The Mobile Mind Shift Is Transforming The Rules Of Customer Engagement

Katyayan Gupta

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:

  1. (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.
  2. (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.
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Amazon China Powers Up With Cross-Border eCommerce

Vanessa Zeng

On August 20, the company’s 10th anniversary in China, Amazon announced a strategic cooperation with the Shanghai Free Trade Zone (SFTZ) and Shanghai Information Investment. The agreement ensures the direct delivery of millions of products from Amazon sites across the globe to Chinese customers and will allow small and medium-size Chinese enterprises to conveniently export their products to Amazon customers around the world.

With the already fierce competition in China’s eCommerce market ramping up, eCommerce players are scrambling to find ways to increase their competitiveness. After 10 years of operating in China, Amazon has found its new growth opportunity: cross-border eCommerce. The overabundance of middlemen in China’s traditional retail industry has driven up retail prices, especially for imports — so online retailing of imported goods via a large-scale eCommerce platform confers tremendous price advantages. Amazon aims to provide the best cross-border shopping experience for all of its customers — both in China and around the world. Amazon will invest and locate its cross-border eCommerce platform in the SFTZ and establish a logistics and warehouse center there; goods from Amazon’s overseas sites and vendors will enter China through the SFTZ. Amazon has a few key competitive advantages over other cross-border eCommerce vendors by offering:

  • A vast selection of products at competitive prices. Amazon will introduce more than 13,000 product items from 27 countries and focus on four major categories: international boutique, fashion, smart devices, and kitchenware. Consumers will have a vast selection of imported goods from Amazon’s platform. The scale of Amazon’s global operations gives it an unassailable price advantage over both online vendors and traditional retailers.
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Customer Experience Q&A With Andrew Murphy Of John Lewis

Harley Manning

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.

That’s why we invited Andrew Murphy, retail director of John Lewis Department Stores, to speak at Forrester’s Forum For Customer Experience Professionals EMEA in London on November 17th and 18th, 2014.

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.

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Why Don’t Buyers Want To Meet With Your Salespeople?

Mark Lindwall

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?”:

Are vendor salespeople frequently prepared for meetings with executive buyers?
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Three Things We've Learned About Emerging eCommerce Markets

Zia Daniell Wigder

As global eCommerce players like Alibaba and Rocket Internet have made headlines in recent weeks, there has been much focus on how eCommerce is emerging around the globe. While a lot of the media coverage has looked at the specific operations of these two players, it’s important to note some of the trends that are powering growth in emerging eCommerce markets. Below are two themes we discuss in our research — and one more that keeps rearing its head in the media:

  • If traditional retail stores don’t meet rising consumer demand, eCommerce will fill the void. In some emerging markets, the nature of the traditional retail market left consumers particularly ripe for eCommerce. In markets like China and India — which have highly fragmented traditional retail landscapes and few retailers with nationwide footprints — consumers in smaller cities have traditionally had little access to global brands. This situation leaves an opportunity wide open as the growing number of middle-class consumers seek out access to a greater variety of products. Even as eCommerce revenues have soared across Asia, few traditional retailers have been quick to embrace the new medium. Today, eCommerce in many countries across the region is almost completely dominated by Web-only players.
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Invest In Analytics To Meet Your Mobile Objectives

Thomas Husson

A year ago, I blogged about the fact that the app economy was blurring the lines and opening up new opportunities, with a lot of new entrants in the mobile space, be it with mobile CRM and analytics, store analytics, dedicated gaming analytics, etc.

Since 2010, more than 40 companies have raised about $500 million in that space! Watch it closely – consolidation will continue, as evidenced recently by Yahoo’s acquisition of Flurry.

While a lot of innovation is happening on the supply-side, too many marketers have not defined the metrics they’ll use to measure the success of their mobile initiatives. Many lack the tools they need to deeply analyze traffic and behaviors to optimize their performance.

