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Digital Customer Experience Trends, 2014by John Dalton and Joana van den Brink-Quintanilha, February 13, 2014

For: Customer Experience Professionals

Key TaKeaways

Digital experiences Proliferated In 2013Digital touchpoints flourished in 2013. Companies equipped employees and customers alike with new methods for delivering and personalizing customer experiences.

Headline-Grabbing Failures Demonstrate The essential Role Of Digital In CXDespite the investments in new digital experiences, companies continue to miss the mark. Website failures frustrate consumers, who voice their dissatisfaction through social media, demonstrating once again that companies who deliver poor experiences have nowhere to hide.

Mobile will Drive Customer experience Innovations In 2014While most retail transactions occur in-store, interconnected mobile devices and sensors will digitize experiences in physical locations. Mobile capabilities and technologies, including location-based-services, speech interfaces, visual communication tools, and portability, will redefine customer expectations and diminish the divide between digital and physical worlds.

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For Customer experienCe proFessionals

wHy ReaD THIs RePORT

In 2013, the number and variety of digital touchpoints blossomed, and a new breed of digital innovators rushed forward, blending online and offline experiences. In parallel, privacy concerns resurfaced, and companies and government alike learned the hard way that failed digital experiences can have serious repercussions on profit, reputation, and even policy. These developments set the stage for two dominant trends in 2014 — a pursuit for the kind of user experience (UX) talent that underpins successful digital experiences and a focus on mobile to drive customer experience innovation. This report outlines key trends that will make up the landscape in which customer experience professionals will be working as they endeavor to improve their digital customer experiences in 2014.

table of Contents

2013: a Pivotal year For Digital Customer experiences

2014: Digital experiences Drive Customer experience Innovation

1) Digital Design and user experience skills take Center stage

2) mobile Will lead the Cx innovation Charge

reCommenDations

Beg, Borrow and steal Design Talent

supplemental Material

notes & resources

Forrester reviewed the biggest customer experience trends of 2013 and projected them forward into 2014. We based our analysis on year-over-year movement in Forrester’s Customer experience index as well as insight generated by the hundreds of customer experience professionals who attended our three 2013 Customer experience Forums.

related research Documents

the path to Customer experience maturityJune 27, 2013

Digital Customer experience Trends, 2014landscape: the Digital Customer experience improvement playbookby John Dalton and Joana van den Brink-Quintanilhawith tony Costa, Harley manning, and Corey stearns

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Digital Customer experience trends, 2014 2

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2013: a PIvOTal yeaR FOR DIGITal CusTOMeR eXPeRIenCes

2013 was a turning point for digital customer experiences. As the year unfolded, four trends emerged that will drive digital customer experiences forward in 2014:

■ Digital touchpoints proliferated. The number and variety of digital touchpoints within a given customer experience ecosystem grew in 2013. Among airlines, British Airways, Delta Air Lines, Emirates, Iberia, and KLM armed cabin crews with handheld devices to boost employee effectiveness in handling customer needs.1 In retail, Neiman Marcus’ NM Service introduced an app that gives sales associates access to customer sizing info, preferences, and online and offline purchase history as soon as customers enter the store.2 In the automotive industry, Audi launched “virtual dealerships” that let customers visualize and personalize their model of Audi using interactive and tactile displays in densely built cities such as Beijing and London.3 In financial services, too, a new generation of digital solutions hit the market, with banks such as Poland’s mBank enabling customers to transact, buy products, and share documents via video.4

■ High-profile failures were named and blamed. 2013 proved that failed digital experiences can even change public policy. The healthcare.gov fiasco compromised an initiative central to President Obama’s agenda, tarnished the president’s credibility, and prompted a review of the Affordable Care Act itself. But Washington wasn’t alone. In Europe, a failure of easyJet Airline’s website caused massive delays and flight cancellations across the continent as ground staff struggled to check in passengers and baggage by hand.5 During the 2013 Super Bowl, premium TV ads from Calvin Klein, Coca-Cola, and SodaStream drove millions to the Web, where intrigued consumers were greeted with corporate sites that didn’t work. As one frustrated consumer tweeted: “So Calvin Klein’s underwear is seamless . . . Their website . . . not so much.”6

■ A new breed of digital innovators grabbed headlines. For several years now, social media platforms like Facebook and Twitter have dominated the coverage of the “digital revolution.” But in 2013, a new breed of digital experiences came to the fore, combining offline and online experiences with unprecedented value and ease of use. From dating (Tinder) to payments (Venmo) to vacation planning (Airbnb), companies addressed a growing number of consumer needs with digital solutions that focused on simplifying common tasks and enabling new behaviors. Indeed, Uber, the upstart livery service that uses a mobile app to connect riders with drivers, became so wildly popular in 2013 that the company’s name became a verb.

