Business-to-consumer (B2C) financial services provider Ally Bank and business-to-business (B2B) professional services firm PwC Australia took home top honors in the design category of Forrester’s first annual Outside In Awards. In our recent report, Amelia Sizemore and I describe how — despite vastly different business models and target customers — Ally and PwC followed strikingly similar approaches: human-centered design processes that involved a collaborative kickoff stage, extensive research, contributions from customers and multiple parts of the business, and numerous iterations of prototyping and testing.
Ally evolved its mobile banking app quickly — without sacrificing customer input.
Ally gave itself just nine weeks to design and test its new mobile banking app. Incredibly, team members managed to involve customers during seven out of the project’s nine weeks.
After an initial round of customer interviews, the team asked 10 mobile banking customers to complete a two-week diary study. Participants noted the financial activities they needed to accomplish and sent in photos of places where they wanted — but weren’t able — to bank. Next, the team conducted informal tests of its initial sketches and paper prototypes with a new group of customers. Finally, the team brought yet another group of customers into its usability lab for formal prototype testing.
On Tuesday at 8 a.m., I received a call from my mother. Instead of driving to her office, as she’s faithfully done at that time for more than a decade, my mother was caught between shelves of cashmere. Macy’s was having a pre-holiday one-day sale, and my mother was thrilled to be part of the early-bird crowd getting first dibs on cardigan colors at 50% off. I was struck — not by my mother’s rare excitement about the discount but by Macy’s success in changing her behavior. My mother traded her comfortable weekday rhythm for a detour to the mall, thanks to Macy’s timely, exclusive promotion.
This example is representative of a major potential shift in which consumers break traditional habits thanks to strategic sales and effective marketing. My mother’s impromptu spree is only a precursor to the behavior that could play out next week when Thanksgiving Thursday becomes the new Black Friday. For the first time in its history, Macy’s will open on Thanksgiving itself to compete with retailers like Target and Best Buy, which open their doors moments after the pie crumbs and coffee cups are cleared away. For Wal-Mart, Black Friday 2013 will start one full week early.
I am writing this down now, so in one year or so I can say, "I told you so!"
Here is how you'll experience and pay for flying in the future. It has to do with the use of cell phones. In the US, the Federal Communications Commission is considering allowing cell phone use on flights. And when I traveled to Forrester's Customer Experience Forum in London just this week, my Virgin Atlantic flight already allowed us to use our mobile phones to roam the cell phone skies.
It won't be long, and we'll all be able to use our mobile devices to talk to our friends and colleagues on airplanes — much like we already do on trains.
And —in style — airlines will charge for the advantage: by requiring a separate charge, by charging a fee for seat selection generally like Scoot, or by making the quiet zone part of a higher class, like Economy Plus.
Long live customer experience — just not in the air?
In our research, executive buyers tell us that referrals are far more effective than other approaches for gaining access to them. Yet the referral strategy is ignored in most corporate sales organizations. If you want your salespeople to have greater success accessing executive buyers, then it’s time to consider this important yet forgotten strategy.
This is a guest post from Lily Varon, a researcher serving eBusiness & Channel Strategy professionals
Globalizing your eCommerce business isn’t just an option anymore — in many cases, it’s an imperative. But accepting global online payments is VERY complicated. It includes the transmission of sensitive financial information, an array of diverse payment methods, a long list of players in the transaction stream and many regulatory considerations. Add to the equation the increasing importance of mobile and the seamless user experience the consumer is demanding, and it’s enough to make even the most seasoned eBusiness professional’s head spin. So what are we to do? eBusiness professionals are often looking to partner with payment service providers (PSPs) to help manage and streamline these complex payment processes. But the PSP vendor landscape is crowded and highly competitive, leaving eBusiness professionals unclear of which PSP will best serve their needs.
Together with payments analyst Denée Carrington and commerce technology analyst Peter Sheldon, we just published a report to help eBusiness professionals navigate the maze of solutions and vendors at hand to help them meet the global payments challenge. Here are a few key questions eBusiness professionals should consider before signing on with any PSP:
If companies are to thrive in this digital age — where buyers, empowered by technology, are in control — what should B2B marketing leadership do to evolve and survive the current pace of change?
Evolution is one of those great marketing clichés. The progression of man from ape to Homo sapien in five simple steps is one of those popular images most of us are guilty of using at one point to illustrate progressive change. But cliché also implies recognizable. Ask anyone to describe Charles Darwin's theory in one short sentence, and you will hear, "Well, it's about the survival of the fittest."
It's interesting to note, on the 154th anniversary month of the first publication of On the Origin of Species, that this description doesn't quite go far enough. What Darwin said was, "It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change." (Image source: Wikipedia shows the only image in the original publication of On the Origin of Species — Darwin's handwritten diagram showing how characteristics diverge over time.)
Listen up, B2B marketing leadership, this means you.
What's happening (that's important) in the world of content marketing? This is your fortnightly round-up of the best of the best stuff online for marketers who think about content; for the previous "Fortnights", go to the bottom of the post. (And for more information about what the Content Marketing Fortnight is, see my intro from the first one. Get this curated newsletter in your inbox every other week? Send me a mail.)
Stealing content is in fact a crime
Blogger Mark Schaefer caught Verizon brazenly stealing his content (reprinting in full with no attribution, compensation or permission). It’s one of only instances of content theft he’s seen. Go ahead and curate content, but – by all means – attribute the source and don’t plagiarize it.
Content distribution space gets reaffirmation
OneSpot announced a recent $5+ million funding round to fund its mission to help businesses with a real, and common, problem: Getting their content in front of prospective customers. This is just the latest harbinger of a growing market for content distribution. Watch this space.
I am very excited to announce my newest report on marketing innovation just published Friday, November 15, 2013: "Build A Marketing Innovation Engine And Team To Power Growth " (subscription required or fee for non-Forrester clients). The latest report in my series on marketing innovation focuses specifically on the talent required to successfully innovate. It also delivers a lean process that unencumbers this talent from the bureaucracy that typically slows it down. Here is a brief report summary.
Top CMOs are partnering with their CIO counterparts to integrate new technologies into their customer engagement, commercial, and brand building efforts as consumers rapidly adopt new behaviors and expectations in the age of the customer. Companies like Comcast, Ford Motor, and Chick-fil-A have created more streamlined innovation processes to navigate internal bureaucracies and politics, ideate, develop, and launch new marketing efforts faster in order to keep up. This report will provide 1) a model for continuous evaluation and selection of cutting-edge marketing innovations, and 2) information about the leadership and talent capabilities you will need to execute on these programs.
In addition, the report also includes valuable insights from Aetna and Wells Fargo on how to develop marketing innovation programs that have an impact on the business. Here are some of the key takeaways:
When I first looked at responsive web design (RWD) back in June 2012, only early adopters (mostly startups, agencies and media firms) had taken the plunge. Back then, developers and web designers alike were still getting to grips with the concepts required to build responsive sites. eBusiness leaders, although intrigued by the premise of a single site able to adapt across devices, were mostly playing a pragmatic wait-and-see game. Fast forward almost 18 months and much has changed. Although hype and confusion continue (not least due to a perplexing set of technology terms and marketing buzzwords), RWD has firmly cemented itself as a natural evolution of web, and it’s here to stay.
In our latest research on RWD, my colleague Mark Grannan and I spoke to over 20 digital agencies and end user clients that have adopted responsive design. We found that RWD sites are still far from ubiquitous; however, adoption is growing steadily. As web traffic on mobile phones and tablets is increasing to the point where firms must optimize for these touchpoints, RWD is taking center stage in many enterprise discussions.
Over the past nine months I've been interviewing chief digital officers and senior digital leaders across a variety of industries to gain insight into the emerging role of digital leadership. My colleague Martin Gill and I wanted to discover why firms hire chief digital officers and what they are responsible for — more importantly I was looking to discover what CEOs should be doing to set up their businesses for success in a digital world.
One aspect of the research I'd like to highlight here is the need to think of digital as more than simply a bolt-on to your business. To create a digital business able to compete in the age of the customer, we need to think of building out a digital business ecosystem. I know what you're thinking — "not another ecosystem" — and yes, it's a very overused term, especially by consultants and analysts. But I simply can't think of a better term to describe the interconnected and codependent relationships needed in a fully digitized business (see diagram).