In the age of the customer, companies must transform their cultures from product-centric to customer-centric. But that is easier said than done. Customer centricity requires all employees to understand who their customers are, how customers perceive their interactions with the company, and the roles employees play in delivering the overall experience. Customer experience (CX) rooms — immersive, interactive spaces that help employees better understand customers — have emerged as a powerful new tool for bringing customers and their journeys to life for workforces. Done well, CX rooms inspire empathy and understanding among employees and help build customer-centric cultures.
Firms create CX rooms to help employees understand the current customer experience their company delivers and to better understand the intended experience the company wants to deliver. The CX room that Ingrid Lindberg, chief customer experience officer at Prime Therapeutics, created at a previous employer demonstrated how complicated it was for customers to know which of the company's many phone numbers they should call or which of the firm's many websites they should visit.
Today, Nokia’s HERE just announced it plans to acquire Medio Systems, a Seattle-based company that is a pioneer in the emerging field of real-time predictive analytics. I met Medio founder and CTO, Brian Lent, a couple of times in the past few years and have always been impressed by his vision of what analytics would become.
Such an acquisition will help HERE and then Nokia Networks and Technologies deliver more contextualized and personalized experiences by adding smart data to its location intelligence capabilities.
At Forrester, we believe that to embrace the mobile mind shift, companies will have to serve customers in their mobile moments. To do so, they must anticipate their customers’ next likely actions. Already, almost 1 in 4 smartphone users expect their mobile experiences to change based on their location.
According to Nokia, it could, for example, mean delivering individual restaurant recommendations to someone ready for lunch, giving drivers routes that match their driving style based on real-time conditions, or helping businesses personalize their customer offerings.
To be able to deliver these experiences and engage with customers in real time, marketers will have to think about mobile not as yet another digital channel but as a catalyst for business transformation. To do this, Forrester believes they need a business discipline to win in the mobile moment by implementing what we refer to as the IDEA cycle, by:
• Identifying the mobile moments and context.
• Designing the mobile engagement.
• Engineering platforms, process, and people for mobile.
I’ve been covering the sales enablement space here at Forrester for six years. While the concept is certainly more common than it was “back in the day”, I’m not really sure we as a community have a lot of clarity about how to get various Marketing, Human Resources, IT, Finance, and Sales groups on the requisite same page required to drive the desired effectiveness and efficiencies of most sales enablement initiatives across the selling system.
The problem today? Sales is Getting Too Much Well Intended Help and Not Enough Real Support
One of the important realizations that we continue to illuminate for business leaders is that when all of these groups are working independently to support sales, a tremendous amount of uncoordinated, redundant, or conflicting investments are made. Corralling these “random acts of sales support” is job #1 of any strategic sales enablement initiative…but how do you determine whose efforts are the random ones? Whether you are in a small or large organization there are many different people are certain they know what salespeople need to be successful, resulting in an avalanche of sales enablement deliverables, but few real results.
I recently spoke with members of the application development team at Torry Harris Business Solutions (THBS) in India. THBS develops mobile apps for clients worldwide. The team revealed that THBS clients now focus much more on user experience (UX) design — so much so that some of them are even willing to spend an additional 5% on top of the total app development cost to get a better design. UX design represents about 30% to 40% of the total mobile app development cost. But a great UX is only half of a mobile engagement; context is the other half. To develop a complete and effective mobile engagement, eBusiness and channel strategy professionals must:
Set against marketing messages, I would rather listen to my neighbor’s opinion of a product. A critic’s opinion. An expert’s. Any idiot with an Internet connection, in fact (according to our research, review content from complete strangers is more trustworthy than messages from brands).
The payload of this realization – that marketers’ messages are overinvested in by a million percent and underdeliver by an equal value – strikes our marketing foundations, oh so softly. Thud. Pop. Distant thunder.
Simultaneously it’s never been easier for other people to write about our brands, to create breathtaking personal tributes to our products, to call out our worst policies, and even to slander us. The crowds have snatched the megaphone and they won’t give it back.
These are two factors in a big equation that we’re still only beginning to calculate.