■ Privacy fears resurfaced — on a global scale. As the year came to a close, US consumers learned that hackers had stolen nearly 40 million credit card and debit card numbers from Target customers and personal information from 70 million people.7 Nieman Marcus reported that thieves stole more than 1 million debit and credit card numbers between July 2013 and October 2013.8 Google admitted to having scooped up passwords, emails, and other personal data from open Wi-Fi networks while it was creating its Street View mapping product.9 And in the wake of the National Security Agency (NSA) Prism scandal, which revealed that the US




government had been snooping on foreign heads of state, some European software vendors have been successfully winning enterprise customers because they promise to host data in the EU rather than the US.10

2014: DIGITal eXPeRIenCes DRIve CusTOMeR eXPeRIenCe InnOvaTIOn

These developments set the stage for two dominant trends in 2014, a year in which we expect to see that:

1. Digital design and UX skills take center stage. The rapid adoption of mobile phones and tablets introduces a new design challenge: The mobility, tactility, and portability of these devices means that any experience accessible through these touchpoints must offer relevant content, on a small screen, immediately. In 2014, even laggard firms will have to make strategic investments in user-centered design and user experience as the pressure mounts to keep up with the standard-bearers.

2. Mobile leads the CX innovation charge. The range of digital touchpoints now available to employees and customers during a given customer journey presents firms with a wealth of opportunity for innovation. We expect 2014 to be a year in which widespread efforts to improve experiences with these touchpoints — especially mobile devices — will lead consumers to a

“digital first” mindset as they seek out those moments that quickly and cleanly meet needs.

1) Digital Design and user experience skills Take Center stage

The best digital customer experiences deliver value in the moment of need, regardless of time, touchpoint, or location. To meet these demands:

■ Design and UX will no longer be “nice to haves.” Late in 2013, design authority John Maeda announced he was stepping down as president of the Rhode Island School of Design to join the premier venture capital firm Kleiner Perkins Caufield & Byers, investors in Facebook, Nest, Path, Twitter, Waze, and Zynga, among others.11 This year, the smart money will go to firms led by designers, not just engineers and MBAs. For consumers, this is great news: They will continue to see better-looking, better-performing products (see Figure 1). But for established firms, the writing is on the wall: Invest in design or watch value migrate to a new wave of savvy, well-heeled digital disruptors. Expect leading firms like Delta, Fidelity, and Lowe’s to respond with renewed focus on user-centered design and user experience skills.

■ An experimental design skills gap will emerge. Facebook entered 2014 announcing it had built an A/B testing platform for mobile apps called “Airlock.” With Airlock, the company can now launch 10 to 15 different variations of an experiment into the hands of millions of iOS or Android users and test which versions resonate with its customers in real time.12 Though A/B




testing has been supported by tools like Chartbeat, Google Analytics, and Omniture for some time, we anticipate that the growing pressure on firms to build optimized user experiences across platforms, devices, and apps, along with the growing popularity of lean and agile methods, will fuel serious and sustained interest in these tools. The problem? A data analytics skills shortage, already chronic, will become acute in 2014.

■ Simplicity will continue to transform the enterprise application market. In 2005, Aaron Levie founded Box, a cloud-based storage and content-sharing solution, with the intention of using solid design and UX principles to build a simple, indeed elegant, enterprise app. Today, Box is valued at $1 billion and is used by more than 90% of the Fortune 500.13 Though 2013 ended with the cringe-inducing story of Avon abandoning a $125 million SAP sales enablement tool because end users hated it, the future lies with the likes of Box.14 Empowered workers blending personal and work-related data on their iPhones and Samsung Galaxy S4s won’t tolerate bloated, slow, and buggy software. Expect enterprise application purchasing behaviors to start changing in 2014 as actual end users are given a greater role in the vendor selection process.

Figure 1 Solar’s Sleek Design Stands Out From A Crowded Field Of Weather Applications

Source: Forrester Research, Inc.112521

Source: Solar mobile app




2) Mobile will lead The CX Innovation Charge

Speech interfaces; high-resolution screens; video; gyroscopes; touchscreens; location-based services; in-the-moment availability; portability. These properties of mobile devices fundamentally change the relationship that people have with services and brands. Expectations regarding access, speed, ease of use, and relevance are undergoing a transformation.15 Look for these trends as consumers encounter a raft of completely new experiences:

■ The analog world gets digitized. The overwhelming majority of retail transactions take place in physical stores. In 2014, however, interconnected mobile devices and sensors will drive the digitization of an increasing number of locations and experiences and further transform consumer expectations in the process. At the high end, Burberry has already invested millions rebuilding its flagship stores into highly branded, digitized spaces. But cost-cutters, too, have a play. Knowing that its shoppers “showroom” while in the store, Kiddicare, a UK-based infant care store, guarantees to match or beat Amazon prices in real time. With PayPal’s Beacon hardware and iOS 7’s iBeacon feature, even mom-and-pop stores will be able to provide prompt personalized service — including digital payments — for their mobile customers as the

“Internet of Things” steadily morphs into the “Internet of Experiences.”

■ Proactive experiences are the new gold standard. Google Now, which uses predictive analytics to anticipate a user’s needs before she even knows she has them, has set a high standard for customer experience design.16 But even though most firms don’t possess the skills to perform predictive analysis with big data, expect to see designers build proactivity into a growing number of mobile applications. For example, rather than force new users to enter information, Heyday, the iOS journaling app, proactively pulls time-stamped photos stored on the user’s phone and assembles them into a beautiful timeline-based slide show before the user has even explored the app. The effect: an immediate, personal experience. No cold starts — that’s the goal for serious designers in 2014.

■ Microinnovations are moving in. Dan Saffer popularized the term “microinteractions” in 2013 with the publication of a book with the same name.17 As Saffer rightly points out, these discrete functions that do one thing only, like provide feedback, log in, install, or manage a file, can make or break a person’s perception of the value of that service (see Figure 2). Given the constraints imposed by mobile devices, we expect a tidal wave of such “microinnovations” going forward. But also look for innovations between mobile apps that help consumers simplify the experience of managing scores of tools they’ve downloaded. If This Then That (IFTTT) lets iOS users build their own “recipes” that automate simple interactions between apps; for example, a photographer can build a recipe that saves Instagram “likes” to a consumer’s iPhone photo album (see Figure 3). For Android users, Cover relies on location and time of day to surface apps on the lock screen that are most likely to be relevant at that moment.

■ The tablet experience surges forward. In Europe, adult consumers show growing interest in making purchases on tablets (see Figure 4).18 In the United States, shoppers prefer to research




and purchase products, as well as read customer reviews, on tablets rather than on mobile phones (see Figure 5).19 Look for “T dot” sites to become the standard for enhanced eCommerce functionality. For instance, BBC GoodFood Magazine integrates videos and tutorials with tips and techniques from the BBC GoodFood Magazine cookery team for a rich experience (see Figure 6).

■ Ephemerality is here to stay. Snapchat’s popularity stems from the growing appeal of being able to erase one’s digital tracks. And given the resurgence of privacy concerns, it’s no surprise that the new year saw the launch of Confide, an iOS text messenger aimed at professionals who want to speak candidly about delicate or confidential personnel and legal matters without leaving a digital trail. These startups, experimenting with ephemeral services for consumers and businesses, have zeroed in on a growing need for a degree of fleetingness in online interactions that more closely mimics the conversation dynamics of the analog world. Though regulatory constraints will limit adoption rates in many contexts, look for more, not less, ephemerality in digital design going forward.

■ The visual communication juggernaut rolls on. In 2011, Instagram reported that in its first nine months, 150 million photos were uploaded to the site, roughly 15 per second.20 Flickr reached 6 billion photos uploaded in the same year. Late 2013, Facebook acknowledged that its users have uploaded more than 250 billion photos to the site, or 350 million per day.21 By comparison, the US Library of Congress has just over 14 million photographs.22 Mobile apps already embrace chrome-free interfaces, devoid of sliders and other controls, to give users immediate access to content. We expect text to be the next victim as visuals crowd out any and all unnecessary text.




Figure 2 Snapchat Relies On Subtle And Creative Feedback To Brand The Experience


Source: Snapchat mobile app




Figure 3 IFTTT Simplifies Mobile Application Management


Source: IFTTT mobile app

Figure 4 European Consumers Show Growing Interest In Making Purchases On Tablets


Source: Forrester Research Mobile And Tablet Commerce Forecast, 2013 To 2018 (EU-7)

2012 2013 2014 2015 2016 2017 2018

56.0%60.3%

64.7%69.1%

73.3%77.6%

81.8%

Western European tablet owners (ages 18+) who buy on their devices




Figure 5 US Online Adults Research And Purchase Products On Tablets Over Mobile Phones


Source: North American Technographics® Retail Survey, 2013

“Which of the following have you used your device for in the past three months?”

To research a product

To purchase a product

To look up product information whileshopping in a store

To read customer reviews of a product

To check in-store availability of a product

To reserve items at a store for pickup

To check availability of a product inan online store

TabletMobile*

49%33%

39%22%

15%20%

41%24%

25%17%

13%8%

27%18%

Base: 1,926 US Online Adults (18+) who are tablet users*Base: 4,279 US Online Adults (18+) who are mobile phone users




Figure 6 BBC GoodFood Magazine Integrates Videos And Tutorials With Tips And Techniques


Source: BBC GoodFood Magazine iPad app




R e c o m m e n d at i o n s

BeG, BORROw anD sTeal DesIGn TalenT

To get the most out of their efforts in 2014, customer experience professionals must move beyond analog versus digital divisions and think holistically about the customer experience. To do so, they should:

■ Stay ahead of the war on design and UX talent. To be CX high fliers, companies will need to embrace experience design as core to their businesses. But the competition for this limited pool of talent will only intensify. London-born Escape the City targets disaffected design talent seeking to avoid corporate cubicles and matches them to more nimble, “cool,” startups. To lure the best talent, companies need to rethink their hierarchical organizations to support human-centered design and lean user experience methods.

■ Identify mobile moments. Mobile moments are a point in time and space when someone pulls out a mobile device to get what they want in their immediate context.23 To uncover these moments, use ethnographic research, journey mapping, site traffic, and co-creation workshops to uncover these opportunities. Begin by analyzing which customers are reaching for a mobile device and why. Document their goals, their tasks, and whether they are walking, driving, eating, or waiting for the bus when they reach for their preferred device. Look for data or services that could simplify their lives in these moments; the simpler, the better.

■ Map the ecosystem and do a mobile bright-spot analysis. Don’t stop at journey mapping; once you know what your customers’ motivations are, bring technical experts into the discussion to identify the back-end systems and the new systems of engagement you may need. Use existing mobile initiatives in your organization to evaluate whether your technology platforms are ready to support the mobile moments, whether customer-facing processes are aligned for engagement, and whether you have the right skills in-house. Partner with IT to do some constraints analysis of your ecosystem. If you don’t have the right skills in-house, consider partnering with an agency.

■ Infuse your privacy policies with context and value to the customer. Privacy is all about context. Provided that their immediate needs are addressed, consumers are willing to exchange information for value. Start by auditing all of your data collection, retention, and use practices and establish an internal data privacy standard that is focused on value for the customer, not data hoarding. And remember: never build “surprises” into your data collection/privacy practices, and give consumers choices for participating in your services.24




suPPleMenTal MaTeRIal

Methodology

Forrester conducted the North American Technographics® Retail Survey, 2013. an online survey fielded in April 2013 of 4,597 US individuals ages 18 to 88. For results based on a randomly chosen sample of this size (N = 4,597), there is 95% confidence that the results have a statistical precision of plus or minus 1.5% of what they would be if the entire population of US online individuals ages 18 and older had been surveyed. Forrester weighted the data by age, gender, income, broadband adoption, and region to demographically represent the adult US online population. The survey sample size, when weighted, was 4,595. (Note: Weighted sample sizes can be different from the actual number of respondents to account for individuals generally underrepresented in online panels.) Please note that this was an online survey. Respondents who participate in online surveys have in general more experience with the Internet and feel more comfortable transacting online.

enDnOTes1 Over the past year or so, major airlines have started to make a lot more noise about the value of

personalizing the passenger experience. The likes of Alaska Airlines, British Airways, Delta Air Lines, Emirates, Iberia, and KLM have already armed their cabin crews with tablets and other handheld devices to ensure they are informed of passenger preferences and well equipped to push ancillary sales. Source: Ryan Ghee, “Top 5 In-Flight Trends To Look Out For In 2014,” Future Travel Experience, January 7, 2014 (http://www.futuretravelexperience.com/2014/01/top-5-flight-trends-look-2014/).

2 Unique customer identifiers, along with profile information (name, contact information, etc.), preferences, and settings, constitute the data needed to successfully recognize customers as they move across touchpoints — online and offline. Neiman Marcus’ NM Service app provides sales associates access to customer sizing info, preferences, and a history of their online and offline purchases as soon as customers enter the store. See the September 19, 2013, “Build Seamless Experiences Now” report.