Fifty-seven percent of marketers we surveyed do not have defined mobile objectives. For those who do, goals are not necessarily clearly defined, prioritized, and quantified. Only 38% of marketers surveyed use a mobile analytics solution! Most marketers consider mobile as a loyalty channel: a way to improve customer engagement and increase satisfaction. Marketers must define precisely what they expect their customers to do on their mobile websites or mobile apps, and what actions they would like customers to take, before tracking progress. Too many marketers focus on traffic and app downloads rather than usage and time spent. While 30% of marketers surveyed consider increasing brand awareness as a key objective for their mobile initiatives, only 16% have defined it as a key metric to measure their success!

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The Data Digest: The Counterintuitive Consumer

Anjali Lai

Forrester has been analyzing device adoption since the launch of its Consumer Technographics® studies in 1997. Over the years, it has become evident that although demographics and attitudes influence technology adoption, these elements alone do not predict consumer behavior – subtle factors like context and psychological needs must be taken into account to piece together the technology adoption prediction puzzle. This is because of two essential contradictions that exist between:

  • What consumers say they will do and what they actually do: The concept of introspection illusion reveals the discrepancy between stated intent and subsequent behavior. Consumers are bad predictors of their own technology adoption patterns and are often conservative when estimating their own device usage.
  • What consumers say they want and what they really want: As Steve Jobs famously put it, “People don’t know what they want until you show it to them.” And even then, consumers might not recognize the benefits of the product – needs are transient, circumstantial, and often conflicting. 
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Forrester’s First Asia Pacific Social Media Advertising Spending Forecast

Xiaofeng Wang

As social media adoption continues to grow in Asia Pacific (AP), so too does marketers’ spending on social advertising. Forrester’s just-published Asia Pacific Social Media Advertising Spending Forecast, 2014 To 2019 report projects that social media ad spending will continue its rapid growth over the next five years. In this period, marketing leaders in Australia, China, India, Japan, and South Korea will increase their investment in advertising on social media (excluding mobile messaging apps) at a 21.6% compound annual growth rate, reaching $5.8 billion by 2019. The rapid pace of growth is mainly due to:

  • Low market maturity coupled with a large and active social media population. Collective social ad spending in these five AP markets end up being less than half of that in the US in 2014. The maturity of the AP social ad market is low considering the large numbers of people in the region who use social media, and as this market matures it will grow faster than in the US.
  • Increasing social media consumption will continue to boost ad spending. The percentage of the online population using social media in the five AP markets will increase by double digits from 2014 to 2019. Forrester projects that further Internet adoption will bring even more consumption of social media.
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You Need Great Employee Experiences To Create Great Customer Experiences

TJ Keitt

It's easy to get swept up in the power of the digital age, where smart mobile devices and cloud services open the door for new and exciting ways to engage customers. We think a lot about how these technologies will create enticing customer experiences (CX), making these digital touchpoints the face of the brand. I admit, as a technology fan, I'm enamored with this idea. But I'm also someone who thinks a lot about technology and the workforce, so I was equally animated by a conversation I recently had with the head of a CX consultancy. He warned that businesses risk over rotating on technology, viewing their people as receding in importance in delivering satisfactory customer experiences. He went on to say that businesses that make this make do so at their own peril. I agree.

More than three quarters of the information workforce -- those using a computing device (e.g. PC, smartphone, tablet) at least one hour per day -- interact with at least one customer as a routine part of their job. Over half of the workforce regularly interact with customers, partners, and customers. Are CX professionals thinking about the experiences these employees need as they think about customer needs? And -- close to my heart as a tech guy -- have they thought about what these neat digital tools can do for their employees, as they have about digital's effect on customers?

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My Highlights from EmTech MIT hosted by MIT Technology Review 2014

Gina Fleming

Yesterday, I had the pleasure of attending EmTech MIT hosted by MIT Technology Review. It was inspiring, exciting and motivating to see the innovators of today give us a glimpse of the emerging technologies that will influence the future. The event was especially fascinating for me because as a consumer insights analyst at Forrester Research, I closely follow consumer technology adoption. At the event, Astro Teller, Captain of Moonshots at Google[x], discussed how the technology giant approaches tackling society’s greatest challenges: The initiative needs to address an enormous problem that can be named, the solution needs to be radical, and is based on science and technology. Working on emerging technologies like the self-driving car, Google Glass, and smart contact lenses, Google[x] is at the forefront of bringing futuristic technologies to market.

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