Thinking you know your customers will no longer cut it when it comes to delivering a top-notch customer experience. To create the most compelling differentiated experiences, firms not only need to know their customers but also understand what their customers care about most.
Siqi Chen, Heyday cofounder and CEO, gets this. The "effortless journaling" app goes the extra mile to deliver a seamless delightful experience — particularly for first-time users "where there aren’t obvious motivations to invest," in Siqi’s words.
I had a chance to sit down with Siqi in advance of his keynote session at Forrester’s Forum For Customer Experience Professionals West to talk about how Heyday competes on experience in the competitive mobile playing field. Hear more of Heyday’s story next month in Anaheim, California, November 6th to 7th.
Q: When did your company first begin focusing on customer experience? Why?
A: We focused on the customer experience from the inception of the company. As a mobile company, the way our customers interact with their devices is intensely personal. We run on a device that is the primary computing device for most people, a device that is with our customers physically for most of their waking life and a device that our customers interact with in the most intimate way: through touch. Because of this, great products on mobile devices require a very high bar for attention to detail and emotional value, in addition to the foundations of speed and value delivered that every great product requires.
Q: What aspects of the experience that your company delivers matter most to your customers?
This is a guest post by Samantha Merlivat, a researcher serving Marketing Leadership professionals.
Forrester’s Western European Online Display Advertising Forecast projects that online display advertising spend will rise at a CAGR of 10.3% between 2014 and 2019, jumping from €7.3 billion to €11.9billion. Two factors will account for the double-digit growth rate:
Mobile display will pick up quickly over the next five years, with tablet taking off full speed in virtually every European market. With their larger screen real estate and growing role in customers’ path to purchase, tablet-based ads will grow at a 40.5% CAGR over the period, attracting a third of total online display revenue by 2019.
Video and rich media formats are also growing strong. Video in particular will increase 20% annually over the next five years. Attracted by the higher opportunities for story-telling and building engagement, marketers will be willing to invest higher CPMs in these formats.
This is a guest post by Samantha Merlivat, a researcher serving Marketing Leadership professionals.
US online display advertising will grow from $19.8 billion in 2014 to $37.6 billion in 2019, at a compound annual growth rate of 13.7%. The offline ad market, in comparison, will grow at a modest 1% CAGR over the same period. Forrester just released the latest US Online Display Advertising Forecast report, which details why the online display industry will have video and mobile to thank for the double-digit growth rate:
Video advertising will represent nearly 55% of online display advertising revenue on desktop by 2019. Its growth will be cannibalizing primarily static display. Marketers’ preference for video and rich media reflects their new ambitions for online display: They are moving beyond the notion of display as a direct response tool, and starting to explore display as an engagement and branding tool.
Mobile ads will represent 39% of total online display in 2019 compared with 24% in 2014. Tablet display, in particular, will be a medium to be reckoned with in the future as it comes to play a greater role in customers’ path to purchase and in web-influenced shopping.
Blogged in collaboration with Samantha Ngo, Senior Research Associate, serving Customer Insights professionals.
As a kid, I loved going back to school. The beginning of September always meant new classes, new classmates, and of course new notebooks, pens, and pencils. And even though I’m not in school anymore, I still see September as an opportunity to turn over a new leaf, and approach things — both personally and professionally — with a fresh perspective. So, in honor of the first few weeks of Fall, let’s all take some time to study the loyalty basics. Process, while not the most exciting aspect of loyalty marketing, is necessary for building a sound foundation. Without processes, your ability to execute on your loyalty strategy is shaky at best and sudden changes to the market or unforeseen obstacles may leave you in disarray.
To avoid loyalty strategy failure, you must streamline processes around these three objectives:
Building a deep understanding of customer needs and motivations. Loyalty starts with knowing your best customers and asking for their input. But, if gathering data from your customers, make sure you use it. They will expect it.
Preparing for relentless adjustment. Digital business is booming, and loyalty can’t miss out on opportunities to innovate. Test and learn new customer engagement tactics on a small scale. Don’t be complacent with your strategy, but don’t over spend on improvements that won’t last.
Establishing enterprise wide alignment. Do you know who your key internal stakeholders are? Identify them then build teams and processes to help create seamless customer experience.
In 2007, I wrote a report about how to measure customer experience (CX) across an entire enterprise. At the time, I could find just three companies — three! — that were actually measuring CX this way. Everyone else I talked to said that their companies had no CX measurement or that they measured CX in a piecemeal way, touchpoint by touchpoint. They desperately wished that executives would see the value of measuring and managing CX at an enterprise level but admitted their leadership just wasn’t thinking that way yet.
Fast-forward to 2014 and things look a lot better in the world of CX. Leading companies in every country and every industry are making CX a strategic priority, investing millions to improve how customers perceive their interactions with the firm. It’s great to see, but I have to admit . . . I’m not willing to declare victory just yet.
My concern is that these improved customer experiences won’t stay good over the next five years. There remains a risk that this flurry of improvement projects will fade into memory, allowing dysfunctional CX practices and processes to revert back to their old ways.
To keep that from happening, companies need to do more than fix broken customer journeys or redesign average ones. They need to increase their level of CX maturity by creating self-sustaining systems (human and technological) in each of the six disciplines that characterize great CX companies — strategy, customer understanding, design, measurement, governance, and culture. But are they?
In my last report, "Standardize Great Customer Experience Delivery," I look at how companies create, share, and assess customer experience (CX) standards. Done well, CX standards prevent avoidable customer experience mistakes, ensure consistent experience delivery, and set a high bar for customer experience quality.
But bad CX standards are worse than no standards at all.
Unfortunately, customer experience professionals can make current problems worse — and even cause new problems — when they create the wrong CX standards. Remember the infamous Comcast customer-service call from the summer? That was, in part, caused by a bad CX standard. Comcast created a standard for its call center reps that requires them to capture a specific reason why a customer is canceling his or her service before moving forward in their scripts. Back in July, a customer recorded his agonizing attempt to cancel without providing a reason and then posted it online — where it was listened to by millions, creating a public relations nightmare.
But don’t give up on CX standards.
To craft the right standards, CX professionals should identify which parts of the experience need standards, create effective standards that strike an appropriate balance, socialize and reinforce the standards with all employees, and measure the impact of standards on customer and business metrics to confirm that they work.
Mobile is drastically changing consumers’ behaviors and expectations. Forrester calls this phenomenon the mobile mind shift: the expectation that I can get what I want in my immediate context and moments of need. While the mobile mind shift is global in nature, it’s most profound here in Asia Pacific (AP): By 2020, 4.3 billion people globally will have a mobile subscription and more than half of them will be in AP. Organizations must take advantage of this and catapult their business to new heights — or risk becoming irrelevant in the eyes of these technology-empowered customers.
Forrester has developed a framework to help eBusiness and channel strategy professionals prepare their organizations for the mobile mind shift that we call the IDEA framework. This is a systematic approach to developing mobile experiences for customers relevant to their context and entails:
(I)dentifying mobile moments and their context. A mobile moment is any time a person pulls out a mobile device to get what s/he wants immediately, in context. To understand your customers’ mobile moments, identify their needs, motivations, and context. Forrester recommends using customer journey maps for this step.
(D)esigning the mobile engagement. Use these results as an input when designing the mobile engagement. The design should match your business objectives and your customer’s motivation in each moment. The key is to incorporate contextual information into the design language of the app so that it is easy for your customers to interact with you in their mobile moments.
I get just as excited as the next analyst about the latest and greatest startup. But you know what? There’s something extra cool about a brand that’s been around since 1864, and yet runs neck-and-neck with Amazon in our UK customer experience rankings.
As we near the event, Andrew graciously answered some of our most pressing questions about the why and how of John Lewis’ famous service experience — which is all the more impressive given its brand promise: “Never Knowingly Undersold.” (Translation: Great customer experience doesn’t have to mean high prices.)
I hope you enjoy his responses, and I look forward to seeing some of you in London!
Q: When did John Lewis first begin focusing on customer experience? Why?
A: John Lewis has had a long-term focus on what we would previously have termed “customer service,” dating back to our founding principles from 1864. More recently, the advent of omnichannel retailing with all of its inherent demands has caused us to revisit these principles and redouble our efforts to provide a truly world-class customer experience.
Recently, I spoke with the CEO of a company who grumbled about the dozens of calls he receives from salespeople each week that land in his voicemail. He told me, “They clearly don’t even understand what business we’re in” and “They should know that their subject was for a person three layers below me.” When conducting a workshop on aligning their sales force with executive buyers later the same day, it was interesting to discover that this company’s own inside sales team has a performance metric of making a minimum of 100 outbound calls to targeted executive buyers per rep per day.
Does your company understand your buyers and how they want to be engaged?
When your salespeople are good enough — or lucky enough — to gain a meeting with an executive-level buyer, it’s a precious opportunity to create a revenue opportunity. Yet executive buyers tell us that only 20% of the salespeople they meet with are successful in achieving their expectations and creating value. Only one in four of these salespeople get agreement from executive buyers to meet again. Following are executive buyer responses to the question, “Are vendor salespeople frequently prepared for your meetings in the following ways?”: