With the increasing uptake of technology and online shopping, consumers are getting more comfortable using technology in the store, as well. Data from our North American Technographics® Retail Online Survey shows that consumers like to be informed while they are shopping — they want to be able to access product information instantaneously, and they want to be more independent shoppers (without the help of sales personnel).
The items at the top of the list are those that allow consumers to find product information quickly — with majority of respondents reporting that they found in-store price scanning and computer kiosks valuable (84% and 66%, respectively). The fact that self-checkouts were the second most valuable in-store technology exemplifies how consumers want to be more independent while shopping: It shows that they are willing to take on that responsibility themselves in order to get in and out of the stores quickly.
As my colleagues in our team can attest, I get giddy when I talk about all the cool, emerging, and innovative methods that market research professionals can use — whether it be how biometric techniques helped the Campbell Soup Company understand how consumers respond to marketing and advertising in order to redesign its soup-can logo, or when Nokia used mobile research methods as a way to understand what emotional constructs influence a consumer’s “love and admiration” for a brand. All in all, it is great to see technology starting to make a significant impact on how we collect richer insights about consumers.
To help market research professionals understand what innovative research techniques are out there, I am launching a report series this year that will cover some of these innovative methods. To kick off the series, I have focused on prediction markets. Why? Because I see this extremely underutilized method as a valuable tool in the long, expensive, and arduous process of product and concept testing.
Companies are faced with the following daunting facts:
Over 25,000 new consumer products skus are introduced annually in North America with only half of these new product launches considered successful at launch.
For every seven product ideas that are created, typically only one succeeds in the market.
An estimated 46% of all resources allocated to product development and commercialization is spent on products that are cancelled or that fail to yield an adequate financial return.
Customer experience transformation efforts don’t happen overnight. It can take years to develop the right customer experience strategy and roll out improvements across interaction points. But the screaming pace of technology innovation over the past year has sparked major changes in customer behavior and expectations. The net result? 2011 will be a pivotal year for the customer experience field.
In our latest report, Ron Rogowski and I outline what these changes mean for customer experience professionals in the year ahead — and what they’ll need to do to keep up. The report includes predictions for the customer experience ecosystem, its impact on organizations, and the resulting implications for customer experience vendors. For example:
The complexity of the customer experience ecosystem will mushroom. 2011 will bring major changes in the number of devices consumers have at their disposal as well as the types of interactions they’ll expect on those devices. Forrester expects the number of connected TV sales to double in 2011 — and consumers say they’ll be gobbling up eReaders and tablet computers at the roughly same pace that they’ll purchase new laptops. This will force customer experience professionals to expand — and differentiate — their reach. Despite the growing popularity of mobile and tablet devices, the Web (no, it’s not dead) will continue to be a vital part of the customer experience ecosystem in 2011.
I hear you! My earlier post about battle cards, and my title in particular, confused some readers. By outlining some of the problems with battle cards that have surfaced in our current research on the topic without providing a clear context of where battle cards are headed, I did not play out my cards effectively. My bad; thanks for the feedback.
Here is what we are up to and why: We are in the process of interviewing competitive intelligence professionals and reviewing a raft of tech industry battle cards. Our research to date shows that the wide range of purposes -- and the inconsistency of content -- in battle cards are undermining the value to sales reps at many tech vendors. This lack of a clear design point and focus on content that will be useful to the buyer -- and thus usable by the rep -- is making many battle cards mushy -- but not all of them!
At companies where battle cards are successful, they are very successful.
Effective battle cards provide valuable talking points that lie at the intersection of buyer expectations and needs and the product advantages and competitive differentiators that satisfy those needs. Great battle cards don’t deluge sales reps with facts out of context, but rather equip reps with usable insights to engage customers about meeting their needs. That is what we are finding so far.
Our purpose in researching battle cards is to identify what makes them successful and to develop a design point and methodology for creating great ones. Our research indicates that as the tech industry moves toward outcome selling, sales battle cards will become one of the important vehicles that portfolio teams will use to enable their sales channels.
A recent Forrester report, Consumers Toe-Dip In Health-Related Social Media, by my colleague Liz Boehm got me scrolling through Forrester's latest Healthcare and Communications Technographics® Online Survey. There was a lot of interesting information in there, but the data point that caught my eye was the following: only 30% of US online adults have not been diagnosed with any disease or medical condition. The top 10 show a wide range of illnesses, from conditions like allergies to very severe diseases like depressions or diabetes.
Age is the main driver for this: About half of 18- to 24-year-olds have some kind of condition, while this is 94% for online Seniors (65 and older).
Why is this interesting for market researchers and marketing professionals? Because many of these people are using technology to manage and control their disease: they are using the Internet to research their condition, about half engage with their health insurer online, one in ten use text messages and email to get reminded to take their medication, and about 5% use health-related apps on their mobile to control their prescription, as well as monitor their behaviors. Understanding who these consumers are, and linking this with information collected via sites like America's Health Rankings, helps companies prioritize their service offerings.
We recently interviewed dozens of sales enablement professionals within the tech vendor community. These interviews painted a less-than-ideal picture of how sales teams value and use competitive battle cards – that competitive battle cards are a relic from out-dated selling models.
