Do you measure the success of your app? And if so, how do you define success?
App success depends on both the type of app and the purpose of an app; in general, we can't measure success just by counting the number of downloads or looking at the time spent with the app. But for certain apps, such as communication, dating, games, movies, music, news/media, social networking, and sports, it's easier to define success: The more engaged a user is, the better.
To help marketing leaders and app providers evaluate and benchmark these apps as consumers embrace the mobile mind shift, Forrester has created the App Engagement Index. We use actual smartphone behavior collected from more than 3,000 US and UK smartphone owners who have agreed to supply their data — permitting precise usage analysis at a detailed level.* The Index analyzes every app used by more than 2% of the panelists and rates its user engagement and relative performance across four metrics:
The Index combines these metrics, scores each app from zero (not engaging at all) to 1,000 (the maximum possible engagement), and places it on a spectrum of four segments: addicting, engaging, enticing, and intriguing.
Blogged in collaboration with Rebecca McAdams, Research Associate, serving Customer Insights professionals.
Consumers are connected, constantly influenced by marketing messages, their friend’s social posts, blog posts, reviews, mobile messages, and Twitter posts. In fact, US Adults have an average of three connected devices. Consumers are leaving breadcrumbs of information behind, across multiple channels and devices. Marketers are jumping at the chance to connect with their customers through proactive marketing campaigns and even through non-marketing interactions. But which interactions actually drive impact? What interactions are responsible for sales conversions, and which interactions merely "assist" conversions? CI Pros and marketers are stumped; they must measure these complex interactions to help drive future marketing and media investments and to actually measure their marketing efforts.
Improving the U.S. federal customer experience (CX) is crucial to our nation’s long-term security. I’m not exaggerating. Improving federal CX is about far more than just boosting an agency’s ranking on the American Customer Satisfaction Index (ACSI) or raising a Net Promoter Score. It’s even about more than influencing the success or failure of major policies – and we all saw how the initial breakdown of healthcare.gov hurt the implementation of the Affordable Care Act.
Poor federal CX actually weakens the underpinnings of our political system by making people less proud and optimistic about the country itself. Forrester has the data to prove it. The pilot run of our enhanced CX Index shows that the worse a citizen’s experience as the customer of a federal agency, the less likely that person is to say he is proud of the country and optimistic about its future. Not a particular agency, official, or administration – the country itself.
2014 wasn’t a good year to be average. Since 2007, the average customer experience in the industries that Forrester tracks has gone up across the board, and the number of truly awful experiences has dropped like a rock. So if your CX is average, it’s just not good enough to win, serve and retain customers. And it won’t get any easier next year: With companies investing more than ever to differentiate their customer experience, your average offering will soon be considered poor.
In 2015, the race from good to great CX will hit the gas pedal. Smart CX teams will increasingly use customer data from diverse sources like social listening platforms, campaign management platforms, mobile apps and loyalty programs – to personalize and tailor experiences in real time so that they inherently adapt to the needs, wants, and behaviors of individual customers. And as companies strive to break from the pack and gain a competitive edge through the quality of the CX they provide, we’ll see the battleground shift to new areas like emotional experiences and extended CX ecosystems, and into laggard industries like health insurance and TV service providers, and even the Federal government.
As we do every year, we’ve just published our Predictions report for CX. I want to share a couple of those predictions with you:
Here in the US, all signs point to winter: Daylight savings has just begun; specialty holiday drinks have been added to cafe menus; and several cities have already witnessed the first snowfall. And with the arrival of the chilly season comes preparation for the mad rush of holiday shoppers.
Although the holiday retail season is shorter this year, given fewer days than average between Thanksgiving and Christmas, consumer expectations of retailers during this holiday season are greater than ever. When it comes to online retail specifically, consumers seek out – and have come to expect – great deals and free shipping throughout their holiday gift hunt. In fact, Forrester’s Consumer Technographics® data shows that shipping cost is the most important factor in a consumer’s decision to purchase from a retail website (such as Amazon.com or Gap.com):
In 2014 digital business hit the boardroom and the C-suite offices: At the beginning of 2014, 93% of executives told us that they believed that their industries would experience digital disruption in 2014. But our surveys and interviews also tell us that many executives don’t believe that their firm has the ability to execute on that plan, and many don’t have confidence in the plan itself.
For the past 20 years, China’s retail industry has benefited from the country’s booming economy to fuel its high-speed development; local and global retail brands alike have grown tremendously in this golden age. However, the slowing macroeconomy and the impact of eCommerce have begun to put the brakes on traditional retail businesses. In contrast, China’s online retail market has continued to grow strongly over the past four years and is expected to top $440 billion by the end of 2014 (including both B2C and C2C). What accounts for this success? The fact that it’s largely driven by the following key elements:
Rapid adoption of online shopping due to a highly fragmented retail industry. The traditional retail market in China is underdeveloped and scattered; consumers in lower-tier cities and remote regions have a very limited access to variety of brands and products. Few retailers have a nationwide logistics network or array of physical stores; there’s no Chinese version of Wal-Mart or Macy’s that can be found across all of the country’s geographic regions or from top-tier cities all the way through to smaller towns. This makes online shopping a better way to meet ever-growing consumer demand.
A rapid increase in online penetration. The Chinese online population (users of both the traditional Internet and the mobile Internet) has been growing rapidly. According to the China Internet Network Information Center (CNNIC), the total online population reached 632 million by June 2014, and total number of mobile Internet users hit 527 million. Improved Internet infrastructure across the country provides an unprecedented opportunity for eCommerce development.
US Digital marketing spend will top $100 billion in five years. Just think about how big that is. By 2019 in the United States, digital will be almost twice as large as it is now. It will be about $13 billion more than television advertising, and it will count for 35% of all advertising spend.
Growth is healthy but not runaway. We expect a 12% CAGR between now and 2019, which is a healthy slope, especially when considering numbers of this magnitude. But it is worth noting that this growth isn't skyrocketing. Marketers 15 year look-back window allows them the experience and performance data they need to know when to invest in digital, but also when not to overspend.
Mobile marketing represents 66% of growth. This year, we included mobile as a deployment option (akin to desktop) for search, display, or social ad impressions. So you won't see it as its own line item in the forecast. But rest assured, increased use of mobile by consumers, growing familiarity with mobile advertising by marketers, improvements to ad formats, metrics and buying practices, and increasing mobile ad costs will make mobile count for $46 billion of our $100 billion bogie by 2019.
Now we’ve taken a look at 2015 and predicted a dozen ways digital banking will change in the coming year.* At the center of these predictions is what Forrester calls the age of the customer: A 20-year business cycle in which the most successful enterprises reinvent themselves to systematically understand and serve increasingly powerful customers. To succeed in the age of the customer, digital bank executives must work with partners across their organizations to use business technology — which Forrester defines as technology, systems, and processes to win, serve, and retain customers — to deliver more compelling customer experiences to bank customers.
2015 is upon us: in Forrester’s just-released “Predictions 2015: US B2C And B2B eCommerce Players Will Struggle To Keep Up With Customers” report, we predict a number of key issues will challenge B2C eBusiness & Channel Strategy professionals in the coming year, while a number of new and exciting—but not pressing—topics will circulate. B2C eBusiness & channel strategy professionals ought to know which key issues to watch and which over-hyped trends to ignore.
What Will Happen: Flexible Fulfillment is the new term for omnichannel