The World Online Population Is Expected To Reach 3.5 Billion By 2017

Jitender Miglani

In 1974, an Indian Bollywood Hindi-language film was released with the title Roti Kapda Aur Makaan (English translation: Food, Clothing, And Shelter), referring to the bare minimums of life. If it were to be released today, the director of the movie would need to add the word Internet to the title because access to the Internet has become a necessity for many people over the past decade.

In a recently published Forrester ForecastView report titled “Forrester Research World Online Population Forecast, 2012 To 2017 (Global),” Forrester found that 2.4 billion people across the world use the Internet on a regular basis — i.e., at least once a month — from home, school, work, or any other location via a PC or a non-PC (mobile) Internet access device. This is expected to grow to 3.5 billion by 2017, representing nearly half of the 2017 overall world population of 7.4 billion. Our forecast provides the details of the Internet population in 56 countries across five regions. 

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The Data Digest: Consumer Interest In "Buy Online, Pick Up In-Store”

Reineke Reitsma

More and more companies are now seeing the value of extending their online stores with an offline presence. This is resulting in pure online players partnering with offline players — for example, Amazon.co.uk with Collect+ in the UK or PayPal’s agreement with Discover Financial Services. My colleague Martin Gill has been blogging about this phenomenon in his posts on agile commerce.

We recently looked at consumer attitudes on this topic, and there’s definitely something to be said for online-to-offline expansion. Forrester’s Technographics® data shows that the use of "buy online, pick up in-store" has grown over the past few years. About 43% of US online adults currently use this feature, up from 33% in 2010. In-store pickup is a great way for retailers to create upsell opportunities, as a third of consumers who go to the store to collect their goods state that they buy additional products when in-store. On top of that, US online consumers that regularly use pickup services are more likely to use coupons, and they are the consumers most likely to use their mobile phone or tablet to purchase goods.

 

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The Holy War Over Net Promoter: Is It The Ultimate Way To Measure Customer Experience?

Harley Manning

Have you ever been caught in this crossfire?

Marketing Manager: “Net Promoter Score is the one number we need to grow!”

Customer Intelligence Manager: “Nonsense! ‘Satisfaction’ predicts customer loyalty better than ‘likelihood to recommend’ – it says so in the wonky business journals I read!”

Marketing Manager: “You don’t understand how business works!”

Customer Intelligence Manager: “You don’t understand how math works!”

The sad thing is that in a micro sense they’re both right, but in a macro sense they’re both wrong. The reason? They’re each taking an inside-out point of view based on their own specialties.

Where NPS Fits In A Customer Experience Measurement Framework

In our research into customer experience measurement, we see many organizations that use Net Promoter Score.  Some use it poorly because – like the fictional marketing manager above – they don’t understand the limitations of what NPS can do.

Here’s how they should think of it: Customer experience is how customers perceive their interactions with a company along each step of a customer journey, from discovery, to purchase and use, to getting service. NPS measures what customers say they’ll do as a result of one or more of those interactions. It’s what Forrester calls an “outcome metric.”

But outcome metrics are just one out of three types of metrics captured by effective customer experience measurement programs. The best programs gather and analyze:

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Yes, Brand Matters In B2B Marketing — Especially For Technology Brands

Peter O'Neill

 

Welcome back to us all from vacation. I, Peter O'Neill, would like to join the discussion on “What is marketing?” ignited by an HBR article a few weeks ago — if only because of the reaction to my last blog post, where I pleaded for HP marketing to do something about its worsening brand standards. That post hit a nerve, generating several urgent inquiries with B2B marketers. A few clever journalists even wrote articles afterwards that combined comments on HP’s business prospects from Steve Milunovich, investment analyst at UBS, with my point of view, as an industry analyst, about HP’s lack of marketing agility.

While most responses were statements of violent agreement, one point was frequently made: “Which marketing group should be stepping in to stem the tide?” Another was: “Yes, but does that brand stuff matter? We are still selling our kit to customers — they don’t seem worried.” I like to keep things simple, so, for me, there are just two disciplines in B2B marketing:

·         Brand marketing. Often called “corporate marketing” or even “marcom,” this discipline is responsible for the marketing of brand values; running centralized marketing processes such as customer/market intelligence and public/analyst/blogger relations; and perhaps managing social media services, such as listening and content management.

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Our Take: What The Recent M&A Activity In The Enterprise Feedback Management (EFM) Space Means For The Market Research Industry

Roxana Strohmenger

 

Over the past two weeks, the EFM vendor landscape has heated up once again with a round of mergers and acquisitions. Last year, we saw the mergers between Vovici and Verint and Globalpark and QuestBack. Now we have news of SMG and Locately (August 16) and Confirmit and CustomerStat from MarketTools (August 22). These mergers make sense and are in line with how I see the EFM vendor landscape evolving.

Part of this evolution revolves around enhancing the EFM suite of products and bringing new feedback channels into the mix — like mobile. This goes beyond purely enabling the viewing of online surveys on a mobile browser. It encompasses offering mobile apps, enabling the collection of qualitative data, capturing mobile behavioral data, and even leveraging location to unearth insights about consumers. That is exactly what SMG, an EFM vendor that focuses on customer experience analytics, did by acquiring location analytics market research firm Locately. Confirmit did the same last year by acquiring Techneos to create a stronger mobile offering for its customers.

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15 Minutes Into The Future

Andy Hoar

I often tell audiences that if you want to see the future of B2B eCommerce, look to the present and recent past of B2C eCommerce. Be it personalization, robust search, or targeted pricing, B2B eBusiness and channel strategy professionals today are closely studying B2C eCommerce for proven opportunities to drive more business online.   