Battle cards still focus on products – just as they did in the days when customers purchased one product over another based on a side-by-side comparison of their features. In those days, competitive intelligence teams created battle cards about competitors – their company financials, products, sales tactics, and weaknesses – literally for sales reps to keep in their pocket.
A sampling of battle cards that we collected from across the tech industry confirms that battle cards are fashioned from a product point of view and often created because they are among the checklist of items for product managers when creating sales content. Today, portfolio managers also use the term “battle card’ for almost anything prepared for sales teams. In addition to competitive battle cards, we uncovered materials labeled as battle cards that talked about:
Industry overviews. How a vendor’s products can combine into a new solution to meet the needs of customers in an industry that the vendor does not currently service.
Technology profiles. How the capabilities of a new or emerging technology will allow it to displace the products or solutions that customers currently use.
How should you measure customer experience? Is it even possible to measure something that feels as squishy as customer experience?
As it turns out, you can measure it, you should measure it, and you even have some decent options for measuring it. Your alternatives range from monitoring the real-world interactions your customers have with your firm (like clicks on a site or the length of a call) to asking your customers for their perceptions of those interactions (the real customer experience) to tracking what your customers do as a result of the experience (like making another purchase or recommending you).
At Forrester, we have our own direct measure of customer experience that we’ve been using since 2007: the Customer Experience Index (CxPi). Today we published the results for 2011, which are based on research conducted at the end of 2010.
To help understand those results, let me explain how the CxPi works. We ask more than 7,000 consumers to identify companies they do business with in 13 different industries. We then ask respondents to tell us how well each firm met their needs, how easy the firm was to work with, and how enjoyable it was to work with (questions that correspond to the three levels of the classic customer experience pyramid). Then for all three questions, we calculate each firm’s CxPi score by subtracting the percentage of its customers who reported a bad experience from the percentage who reported a good experience. The overall CxPi is an average of those three results.
A year ago, I tried to highlight what the key trends for 2010 would be. I wrote: “I’m not going to say that 2010 will be ‘the year of mobile’ or ‘the year of mobile marketing.’ I think 2010 is more likely to be the ‘year that every firm needs a mobile strategy.’ Mobile is simply too disruptive to merely have a year. After all, who remembers the year of the TV or the year of the Internet? Instead, I think 2010 will be a key year in mobile's transition to center stage in the digital marketplace. A new mobile decade is opening up, and now is the time to start your journey. In the past 10 years, mobile phones have changed the way we communicate and live. In the next 10 years, they will change the way we do business.”
Interestingly, that report — “2010 Mobile Trends” — was one of the most-read at Forrester, highlighting that a growing number of companies are starting to take mobile seriously.
So many things happened in 2010 that it is difficult to sum up the year. However, my colleague Julie Ask and I took a step back to offer our high-level take:
• New entrants are disrupting existing mobile ecosystems. Non-telco companies, such as Apple, Facebook, and Google, increased in importance as key players in the mobile ecosystem. Together, Apple and Google are closing in on controlling about half of the smartphone market and mobile advertising share in the US and have obtained a lot of traction in Europe and other regions of the world.
And with the new year, we're implementing a change. In the past months the Data Digest was always based on Forrester's global Consumer Technographics® data. From now on, once a month we'll highlight data from Forrester Forrsights for Business Technology (formerly named Business Data Services).*
In the past year we've looked a number of times at consumers' mobile Internet behaviors and attitudes. But how do enterprises feel about mobile Internet? And which operating systems do they support. My colleague Michele Pelino recently published a report called 'Managing Mobile Complexity' covering these — and many other — questions.
From an enterprise perspective, BlackBerry (RIM) tops the list big time — seven out of 10 enterprises in the US and Europe support this operating system — followed by Microsoft Windows and the Apple iPhone.
But it is important to recognize how quickly enterprise support of new types of mobile device operating systems, particularly those used in Apple iPhones and Android smartphones, has risen in the past year. For example, in 2010, approximately 30% of surveyed enterprises officially support and manage Apple iPhone devices, up from 21% in 2009. We have seen an even larger year-over-year jump in the percentage of enterprises supporting Android devices from Google, Motorola's Droid, Sprint's HTC EVO 4G, and others.
Back in October, I traveled to Berlin and Cambridge, Mass., to attend the annual conferences of the Service Design Network, an international organization for professionals and academics working in the field of service design.
Um . . . What’s service design?
Great question! Service designers broadly define what they do as a collaborative process of researching, envisioning, and then orchestrating experiences that happen over time and across multiple touchpoints. Unlike traditional design disciplines, service designers typically examine — and often re-engineer — the strategy behind a service as well as the operational systems, processes, and resources that deliver it.
Um . . . Can you give me an example?
Sure! There are lots of examples in my latest report. But one story in particular stands out because it includes some very cool design solutions for a very unsexy industry: utilities. When the UK recently mandated that water billing switch from estimated to actual use, English utility company Southern Water faced a massive meter installation project. The company turned to service design agencies for help – and through several interrelated projects that spanned roughly 18 months, the Southern Water teamexplored how meter installation could be a positive experience and how consumer behavior toward saving water could be influenced.
In the end, they streamlined the rollout of 500,000 new water meters. (That’s about 400 new meters a day over a period of five years!) Here are some of the project highlights: