tag:econsultancy.com,2008:/topics/customer-experience Latest Customer Experience content from Econsultancy 2017-04-26T10:20:02+01:00 tag:econsultancy.com,2008:BlogPost/69018 2017-04-26T10:20:02+01:00 2017-04-26T10:20:02+01:00 How airline brands are improving customer experience in-flight Nikki Gilliland <p>Improvements are being made, with low-cost airlines also recognising that a positive travel experience is likely to lead to long-term loyalty. Experience is the operative word here, of course, as brands focus on reaching customers in the very moment of travel rather than before or after the point of booking.</p> <p>How exactly? Here’s a few examples.</p> <h4>Easing travel worries</h4> <p>Losing luggage is most people's worst nightmare, but the arrival of tracking technology now means that customers can rest reassured their bags will be there to meet them on the other side.</p> <p>Delta airlines was one of the first companies to introduce RFID bag-tracking, which captures highly accurate data stored on a special chip embedded in a luggage tag. Travellers can see their bags going on and off the plane via push notifications from the Fly Delta mobile app, which they can also access in-flight.</p> <p>While this does not prevent mishaps from happening, it still provides customers with extra reassurance and peace of mind in the moment. </p> <p><img src="https://assets.econsultancy.com/images/0008/5561/Delta.JPG" alt="" width="600" height="382"></p> <h4>Better entertainment</h4> <p>According to research by Gogo, 83% of global passengers are interested in airlines having Wi-Fi connectivity in-flight, with 23% willing to pay extra in order to get it.</p> <p><img src="https://assets.econsultancy.com/images/0008/5562/Gogo.JPG" alt="" width="650" height="398"></p> <p>While this service remains somewhat limited elsewhere, it is available to US passengers, with many airlines introducing ViaSat – technology that enables higher-speed internet access in the skies. </p> <p>As a result of this, airlines are also launching tie-ins with popular streaming services. Passengers flying on select Virgin America flights can sign into their <a href="https://econsultancy.com/blog/68457-how-netflix-became-the-most-loved-brand-in-the-uk/" target="_blank">Netflix</a> account to stream shows to their mobile devices or tablets. Meanwhile, JetBlue offers the same service for Amazon Prime customers.</p> <p>With 71% of global passengers desiring wireless entertainment on a flight, improvement in connectivity outside of the US is certainly in-demand. Luckily, it's definitely on the horizon. Qatar Airways is one other example, using its Oryx Communication system to allow passengers to send MMS and SMS messages as well as access the internet during select flights.</p> <h4>Greater choice and personalisation</h4> <p>It’s easy for airlines to treat passengers as a homogeneous group rather than as individuals, however some airlines are now focusing on making flying a personalised experience. </p> <p>One way is to offer greater choice when it comes to meals, with some even serving Michelin star food on flights, such as Air France and its partnership with Daniel Boulud.</p> <p><img src="https://assets.econsultancy.com/images/0008/5578/AirFrance.JPG" alt="" width="623" height="408"></p> <p>Naturally, this can come at a price, but it’s not always reserved for business class. Premium economy has risen in popularity in recent years – a standard that’s somewhere in between economy and business, whereby passengers can also choose what extra amenities they’d like to pay for.  </p> <p>As part of a Singapore Airlines premium economy ticket, passengers can access a ‘Book the Cook’ service that allows them to choose from a wider selection of meals, as well as reserve a meal up to 24 hours before a flight.</p> <p>Meanwhile, it’s not only food that passengers can choose on KLM flights. The dutch airline has introduced a ‘Meet and Seat’ feature, allowing people to view the Facebook or LinkedIn profiles of fellow flyers as well as find out where they’ll be sitting. (With authorisation, that is).</p> <p>This means that passengers can choose to sit next to people they know, or like a romcom that's just waiting to be made, check out the social profiles of neighbours they find themselves getting to know during the flight.</p> <p><img src="https://assets.econsultancy.com/images/0008/5563/KLM_meet_and_seat.JPG" alt="" width="600" height="363"></p> <p><strong><em>Related travel reading:</em></strong></p> <ul> <li><em><a href="https://econsultancy.com/blog/68690-how-three-travel-brands-deliver-superior-customer-service/" target="_blank">How three travel brands deliver superior customer service</a></em></li> <li><em><a href="https://econsultancy.com/blog/68778-four-ways-travel-hospitality-brands-are-targeting-younger-consumers/" target="_blank">Four ways travel &amp; hospitality brands are targeting younger consumers</a></em></li> <li><em><a href="https://econsultancy.com/blog/68871-how-travel-brands-are-capitalising-on-youtube-adventure-search-trend/" target="_blank">How travel brands are capitalising on YouTube adventure search trend</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69033 2017-04-26T01:00:00+01:00 2017-04-26T01:00:00+01:00 Five essential mobile moments and how brands can take part in them Jeff Rajeck <h4>Engineering mobile moments</h4> <p>As part of a <a href="https://econsultancy.com/reports/understanding-the-customer-journey-in-apac">recent report about the customer journey in Asia-Pacific</a>, Econsultancy asked nearly 1,000 marketers about their ability to insert their brands into 'mobile moments'.</p> <p>The results indicate that around half of respondents felt that they did, in fact, engineer these 'mobile moments' which showed their brand in a positive light. But what exactly does that mean?</p> <p><img src="https://assets.econsultancy.com/images/0008/5674/1.png" alt="" width="777" height="298"></p> <p>According to <a href="http://blogs.forrester.com/ted_schadler/17-01-25-reinvent_the_web_to_win_the_mobile_moment">Forrester</a>, a 'mobile moment' is a point in time and space when someone pulls out a mobile device to get what he or she wants immediately, in context.</p> <p>And, it follows, that if brands want to engage the increasingly mobile consumer then marketers are going to have to position themselves into that moment and provide the value that consumers are looking for.</p> <p>Below are a list of five mobile moments and what brands can do to be a part of them, and win their customer's love and attention.</p> <h4>Before we start</h4> <p>Econsultancy Asia-Pacific has two events currently which may interest you:</p> <ol> <li> <strong>Webinar</strong> - <a href="https://econsultancy.com/events/mobile-trends-data-and-best-practice-apac-time-zone/">Mobile: Trends, Data and Best Practice</a> - on Thursday April 27th in the Asia-Pacific timezone.  