Federal Agencies Must Focus On Emotion To Create Great Government Customer Experiences

Rick Parrish

Think about the last time you went through airport security. Or applied for federal benefits. Or paid your taxes.

How did those experiences make you feel? What specific emotions did they invoke in you? Did you feel comforted, hopeful, and valued — or insulted, frustrated, and nervous?

Questions like these are the most important things for federal customer experience (CX) professionals to ask themselves, and our CX Index™ proves it. As my colleague Megan Burns writes in her new CX Index report, “Emotion is the biggest lever you have to pull” to improve CX. In fact, organizations at the top of the CX Index elicited positive emotions about 20 times as often as orgs at the bottom of the Index.

Every customer experience has three dimensions, called the “three E's” of CX: effectiveness, ease, and emotion. Our research shows that the emotions a customer experience elicits influence the quality of the experience more than ease and effectiveness in practically every industry — including government.

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The Digital Command Center: The New Must-Have For CMOs

Clement Teo

CMOs today are increasingly asked to help their firms adapt to increasingly powerful customers. Those who fail to do this risk affecting their company’s long-term viability. To cope, CMOs must lead the transformation of their firm’s strategic planning process to an outside-in perspective focused on the customer. High-performing companies have learned that as customer behavior adapts, so must their business strategy — and have moved from a yearly strategy exercise to a continuous process with a focus on customer value and loyalty. To succeed, CMOs must effectively harness outside-in intelligence and simultaneously collaborate with key C-suite peers to build unified strategies and a shared business technology agenda to win, serve, and retain customers.

In our view, CMOs have a new weapon in their marketing arsenal to achieve this goal: the digital command center. Digital command centers are intelligent nerve centers that let brands quickly track digital moments and respond appropriately to manage their reputation, retarget display ads, drive new sales opportunities, and provide customer support. Beyond listening to social chatter on digital channels such as online forums and analyzing brand relevance, product discussions, and customer viewpoints, it also pulls in unstructured information that is rapidly shared with other departments in the company. For an increasing number of CMOs, such a center delivers actionable insights to improve market research, better support customers, and drive sales.

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How To Be A Great Client: Tales From Both Sides Of The Fence

Allegra Burnette

I’ve had the chance over the years to see both sides of the client/design agency relationship. I began my career at Ralph Appelbaum Associates, a world-renowned museum exhibition planning and design firm, working with clients like the United States Holocaust Memorial Museum, the American Museum of Natural History, and the Museum of African American History in Detroit. What I loved about those projects was getting to work with multiple teams on a variety of projects with different subject matters. When you’ve spent the afternoon listening to famed astrophysicist Neil deGrasse Tyson wax poetic about the planets as you prepare exhibits for the Rose Center for Earth and Space, you realize life can be pretty good.

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Six Takeaways From Global eCommerce Events In New York

Zia Daniell Wigder

Last week there were a couple of great events related to global eCommerce here in New York — Borderfree had its annual Global eCommerce Forum and Adyen held a local merchant event. A few themes emerged:

Omnichannel is now a must-have. At both events, omnichannel retail was front and center. Adyen underscored the opportunities inherent in integrating online and offline payments. At the Borderfree event, Stephen Sadove, the former chairman and CEO of Saks, kicked off the event with 10 disruptive trends. He declared that #1 and #10 were most important: #1 was the shift to omnichannel.  Sadove cited the substantial gross margin implications of being able to move inventory between channels; he also emphasized it’s “not a sustainable point of view ” to believe that getting one view of the customer is just too expensive.

The demands of retail leaders have shifted. Other issues that came up regularly with attendees at both events were the changing needs of retail and the challenge of hiring qualified talent (“talent requirements” was the #10 big trend on Sadove’s list above). Today’s business leaders must be able to deal with a laundry list of new topics — e.g.  mobile payments, cross-border eCommerce — many of which wouldn’t have registered on their agenda just a decade ago.

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How To Beat The Top Five Excuses For Not Improving Your Government Agency's Customer Experience

Rick Parrish

Naysayers love to complain that real customer experience (CX) improvement is only for the private sector because government is subject to unique and insurmountable pressures. Don’t believe these cynics. Many major corporations must overcome the same hurdles, and some federal agencies are finding ways to break out, too. Use this list of comebacks to subdue government CX skeptics the next time they start raving about:

  • Entrenched organizations. Even the most stagnant agency can change. The Department of Veterans Affairs (VA) is taking a wrecking ball to its ossified structure with a major CX pivot that includes an overhauled organization; revised policies and procedures; and personnel changes that include the appointment of a chief customer officer. Private sector companies in perennially paralyzed industries like airlines are also breaking free. Delta Air Lines has soared in our CX Index thanks to major innovations to its policies, procedures, technical capabilities, and training.
  • Complex regulations. Healthcare companies groan under the weight of federal and state regulations, yet some companies in this industry find new ways to provide outstanding CX while working within the system. Blue Cross Blue Shield of Michigan shot up more than 20 points in our CX Index last year by simplifying technical terminology and making interactions clearer for customers. Despite being hamstrung by outmoded regulations and congressional meddling, the US Postal Service just tied for first among the 18 federal agencies on our CX Index.
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Will People Really Do That? Hyperadoption Says Yes

James McQuivey

Two weeks ago, I stood on Forrester's mainstage at its 2015 Forum For Marketing Leaders in New York (see a few minutes of the speech below). There, I told an audience of hundreds of our clients about hyperadoption, a term that I'm amazed no one has coined before now. Get used to the word. Because it's the characteristic that will define the next 10 years of your personal and business experience. In fact, in our first report debuting the concept of hyperadoption — released the same day I stood on the stage — I claim that hyperadoption will cause the next 10 years to generate an order of magnitude more change in your life than the past 10 years did.