So far, we’ve dealt with these changes pragmatically and conservatively.
Community management is a perfect example of the pragmatic response. Community management is just a series of tribal agreements about playing rules. The brand will not allow threads that include the word “shit”. The brand will retweet only tweets from registered users. The brand answers requests within one hour between 9 AM and 9 PM EST. The brand will blog politely about its topic.
The marketing fortress has collapsed, the mobs are baying for blood, and the sop you throw this change is to play nice? This is what I’d call the Marie Antoinette response.
Global online expansion is not the same game it was just a few years ago. Today companies are taking a multi-pronged approach to international expansion and looking at a variety of different ways to tap into online shoppers in different markets. One approach that has been gaining momentum is the use of global marketplaces.
Traditionally dominated by small- and medium-sized businesses, online marketplaces have been extending their offerings for global brand owners. Brands today have a growing number of options to build out enhanced official storefronts on these global marketplaces, reaching hundreds of millions of online shoppers in the process.
Amazon. The giant of US online retail offers brands more than just a point of entry into the US market – brand store options are available in all 10 markets in North America, Europe and Asia in which the company operates marketplaces.
eBay. eBay's global offerings are growing rapidly: Current marketplace options for brands in countries such as the US, the UK and Australia being supplemented with new offerings in emerging eCommerce markets. The company has taken innovative steps to tap into the cross-border online shopper.
MercadoLibre. This long-time leader in Latin American eCommerce has rolled out enhanced brand store options over the past year, opening up opportunities for brands looking to tap into the millions of new consumers starting to shop online in the region every year.
This past Friday I had one of the most enjoyable meetings of my professional life. I had initially been worried about this particular meeting. After spending 3 nights in Switzerland, I travelled back to the UK, spent 2.5 hours at Heathrow and then caught a flight to Finland, arriving well after midnight. Knowing that I would only have a few hours’ sleep in Helsinki before heading 100 km north to Lahti for the meeting, I was concerned that travel and tiredness might take their toll.
I needn’t have worried. Several participants had enjoyed a late night at Lahti’s famous summer retreat, and they were pleased I had made the extra effort to join them. As we drove up to the log cabin in the woods, I was reminded of my 4-H camping days back in West Virginia. Though I had spent childhood summers barefoot, I was surprised when asked to remove my shoes for a business meeting. But, when in Finland… So we added our shoes to the 9 or 10 pairs already by the front door and joined the others in a family-style sitting room.
Marketing execs forecast a great number of top and bottom line results in order to get the budget to automate the lead-to-revenue process, fuel content marketing, and drive the marketing flywheel for lead production. Unfortunately, benefits don’t always happen according to plan. In fact, they don’t always happen. This leaves marketing leaders in a risky situation — no safety net, no assurances, and no soft landing — when it comes to accounting for the return on all that investment.
The L2RM benefits results chain identifies the relationship between benefits. The L2RM results chain make it easy to see the causal relationship between benefits at the tactical execution level (e.g. improve campaign performance) the strategic level (e.g. increase marketing contribution to pipeline) and the business level (e.g. increase profitable revenue). Using a results chain to model your L2RM benefits can take some time, but the end result is an artifact that makes the link between new L2RM initiatives and benefits incandescently clear.
Okay, maybe “demigod” is a little over the top. But maybe not.
John Maeda is both design partner at Kleiner Perkins Caufield & Byers and chair of the eBay Design Advisory Board, where he collaborates with design leaders across eBay to disseminate design thinking. But that’s just what he’s doing now. He previously served as the president of Rhode Island School of Design (RISD), and before that, he was a professor and head of research at the MIT Media Lab.
Now where I come from (Cambridge, Massachusetts, these days), RISD and the Media Lab are synonymous with innovative thinking. But eBay already changed the way about 145 million people shop — most people would say that’s already pretty innovative. So how do you improve innovation by disseminating design thinking at eBay?
In advance of John’s talk, he was kind enough to answer some of our questions about what he’s been doing and why. I hope you enjoy John’s responses, and I look forward to seeing many of you in New York on June 24th and 25th!
Q: When did your company first begin focusing on customer experience? Why?