On October 25 at the Forrester eBusiness and Channel Strategy Forum in Chicago, I’ll be highlighting how the best and most innovative B2B eCommerce organizations are incorporating B2C best practices into their plans, processes, and platforms. At the Forum, I’ll be discussing: 

  •  The impact consumerization is having on B2B eCommerce. Because all B2B customers are also B2C consumers, they’re comparing their B2B eCommerce experiences with gold-standard B2C eCommerce experiences from the likes of Amazon. And like B2C consumers these days, B2B customers demand that products and services be delivered faster, less expensively, and more conveniently than ever before. The bar has been raised . . . and B2B companies must deliver.
  • How successful B2B eCommerce organizations are leveraging classic B2C eCommerce principles. Early winners in the B2B eCommerce space have successfully incorporated B2C-like personalization, recommendations, interactivity, search, self-help, and ratings/reviews into their B2B eCommerce shopping experiences. Not everything from B2C will translate perfectly, or even at all, into B2B. But much will. And much already has.  
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The Customer Has An SLA Too

Peter Sheldon

JC Penney’s CEO Ron Johnson is hedging his bets that among other innovations, in-store iPads and iPods will help make his new concept stores a hip place for customers to hang out. Ron is not alone in his mission; Macy's, Staples, Urban Outfitters, Home Depot, Wal-Mart, Target, Nordstrom, Neiman Marcus, Sephora, Clinique (the list goes on and on) are all in the process of piloting new in-store digital technologies.

However, “hip” is not a business case. In-store technologies must not only digitize existing experiences but, in doing so, must improve upon or completely re-invent them. As I see retail technology concepts like magic mirrors, virtual shelves, augmented reality displays, and touchscreen kiosks, I worry that retailers are getting swept away in the hysteria of the technology and are failing to articulate the value proposition that these technologies offer to the consumer.

Don’t get me wrong; many of these in-store digital experiences resonate well with the tech-savvy Gen Y shopper, but do they make the shopping experience more convenient?

Picture the scene: Mom has 20 minutes to spare on the way to pick up the kids from school, so by the time she’s found a parking spot, she has 10 minutes (at best) left to walk into the store, find what she is looking for, pay for it, and get out again without risking being late. Does she have any chance of meeting her SLA? Probably not, unless she knows exactly what aisle the product(s) she needs is in, whether the product(s) is in stock, and whether the checkout lines are empty.

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Forrester’s New Book, Outside In, Is Released Today!

Kerry Bodine

My coauthor, Harley Manning, and I are thrilled to announce that our new book, Outside In: The Power Of Putting Customers At The Center Of Your Business, is released today! We encourage you to read this book if:

  • You want to figure out what the heck customer experience really is.
  • You need to make the business case for customer experience.
  • Your company understands the power of customer experience, but you’re not sure where to start.
  • You’ve got some customer experience initiatives underway, and you’re ready to take your efforts to the next level.
  • You want rigorous, battle-tested customer experience tools that have been implemented by companies around the world.

If you’d like to know more about the ideas in Outside In or would like to engage directly with Harley and me, please:

  • Bring your questions to our #OutsideIn tweet chat next Wednesday, September 5, from noon – 1PM Eastern time.
  • Join us for one of two free Webinars on Wednesday, September 19. If you miss us at 9AM Eastern, you can catch an encore presentation at 2PM Eastern.
  • Download the first two chapters of the book for free.
  •  Check out outsidein.forrester.com for author videos, book images, and suggestions on how to go further with the ideas in the book.
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You Are In The Customer Experience Business, Whether You Know It Or Not

Harley Manning

Customer experience is fundamental to the success of every business. For most companies, in fact, customer experience is the single greatest predictor of whether customers will return — or defect to a competitor.

Customer experience goes to the heart of everything you do: how you conduct your business, how your people behave when they interact with customers and each other, and the value you provide. You literally can’t afford to ignore it, because your customers take it personally each and every time they touch your products, your services, and your support.

In our new book, Outside In, my coauthor, Kerry Bodine, and I explore the real meaning of customer experience; prove the business benefits of delivering a great experience; and describe the six disciplines of customer experience leaders like American Express, JetBlue, Office Depot, and Vanguard. Our goal is to help readers understand why and how customer experience leads to profits — which it does, but only if you treat it as a business discipline.

Why is customer experience so important?

“Customer experience” is literally how your customers perceive their interactions with your company.

Those interactions occur at each step along a customer journey. That journey begins when people realize that you offer a product or service they might want, then compare your offer to other options. If things go your way, they’ll buy from you. Then they’ll use what they bought. If they encounter a problem, they’ll call for support.

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Making eBusiness Outside In

Carrie Johnson

Today Forrester released its new book Outside In: The Power of Putting Customers at the Center of Your Business. At the crux of the book is a powerful message for all firms and in particular for eBusiness professionals: We are in the age of the customer. The only way to create sustainable competitive advantage is by being customer obsessed. In the book authors Harley Manning and Kerry Bodine outline how companies can save billions, gain loyalty, and profit from customer experience excellence.

The message and methodologies in the book are essential for eBusiness professionals, who orchestrate the digital experience across touchpoints for customers in many firms. We're seeing eBusiness professionals putting customers at the center of their businesses by shifting from outdated strategies to agile commerce principles. eBusiness professionals are turning agile commerce into a reality by:

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