That's an audacious claim. Because the past 10 years gave you the smartphone and the tablet. But I mean it, and over the coming year, I intend to prove it in my research. 

Forrester clients can read the report, which synthesizes much of the work I've done over two decades, where I've had a front-row seat to the changes in how consumers adopt, such as the first consumer experiences in what was then known as the World Wide Web, including that very rare behavior known as online shopping. That experience, combined with the neuroscience research I've followed since my own days in the lab, has convinced me that the economics of digital disruption now allow people to bypass the ancient, loss-avoiding algorithms running in our heads that used to make us cautious of new things and now no longer do.

As I write in the report: 

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Millennial Shopping Experience Series: Old School Satisfaction in New School Brooklyn

Patti Freeman Evans

This blog is the first in a series I've devised where I've asked a few millennials (some on my team, some in my family, and others) to look at their shopping experiences across the multichannel field and report back.  Those reports will be featured here, in my blog over the next few months.  

Why am I doing this?  Well as Sucharita Mulpuru writes in her terrific report, The Future of Shopping, https://www.forrester.com/assets/img/gls_tile.gif) 0% 100% repeat-x rgb(255, 255, 255);">Digital natives are now sought-after shoppers with disposable income and retailers are nervous that these consumers are capricious and demanding, with unique expectations for products, customer service, and payments.  Most large firms are looking for data and insights on millenials, even if they are not in their core customer segement.  So here is the first in my series by Luke Evans:

Old School Satisfaction in New School Brooklyn

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Financial Institutions Can Create New Customer Value With Huawei’s FusionInsight Analytics Platform

Gene Cao

I attended Huawei’s 2015 global analyst summit in Shenzhen last week and studied its latest strategy for big data innovation. In a change from its previous big data offerings around storage, Huawei has reorganized the data analytics department and focused on infrastructure software that enables big data applications from ISV partners. Mr. Zhu, General Manager of Huawei FusionInsight, talked about FusionInsight, which financial institutions like ICBC and China Merchants Bank use to enhance customer analytics capabilities like customer recognition, segmentation, and marketing automation. Basically, Huawei FusionInsight is a data analytics platform with two major components: 1) a distributed open “database” platform that includes Hadoop, Sparc, and Storm and 2) “middleware” with open APIs to enable multisource data management and analytics.

Chinese financial institutions have a huge amount of legacy transactional data as well as in-motion online and mobile banking data, but they are unable to deal with all of it. With the previous systems of record, financial institutions couldn’t analyze all of this structured and semi-structured data in a unified “data pool.” To solve this problem, they are using Huawei FusionInsight to consolidate multisource data and enable more efficient customer and marketing analytics. Huawei FusionInsight is creating new value in the customer journey for a leading Chinese commercial bank by allowing it to:

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Introducing The China Version Of Forrester's New Mobile Mind Shift Index

Xiaofeng Wang

Mobile expectations are high in the world’s largest smartphone market. However, marketers lag behind consumer mobile adoption in China and need to do a better job understanding trends in mobile behavior in order to develop effective mobile strategies. My most recent report, The New Mobile Mind Shift Index: China, introduces Forrester’s new Mobile Mind Shift Index (MMSI) to China.

MMSI is a tool to enable marketing leaders to determine how urgently they should provide mobile services and which features to include. It measures how far an individual has shifted in their approach to mobile across three components:

  • The Mobile Intensity Score determines if it is appropriate to connect with customers. This score, on a scale from zero to 100, indicates how intensely people use interactive mobile devices.
  • The Mobile Expectation Score determines the urgency to create mobile applications. This score, also on a scale from zero to 100, indicates what people expect from companies on their mobile devices.
  • Three Mobile Behavior Scores determine which types of features people are ready for. We calculate three behavioral scores, each on its own scale of zero to 100. The Communicate Score indicates participation in mobile communications behaviors like reading email and texting. The Consume Score measures behaviors like reading news and watching video. The Transact Score tracks behaviors like online buying and service.
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What's In A Name? Between CX and UX, A Lot

Leah Buley

The Folly Of A UX Youth

Several years ago, when I was writing my book, The User Experience Team of One, I tucked the following footnote into an early draft:

"An alphabet soup of acronyms have been adopted as shorthand for user experience. Which one you use depends largely on what term your organization or local professional community has adopted to talk about user experience. Though they vary quite a bit, all tend to be variations on the theme of “experience.” Among them: UX (user experience), XD (experience design), UE (user experience, again), CX (customer experience), and CE (customer experience, again). Though the acronyms differ, they all pretty much refer to the same thing."

I then sent my manuscript to a handful of colleagues who had kindly volunteered to proof it. One keen reviewer spotted my footnote and immediately called me out on it. He wrote:

"I think it’s an oversimplification to say that UX and CX ‘pretty much refer to the same thing.’ Particularly in the current environment where UX is growing up and the worlds of UX and CX are starting to collide. Anyone who knows the difference between the two may find the statement a bit too much of a ‘dumbing down’ of an important distinction and set a wrong tone. I think it’s worth just making clearer that there is a distinction, although they are both essentially centered around the users and their experiences."

 

Oh, Yeah, They're Different

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