Hire The Will, Train The Skill

Harley Manning

If you scroll down, you’ll see a link to part two of my appearance on Jim Blasingame’s talk show, The Small Business Advocate. Among other things, in this segment, we talked about one of the keys to customer experience success: hiring the right employees.  

Hiring is one of the tools for creating a customer-centric culture that my co-author Kerry Bodine and I describe in our new book, Outside In. Although hiring is fundamental, it’s something that many hiring managers get wrong. That’s because they’re still looking primarily at what their candidates know — their job skills — and not focusing enough attention on to who their candidates are

Here’s why that’s a problem. You can teach people how to perform tasks, whether it’s stocking shelves or doing the books. And you can teach them enough about your products and services to be able to help your customers. But if they’re people who don’t want to help customers, you’re not going to teach them to be different people.

Are there really that many people out there who just don’t want to help customers? Yes. That’s a lesson Kevin Peters, the president of Office Depot North America, learned several years ago.

Kevin asked all 22,500 store associates to take a personality assessment test designed to evaluate employees’ skills, behaviors, and aptitudes as they related to serving customers. To his surprise and disappointment, a significant percentage agreed with statements like, “If the job requires me to interface with customers, I’d rather not do the job.”

Read more

Digital Banking Innovation In Turkey

Benjamin Ensor

In our research on eBusiness and channel strategy, we often come across clusters of innovation where innovation by one company in a sector causes its competitors not only to match it, but to try to leapfrog it -- resulting in a rapid cycles of innovation. Among the examples of these clusters are insurance companies in the US (Progressive, Geico and a growing number of others) and banks in Spain (Bankinter, La Caixa, BBVA and Banco Sabadell).

Another of those clusters is the retail banking market in Turkey. Last week I was in Istanbul and was able to see some of the innovations in person and meet a number of heads of eBusiness at Turkey's big banks. Turkey's banks have been quick to adopt digital technologies and achieved some world firsts for the banking industry. Here are a few examples you might like:

  • Ziraat Bank's video teller machineZiraat Bank has deployed a network of unstaffed video kiosks (see picture, right), which it calls video teller machines, that use video-conferencing to connect customers with agents in the bank’s contact centre. Customers can use the kiosks to deposit and withdraw money, buy and sell foreign exchange, pay bills, transfer money and buy bonds. The kiosks let the bank expand its network much more quickly than building conventional branches would do.
Read more

Mobile Marketers: I'm Looking For You!

Melissa Parrish

Those of you who know my research won’t be surprised to learn that I’m currently working on a collection of mobile marketing reports that will eventually make up our mobile marketing playbook. (For more information about Forrester’s new playbooks, check this out.) But what you probably don’t know is that the report I’m working on right now isn’t about mobile marketing — it’s about mobile marketers.

My hypothesis is that as a company decides to commit to mobile marketing, experts either emerge or are hired to shepherd programs specifically designed to engage the mobile audience. It sounds easy enough, but there are a couple of things that complicate this seemingly straightforward evolution. First, mobile isn’t really just “a” channel. There's more than a dozen mobile tactics that a mobile channel manager could be responsible for, including mobile display, mobile search, and mobile messaging, in addition to mobile sites and apps. Second, for a lot of those mobile tactics, there are already embedded non-mobile counterparts, like digital media buyers, email marketers, and search specialists with whom the mobile marketer may need to collaborate.

So, for this report, I’m hoping to speak with several of you mobile marketers out there to understand things like:

·         How you got into your current role and what it entails.

·         Where you sit in relation to other marketers at your company.

Read more

Categories:

Co-Create Great Experiences With Your Customers

Kerry Bodine

Henry Ford purportedly quipped that if he had asked customers what they wanted, they would have said, “a faster horse.” It’s a well-trod line, one that’s guaranteed to receive nods and chuckles in any business meeting. We can all relate. After all, nothing’s really changed since Ford’s time. Customers today still can’t tell us exactly what they want or imagine products and services that don’t currently exist. No one in 2009, for example, was screaming for a computer that was smaller than a laptop and bigger than a phone — and yet the iPad has become one of the most successful consumer devices on the planet, spawning dozens of copycats.

But here’s the problem: Ford’s quote is a cop out. It bolsters our self-serving belief that we know what’s best for our customers. We hide behind Ford’s lesson, using it to justify our decision to not ask customers what they really want or need. Perhaps this approach worked in the early 1900s. But today, in the age of the customer, the balance of power has shifted from companies to consumers — and companies can no longer afford to make business decisions based on what they think they know about their customers.

One of the most effective ways to make sure you’re delivering products, services, and experiences that meet your customers’ needs is to actually bring them into your design process. I know this can sound like a shocking suggestion, so let me say it again. You should ask your customers to work with you on developing potential solutions to their biggest pain points. Designers call this co-creation.

Read more

When It Comes to Total Returns, Customer Experience Leaders Spank Customer Experience Laggards

Harley Manning

Whenever I talk about the business impact of customer experience, there’s one thing that always grabs people’s attention. It’s an analysis done by Jon Picoult of Watermark Consulting, who took five years of data from Forrester’s Customer Experience Index and constructed two model portfolios. One is a portfolio of the top 10 publicly traded companies in the index (customer experience leaders), and one is a portfolio of the bottom 10 publicly traded companies in the index (customer experience laggards).

You can read details of how Jon conducted his analysis in our new book, Outside In, and in this post on Jon’s blog. The results are striking. Over the course of the five-year period, the customer experience leaders spanked the laggards in stock performance. The leader portfolio had a cumulative total return of +22.5%, compared with a -1.3% decline for the S&P 500 market index and a -46.3% decline for the laggard portfolio.

Five-Year Stock Performance Of Customer Experience Index (CXi) Leaders Versus Laggards Versus S&P 500 (2007 to 2011)

Customer Experience Leaders Portfolio deliver 5 year return of 22.5 percent

What follows is an interview I recently conducted with Jon to get his thoughts on why making a compelling business case for customer experience is so challenging — and so important.

Read more

The Data Digest: Alternative Payment Methods In Europe

Reineke Reitsma

Consumer usage of alternative payment methods like contactless cards or mobile payments is still very limited in Europe, and the majority of European consumers aren’t interested in using these services (yet). But attitudes vary across Europe. In the UK, where consumers are more familiar with the concept thanks to public transport schemes like London’s Oyster card, about 4% of the population use contactless payment cards, and a further 22% are interested in using one. In Spain and Italy, a third of consumers show interest in such a payment system.

But security concerns and a lack of need are holding consumers back. While early adopters will more likely overcome them, these concerns represent a serious barrier to mainstream adoption.

While mobile digital wallets have received much of the recent buzz in the marketplace, digital wallets cover a much broader spectrum, as my colleague Denée Carrington explains in her post 'The Digital Wallets Wars Are The Next Phase Of The Payments Industry Transformation'. But moving the needle on the adoption of digital wallets will require adding significant value before, during, and after payment.

Consumers have little motivation to adopt a new payment solution if it is purely a one-for-one replacement. Digital wallets must instead increase the value of the transaction for both consumers and merchants. Winning solutions will bring this to life through greater convenience, contextual relevance, and a compelling purchase experience.

Apple Maintains The Status Quo With The iPhone 5, But For How Long?

Tony Costa

Apple's new iPhone 5 is a case study in incremental improvement. Nearly every aspect of the product -- the CPU, display, cameras, radio modem, size, weight, etc. -- are all improved over the iPhone 4S and at the same $199 price point. No doubt, the iPhone 5 and iOS 6 will sell millions of units, preserve Apple's momentum, and hold off the competition, but significant threats are mounting that Apple cannot afford to ignore:

  • Nokia is delivering Apple-quality innovation. As Nokia demonstrated last week at its Lumia 920 event, Nokia's innovation engine is firing on all cylinders. When the Lumia 920 launches (rumored for November 2), it will outclass the iPhone 5 in key areas such as imaging (PureView imaging, Cinemagraph) and location (Maps, City Lens, Transit) as well as bring wireless charging and NFC into the mainstream. While the breadth of accessories will be nowhere near what the iPhone offers, Nokia gets strong marks for showing Apple how NFC can enhance the accessory experience. 
Read more

iPhone 5: High Expectations, NFC, And Consumer Experiences

Thomas Husson

A year ago, we stated that despite being only an incremental improvement to the iPhone 4, the iPhone 4S would maintain Apple’s leadership in the high-end smartphone battle.

A lot has changed in a year. Samsung sold 20 million Galaxy S III devices this summer, while Google recently announced that more than 1.3 million Android devices are activated each day — and that it would soon reach the milestone of 0.5 billion Android users. The San José court’s recent decision to fine Samsung $1 billion for copying Apple raised a number of complex questions regarding what exactly innovation means in the smartphone era. While it badly affected Samsung’s brand image, Samsung has a larger portfolio of mobile devices and has also proved it was able to innovate with the Note.

Even more so than a year ago, Apple’s product strategists face an ongoing paradox: maintaining premium leadership with an annual product renewal while tapping the rapidly “mainstreaming” global smartphone market. Consequently, expectations were extremely high — often irrationally so — that Apple would once again truly innovate with hardware design and features.

Read more

What You Can Learn From Facebook's Approach And Mistakes In Building Mobile Services

Julie Ask

I listened to the Mark Zuckerberg interview from the  TechCrunch Disrupt event in San Francisco this week. 

There were a few choice quotes (I'll paraphrase them here - these are not literally a transcription. You can find the video/audio on the TechCrunch site):

"The biggest mistake we made (with our mobile services) was relying too much on HTML5 and for too long." 

"We finally realized that a good enough mobile experience would fall short. We needed a great mobile experience. The only path to great is native on iOS and Android." 

"Our mobile users are more engaged and use our services more frequently." 

"All of our code is for mobile."

"We'll build native code for iOS and Android." (And it is building for iOS first)

"Ads can't be standalone on a sidebar in mobile. They need to be integrated into our product." 

"We reorganized. A year ago, 90% of the code check-ins were from the core mobile team. Now 90% comes from other parts of the organization." 

"We reorganized. We were in functional silos. We now have product teams (responsible for delivery)." 

"A Facebook phone doesn't make any sense." 

Some context. Certainly, Facebook is unique with it being a media-centric company and very global. It does need mobile Web to reach much of its audience - now nearing 950M. For many companies, mobile Web will continue to be a relatively low-cost, broad-reach play to get to most of the phones. Mobile Web doesn't go away, but it is not where the differentiation will happen - at least in the near term. 

Read more

The Missing Link In Social Media Use: Tracking Prospects

Lori Wizdo

The University of Massachusetts released its annual survey of social media usage at Fortune 500 companies. The report revealed that in the past year, these business giants have increased their adoption of blogging by 5%, their use of Twitter for corporate communications by 11%, and their use of Facebook pages by 8%. Sixty-two percent of the 2012 F500 have corporate YouTube accounts, and 2% (11 companies) are posting on Pinterest. Sixty-six percent of the F500 are now on Facebook. Seventy-three percent of the F500 have active corporate Twitter accounts.  

However, what caught my attention was another recent survey that the University was also promoting on the same web page. This survey examined how universities use social media to attract students to their MBA programs. The study showed the same sort of increases that the F500 survey revealed. However, the headliner take-away from this research was “The Missing Link in Social Media Use Among Top MBA Programs: Tracking Prospects.”  The report concluded that “the missing link appears to be tracking those who first become interested in the program through one of the program’s social media sites. Being able to measure whether these prospects actually apply to the program is something schools may be looking to do, but have not yet mastered. Without this piece of information it is difficult to really assess the effectiveness of the social media plan and to know where future investments should be made.”

As I talk to companies in large and small companies about their lead-to-revenue processes, the most frequent topic over the past six months has been about leveraging social media in demand management programs. I’ve compiled a list of the most common questions and my perspective:

Read more