Sign up here.</li> <li> <strong>Survey</strong> - We are looking for marketers in Australia and New Zealand to take part in a survey about marketing automation.  <a href="http://econsultancy.linkedin-state-of-marketing-automation-in-anz.sgizmo.com/s3/">Click here to participate</a> - and get a free copy of the report when it is published.</li> </ol> <h3>1) I want to know</h3> <p>The first mobile moment is when a consumer suddenly needs some information, either out of interest or perhaps as a first step on the customer journey.</p> <p>According to<a href="https://www.thinkwithgoogle.com/collections/micromoments.html"> research conducted by Google</a>, two out of three (66%) consumers use their mobile to look something up that they have seen in a TV advert.</p> <p>Additionally, <a href="http://www.nielsen.com/content/dam/nielsenglobal/kr/docs/global-report/2016/nielsen_global_mobile_money_report_final.pdf">according to Nielsen</a>, more than half (56%) of consumers in Asia-Pacific use their mobile to look up product information when shopping and a similar amount use their smartphone in many other similar ways as well.</p> <p><img src="https://assets.econsultancy.com/images/0008/5673/nielsen.png" alt="" width="800" height="407"></p> <p>How can brands win this moment? As nearly all searches for information on mobile start with Google, brands should ensure that their sites are high in search results for the things consumers are likely to search for on mobile.</p> <p>While this can be accomplished through good SEO, marketers should also review their AdWords keyword strategies to ensure that they are not losing the top of the page to competitors.</p> <h3>2) I want to go</h3> <p>Another mobile moment occurs when consumers are thinking of going somewhere, or even on the way, and they need to know more about their destination.</p> <p>Google's <a href="https://www.consumerbarometer.com/en/">Consumer Barometer</a> data indicates that 82% of consumers, globally, look for local information on mobile. While numbers are quite as high as that in Asia Pacific, in most Asia Pacific countries at least half of all consumers use their mobile devices to find local information.</p> <p> <img src="https://assets.econsultancy.com/images/0008/5676/2.png" alt="" width="800" height="432"></p> <p>For brands to be a part of this mobile moment, they should ensure that: </p> <ul> <li>They are on Google Maps (if they have a physical presence)</li> <li>Their website is mobile-optimized</li> <li>Their site has easily-accessible locations and opening hours </li> </ul> <h3>3) I want to buy</h3> <p>Perhaps the most obvious, and most-coveted by brands, mobile moment is when consumers are ready to buy something.</p> <p>Google reports that 82% use their smartphone in-store when deciding what to buy and Nielsen indicates that 60% use their mobiles to compare prices when shopping.</p> <p>According to the Consumer Barometer, many consumers also use smartphones to actually make a purchase in Asia-Pacific. The percentage varies considerably by country, but all brands in Indonesia should know that more than two in three consumers buy using their mobile device.</p> <p><img src="https://assets.econsultancy.com/images/0008/5677/3.png" alt="" width="800" height="475"></p> <p>There are countless suggestions for how marketers can improve mobile ecommerce, but perhaps the most important suggestion is that brands should avoid forcing their mobile customers to create accounts or do any typing of any significance. Point and click is the way to go on mobile.</p> <h3>4) I want to do</h3> <p>Smartphones are not, however, only used out-of-home. Many consumers also use their mobiles as the most convenient way to get information while they are working on projects in their homes.</p> <p>These moments are classified as 'I want to do' and brands which offer products or services which help people with cooking, DIY, homework, or other in-house tasks need to be present at these times.</p> <p>Google's data indicates that more than 9 in 10 (91%) of consumers use their smartphone to find ideas when 'doing a task' and so marketers can consider this mobile moment as pertaining to just about everyone.</p> <p>To be a part of the 'doing' moment, brands should consider search terms which consumers use when trying to accomplish something - "How can I...", "fix ...", "best way to make ..." - and produce appropriate content to satisfy the consumer's requirements.</p> <h3>5) I want to show</h3> <p>And finally, another emerging mobile behaviour which brands should be a part of is the moment where consumers want to share something with their friends or followers.</p> <p>According to <a href="http://www.straitstimes.com/singapore/smartphones-the-new-must-have-when-travelling">research by travel site Kayak</a>, more than half (54%) of travelers from Singapore use their smartphones on holiday (70% for those aged between 18 and 24), and the most popular reason is to share photos showing what they are doing while vacationing.</p> <p>For brands to be part of these mobile moments, marketers should consider doing experiential marketing in areas where people are on holiday or in crowded city centres.</p> <p>One excellent example of this is a recent experiential campaign <a href="https://www.whycatalyst.com/the-economist-future-forces/">dreamed up by Catalyst for The Economist</a>. To encourage subscriptions, the agency set up stands in urban areas which offered insect-flavoured ice cream.</p> <p><img src="https://assets.econsultancy.com/images/0008/5678/4.png" alt="" width="800" height="412"></p> <p>Intended to be a thought-provoking exercise about using bugs as a source for protein for a growing global population, the event also provided many memorable images which were surely shared extensively on social media.</p> <h4>So...</h4> <p>In order to stay relevant on mobile, marketers need to break out of the habit of looking at the customer journey as steps along the buying funnel and instead consider the consumers' new, mobile behaviours.</p> <p>These mobile moments offer brands an opportunity to move beyond interruption-based advertising and become relevant to the tasks which matter most in the lives of their customers.</p> tag:econsultancy.com,2008:BlogPost/69019 2017-04-25T01:00:00+01:00 2017-04-25T01:00:00+01:00 Three ways marketers improve customer experience from within Jeff Rajeck <p>To find out, we Econsultancy has conducted a a range of research, including a recent survey of over 300 marketers in India, <a href="https://econsultancy.com/reports/customer-experience-maturity-in-india">Customer Experience Maturity in India</a> in association with <a href="https://www.epsilon.com/">Epsilon</a>. Here are the top three high-level responses to the question.</p> <h4>1) Improve internal collaboration</h4> <p>Respondents were most enthusiastic about the notion that reorganizing interdepartmental workflows will be one of the main drivers for improving customer experience.