We recently interviewed dozens of sales enablement professionals within the tech vendor community. These interviews painted a less-than-ideal picture of how sales teams value and use competitive battle cards – that competitive battle cards are a relic from out-dated selling models.
Battle cards still focus on products – just as they did in the days when customers purchased one product over another based on a side-by-side comparison of their features. In those days, competitive intelligence teams created battle cards about competitors – their company financials, products, sales tactics, and weaknesses – literally for sales reps to keep in their pocket.
A sampling of battle cards that we collected from across the tech industry confirms that battle cards are fashioned from a product point of view and often created because they are among the checklist of items for product managers when creating sales content. Today, portfolio managers also use the term “battle card’ for almost anything prepared for sales teams. In addition to competitive battle cards, we uncovered materials labeled as battle cards that talked about:
Industry overviews. How a vendor’s products can combine into a new solution to meet the needs of customers in an industry that the vendor does not currently service.
Technology profiles. How the capabilities of a new or emerging technology will allow it to displace the products or solutions that customers currently use.
How should you measure customer experience? Is it even possible to measure something that feels as squishy as customer experience?
As it turns out, you can measure it, you should measure it, and you even have some decent options for measuring it. Your alternatives range from monitoring the real-world interactions your customers have with your firm (like clicks on a site or the length of a call) to asking your customers for their perceptions of those interactions (the real customer experience) to tracking what your customers do as a result of the experience (like making another purchase or recommending you).
At Forrester, we have our own direct measure of customer experience that we’ve been using since 2007: the Customer Experience Index (CxPi). Today we published the results for 2011, which are based on research conducted at the end of 2010.
To help understand those results, let me explain how the CxPi works. We ask more than 7,000 consumers to identify companies they do business with in 13 different industries. We then ask respondents to tell us how well each firm met their needs, how easy the firm was to work with, and how enjoyable it was to work with (questions that correspond to the three levels of the classic customer experience pyramid). Then for all three questions, we calculate each firm’s CxPi score by subtracting the percentage of its customers who reported a bad experience from the percentage who reported a good experience. The overall CxPi is an average of those three results.
A year ago, I tried to highlight what the key trends for 2010 would be. I wrote: “I’m not going to say that 2010 will be ‘the year of mobile’ or ‘the year of mobile marketing.’ I think 2010 is more likely to be the ‘year that every firm needs a mobile strategy.’ Mobile is simply too disruptive to merely have a year. After all, who remembers the year of the TV or the year of the Internet? Instead, I think 2010 will be a key year in mobile's transition to center stage in the digital marketplace. A new mobile decade is opening up, and now is the time to start your journey. In the past 10 years, mobile phones have changed the way we communicate and live. In the next 10 years, they will change the way we do business.”
Interestingly, that report — “2010 Mobile Trends” — was one of the most-read at Forrester, highlighting that a growing number of companies are starting to take mobile seriously.
So many things happened in 2010 that it is difficult to sum up the year. However, my colleague Julie Ask and I took a step back to offer our high-level take:
• New entrants are disrupting existing mobile ecosystems. Non-telco companies, such as Apple, Facebook, and Google, increased in importance as key players in the mobile ecosystem. Together, Apple and Google are closing in on controlling about half of the smartphone market and mobile advertising share in the US and have obtained a lot of traction in Europe and other regions of the world.
And with the new year, we're implementing a change. In the past months the Data Digest was always based on Forrester's global Consumer Technographics® data. From now on, once a month we'll highlight data from Forrester Forrsights for Business Technology (formerly named Business Data Services).*
In the past year we've looked a number of times at consumers' mobile Internet behaviors and attitudes. But how do enterprises feel about mobile Internet? And which operating systems do they support. My colleague Michele Pelino recently published a report called 'Managing Mobile Complexity' covering these — and many other — questions.
From an enterprise perspective, BlackBerry (RIM) tops the list big time — seven out of 10 enterprises in the US and Europe support this operating system — followed by Microsoft Windows and the Apple iPhone.
But it is important to recognize how quickly enterprise support of new types of mobile device operating systems, particularly those used in Apple iPhones and Android smartphones, has risen in the past year. For example, in 2010, approximately 30% of surveyed enterprises officially support and manage Apple iPhone devices, up from 21% in 2009. We have seen an even larger year-over-year jump in the percentage of enterprises supporting Android devices from Google, Motorola's Droid, Sprint's HTC EVO 4G, and others.
Back in October, I traveled to Berlin and Cambridge, Mass., to attend the annual conferences of the Service Design Network, an international organization for professionals and academics working in the field of service design.
Um . . . What’s service design?
Great question! Service designers broadly define what they do as a collaborative process of researching, envisioning, and then orchestrating experiences that happen over time and across multiple touchpoints. Unlike traditional design disciplines, service designers typically examine — and often re-engineer — the strategy behind a service as well as the operational systems, processes, and resources that deliver it.
Um . . . Can you give me an example?
Sure! There are lots of examples in my latest report. But one story in particular stands out because it includes some very cool design solutions for a very unsexy industry: utilities. When the UK recently mandated that water billing switch from estimated to actual use, English utility company Southern Water faced a massive meter installation project. The company turned to service design agencies for help – and through several interrelated projects that spanned roughly 18 months, the Southern Water teamexplored how meter installation could be a positive experience and how consumer behavior toward saving water could be influenced.
In the end, they streamlined the rollout of 500,000 new water meters. (That’s about 400 new meters a day over a period of five years!) Here are some of the project highlights:
As some of you might know, I'm quite an active twitterer. Earlier this month, there was a lot of discussion on Twitter about how unique we all were. Why? Because only a very small percentage of people actually tweet regularly. Forrester's Technographics® data shows that only 11% of US online consumers tweet monthly, while more than 84% say that they never tweet.
So who are these “tweeps,” and why are they so attractive to marketers? As one would assume, people who tweet monthly or more display many characteristics of early adopters: They are more educated, more likely to own a smartphone, more likely to be male, and more likely to have a higher income.
What really makes them unique, and at the same time very interesting for marketers, are their attitudes:
"A phone is a phone. A phone stays at home. A phone doesn't go with me in the car or out on the town." Not quite the skill set of Dr. Seuss, but this is a direct quote from my 78-year-old friend from the pool. She just disconnected her home phone and now relies solely on a new iPhone 4.
Our clients have watched their traffic (and sales) from mobile devices explode in 2010. Much of this excitement stems from their observations of those customers with either iPads or what we call smartphones — all of the Apple, Android, BlackBerry, HP/Palm, Symbian, and Windows devices consumers own. Adoption of these devices has been growing rapidly. It is hard to name a media outlet, retailer, airline, hotel, bank, insurance provider, fast food company, beverage company, or consumer packaged goods company without an iPhone and/or Android application today. When these same consumer product and service companies look forward at smartphone sales forecasts for the next couple of years, the excitement around the potential opportunities is even greater. They are thinking, "... more smartphone owners will mean more downloads of my applications will mean more sales via the mobile device ...." Will it?
My colleagues Charles Golvin and Thomas Husson and I began to describe this phenomenon in our recent Mobile Technographics report. Will consumers move up the ladder? Or leap over steps? Will increased smartphone adoption translate directly into more usage and sales to companies with mobile services?
Recently, deal-of-the-day Web site Groupon got a lot of attention because of Google’s interest in its business. We understand that there are a few attractive pieces to the Groupon story — it’s theoretically a very lucrative business model. My colleague Sucharita Mulpuru commented on this at the end of November with a post highlighting the business opportunities of deal-of-the-day sites. What I was interested in was the customer side: Who is actually using these sites?
Our Technographics® data shows that the majority of US online consumers aren’t familiar with deal-of-the-day sites like Groupon or Living Social, and another 25% haven't used them yet.
Looking at these numbers, you could say that there's quite some opportunity for growth. However, the current users have quite a unique profile: The 3% of US consumers who frequently use deal-of-the-day sites have a lot of money to spend (about half of them report having an average household income of $100K or more), and they expect to spend more money online this year than last year. They are twice as likely to be influenced by what's hot and what's not, two-thirds are willing to try new things, and 62% agree that they often change their mind about which brand to buy after doing some research — making them the ideal target audience for deal-of-the-day sites.
Nearly one year ago, I asserted that the global economic downturn had not slowed the international expansion of eCommerce initiatives. In 2010, online retailers continued their push into new global markets: Gap launched eCommerce sites in the UK and China while starting to ship internationally to other markets; Amazon launched its first new localized Web site in six years; Zara went live with eCommerce sites in six European markets.
The push toward global expansion is poised to continue in 2011, with few companies suggesting that international markets will represent a decreasing percentage of revenues in the future. And while Canada and the UK still rank as the top destinations for US online retailers operating abroad, it’s not just the markets of North America and Europe that are attracting attention. Indeed, companies increasingly cite emerging markets as key to long-term growth. A survey of business executives just released in the McKinsey Quarterly indicates that more than 75% of those surveyed expect to see revenues from emerging markets within the next five years; more than one-third of companies expect those revenues to represent more than 25% of the total.
Looking forward to 2011, we expect to see the following trends: