What's New With Customer Feedback Management (CFM) Vendors: A CX Pro's Guide To The Evolved CFM Vendor Landscape

Maxie Schmidt-Subramanian

Forrester published a new report with highlights of changes among customer feedback management (CFM) vendors to give you the crucial insights you need to understand your CFM options. Why? Since the 2014 reports on the VoC vendor landscape and VoC vendor go-to-market strategies, we saw some big changes in the CFM market. Many changes are good news for CX pros who are looking to support their enterprisewide VoC and CX measurement efforts. But they don't make navigating this market any easier. 

 

Key changes in the CFM market include:

  • Consolidation of established CFM vendors. CFM vendor Mindshare acquired Empathica in September 2013 and then relaunched the newly combined company in June 2014 under the name InMoment. Maritz Holdings acquired Allegiance and merged it with Maritz Research to launch MaritzCX in January 2015.

  • Entry of new CFM vendors. Clarabridge, formerly a specialist vendor that focused on text analytics, moved into the CFM category by adding significant capabilities to support all stages of the VoC cycle through a combination of an acquisition and native development. Qualtrics, formerly a survey platform specialist, entered the CFM category by adding capabilities to interpret unstructured feedback and act on VoC.

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B2B Customer Experience Is Grounded In Collaborative Relationships

TJ Keitt

On a recent podcast with my colleagues Deanna Laufer and Sam Stern, I was asked about the difference between business-to-consumer (B2C) and business-to-business (B2B) customer experience (CX). My answer is what I believe is the problem that vexes CX professionals trying to establish CX programs in B2B firms: In a given account there isn't one "customer"; there are many stakeholders whose interactions with the firm must help them be successful in their work. This puts stress on the B2B CX organization -- how do you coordinate these many experiences to ensure each of these stakeholders gets the value they seek from the firm? 

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Need Better Customer Insights To Fuel Your Digital Strategy? Start By Working On Your Communication Skills

Michael Barnes

 

Retaining and delighting empowered customers requires continuous, technology-enabled innovation and improved customer insight (CI). The logic is simple in theory, but that doesn’t make it any easier to implement in practice.

In my recent report, entitled “Applying Customer Insight To Your Digital Strategy”, I highlight the top lessons learned from organizations in Asia Pacific (AP) that are successfully leveraging CI to fuel digital initiatives. It all starts by ensuring that data-driven decision-making is central to the digital strategy. With that in mind, I want to use this blog post to focus on two key lessons from the report:

 

Lesson One: Establish A Clear Mandate To Invest In Customer Analytics

Successful companies serve empowered customers in the way they want to be served, not the way the company wants to serve them. When building a mandate you should:

■  Expect natural tensions between various business stakeholders to arise. To secure buy-in from senior business decision-makers, start by illustrating the clear link between digital capabilities and data as a source of improved customer understanding. Identify measurable objectives and then link them to three to four scenarios that highlight where the biggest opportunities and risks exist. Continue to justify data-related investments by restating these scenarios at regular intervals.

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Q&A With Walter Levitt, CMO, Comedy Central

Carlton Doty

HBO Now. Sling TV. CBS All Access. It seems almost every day we learn about a new deal or a new service that will continue to fragment the way consumers watch the content they love.

It’s also just one of the reasons I’m excited to hear from Comedy Central at this year’s Forum for Marketing Leaders - a brand that is actively traversing the fast-paced changes in the TV industry.

Walter Levitt is CMO at Comedy Central, and will join us on stage on Tuesday to discuss the evolution of the ‘multi-channel, multi-platform brand.’ In advance of his session, he sat down with me to talk about the effect of these changes on the Comedy Central brand.

Q. Comedy Central is rooted in a traditional linear cable channel, but (like many of your peers) is actively pursuing a multi-screen, multi-platform strategy. Do you think of Comedy Central as a TV brand, an entertainment brand, a content brand, or something else?

A. Comedy Central is a comedy brand. For our fans, we are their favorite “go to” whenever they are looking for a laugh. We have a strong 24-year history as a TV network, but over the last few years we've evolved our brand to ensure we are meeting the needs of our fans everywhere – and that obviously extends far beyond the linear TV screen.

Q. In building engagement, loyalty and audience, how do you balance the place of the Comedy Central brand vs. the brands of your individual programs, like the Daily Show or Broad City? How do you allocate investment, for example?

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Q&A with Lori Tieszen, SVP & CMO, Stoli Group USA

Carlton Doty

It’s hard to believe it’s been nearly a year since we introduced contextual marketing at our 2014 Forum for Marketing Leaders. At that event, we focused on new approaches to marketing that harness the power of customer context to deliver real-time value in customers’ moments of need. This year’s forum for marketing leaders is right around the corner, and we think it’s going to be our best yet.

The 2015 Forum will dive deep into the next-generation marketing organization, addressing the critical challenges today’s marketers face on the road to customer-obsession. And as this year’s conference host, I couldn’t be more excited about the roster of industry CMOs, marketing leaders, and Forrester analysts we’ll hear from next week.

One such speaker: Lori Tieszen, SVP & CMO at Stoli Group USA. I had a chance to catch up with Lori to hear about Stoli’s brand reboot. Here’s a sneak peak at this journey, which we’ll hear Lori talk about in detail next week.

Q. What was behind the decision to create a standalone company to focus on the Stoli brand in the US?

A. With the last importer, William Grant & Sons, Stoli lost share in the vodka category. When the contract was up, our owner, Mr. Yury Shefler, thought it was more important to market and sell his vodka directly versus through a third party. Third party brands, not owned by the importer, are never as important as their own brands.