</p> <p>Three in four (75%) client-side respondents indicated that 'optimising internal collaboration' between the many teams was 'very important' and nearly three in five (59%) felt the same about 'changing / revamping customer engagement related processes'. Slightly fewer, but still over half (57%) felt that 'optimising creative workflows' was 'very important', too.</p> <p><img src="https://assets.econsultancy.com/images/0008/5571/1.png" alt="" width="679" height="482"></p> <p>These choices are interesting because they indicate that marketers are thinking about how the organisation needs to change to improve customer experience, not just the marketing department.</p> <p>The least popular responses to this question reinforce this notion. 'Hiring CX-focused / digital marketing staff' and 'reorganising / changing team structure to address CX needs' were only 'very important' to less than half of marketers surveyed. (46% and 44%, respectively).</p> <p>What this means is that marketers, as a whole, are much more outward-looking when thinking about how to improve CX than one might think.</p> <h4>2)  Become more data-driven</h4> <p>Another priority, according to respondents, is to make the marketing department more data-driven. More than two in three (67%) respondents indicated that 'using data more to understand customer behaviours and marketing measures'  is 'very important' and just over half (55%) said the same about 'increasing marketing automation capability'.</p> <p>The ambition behind these answers is significant. What this suggests is that marketers will use quantitative solutions to customer experience issues. That is, they are looking for data to lead the way.</p> <p>Marketers elsewhere agree. Delegates <a href="https://econsultancy.com/blog/67803-practical-tips-for-getting-a-cx-management-programme-off-the-ground/">at a recent Econsultancy conference</a> stated that a 'well-developed' customer relationship (CRM) tool was 'the most important system for a CX management programme'.</p> <p>Additionally, in <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends">a global Econsultancy survey</a>, marketers rated 'marketing automation' and 'joining up online and offline data' as the two single most undervalued capabilities for customer experience  excellence'.</p> <p><img src="https://assets.econsultancy.com/images/0008/5573/3.png" alt="" width="684" height="484"></p> <p><a href="http://www.forbes.com/forbesinsights/sas_cx/index.html">A recent study by Forbes Insights </a>supports the notion, too, by stating that data should a priority for those working to improve customer experience. Nearly three in four (72%) senior-level executives from their survey indicate that, over the next two years, data analytics will create 'a noticeable shift in many areas' which impact a company's ability to deliver a superior customer experience.</p> <h4>3) Develop multichannel marketing</h4> <p>When asked to think a bit further out, marketers had another idea for how to improve customer experience from within - develop multichannel marketing capabilities.</p> <p><img src="https://assets.econsultancy.com/images/0008/5572/2.png" alt="" width="696" height="392"></p> <p>Two in three (66%) respondents believe that 'expanding channels of customer interactions' will be 'very important'  and nearly the same amount indicate the same about 'optimising the customer journey across multiple touchpoints' and 'ensuring consistency of message across channels' (63% and 62%, respectively).</p> <p>Marketers, globally, agree. In our <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends">2017 Digital Trends survey</a>, seven in 10 marketers indicated that 'optimizing the customer journey across multiple touchpoints' will be 'very important' and two in three said the same about 'ensuring consistency of messages across channels'.</p> <p>Though, for many, true multichannel capabilities may not yet be well-developed, improving marketing across channels is certainly on their radar.</p> <h3>So...</h3> <p>The combination of the interest in multichannel, the desire to be more data-driven, and the push to improve internal customer-focused collaboration suggests a compelling narrative. </p> <p>It seems that marketers are interested in harnessing data and getting workflow procedures in place now so that they are prepared to tackle the multichannel challenge over the next few years.</p> <p>It follows, then, that companies without the data and interdepartmental collaboration will likely find it difficult to compete with those teams who are prepared for the multichannel consumer.</p> tag:econsultancy.com,2008:Report/3008 2017-04-21T12:55:00+01:00 2017-04-21T12:55:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to two sector-specific reports, B2B and Healthcare &amp; Pharma) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are available under the following areas:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a> </strong></li> <li><strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a> </strong></li> <li><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a> </strong></li> </ul> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:econsultancy.com,2008:BlogPost/68990 2017-04-19T11:00:00+01:00 2017-04-19T11:00:00+01:00 Why brands should be bothered about (voice)bots Nick Hammond <p>On Thursday 6th April, I attended a very impressive voice tech session hosted by the Hoxton Mix Collective. The impressive line-up of speakers included - Oscar Meary, co-founder of Opearlo, talking about ‘Alexa Design and Best Practices' ; Marc Paulina, interaction designer from Google, on ‘VUI Prototyping Tools, Design Sprints and Research Best Practice,’ and Dean Bryen, voice/AI evangelist from Amazon. </p> <p>As it was also the day that <a href="http://www.wired.co.uk/article/google-home-uk-okay-launch">Google Home was released in the UK</a>, this seemed an appropriate time to take stock of the current state of voice tech and associated opportunities.  </p> <p>So, what then did I learn? </p> <h4>Consumer expectations</h4> <p>A major issue in this space is around high consumer expectations and the challenge of managing them. We have all seen films like <a href="https://www.youtube.com/watch?v=WzV6mXIOVl4">Her</a> and <a href="https://www.youtube.com/watch?v=XYGzRB4Pnq8">Ex Machina</a> , and we therefore think we know what AI will be like in the future. As a result, a rather unrealistic benchmark has been set for the ‘real’ voice tech that is being developed today.