I had the pleasure of conducting a Digital Maturity Assessment workshop with a colleague from Forrester Consulting for about 20 companies in Sydney recently. The majority of participants were from the Australian financial sector, with heavier representation from marketing departments than technology management. While the session was an abridged one intended to discuss, understand, and determine where the participants were on their digital business journey, it was productive and revealed that:
Participants knew what to do with digital business transformation, but struggled with how. Participants had started on the digital transformation journey, but needed to address cultural and organizational gaps to fully drive transformation. These issues include who owns the digital transformation agenda (does it sit with the CIO or CMO?), how to bridge the communication chasm between the CIO’s department and the lines of business, and how to measure results to drive transformation in a positive direction.
On October 14, I attended Big Data & Business Insights 2014 in Bangkok — the first public big data event in Thailand. I spoke about how to use big data to increase customer value in the age of the customer — a topic that seemed a bit distant from the audience’s daily reality. Most of them use traditional data warehouse and business intelligence tools and are new to big data solutions like Hadoop platforms, big data visualization, and predictive solutions. Here’s what I came away with:
Big data is still new to Thai businesses. Most big data projects in Thailand are still at the testing stages, and these trials are taking place in university labs rather than commercial environments. Dr. Putchong Uthayopas of the Department of Computer Engineering at Kasetsart University noted that big data projects in Thailand are now moving from pilot projects to actual usage.
Organizations need more details of real big data solutions. Thai businesses have held off investing in big data solutions because they felt uncertainty about the outcomes of big data projects. Attendees showed a lot of interest when I talked about big data usage in traditional industries, such as John Deere’s “Farm Forward” use case, which helped farmers make better decisions on what, when, and how to plant.
In August and September of this year, we fielded a survey of online retailers in Brazil together with partner e-Commerce Brasil, an established industry organization. The goal was to better understand key performance indicators (KPIs) in Brazil as well as retailers’ priorities, challenges and the size and composition of eCommerce teams.
We received over 300 responses to our survey and have just published the first in our three-report series based on the survey. Retail eCommerce In Brazil: Key Metrics provides a look at over a dozen KPIs such as conversion rates, average order values, return rates as well as sales driven by smartphones and tablets. Our report analyzes the data by retailer type (web-only, traditional retailer or manufacturer selling direct) as well as by retailers’ total online revenues and tenure.
A few findings from the report:
Conversion rates in Brazil average 1.9%. In Brazil, we found conversion rates that varied quite a bit by type of retailer, with web-only retailers reporting the highest conversion rates. These rates tend to increase as markets evolve: Our previous research on The State of Retailing Online 2014: Key Metrics & Initiatives conducted with Shop.org yielded an average conversion rate of 2.7% for the US.
Personally, I can’t wait. Which is why I’m delighted to offer up Roland’s answers to some of our pressing questions – right now.
I hope you enjoy what he has to say and I look forward to seeing some of you in London!
Q: When did your company first begin focusing on the customer experience?Why?
It is always important to us that our customer experiences DiBa in the way that we promise it. We want to turn our customers into fans, and this is something that we work on everyday – for over 8 million customers. We would like to make satisfied customers feel inspired, and unsatisfied customers inspired once again.
India’s online retail market is on the radar of global investors and eCommerce players, which have announced investments topping $3.6 billion in the past three months, including $2 billion in Amazon, $1 billion in Flipkart, and potentially $650 million in Snapdeal. Growth in India’s online retail market is powered by its fast-growing smartphone penetration, as customers are increasingly using their mobile phones to buy products online. More than half of Snapdeal’s and Flipkart’s sales and nearly 35% of
As I wrote in my recently published report, customer insights (CI) are an increasingly critical source of competitive differentiation in the age of the customer. Forward-thinking business and technology management leaders in Asia Pacific (AP) are actively looking to better leverage customer data and advanced analytics to increase marketing effectiveness and improve the customer experience (CX).
Unfortunately this isn’t the case everywhere. Many AP firms still lag in their understanding of customer analytics. They also lack the skills and ability to execute.
A collection of internal and external factors will affect customer analytics success. How can you improve your ability to transform available data into insight? Start by taking Forrester’s self-assessment to help determine where your organization falls in Forrester’s customer analytics maturity model and use that to identify specific areas of focus for future improvement.
But CI pros can also minimise risk by taking the following concrete steps:
Link customer analytics to broader CX and digital initiatives. Effective digital transformation fueled by CI requires an outside-in approach to customer understanding. For most AP organizations, this is only possible with direct CEO support. In the absence of executive sponsorship, successful customer analytics will likely be limited to improving and/or extending existing marketing approaches – important, but nowhere near sufficient.
Salesforce’s newly proclaimed "Web and Mobile Analytics" capability within Sales Force Marketing Cloud Web and Mobile Analtyics platform may initially excite us digital analytics geeks. After all - disruptions by large vendors in the name of “Web Analytics” are few and far between now days. However before placing SFDC on your digital analytics vendor shortlist you should consider that the capability:
Is targeted at Salesforce's existing Marketing cloud customers. It is built more as "light weight" analytics capability providing BI pros the ability to natively ingest web and mobile data into their SFDC instances. Oh and it is offered at no extra charge to all Marketing Could users.
Will not replace existing enterprise systems. Salesforce claim it will “complement” existing enterprise digital analytics systems that do very much the same thing (i.e. collect, analyze and act on customer behavioral data) and more.
Is separate from the Salesforce's Wave. Slightly confusingly the Analytics Cloud - Wave - is a separate offering from the Salesforce Marketing Cloud's mobile and web analytics capability- good to know!
At Dreamforce in San Francisco earlier this week, Salesforce Marketing Cloud CEO Scott McCorkle highlighted retailer Eddie Bauer’s strategy to make marketing so good that it feels like customer service and customer service so good that it feels like marketing. He may well have added that when marketing and service are well executed, they both begin to feel like sales – or at least the extension of sales environments that they are meant to support.
This thinking underscores the blurring lines between marketing and customer experience. Where does one end and the other begin? And does it really matter? Certainly to the customer it doesn’t; all he or she wants is a great experience that delivers value appropriate to the current context. So then, why do brands continue to let organizational or functional silos get in the way? It’s easy to say that legacy systems and processes still dictate what brands are able to achieve, but surely with today’s business technology capabilities, it’s possible to do better.
Brands highlighted at Dreamforce not only do better: they blend marketing, services and sales for a seamless customer experience. Take Fitbit, for example. Of course the Fitbit business model is based on interaction and context, but Fitbit has taken things to another level by ensuring that marketing content is fully incorporated into app functionality instead of pushing messages at customers. Up-sell, cross-sell and promotional content appear when contextually relevant and blend smoothly with customer services information and sales/transactional opportunities.
In the airline industry, Southwest is no stranger to customer experience accolades. In fact, it consistently earns top marks on Forrester’s Customer Experience Index compared to other carriers – offering enjoyable and easy experiences that meet customers' needs.
It will be a pleasure to hear directly from Southwest’s Managing Director of Customer Strategy and Development, Ryan Green, next month at Forrester’s Customer Experience Forum West in Anaheim, CA. To get an early taste for why Southwest is known for its experience, and the strategy behind it, read on.
Q&A with Ryan Green, Managing Director Customer Strategy & Development, Southwest Airlines
Q: When did your company first begin focusing on customer experience? Why?
A: Southwest Airlines has always been focused on the Customer. Our company started with the vision to give people the freedom to fly and our differentiator has always been policies and services that lean towards the Customer. As a result, we now fly more passengers domestically, increased our airports served dramatically and Southwest Airlines’ Customer complaints are the lowest in the industry. As we’ve grown and the industry has become more competitive we’ve definitely continued uncovering what our Customers need and want from Southwest Airlines and we are focused on giving them that experience to keep them coming back time and again.
Q: What aspects of the experience that your company delivers matter most to your customers?