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$70 Billion In Offline Sales In India Will Be Web-Influenced By 2019

Less than 1% of total retail sales in India were made online in 2014, but the impact of the Web on offline sales is much greater. The emergence of smartphones and the mobile Internet is playing a much bigger role in influencing the purchase decisions of online users. Customers are using them to research products, even when they are shopping in physical stores; to compare prices with online retailers; to check specifications; and to read user reviews. This user behavior is making the Web a more powerful medium — one that retailers can no longer ignore. It is most influential in categories like computer hardware and software, media, footwear, apparel, and consumer electronics, as these contain a greater number of online-savvy retailers. We recently published the Forrester Research Web-Influenced Retail Sales Forecast, 2014 To 2019 (India), which reveals that:

  • $70 billion in offline sales in India will be influenced by the Web in 2019. This is more than twice the volume of total online retail sales in India, emphasizing the importance of the Web as a way for retailers to connect with customers.
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Q&A with Jim Berra, SVP & CMO, Carnival Cruise Lines

Carlton Doty

In the wake of a series of negative and well-publicized events in early 2013, Carnival Cruise Lines has since engineered a strong recovery and ranks as the No. 1 improved US brand in terms of consumer perception over the past year.

At Forrester’s Forum for Marketing Leaders next week, we’ll hear from Jim Berra, SVP & CMO at Carnival Cruise Lines, on how the well-known hospitality brand made this journey. In advance of his session, I sat down with Jim to talk about the evolution of his role at the company, and how he’s traversed the tricky path toward customer-obsession. Here’s a look at our conversation.

Q. How will your role change in the coming 3 to 5 year time period and what is driving this change?

A. It’s always fun to try to crystal ball where marketing will go and I’m 100 percent confident that I won’t get this right, but I’ll give it a shot. I think what will separate marketers has less to do with the role we’ve traditionally played and more to do with the role we are now being asked to play. This centers around how the product and customer experience should evolve, and how the organization will use data and consumer insight to unlock opportunities to innovate.

To do this well, it will require CMOs to collaborate effectively across a wider range of stakeholders, and in some cases, take a few steps outside of our comfort zones. It also requires taking a larger view of the business, and effectively balancing different internal and external perspectives.  

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Participate In Our Forrester/DMA Customer Loyalty Benchmark Research

Srividya Sridharan

This is a guest post by Samantha Ngo, Researcher on the Customer Insights team.

 

Wonder how your loyalty strategies compare to others in the industry? As a refresh to our 2012 benchmarks, we invite you to take part in our 2015 Customer Loyalty Benchmark survey

If you manage or make decisions about your company's customer loyalty initiatives, we want to hear from you. We're teaming up with the Direct Marketing Association (DMA) to investigate the evolution of loyalty programs and strategies: what are the current challenges, how do you measure success, and how does the loyalty ecosystem play a part in strategy execution.

Take our 2015 Customer Loyalty Benchmark survey, and we'll send you complimentary a copy of the resulting research!

You can use the results to:

  • Determine trends and see best practices to incorporate into your loyalty strategy.
  • Benchmark your program performance, spend levels, and loyalty technology adoption to those of other loyalty marketing professionals. 
  • Build a business case for further investment in customer loyalty.
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Reflections on Qual360

Anjali Lai

Two weeks ago, I spoke at the Qual360 conference in Atlanta, hosted by the Merlien Institute. If you follow this blog, you’ll know that I typically fold qualitative insight into a diverse research mix, so I went to the conference with a broad view of market research methodologies. But after connecting with qualitative researchers, marketers, academics, and thought leaders from around the globe, I left Qual360 with a renewed appreciation for the fundamental importance of qualitative insight, its deep impact on key business decisions, and its differentiated value in today’s data-driven culture. Here are a few of my takeaways from Qual360:

  • In a world where everything is getting faster, qualitative research must go slower. As Anita Watkins from TNS and Emily Williams of Newell Rubbermaid put it, qualitative research is not about testing, it is about illuminating context and understanding evolving beliefs. That means qualitative insight can’t be commoditized and sold with the promise of fast, bite-size deliveries. The true value of qualitative insight lies not in the verbatim data but in the accurate analysis of those words in the context of social, environmental, psychological, and emotional depth.
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Welcome To The B2B Marketing Role

Peter O'Neill

Welcome to our new B2B Marketing role pages. Our research and advisory work will focus on the sharp end of B2B marketing (see below). By that I mean all the work that marketers do to generate and accelerate revenue for their company. You’ll find our reports useful if you do demand generation, lead-to-revenue management, field marketing, content marketing as it is related to buyer engagement, and, of course, all aspects of sales and channel enablement.

B2B companies must rapidly adjust their go-to-market strategies, as they face disintermediation from the B2B buyer — because of the increase in digital and mobile channels and the ubiquity of information. They must make investments in technology, process change, and skills development; they need to engage customers better, both digitally and further into the buying process; while sales must also engage buyers earlier, often via social channels. At the same time, eBusiness teams should gear up to support the B2B buyer’s increasing demand for an eCommerce channel.

Many of you are doing these things, but because these changes and adjustments happen inside of organizational boundaries, they’re often uncoordinated and seem disjointed to customers. Here on these pages, we will provide B2B Marketing Professionals with guidance in how to develop ONE customer-centric engagement strategy that will help you win, serve, and retain your customers — a strategy that scales across all the customer segments you target and all the different types of products and services you offer.

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