</p> <p>In addition to this, people are less tolerant of voicebots than they are of other digital assistants. This is because voice (talking) is the way that humans naturally prefer to communicate with each other as the process is, generally, an easy one. If a voicebot cannot meet this level of ease or proficiency, then the experience can be frustrating. </p> <p>A clear message from Oscar Meary of <a href="http://www.opearlo.com">Opearlo</a> (a voice design agency) is that despite all the excitement, this is a very new area. Companies looking to develop a voicebot <a href="https://econsultancy.com/blog/68786-amazon-alexa-brands-must-be-careful-before-rushing-in/">need to be realistic</a> about what can be achieved successfully. One of the main problems can be around integration - an organisation’s digital design department may create a voicebot, but if this is not connected to back-end systems, then there is no sense of a joined-up user journey for the consumer.</p> <h4>Games or utility?</h4> <p>One speaker made the case for a more conservative ‘gamified’ approach, focusing on simple conversational design voicebots or gamebots. This simpler experience takes the user into a different world more easily than a utility bot, and because it has a more light-hearted approach; individuals are more likely to be forgiving of functionality issues. Content examples in this space are around games, such as pub quizzes and ‘would you rather’ games.</p> <p>The current scenario with voice tech and bots reminds me of the early days of the web, when brands rushed to acquire digital real estate or shopfront ‘ brochureware’ websites; where they could show of their products. It took some time before marketeers realised that consumers were not interested in visiting websites housing uninteresting and functional product information. This mistake was often repeated during the peak period of app development, where brands rushed to create their own apps, and this could easily happen again with voicebots. As always, the solution lies in providing useful content - what value can be added and how brands can add to the user experience. </p> <p>Perhaps surprisingly, the technical build of a voicebot is relatively easy via the use of available SDK’s, but the real work goes into the design of the customer interface and experience. Key areas to address in the design process include – setting expectations, limiting choices and options (to keep the process simple) and minimising pressure on the user. This last one is interesting because, again due to the nature of human voice interactions, consumers can feel under pressure if the interaction process does not feel relaxed or natural enough. </p> <p>I learnt some interesting voice tech language as well, including the importance of spending time on ‘edge cases’, ‘half happy paths’, ‘utterance expansion’ and taking a heuristic approach. All these techniques and approaches are concerned with fully testing a voice interaction (<a href="https://www.amazon.com/b?ie=UTF8&amp;node=13727921011">such as an Alexa skill</a>) to ensure a successful consumer experience. </p> <p>NB; for the avoidance of doubt, the video below is an example of a poor automated interaction and user experience.</p> <p><iframe src="https://www.youtube.com/embed/wM1P7GMnd38?wmode=transparent" width="560" height="315"></iframe></p> <h4>Voice as first brand touchpoint</h4> <p>Voice tech is important for brands because, in the future, voice will be the first brand touchpoint for the consumer. This is already taking place on mobile (e.g. with Siri), in the home (with Alexa and Home) and is moving into the automotive sector. As the importance of voice and voice tech grows, it is essential that an approach is effective and integrated, across different platforms.</p> <p>Voice is also likely to become central to the area of identification, with the increasing use of <a href="https://en.wikipedia.org/wiki/Biometrics">biometrics</a>. The human voice is considerably more distinctive and individual than finger prints, and will increasingly be used for identification purposes, as in voice PINs for example. </p> <p>Most exciting for brands is the area of sentiment analysis. By listening to a user's tone of voice, brands will not only be able to understand what consumers want, but also how they are feeling. </p> <p>Google’s perspective is that voice technology, AI, and bots are all converging and will eventually represent one technological interface. Amazon’s ambition is to provide ‘the world’s most powerful voice service’ that will ‘power the connected home’. Dean Bryan, from Amazon, sees Alexa having an impact with audio, in the home, in car and with partner brands, for example Uber and Just Eat. I rather liked the fact that Dean sees the <a href="https://www.youtube.com/watch?v=MA1hD3XRlh0">Star Trek computer</a> as the apogee of voice tech and the product they are trying to emulate.</p> <p>The key to any successful technology is that it should be invisible to the end user. A fitting end to this summary piece, is the quote shared in the session from <a href="https://www.amazon.co.uk/dp/B0116WC5JE/ref=dp-kindle-redirect?_encoding=UTF8&amp;btkr=1">The Media Equation</a> (Reeeves and Nass 1996) – ‘…Individuals’ interactions with computers, television and new media are fundamentally social and natural.’</p> <p>This is especially true with voice tech. The intrinsically ‘human’ nature of the automated voice, means that people will want to interact in a very natural and social way. Brands, becoming involved in this space, will need to ensure that this happens.</p> <p><em><strong>Now read:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68499-the-problem-with-voice-user-interfaces-like-amazon-alexa/">The problem with voice user interfaces like Amazon Alexa</a></li> </ul> tag:econsultancy.com,2008:WebinarEvent/870 2017-04-19T04:11:29+01:00 2017-04-19T04:11:29+01:00 Customer Experience: Trends, Data and Best Practice (APAC time zone) <p>Econsultancy APAC's Trends Webinar for May looks at the latest trends, data and best practice within customer experience. This insight comes from Econsultancy's research, <a href="https://econsultancy.com/reports/implementing-a-customer-experience-cx-strategy-best-practice-guide" target="_blank">Implementing a Customer Experience Strategy Best Practice Guide</a>.</p> <p>This session will be hosted by<strong> Jeff</strong> <strong>Rajeck, Research Analyst, APAC at Econsultancy</strong>. There will be a 15 minute Q&amp;A session after the presentation.</p> <p><strong>FAQ:</strong></p> <p><strong>I'm not an Econsultancy subscriber, can I join?</strong></p> <p>Ans: You sure can. The sessions are complimentary for existing customers and new friends.</p> <p><strong>Will the session be recorded?</strong></p> <p>Ans: Yes! We record all of our webinars, and we'll send out a link to the recording the following week.</p> <p><strong>What if I register but can't make it?</strong></p> <p>Ans: It's all good. We'll send a follow-up with key takeaways and a link to the recording.</p> <p><strong>Can I ask questions?</strong></p> <p>Ans: Absolutely! This session is for you. Bring your questions and participate during Q&amp;A.