Louvre used the accelerator to undercover five lost images from the masterpieces of famous artists from Picasso to van Gogh. The device revealed several layers of images that had been painted over in the final version of the painting. No one knew they were there. By putting an unconventional artist-centric strategy in place, the Louvre harnessed its greatest assets. It armed that strategy with the right technology and a scientific approach to uncover the hidden story that lay beneath the surface of a painting.

In the same way, it’s time for CMOs to lead the transformation of their firm's strategic planning process to an outside-in perspective focused on the customer.

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