Want to track how many calories you burned on your lunch run? There’s an app for that. Want to turn your face into an Emoji? There’s an app for that. Want to kill time by making patterns out of different colors of candy? There’s an app for that, and it’s quite popular, in fact. Candy Crush Saga, the most popular gaming app in the United States, according to Forrester’s Consumer Technographics® Behavioral Study, attracts close to 14% (about 1 out of every 7) of US online smartphone owners. On average, users access the app almost every other day, and when they do, they spend more than a half an hour per day using it. That’s more time than users spend on any social networking app, even Facebook.
Spending this much time using a gaming app is not unique to Candy Crush. Gaming apps frequently make it to the top of the list when sorting by time spent per day. Juice Cubes, another gaming app, keeps users engaged for an average of 37 minutes per day, 3 days per week. Who are these gamers, and where do they get the time?
[Quick note: If you read my old blog post about gamification, you may hope to earn more Peter Wannemacher Points. Well congrats! You just earned 150 more Peter Wannemacher Points! Plus, you can collect a digital badge if you read to the end of this post and send me an email!]
Fiserv’s current version of CheckFree RXP uses gamification to increase digital bill pay adoption among its bank clients - our research shows online bill pay is a critical secure site feature on banks' websites. So I spoke with Justin Jackson, senior product manager at Fiserv, about the company’s use of gamification. Right away, he made it clear that gamification is not just “building an online game for people to play” but the process of “taking cues from game design to better engage users.”
Last week I blogged a video recap of day one of Forrester’s Customer Experience Forum East, 2014. I had originally planned that post to cover both days of the forum, which has grown to become Forrester’s largest event in our 30+ year history. But at some point I realized that there was just too much material to cram into a single post.
Which led, inevitably, to this post with my video recap of day two.
If you were also at CX East, here’s a reminder of what happened on that second day. And if you weren’t there, here’s a preview of the types of things you’ll see at our Customer Experience West in Anaheim on 11/6 – 11/7 and our Customer Experience Forum EMEA in London on 11/17 – 11/18.
Rick Parrish, Senior Analyst, Forrester
Rick Parrish kicked off the morning with a major update to our research on the customer experience ecosystem, which we define as: The web of relations among all aspects of a company — including its customers, employees, partners, and operating environment — that determine the quality of the customer experience.
That web of relationships often leads to unintended consequences for both frontline employees and customers. Why? Because back office players take well-intentioned but misguided actions – like what happened with the US federal government in this example from Rick.
It’s no secret that mobile digital wallet technology is faring better in the US than in the UK; here in Boston, I use my LevelUp app at more than half of the retailers I visit (the app tells me I’ve visited one vendor 122 times!). However, only a few providers — including PayPal InStore, V.me by Visa, and Paydiant — are serving UK consumers. (Will Amazon be next?)
To understand the popularity gap for mobile digital wallet technology between the US and the UK, Forrester leveraged its Technographics® 360 research approach to get a holistic view of consumers. By analyzing data from our European Technographics Retail Survey, 2013, UK ConsumerVoices Market Research Online Community, and UK Consumer Technographics Behavioral Study, November 2013 to March 2014, we evaluated desired features, strongest barriers, and current behavior associated with mobile digital wallet usage across UK consumers.
Our data shows that security is still a major concern among UK consumers, but the features they want in a mobile digital wallet are associated with an improved customer experience: These features make the purchase process more organized and convenient for customers, while also helping them save money along the way:
Admittedly, going away for two weeks of vacation in July hit my fast forward button. But even so, memories of our Customer Experience Forum East in New York in June are still fresh in my mind.
If you were also at CX East, here’s a reminder of what happened on Day One. And if you weren’t there, here’s a preview of the types of things you’ll see at our Customer Experience West in Anaheim on 11/6 – 11/7, and our Customer Experience Forum EMEA in London on 11/17 – 11/18.
Before the event we surveyed our attendees. That let me open the forum by summarizing their challenge: Although their executives’ high aspirations for customer experience do them credit, their success to date lags far behind their goals.
Megan Burns, Vice President and Principal Analyst, Forrester
Megan showed the surprising findings of a recent study on what drives a customer experience that results in customer loyalty. Guess what? For customers of most industries, emotions matter more – often far more – than whether a brand met their needs or he level of effort needed to get their needs met.
Stephen Cannon, President and CEO, Mercedes-Benz, USA
Yesterday Manhattan Associates announced the acquisition of mobile point of service (mPOS) provider GlobalBay Technologies. A few years ago, it might seem odd that a warehouse and order management company would be interested in playing a significant role in the experience of customers and associates on the sales floor. However as we recently covered in our Omnichannel Order Management Wave, the role of distributed order management has been elevated and is now key to meeting customer’s rising expectations. Along with orchestrating orders across all inventory locations, omnichannel order management systems (OMS) are already taking orders in the call center, handling fraud management, and providing mobile utilities for associates to fulfill orders from stores. Moving into the point of service (POS) space with an mPOS solution is a logical evolution for Manhattan Associates since it combines enterprise inventory visibility, order management, and order capture all under one roof. In addition this acquisition provides a stronger differentiator from their largest competitor IBM, who exited the legacy POS market in 2012.
So what does this mean for POS moving forward? Three distinct solutions are now possible, including:
In the past few years, JD.com has made enormous investments in its logistics service to provide fast delivery and a competitive customer experience, including same-day delivery and half-day delivery in selected top tier cities. Recently, it launched a pilot project of mobile self-pickup van in Beijing and Chengdu, giving its delivery service more extensive coverage. When consumers shop on JD.com, they can choose the “self-pickup” option, select their location, and then choose the new “mobile self-pickup” option. By clicking the map under this option, shoppers can see the detailed location and operating time of the mobile self-pickup van.
Figure 1: JD.com’s mobile self-pickup van
The mobile self-pickup van meets the needs of customers who can’t receive their goods at home or at a place of work, such as a factory district or school campus, which the delivery service can’t enter. This service gives customers more choices.
I co-presented a Forrester webinar this week with Senior Analyst Mark Lindwall on “A Structured Approach To Elevating Sales Training Value” – Forrester clients can download the slides and/or webinar file and replay it at their leisure. Now doing the webinar actually provided me with two very important insights. Firstly, it is much better when a couple of people present a webinar together – monotony is relieved for the webinar listeners (there is nothing worse than listening to the same voice for 45 minutes non-stop); and the speakers themselves feel more energized by each other’s contributions. It requires a little planning (who speaks to which topics and how to handover) but not really more than should be invested in a webinar presentation anyway. If you did attend or plan to replay the webinar, please let me know whether you agree with me.
The second insight came out of my considering what to say as a conclusion to the webinar. The structure we presented was all about making sure that everybody who delivers sales training re-orients their materials to the buyer journeys and buyer’s needs. We recommended using the documented Forrester four selling objectives (see this report) intrinsically within the training materials. And we suggested using them to measure the effectiveness of the training itself, by answering these questions:
Do “trained” salespeople gain more access to productive meetings?
Are the meetings more successful?
Do the salespeople succeed more in creating a shared vision of success?