</p> tag:econsultancy.com,2008:BlogPost/68959 2017-04-12T01:00:00+01:00 2017-04-12T01:00:00+01:00 Why can't marketers understand the customer journey? Jeff Rajeck <p>In our most recent <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends/">Digital Intelligent Briefing</a>, survey respondents once again put 'customer experience' at the top of the priority list for 2017</p> <p><img src="https://assets.econsultancy.com/images/0008/5186/figure8.jpg" alt="" width="800" height="613"></p> <p>But when asked about their strategy in this area only around one in ten (11%) marketers said that they had a 'well-developed' customer experience improvement strategy in place. </p> <p>One reason why marketers are finding it difficult to improve customer experience emerged in a recent survey of nearly 1,000 marketers Econsultancy conducted with Emarsys, <a href="https://econsultancy.com/reports/understanding-the-customer-journey-in-apac">Understanding the Customer Journey in Asia Pacific</a>.</p> <p>In the report, we found that <strong>fewer than one in five (17%) felt that they had an 'advanced' understanding of the customer journey</strong>. The remaining 83% felt they were at least missing 'important pieces of the jigsaw' of the customer journey and many of them felt that there were 'a lot of missing parts'.</p> <p>This is quite possibly the main reason why customer experience isn't improving. It's hard to imagine how an organisation could possibly improve its customer experience when they don't even understand the customer journey. But why is this the case? What is standing in the way?</p> <p>From the report, two main reasons emerge.</p> <h4>1) Marketing is in charge of the customer journey (but perhaps customer insight should be)</h4> <p>One place to look for reasons why organisations don't understand the customer journey is the department which holds responsibility for understanding it. Knowing who has been tasked with such an important part of improving customer experience should shed some light on the obstacles.</p> <p><img src="https://assets.econsultancy.com/images/0008/5187/figure26.jpg" alt="" width="800" height="620"></p> <p>Fortunately, very few survey respondents (7%) indicated that 'no-one' is singularly responsible for the customer journey. This means that companies are thinking seriously about this responsibility and assigning it to one department or another.</p> <p>What is concerning, though, is that a majority of respondents' companies have placed the responsibility for understanding the customer journey with marketing (54%).  </p> <p>While it's understandable that one department may start the initiative, marketing alone is unlikely to be keep the program going. Understanding the customer journey requires the coordinated effort of many departments including sales, customer service, and finance. Someone sitting in the marketing department may struggle to coordinate across departments on an ongoing basis.</p> <p>This may, therefore, be one reason why customer experience improvement programs are failing to gain much traction despite being at the top of the priority list.</p> <p>One solution to this impasse is to have a team which is dedicated to improving customer experience and has the backing of the management to drive the necessary changes throughout the organization. Customer insight, which often acts as a bridge between research and marketing, may be the right place for this team, though few (6%) respondents indicate that this is the case at their organization.</p> <p>Tellingly, when we compare responses from organizations which have an 'advanced' understanding of the customer journey with those who do not, the 'advanced' organisations are three times more likely to have assigned responsibility to 'customer insights' than their peers (12% vs 4%). As organizations mature in their understanding of the customer, then, the trend appears to be to transfer responsibility of the customer journey from sales and marketing to a more cross-functional team.</p> <h4>2) Too many touchpoints</h4> <p>Another way to find out why progress in understanding the customer journey and improving customer experience has been so slow is to ask those responsible. Thankfully, most of our survey respondents are those most likely to be responsible for the customer journey (marketing), so their answers provide useful insights.</p> <p><img src="https://assets.econsultancy.com/images/0008/5188/figure27.png" alt="" width="800" height="446"></p> <p>As mentioned in a previous post, several time- and resource-intensive steps must be carried out when mapping the customer journey. It follows, then, that for more touchpoints, more work is required.</p> <p>Additionally, as marketers learn more about their customers, they may find even more touchpoints to analyze resulting in even more tasks to complete.</p> <p>It is unsurprising, therefore, to see that the 'complexity of customer experience / number of touchpoints' is the most frequently-cited barrier (44% of company respondents) for those aiming to understand the customer journey. Additionally, those that can manage the complexity often run into problems when 'unifying difference sources of data', which is highlighted here by just over one in three (34%) respondents.</p> <p>Indeed, many organizations which start with good intentions of understanding the customer journey through touchpoints may end up discouraged when faced with the enormity of the task at hand.</p> <p>While there are no easy answers to this problem, one place marketers can start is by reviewing their company's marketing technology stack. Over time, adding new channels, systems, and measurement tools can result in a confusing array of technologies which make understanding touchpoints difficult, if not impossible.  </p> <p>Making a diagram of all of the systems, their purpose, and how customers interact with them can help with touchpoint analysis and, ultimately, understanding the customer journey.</p> <p>Diagramming the marketing stack has become so popular recently that MarTech now hosts an annual award, <a href="http://chiefmartec.com/2017/01/announcing-stackies-hackies-awards-martech-san-francisco-2017/">the 'Stackies'</a>, in which companies submit their marketing stack for review and awards. Below is this year's entry from Microsoft, but you can find many more inspirational examples at chiefmartec.com.</p> <p><img src="https://assets.econsultancy.com/images/0008/5189/m1.jpg" alt="" width="800" height="419"></p> <h4>So...</h4> <p>In order to improve customer experience, organisations must understand the customer journey. But to understand the customer journey, organisations have to overcome two major obstacles: the 'natural' ownership of the customer journey by marketing and the proliferation of touchpoints.</p> <p>Both of these make understanding the customer journey more difficult but can be overcome by creating a cross-functional 'customer insights' team dedicated to understanding the marketing technology stack and the touchpoints which make up the customer journey.</p> tag:econsultancy.com,2008:BlogPost/68981 2017-04-11T15:00:00+01:00 2017-04-11T15:00:00+01:00 Could established financial services firms lose a quarter of their revenue to fintechs? Patricio Robles <p>If that came to pass, it would represent a major upheaval in the financial services market and could force many of them to make drastic changes, including potential mass layoffs.</p> <p>Of the executives PwC surveyed, 88% indicated that they believe their firms are threatened by fintech firms that offer standalone financial services. By focusing on specific segments of financial services, fintechs have in many cases been able to build better technologies and products than entrenched firms. And on top of those better technologies and products, <a href="https://econsultancy.com/blog/68159-five-ways-fintech-upstarts-are-disrupting-established-financial-institutions/">many are delivering better overall experiences than established firms</a>.</p> <p>That has encouraged consumers to "unbundle" the financial services they purchase, making the days of giving all their business to one or two companies, such as a national or regional bank, a thing of the past.</p> <p>Segments of the financial services industry that PwC has identified as being most vulnerable to standalone fintechs and unbundling are payments, money transfers and lending.</p> <h4>Down, not out?</h4> <p>But are established financial services firms really so vulnerable that they could lose a quarter of their revenue in the next several years? That figure is a significant one, but it's not as far-fetched as it might seem.</p> <p>For evidence that change can occur quickly in the typically slow-moving market, consider the following:</p> <ul> <li>Following its <a href="https://econsultancy.com/blog/68334-wells-fargo-scandal-shows-why-banks-are-vulnerable-to-fintech-startups/">fake account scandal</a>, Wells Fargo, considered by many to be the best-managed big bank in the U.S. after it emerged from the Great Recession largely unscathed, <a href="https://econsultancy.com/admin/blog_posts/new/%20http:/www.bizjournals.com/sanfrancisco/news/2017/03/21/wells-fargo-checking-accounts-credit-cards-wfc.html">recently revealed</a> that new checking account openings have dropped by 43% year-over-year and new credit card applications have plunged by an even greater amount (55%) year-over-year.</li> <li>Non-bank lenders, many of which conduct business primarily online, <a href="http://www.latimes.com/business/la-fi-nonbank-lenders-20151130-story.html">have grown</a> their share of the consumer, business and mortgage loan markets substantially since the Great Recession. And their visibility among borrowers only continues to increase. For example, according to a J.D. Power study, 60% of small business owners who applied for a loan in the past 12 months considered a non-bank lender. At the fastest growing small businesses, that number increases to nearly two-thirds (74%).</li> </ul> <p>The good news for large financial services firms is that most of them clearly recognize that they are being disrupted and are taking action. 82% of the executives PwC polled indicated that the coming years would see increased partnership between their firms and fintechs, and many of their firms are investing in homegrown initiatives that could help thwart competition from fintechs.</p> <p>For example, JPMorgan CEO Jamie Dimon recently <a href="https://econsultancy.com/admin/blog_posts/new/Upstart%20fintech%20companies%20are%20disrupting%20established%20financial%20services%20players,%20namely%20large%20banks,%20but%20just%20how%20serious%20a%20threat%20are%20these%20upstarts%20to%20firms%20that%20collectively%20control%20trillions%20of%20dollars%20of%20capital?%20%20According%20to%20a%20new%20study%20conducted%20by%20PricewaterhouseCoopers,%20which%20polled%20more%20than%201,300%20executives,%20established%20financial%20services%20firms%20could%20lose%20nearly%20a%20quarter%20(24%)%20of%20their%20revenue%20to%20fintechs%20in%20the%20next%20three%20to%20five%20years.">mentioned</a> that his firm spent more than half a billion dollars last year on "emerging fintech solutions." That's a huge amount when compared to the capital available to the average fintech, but still just a relatively small portion of the $9.5bn his firm invested in technology generally.</p> <p>But it's not clear that the abundance of capital is even beneficial to big financial services firms. Fintechs are largely succeeding by focusing on a very specific segment of the broader financial services market, building better customer experiences, and taking advantage of their ability to move in a nimble fashion. They largely don't have to worry about large legacy systems, and their priorities aren't pulled in a million different directions because they don't have a million different lines of business.</p> <p>In other words, contrary to what financial giants might be inclined to believe, older, bigger and richer can bring with it many liabilities for established institutions – liabilities that many fintechs are successfully taking advantage of.</p> <p>From this perspective, the greatest challenge large financial services firms have in addressing the fintech threat might be themselves, not the fintechs. Those that don't want to risk losing a big chunk of their revenue base would be wise to recognize that instead of trying to crush fintechs, they should try to emulate them.</p> tag:econsultancy.com,2008:BlogPost/68969 2017-04-07T12:00:00+01:00 2017-04-07T12:00:00+01:00 Four ways technology could impact restaurants in the future Nikki Gilliland <p>Today, <a href="https://pos.toasttab.com/restaurant-technology-industry-report" target="_blank">57% of consumers</a> agree that technology in restaurants improves their guest experience. And while we’ve already seen the introduction of apps and <a href="https://econsultancy.com/blog/68800-pizza-express-launches-booking-chatbot-is-it-any-good/" target="_blank">bots from restaurant chains</a>, this only marks the start of how technology might further impact the hospitality industry in years to come.</p> <p>Of course, it might not be such a smooth transition. Oracle’s <a href="https://www.traveldailynews.com/post/consumer-attitudes-on-emerging-technologies-and-their-impact-on-future-hospitality-experiences" target="_blank">Restaurant 2025</a> report suggests that consumers could find some tech a step too far, with 40% saying that being served by a robotic machine would feel invasive or strange.</p> <p>With this in mind, here’s a run down of a few examples of innovative restaurant technology that has already arrived, as well as how it could evolve in future.</p> <h3>Voice for payments and billing</h3> <p>According to Barclaycard, <a href="https://www.thecaterer.com/articles/369040/impatient-diners-want-fast-service-and-better-payment-technology-in-restaurants" target="_blank">37% of diners</a> prioritise quick service in restaurants over menu or value for money, meaning that convenient payment options are becoming increasingly popular.</p> <p>With many restaurants introducing apps that allow customers to order and pay without the need for a waiter, this demand is being met.</p> <p>Take <a href="https://econsultancy.com/blog/68889-wetherspoons-launches-order-and-pay-app-is-it-any-good" target="_blank">Wetherspoons’ Order and Pay</a>. This is a particularly interesting example, however, as it changes more than just the payment experience. Taking away the need for any social interaction at all, some have suggested it spells the end of traditional pub culture. A rather dramatic view, perhaps, especially when you consider how many other well-known chains, like Wahaca and Jamie’s Italian, are using similar technology.</p> <p>Meanwhile, other London restaurants like Rum Kitchen and Salt Yard are also incorporating bill-splitting apps, making payment even easier for big groups.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Click here to download our Order &amp; Pay app, available for iPhone and Android<a href="https://twitter.com/hashtag/OrderAndPay?src=hash">#OrderAndPay</a><a href="https://t.co/sN3tSWoS6s">https://t.co/sN3tSWoS6s</a></p> — J D Wetherspoon (@jdwtweet) <a href="https://twitter.com/jdwtweet/status/842013848987148290">March 15, 2017</a> </blockquote> <p>So how will this develop in future?</p> <p><a href="http://www.restaurantbusinessonline.com/news/starbucks-adopt-voice-recognition-ordering" target="_blank">Restaurant Business says</a> that voice could be the next step, reporting that several San Francisco-based eateries are already experimenting with a Google-supported system involving voice and facial recognition. Instead of asking for the bill and manually paying, all diners will need to say is “I’ll pay with Google” before being automatically charged. </p> <p>With suggestions that Starbucks and McDonalds are also introducing voice recognition into their apps in 2017, it could be here before you can say ‘happy meal’.</p> <h3>Staff using wearable technology</h3> <p>While smartwatches are most commonly used by consumers to track diet and fitness, we could see more restaurants utilising wearable tech in order to facilitate better customer service.</p> <p>Recently, Danny Meyer, the founder of Shake Shack, announced a partnership with Apple Watch that will integrate the technology into front-of-house service in a New York restaurant. Managers and sommeliers will constantly be alerted and informed via the watch, with information being sent about VIP guests, menu changes and complaints. </p> <p>In future, Oracle suggests that we could also see this technology infiltrating kitchens, with the Internet of Things enabling staff to ‘talk’ to appliances while they work.</p> <p><img src="https://assets.econsultancy.com/images/0008/5257/wearable.jpg" alt="" width="720" height="480"></p> <h3>Robot service</h3> <p>Robots taking over the world was once the storyline for every mediocre sci-fi movie, but it could now be the reality for the modern service industry at the very least.</p> <p>Self-service machines have overtaken humans in many restaurant chains, however this could also extend to the preparation and creation of food itself.</p> <p>Last year, Momentum Machines – a tech startup behind a fully autonomous burger-making machine - applied for a permit, indicating that it is to open a robot-only restaurant. While it’s hard to find any details on its progress or even if it's going ahead, this example shows that robots have the potential to replace both servers and chefs.</p> <p>With the prediction that <a href="http://uk.businessinsider.com/machines-may-replace-half-of-human-jobs-2016-2?r=US&amp;IR=T" target="_blank">50% of jobs</a> could be at risk from robots, it could also be a scary glimpse into the future.</p> <p><img src="https://assets.econsultancy.com/images/0008/5258/robot_waiters.JPG" alt="" width="760" height="560"></p> <h3>Virtual reality experiences</h3> <p>Lastly, while the likes of Heston Blumenthal has been experimenting with dining as a sensory experience for years, it’s now going beyond what’s on the actual plate, with virtual reality being used to transport diners to another place entirely.</p> <p>Samsung is one of the first tech brands to get on board, rolling out its Gear VR glasses to restaurants that want to create more than just a bog-standard meal.</p> <p><img src="https://assets.econsultancy.com/images/0008/5259/Samsung_VR.JPG" alt="" width="760" height="339"></p> <p>Even more mind-bending is Project Nourished, a New York-based tech company which builds solutions for ‘fine dining without concern for caloric intake or other health-related issue’. In other words, it uses tech to trick us into thinking we’re eating foods we're not.</p> <p>It’s as bonkers as it sounds. But what’s even crazier is that we can do this, yet we can’t make aeroplane food taste nice. </p> tag:econsultancy.com,2008:BlogPost/68907 2017-04-06T10:28:22+01:00 2017-04-06T10:28:22+01:00 How Target, Birchbox and Sainsbury's ensure customer experience is king Lynette Saunders <h4>Extreme "brandsparency" at Ritual and Target</h4> <p>Trevor Hardy, Chief Executive of The Future Laboratory, highlighted how the nature of consumer trust has changed. Trust in institutions is no longer automatically granted but must be earned. He suggested education is the next frontier for brands and referred to the concept of ‘extreme brandsparency’, with retailers going to great lengths to prove their commitment to transparency.</p> <p>One such brand is Ritual multivitamins which shows where each ingredient comes from and provides links to manufacturers' websites. It also makes clear which ingredients are not included and why. </p> <p><img src="https://assets.econsultancy.com/images/0008/5025/rituals.jpg" alt="" width="990" height="538"></p> <p>Another example was Target’s Good &amp; Gather pilot which took a new approach to food labelling. It flips the traditional food label on its head by boldly and clearly displaying ingredients on the front of packaging rather than in fine print on the back.</p> <p>The idea originated out of work from the brand's Food &amp; Future coLab, which opened in January 2016. Other pilot projects have included allowing consumers to scan fruit and vegetables to find out their precise nutritional content. Then the consumer pays for the produce based on how fresh it is with less-than-fresh items toting a smaller price tag. </p> <p>So-called “smart scales”, placed next to participating produce, tell consumers a variety of information about the specific item such as how it was produced, whether it is organic, and its nutritional profile. The retailer is using the scales to get a better idea of the types of information that consumers are hungriest to know when stocking their homes.