January is the month of renewed goals and better-you resolutions. Machines and classes at the gym are packed, diet and weight loss books are flying off shelves (or onto tablets), and money-saving commitments are redoubled. These are some of the more common New Year’s resolutions and, not surprisingly, are also some of those most commonly broken. The right thing to do is neither easy nor sustainable. To borrow from the poem that inspired Steinbeck, “the best laid plans of mice and men / Often go awry . . .”
Many enterprises run into this conundrum when it comes to customer experience. They talk a big game about their resolve to master the discipline of customer experience but then let existing organizational structures, budget priorities, and operational processes provide excuses that limit progress.
Today, I published a new report, “The Convergence Of Brand, Customer Experience, and Marketing,” in which I lay out the new paradigm for the connection between these three disciplines. I also offer three roles for the CMO to play in aligning brand, CX, and marketing — a strategic imperative that CMOs must take on or risk irrelevance in a world driven by the customer’s needs and wants.
The madness that is the Consumer Electronics Show (CES) has finally subsided, people are safely home (some never arrived thanks to cancelled flights), and we’ve had sufficient time to read the CES stars and foretell what it means for 2014 and beyond. Condensing this show down to so few points requires omitting some things, even some fun things like Michael Bay’s meltdown and T-Mobile CEO John Legere’s attention-grabbing tactics, but it’s my job to say what it means. So here I go, predicting what will happen in 2014 with three (admittedly long) bullets:
As the opening of the 2014 Consumer Electronic Show (CES) dawned in Las Vegas, consumer technology firms pitched their innovation wares. Forrester’s latest TRUE brand compass research shows that innovation is a key to successfully building a sustainable consumer technology brand, but that innovation alone is not sufficient.
In August 2013, Forrester conducted Consumer Technographics® research with 4,551 US online adults to uncover the drivers of a successful 21st century consumer technology brand. This research is part of Forrester’s TRUE brand compass framework designed to identify which brands are winning the battle for consumer mindshare and to help marketers build a brand that is trusted, remarkable, unmistakable, and essential (TRUE). This framework has two core components: 1) An overall TRUE brand compass ranking gives a snapshot of a brand’s resonance — the emotional connection a customer has with a brand, and 2) the TRUE brand compass scorecard reveals a brand’s progress along each of the four TRUE dimensions.
In a surprise upset, Microsoft trumped Apple and Samsung in the TRUE brand rankings. In fact, Microsoft was the only brand in the survey to achieve the coveted trailblazer status— indicating that the Microsoft brand is “at the forefront of brand building with a unique and distinct brand identity that sets it apart from other brands.” Both Apple and Samsung achieved leader status.
We're now accepting entries for the 2014 Forrester Groundswell Awards — the deadline is February 28 — and we'd love to recognize your social marketing programs at our Marketing Leadership Forum this April. But in what category should you submit your program?
Just as in 2013, our award categories are based on Forrester’s marketing RaDaR research. Both our business-to-consumer (B2C) and business-to-business (B2B) awards will offer three categories:
Social reach. This category recognizes social programs that delivered marketing messages to new audiences. (After all, people can’t discover what you’re selling if they’re never exposed to it.) If your social program was designed to create awareness for your brand or product or promotion, it was probably an example of social reach marketing. If you focused your efforts on word-of-mouth marketing, paid social advertising, or thought leadership work, it also probably fits into this category.
Social depth. This category recognizes social programs that helped prospects explore your products in detail and make a purchase decision. If your social program was designed to close existing prospects or leads, it was probably an example of social depth marketing. If you focused your efforts on on-site social tools like blogs, ratings and reviews, or communities that help prospects get information from existing customers, it also probably fits into this category.
During 2014, we’ll pass a key milestone: an installed base of 2 billion smartphones globally. Mobile is becoming not only the new digital hub but also the bridge to the physical world. That’s why mobile will affect more than just your digital operations — it will transform your entire business. 2014 will be the year that companies increase investments to transform their businesses, with mobile as a focal point.
Let’s highlight a few of the mobile trends that we predict for 2014:
Competitive advantage in mobile will shift from experience design to big data and analytics. Mobile is transformative but only if you can engage your consumers in their exact moment of need with the right services, content, or information. Not only do you need to understand their context in that moment but you also need insights gleaned from data over time to know how to best serve them in that moment.
Mobile contextual data will offer deep customer insights — beyond mobile. Mobile is a key driver of big data. Most advanced marketers will get that mobile’s value as a marketing tool will be measured by more than just the effectiveness of marketing to people on mobile websites or apps. They will start evaluating mobile’s impact on other channels.
The Forrester Asia Pacific team is currently meeting in Bangkok to discuss how we support our clients in the age of the customer. Meeting friends and colleagues overseas is always a great experience. We get away from our desks and exchange ideas, bringing focus to our efforts for the following year. But, of course, you have to get everyone to the destination venue for this to happen.
One of the first things we always end up discussing on first meeting one of our colleagues is the quality of the journey. “How was your flight?” is the first question we end up asking each other. As I talked with two of my colleagues from Sydney, I learned that all three of us had been on the same Qantas flight to Bangkok that same afternoon. As we compared our journeys, it was amazing to discover that we had had three markedly different experiences, despite all being on the very same aircraft.
I was in economy, having paid a little extra for emergency exit seats. The flight wasn’t full, so I had a row of three seats to myself. Lots of room to spread out, and the flight was very quiet, easy, and uneventful. My experience, though, was of an older plane with technology that was, frankly, no longer meeting my minimum standard. The entertainment units were old and tiny, and the user interface was absurdly complex. But because I was comfortable, I was willing to overlook it.
One of my colleagues, the regional sales director from Australia, was one section ahead of me on the plane, also in economy. She reported a nightmare flight with no air conditioning, poor food, and crowded seats. Her experience was quite negative. We both ate the same food, but her experience of it was undoubtedly influenced by the hot temperatures and crowded seating.
We talk about the mobile mind shift at Forrester Research -
"The expectation that I can get what I want in my immediate context and moments of need."
Mobile gives us unprecented control over more things in our lives - our schedule, our commute, our thermostat, our finances, etc. Mobile also gives us confidence we need - whether it's knowing we'll be on time or that there is enough money in the bank to cover our next purchase.
I've been connecting stuff not only to get a sense of what works and what doesn't or what is a good experience and what is poor, but also to get a feeling for how much control I get, how I change my behavior, how much more confidence I feel in making decisions and so forth. I've been wearing fitness wearables for almost two years. I'm also collecting data to see what I use, how I use it, what is useful, etc. My dog now wears a pedometer. (More later on that). My husband has one. My friends do.
So - my latest experiment is putting a tracker on a plant - no, not to see where it goes, but to check its health and allow it to talk to me - tell me what it needs.
I'm not sure if the experiment will go much beyond this first week so I'll post some images now.
CES was this past week - look to my colleague's Frank Gillett, JP Gownder or Michele Pelino for more on wearable technology.
Hello, and a somewhat belated Happy New Year, dear readers! As we prepare for the upcoming year — and start to think about the digital banking space in 2014 — it is worth taking stock of where banks’ secure websites are today.
Canadian banks excel at cross-selling. Canadian banking providers may well be among the best in the world at cross-selling on secure sites. In our reviews, Canadian banks earned scores that were significantly higher than US firms in our cross-selling category. In fact, every Canadian bank we ranked earned high marks for digital cross-selling. They accomplish this by embedding marketing and calls to action for additional products and employing merchandising tactics within "products and services" tabs.
US banks shine when it comes to money movement and alerts. All six US banks did well in our money movement category, which includes bill pay, transfers, and P2P payments criteria. The US banks also scored well across the board for alerts by offering extensive account, transaction, and security alerts across a range of delivery endpoints including email, SMS, and in-app alerts.
Roughly half of companies on the path to customer experience maturity say that they’re in the repair phase today — and that’s probably a conservative estimate. But there are companies at more advanced stages of CX maturity, including a few in the most advanced phase, differentiate. That’s where firms reframe business challenges in the context of unmet customer needs, connect innovation ideas to their customer experience ecosystem, and infuse innovations with the brand.
We had two speakers at our event who represented companies in the differentiate phase: Dean Marshall, director of Lego brand retail store operations Europe, and Declan Collier, CEO, London City Airport. What is it that their organizations do that’s so different?
Lego stores goes beyond even the typical design best practices used by companies in less advanced (but still pretty advanced!) phases of CX maturity, practices like ethnographic research and co-creation. How? By combining the two.
A recent opinion piece in The New York Times describes the unique beauty of ecotones, an environmental term for the border between two habitats where cultures merge — where forest meets grassland or water meets shore. According to the article, people are deeply attracted to these areas of convergence and interaction because the edge is where the action is. Like the periphery’s significance in ecology, the edges we create in our society generate energy and are the places we push things to for the best results — borders between diverse urban communities, schools of thought that intersect and cross-pollinate, and, now, our relationship with technology.
Are we ready to live on the edge? Consumers say yes. Forrester’s Consumer Technographics® data shows that a tenth or more of US online adults are interested in wearing sensor devices on their wrist, embedded into clothing, embedded in jewelry, or as glasses: