We're Accepting Entries For The 2011 International Forrester Groundswell Awards!

Nate Elliott

For the past five years, we've been running the Forrester Groundswell Awards to recognize the companies that do the best job using social media -- and last year we added an international category for the first time. We were thrilled to recognize some fantastic international social media programs in 2010 -- from companies who both used social technologies in an innovative way and were able to show how their social programs helped build brand awareness, develop new products and services, or generate leads and sales -- and I'm excited to see the entries we receive for 2011.

If you think you (or your clients) have used social media exceptionally well in the past year, and the program was targeted to consumers outside the US, we'd love to see your entry. Feel free to browse the rules here and to submit your entry here -- just remember our deadline is August 3rd. So get busy with those entries -- and good luck!

Customer Experience Is Personal

Harley Manning

Late last year, I attended a workshop at a small but quite interesting conference in London. The two guys running the workshop separated the attendees into small groups where each of us took turns describing the worst customer experience we’d had, and then the best customer experience we’d had.

I thought it was a remarkably effective exercise, and I would have liked to try something like it at Forrester’s Customer Experience Forum, 2011. Of course with roughly 1,200 attendees, we couldn’t do that so instead we did the next best thing. A few weeks before our event we took a camera crew out to Harvard Square and asked some people on the street to tell us about their experiences.

Let me tell you a little bit about Harvard Square. It’s right in the heart of the Harvard University campus, which is right in the heart of Cambridge, Mass. — a town that Amazon.com recently ranked as the country's most well-read city.

The day we were there, it was graduation week. So in addition to the usual students and tourists from around the world, we met parents there for their kids’ graduation and alumni there for reunions.

We heard some fascinating stories, which led us to a few conclusions. For example, it’s very hard to satisfy every customer, every time — even for a customer experience icon like Apple.

Hopefully that first segment scared you just a little because when companies get the customer experience wrong, it makes a big impact.

But of course, there’s good news, too. When companies get the customer experience right, that also makes a big impact.

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It’s Time To Develop Your Digital Customer Experience Strategy

Ronald Rogowski

Today’s digital landscape is complex. As companies use digital interfaces to engage with customers and foster long-term relationships, customer interactions are spanning an increasing array of touchpoints, with customers often crossing multiple channels in the pursuit of a single goal. While this new reality is riddled with challenges, it’s also ripe with opportunities for companies that have a strategic plan for digital customer experience.  

In a recent report, and subsequent Mashable article, I made the case that companies need to develop and execute digital customer experience strategies. As opposed to digital marketing strategies that focus mostly on what a company will provide and where, a digital customer experience strategy determines the “what” and the “where” based on the “who” and the “how.” That is, a digital customer experience strategy balances company goals and strategy with user expectations (the “who”) and describes the intended experience (the “how”). This, in turn, guides specific investments based on what customers need and a well-thought-out way of delivering on those needs that leaves a lasting positive impression.  

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Can Data Visualization Tools Improve The Communication Of Market Research Findings?

Reineke Reitsma

Recently, I've posted a question on our Market Insight Community about data visualization. Why? Because infographics are hot. Follow the infographic (#infographic) topic on Twitter and you’ll see a constant stream of new graphics. A recent example of a market-research-related one is this one from The New York Times that shows you how many households in the US have a similar set-up. And this week I tweeted a link to an interview with a company called Tableau Software that helps organizations visualize big data and works with organizations like The Wall Street Journal and CNN Money to create interactive graphics like this one on foreclosure filings.

But what is the role of data visualization in market research? There are numerous posts and contributions about the importance of storytelling for market insights professionals. Will data visualization tools help in engaging our audience with data? Can it be our way of telling a story? David McCandless talked about the beauty of visualization last year at a TED event. Good design, he suggests, is the best way to navigate information glut — and it may just change the way we see the world.

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Would You Trust Your Son's Customer Experience To This Man?

Harley Manning

Although he just turned 10, my son is very serious about his finances. And his entire life savings (such as it is — he only gets $3 per week for his allowance) is at Citizens Bank. 

Personally I'm more interested in how my kid gets treated by his bank than I am about his account balance. So I was quite keen to hear from Nick Primola from Citizens Financial Group, one of the speakers at Forrester's Customer Experience Forum, 2011.

Nick is senior vice president of direct marketing at Citizens Financial Group, where he’s responsible for enterprisewide direct marketing efforts supporting all of the bank’s business lines. As a self-confessed "data guy," that could have put us at odds. Was he going to be the driving force behind a spam attack on my kid? But as it turns out, Nick has a very enlightened view of how data gets used.

Check him out.

The Nikon Customer Experience Acid Test

Harley Manning

You all know Nikon, which has more than $8 billion in annual revenue and 26,000 employees worldwide. At Forrester’s Customer Experience Forum, 2011, we also got to know David Dentry, general manager of customer relations for Nikon.

David’s a lucky guy. He’s been interested in photography since he was a small child, so working at Nikon is a dream job for him. He was a photographer and photo teacher in the US Navy for eight years, which had him shooting (in a way that’s different from the way most military personnel shoot) everything from aerial reconnaissance photos to cake-cutting events. In fact, he joined the Navy based on his recruiter’s assurance that if he signed up he’d get to be a photographer.

Today David’s responsible for all aspects of customer support for Nikon in the Americas. His team manages Nikon’s call center operations and the nikonusa.com website. That’s quite an interesting challenge because he gets the customer service experience challenge in stereo from two very different types of channels. Not to worry, though, because he has a technique he uses to suss out the lowest common denominator when it comes to customer experience challenges: ask Grandma.

Here's how he describes his approach.

We're Hiring! Principal Analyst Serving Interactive Marketers, London

Christine Overby

Our European Interactive Marketing research team continues to grow. We've just opened a position for a Principal Analyst, preferably based in London. We're looking for someone with strong viewpoints on interactive marketing, an analytical mind, and experience solving for the added complexities of Pan-European digital programs (multiple countries, langugages, online behaviours, cultural tendencies).

If this sounds like you, then I hope you'll consider the opportunity and apply (you can do so here). Now is a fun time to be an analyst writing in the space. We get to help our Interactive Marketing clients make the right call on where and how to invest as more money goes to digital marketing, emerging tools promise richer engagement, and more robust measurement demonstrates the business results of interactive efforts. Plus, you'd be joining a great European IM team -- Nate Elliott, Lucilla de Sarlo, Tanya McCabe, Lauriane Camus, James McDavid, and me. OK, I'm a little biased here.

If you want to discuss further, then DM me @coverby. Hope to hear from you!

The Future Of Mobile Is User Context

Thomas Husson

I have had the opportunity to contribute to a brand-new piece of research led by my colleague Julie A. Ask, vice president and principal analyst at Forrester.

We both believe mobile has the potential to be even bigger and more disruptive than the Internet.

That’s a bold statement! Today, few of the numerous professionals we interviewed are developing digital strategies that leverage context and make the most of the phenomenal technology packed inside mobile devices. Even fewer are anticipating the opportunities that will emerge tomorrow, with technology innovation driving capabilities around the user’s context.

Indeed, the fancy features, such as GPS and NFC, embedded in mobile phones will become common, while new sensors like barometers will reveal more about the user’s environment. The phones will also act as modems, relaying or interpreting information from other machines or from attachments with sensors. In a few years, mobile will be divorced from the PC. While a mobile device may have the ability to act like a PC, it has the potential to do much, much more. Product strategists must step into the leadership role, driving the development of user-context-based products. Increasingly, voice and motion will control devices and applications. There will be an entirely new generation of products and services delivered on mobile platforms that will not originate online.

At the end of the day, who knows you best? Your mobile phone! Why?

Because it will become the device you use to interact with the world around you — your hotel room, your shopping cart, your TV, your bank, your parking meter, your car, your running shoes, and many other aspects of your life. You won’t be able to keep anything secret from your mobile phone.

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The Future Of Mobile Is Context

Julie Ask

Delivering highly contextual mobile services is an expectation. Mobile phones are personal devices. Consumers expect personal and relevant experiences. 

What is context?

Forrester defines “context” as

“the sum total of what your customer has told you and is experiencing at his moment of engagement.”

Context includes:

Situation: the current location, altitude, and speed the customer is experiencing.

Preferences: the history or personal decisions the customer has shared with you.

Attitudes: the feelings or emotions implied by the customer’s actions or logistics.

eBusiness professionals make limited or very basic use of context today. Mostly, they use an individual’s location to tell her where the nearest store or hotel is. The use of location is a minimum requirement today to meet consumer expectations of “decent” mobile services. The bar is rising quickly though. eBusiness professionals need to layer intelligence on top of contextual information and plan how they will use new contextual information such as temperature or altitude.

Here are a few scenarios that simply leverage intelligence with location:

  • Banks. Should a user require the same depth of authentication at home, at work, or in a foreign country?
  • Hotels. How much should you quote a prospective customer for a room tonight if she is 5 miles or 500 miles away?
  • Airlines. What home page services should you show a passenger whose flight leaves in 2 hours? In 10 minutes?
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How Southern Water Mapped Its Customer Experience Ecosystem

Kerry Bodine

Companies that want to improve their customer experience need to understand the intertwined and ever-evolving relationships among their internal employees, external partners, and customers. Forrester calls this complex set of relationships the customer experience ecosystem.

As I said in a previous post, to get a grip on your own ecosystem, you need to map it, co-create it, and socialize it. And when I say “map it,” I mean that you need to systematically uncover and document the ecosystem's hidden dynamics. 

Here’s a story of a company that did just that: English utility provider Southern Water. (If you live in the southeast of England, you don’t get your water without these guys.)

For a long time, Southern Water was handling about 50 water-meter installations per week, all at its customers’ requests. But a few years ago, the company decided to roll out universal metering street by street across the region, moving toward 500 installations a week.

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