</p> <h4><strong>Sainsbury's focuses on "knowing its customers better than anyone else"</strong></h4> <p>The opening keynote from Mike Coupe, Chief Executive at Sainsbury's, highlighted the emphasis the retailer puts on their colleagues making a difference. Coupe talked about how Sainsbury's values make them different and are part of the DNA of the business. </p> <p>With customers having so much choice, the brand is focusing on knowing its customers better than anyone else and being there for its customers. To that end, Sainsbury's is using its transactional database to offer other products in ways that help their customers. A great example is with their car insurance product. The retailer understands that if a customer buys certain brands they are less likely to crash their car, and this enables them to offer discounts to customers based on what they know about them.</p> <h4>Birchbox shows it is not always about the 80/20 rule</h4> <p>Katia Beauchamp, Co Founder &amp; CEO of Birchbox, gave me a chance to hear at first-hand not just the story of how the brand has been at the forefront of innovation in the beauty industry, but the way they are now looking to defend this position and differentiate themselves.</p> <p>A key point that stood out was how they hadn’t chased the customers that everyone else in the beauty industry was going after ie. high spenders. They found a way to go after those not really engaged, the passive, under-served and under-spending. Competitors were focusing on <a href="http://www.investopedia.com/terms/1/80-20-rule.asp">the 80/20 rule</a> whilst Birchbox wanted to build a destination place for the beauty majority - the 80%. This is a group who value beauty products but within the context of their lives.</p> <p>Birchbox's success has been based on the realisation that consumers need to experience the product in real life before purchase. The brand wanted to provide everyone with their own beauty editor, like a best friend who opens the door to their beauty closet and hands you things they think would work for you and tells you then how to use them. This ethos led Birchbox to provide a real discovery experience with trial products supported by context information. </p> <p>Birchbox has continued to build relationships with its customers by keeping them engaged between deliveries of trial boxes through their engaging content and ongoing <a href="https://econsultancy.com/blog/67095-how-birchbox-engages-customers-with-personalisation-that-disappears/">personalisation</a>, supported by all forms of social media. Snapchat video calling has been a great example of this - where followers can ask questions and get beauty tips.</p> <p><img src="https://assets.econsultancy.com/images/0008/4778/Snapchat-phone-call-.png" alt="" width="225" height="400"></p> <p>Birchbox has also recently announced plans to open its second brick-and-mortar store in Paris later this year, following its first in New York. For Beauchamp it is about using these stores to build on the relationship with their customers so they become even more powerful advocates in the real world. </p> <h4>Halfords says service is "in its DNA"</h4> <p>Jill McDonald, Chief Executive of Halfords, emphasised the importance of service in the brand's DNA, something that requires an engaged workforce.</p> <p>McDonald talked about the ways in which they are bringing their service ethos to digital, with emphasis on making every customer feel ‘sorted, inspired, and supported'. The slide below shows three of the tenets of this move to digital.</p> <p><img src="https://assets.econsultancy.com/images/0008/5024/Halfords.JPG" alt="move from ecommerce to service commerce, make mobile the heart of all halfords experiences, make Halfords irresistible with amazing new services" width="1002" height="544"></p> <h4>Timpson practices "upside down management"</h4> <p>The idea that your people are the key to great customer service was also reinforced by John Timpson, Chairman of Timpson, in his interesting talk on ‘upside down management’. “<em>You need to trust your people to do it their way</em>” he said.</p> <p>His approach was to give his shops autonomy and let them run the business, with even prices being simply a guideline. Reward and recognition are important, but Timpson saw finding the right people as crucial to the brand's success. You can teach people the skills to do the job, he argued, so he recruited people with the personality to deliver great service to their customers.</p> <h4>Shop Direct has "3 seconds to grab customers’ attention"</h4> <p>Alex Baldock, CEO of Shop Direct, sought to counteract predictions made in 2015 by Planet Retail that said pureplay etail will largely cease to exist by 2020. </p> <p>The challenge for retailers is to understand how much attention and patience customers have. Baldock believes relevance wins in retail and on mobile this is even more true, where Shop Direct sees 68% of its sales.</p> <p>Baldock argues the online retailer has three seconds to grab consumer attention. How do they do that? By focusing on imagery, video and making it relevant. Shop Direct focuses on personalising the experience for everyone - presenting a curated range of products at the front of the store, but still enabling customers to search from the full wardrobe.</p> <p>This approach starts with data. The retailer knows its customers so much better online, what they like and dislike and what they believe in. As a pureplay, all the testing is online, something which is more complicated for mutlichannel retailers.</p> <p>Shop Direct's test-and-learn approach ican be observed in the experiement below, conversion was increased by making the basket indicator more prominent, reducing the 'visual noise' of the header bar and highlighting the item count through a colourful indicator badge. These efforts resulted in a 1.6% lift in conversion.</p> <p><img src="https://assets.econsultancy.com/images/0008/4891/shop_direct_experiment.jpg" alt="" width="411" height="274"></p> <p>At Shop Direct agile working is key. People still belong to functions, but an increasing part of their time is spent with other parts of the business. It is about getting the right people to solve problems, giving them the authority and letting them loose to test their way to success. The team have been astounded by the ideas and energy created by working this way, radically improving the rate of innovation in the business. </p> <p>To hear more about what Shop Direct's approach to delivering an easy and ever-more personalised mobile experience with Very.co.uk, Econsultancy subscribers can sign up for our <a href="https://www.econsultancy.com/events/mobile-trends-webinar/">Mobile Trends webinar</a>.</p>