Centres of excellence and shared service teams are nothing new. Its a concept that Technology Management teams have been wrestling with for years, if not decades in an effort to streamline underlying technical architecture and simplify application landscapes. In the digital world, its a less well established approach, but one that is gaining momentum as an emerging set of best practices forms around how to organize and manage a global digital strategy.
Pete Blackshaw has led the charge over the last couple of years at Nestle, establishing a widely publicised Digital Acceleration Team. The team focuses on “listening, engaging, inspiring and transforming” across Nestle’s disparate and diverse markets and brands. Its not just an operational centre of excellence, it walks a fine line between dictating to local teams and being a paper tiger with no real influence. And it does so very effectively.
But why “acceleration team” and not “centre of excellence”.
I believe that the language is important. For a local team, the idea that a global “centre of excellence” is going to roll up and tell them what to do can be a very negative experience. Do the global team understand the nuances of my market? Will migrating our lean, agile eCommerce platform onto the behemoth enterprise platform slow us down?
“Acceleration” helps create a more positive and collaborative approach.
I’m not a whiskey drinker, but I do love history, and selling. So when I read this quote from the October 16, 1861 Memphis Daily Appeal in a University of North Carolina blog recently, I couldn’t help get a chuckle and also make a connection to today’s sales enablement challenges.
“Times are tight here, as indeed they seem to be everywhere. Pea-nuts have advanced fifty per cent., and three-cents-a-drink whisky is now so diluted, I am told, that a good sized drink would come near to bursting a five gallon demijohn [a large bottle having a short, narrow neck, and usually encased in wickerwork]. I have noticed several who kept well soaked during the winter season have not been generally more than half drunk during the present, owing to the aqueous element present in the elevating fluids, thus preventing the stomach from holding enough to affect the head.”
This quote relates to sales performance in two ways. First, this article was written at a historically significant time in regard to how your sales force probably sells your offerings today. Second, a trending business strategy — in response to contemporary financial challenges — has diluted the potency of what, until recently, your buyers valued most about your salespeople.
Nearly all marketers say they use social media. But many aren’t getting much value from their investments. Despite marketers’ excitement about social media, many say the channel simply doesn’t offer enough return on their investment; for instance, barely one-half of those who buy Facebook ads say they’re satisfied with the business value those ads provide. The sobering reality is that a decade into the era of social media, many social marketers remain baffled by the channel.
The good news? There are success stories you can study to see how social media can work for companies like yours. In April 2014, Forrester announced the winners of the eighth annual Forrester Groundswell Awards. The awards recognize the very best in social marketing — focusing on programs that go beyond engagement metrics to deliver real business value to both B2C and B2B marketers in a range of industries.
Allow me to make a confession: In the debate over whether people are rational or emotional decision-makers, I have persistently seated myself on the rational side of the table. However, recent research has challenged my views. Witnessing cross-discipline academics reinforce the motivating power of emotion has resulted in a general consensus among fellow rationalists that “reason leads to conclusions; emotion leads to action.”
We are now recognizing the power of emotional decision-making in consumer behavior and — most importantly — the effect that it has on a company’s bottom line. Nothing is more convincing than the data itself. For example, a combination of Forrester's Consumer Technographics® quantitative and qualitative insight shows that when banking providers fail to meet a customer's expectations in moments of high emotional investment, they risk losing that customer altogether:
From the moment they open an account to their on-going interactions with bank employees, customers navigate a series of emotional experiences that directly affect their decision to enhance or withdraw from the brand relationship. Companies that appeal to customer emotions during such engagements master these "moments of truth" and ensure that outcomes are positive — and profitable.
I love Europe. I especially love the fact that in a very real sense there is no “Europe” as such: The UK experience is not the German experience, which is not the French experience, which is not the Italian experience, and so on.
Yet all of these countries are so close together that once I’m over there, I can visit a variety of very different cultures and architectures more easily than I can travel from Boston to Denver. And in any given city, just walking between buildings from one business meeting to another can make me feel like I’m on vacation. Then there’s the food . . .
Although European variety is amazing, it can also create challenges. On a recent trip, I was in London, Rome, Milan, and Budapest within a two-week period. That often brought me into contact with people in service industries — like taxis, restaurants, and hotels — who had very different ideas of what “service” means than I do.
I began to wonder: Do the locals also find some of this service subpar, or am I just being a parochial American? As it turns out, our recent research shows that European customer experience as judged by local customers does vary wildly depending on country and industry, ranging from truly great to truly awful.
Which is one reason why I’m so excited by Forrester’s upcoming Forum For Customer Experience Professionals EMEA on November 17th and 18th in London. We recruited speakers from companies with customers who say that they’re already doing a standout job as well as speakers from companies that are in the midst of tackling tough CX challenges.
It’s a boardroom topic, it’s changing the way that firms do business, and it’s unleashing innovation at an unprecedented pace. No, it’s not the new watch from Apple, it’s digital business, and getting it right is crucial to the survival of nearly every business. Mapping Your Path To Digital Mastery is also the theme of our annual eBusiness Forum, which will take place in Chicago on October 28th and 29th. Come join us!
At the event this year we’ll be tackling this fundamental tension: According to our survey with partner Russell Reynolds, 73% of firms think that they have a digital strategy but just 34% of executives that think their digital strategy is correct, and only 16% believe they can deliver their strategy.
Danger Will Robinson! Firms are in trouble: Digital innovation isn’t slowing down and customer expectations are rising. And when you think it couldn't get any more difficult to pull off a digital business transformation, digital business success requires a new, even thornier element: the creation of ecosystems of value.
This means re-envisioning your business not as a standalone entity but as part of an ecosystem of suppliers that customers assemble according to their needs and an ecosystem of collaborating businesses sharing data and services.
Do ecosystems sound complicated? Don’t panic, we’re focusing the majority of our event content on how to create internal and external ecosystems. On the main stage, Forrester keynoters Bill Doyle, Martin Gill, Julie Ask and David Johnson will outline what it takes to become a digital business leader and to create partner ecosystems. Speakers from Walgreens, 3M, Bank of America and others will share their firms’ digital business journey and transformation stories.
One of the most common questions I get from CX professionals is this: “How do I get my executives to support the work I’m trying to do?” In 2009, when the CX space was just starting to gain traction at the C-level, I wrote a report on that topic. I pulled that report up earlier this week to share with a colleague and realized that its key takeaways are as true today as they were five years ago.
Taking a page from the Facebook culture, I decided to make this Throwback Thursday and bring the report back into the CX conversation. You can read the full report here, but the key things that stand out to me after all this time are:
You don’t need buy-in; you need action. I think of CX as the “eat healthy and exercise” of the business world. Everyone “buys in” to the idea of treating customers well, at least in public. What they don’t do is change their behavior or encourage change in the people who work for them. CX professionals need to stop asking for buy-in and start asking specific executives to do specific things.
Paying influencers, which Forrester defines as independent bloggers, industry analysts, and mainstream journalists, is a bad idea.
Public and analyst relations professionals have been managing influencer programs since long before the first utterance of the words "social media." They know how to strike the right balance of keeping influencers informed while gently motivating them to engage with their brand through 1:1 relationship building. Unfortunately, social media has ignited a population of "influencers" who are in it for the financial rewards more than for developing their personal brands. This has led to many brands jumping on the "pay for play" influencer program bandwagon, which, for some, has led to terrible results. For example, Microsoft learned the hard way back in June when its agency blasted out a paid blogging campaign invite to a large audience of influencers. And other brands that have been caught paying bloggers and influencers to write positive product reviews have also paid the price.
Paid influencer programs diminish the authenticity of the message you are trying to amplify, have legal implications (if not carefully implemented), and can really irritate influencers who detest pay-for play-programs. Yet over 35% of marketers still use financial incentives. My simple advice: Don't do it!
Companies that were founded on customer obsession — like Southwest Airlines, Vanguard, and USAA — derive significant financial benefits as a result. That’s because a customer-obsessed culture helps customer experience professionals deliver high-quality, on-brand, consistent experiences that drive loyalty. Fortunately, even companies that weren’t founded on customer obsession can transform their cultures and see big returns on their efforts. For example:
Tom Feeney, Safelite Autoglass’s chief executive officer (CEO), launched the company’s customer experience transformation in 2008. Since then, the firm has seen NPS, employee engagement, revenue, and profit metrics improve substantially.
Cleveland Clinic embarked on its patient experience transformation in 2009. Since then, it’s seen significant improvements in patient experience ratings, employee engagement scores, and business and operations metrics like number of patients admitted and average wait time to see a doctor.
In response to recent tragedies, many commentators have suggested requiring every police officer to wear a video camera and microphone at all times. Some activists even suggest that these videos be publicly live-streamed for maximum accountability. That’s not necessarily a bad idea, despite some technical, budgetary, and legal hurdles.
Other commentators have pointed out that videos aren’t as objective as people think. They are open to interpretation, and risk inflaming opinions on both sides without solving anything. But that’s not the biggest problem with videos. Their biggest weakness is this:
Videos can’t provide the systematic, standardized, quantifiable feedback that we need to understand people’s own perspectives on their everyday experiences with the police.
That’s why police departments should start acting more like the best companies, and measure their customers’ experiences. There are several key tools for doing this, and one of the most important is a customer experience survey. We all get these surveys – they ask about how well the company met our needs, how easy it was to work with, how we felt during the process, how likely we are to say positive things about it, etc.
Retailers use these surveys, as do investment firms, hotels, nonprofits, and every other organization that wants to understand what its customers think and feel, and uncover the drivers of great experiences. If we can easily rate the people who deliver food, sell cars, and hook up TVs, why can’t we do the same for the people who carry guns, write tickets, and make arrests?