3 In cities such as Beijing and London, where dense real estate doesn’t allow for extensive car lots, Audi has created Audi City “virtual dealerships” that let customers visualize and personalize their model of Audi using interactive and tactile displays. Sample materials such as paint colors and interior fabrics have sensors that, when placed on a display, get added to the configurator; notably, the software that runs the configurator is the same software that runs Audi’s manufacturing systems, so every detail of the car is accurate. When the customer leaves the dealership, he or she is given a USB drive shaped like an Audi key with the saved configuration so the customer can reference it at home or back in the dealership. This attention to detail and combination of tactile and virtual experiences has helped increase sales — Audi City London was among the top-five highest selling Audi dealerships in the UK in 2012, and Audi plans to open additional showrooms in 2013. See the October 17, 2013, “There Is No Internet Of Things — Yet” report.

4 Poland’s mBank launched a revolutionary new online banking platform on June 4, 2013. The new platform delivers a new generation of digital banking, with a mix of customer-centric interfaces, advanced and






integrated money management features, quick search, gamification, real-time customer relationship management (CRM), merchant-funded rewards, Facebook integration, and video banking. See the November 12, 2013, “Case Study: mBank Builds A Next-Generation Online Banking Experience” report.

5 Source: Phil Davies, “Passengers Left Stranded By easyJet Computer Glitch,” Travel Weekly, October 16, 2013 (http://www.travelweekly.co.uk/Articles/2013/10/16/45647/passengers+left+stranded+by+easyjet+computer+glitch.html).

6 Source: Bob Buffone, “Coke, SodaStream & The 13 Websites That Crashed During Super Bowl 2013,” Yotta’s Site Performance And Optimization Blog, February 4, 2013 (http://www.yottaa.com/blog/bid/265815/Coke-SodaStream-the-13-Websites-That-Crashed-During-Super-Bowl-2013).

7 Source: The Associated Press, “Experts: Target Credit Card Hackers Will Be Tough To Track Down,” The Dallas Morning News, January 22, 2014 (http://www.dallasnews.com/business/retail/20140122-experts-target-credit-card-hackers-will-be-tough-to-track-down.ece).

8 Source: Maria Halkias, “Neiman Marcus breach affected up to 1.1 million cards,” The Dallas Morning News, January 23, 2014 (http://www.dallasnews.com/business/retail/20140123-neiman-marcus-breach-affected-up-to-1.1-million-cards.ece).

9 Google lost a bid for a rehearing before a federal appeals court that said the operator of the world’s most-used search engine must face claims that its Street View program violated federal wiretap law. Source: Joel Rosenblatt, “Google Loses Bid For Wiretap Suit Appeals Court Rehearing,” Bloomberg Businessweek, December 28, 2013 (http://www.bloomberg.com/news/2013-12-27/google-wins-appeals-court-ruling-dismissing-wiretap-lawsuit.html).

10 Already, some European vendors have been successfully winning enterprise customers because they host data in the EU rather than the US. Forrester estimates that the total cost of revelations about the Prism project to the US cloud computing industry alone could reach $180 million. See the December 19, 2013,

“The New Privacy: It’s All About Context” report.

11 Source: “John Maeda Leaves Rhode Island School Of Design For Venture Capital Firm And eBay,” Dezeen Magazine, December 9, 2013 (http://www.dezeen.com/2013/12/09/john-maeda-leaving-risd/).

12 Source: Ari Grant and Kang Zhang, “Airlock - Facebook’s Mobile A/B Testing Framework,” Facebook Engineering Blog, January, 2014 (http://code.facebook.com/posts/520580318041111/airlock-facebook-s-mobile-a-b-testing-framework/).

13 Source: “Thinking Outside the Box: Aaron Levie’s 4 Keys To Dominating Enterprise Software,” OpenView Labs, January 10, 2014 (http://labs.openviewpartners.com/enterprise-software-growth-strategy-box-aaron-levie/).

14 Source: Steve Rosenbush, “The Morning Download: Avon Pulls The Plug On $125 Million Project Base On SAP,” The Wall Street Journal: CIO Journal, December 11, 2013 (http://blogs.wsj.com/cio/2013/12/11/the-morning-download-3/?KEYWORDS=avon+125+million+SAP).

15 Your customer is experiencing a mobile mind shift: the expectation that she can get what she wants in her immediate context and moments of need. As a result, mobile is central to customer experience (CX). To






master these moments, use the IDEA cycle: identify the mobile moments and context; design the mobile interaction; engineer your platforms, processes, and people for mobile interactions; and analyze results to monitor performance and optimize outcomes. See the January 24, 2014, “Mobile Moments Transform Customer Experience” report.

16 The emergence of powerful mobile devices, connected sensors, and open application programming interfaces (APIs) makes it possible to deliver a new type of customer experience known as proactive experiences. These experiences change the way customers relate to and engage with services by closing the gap between problem and solution, integrating siloed information and services, and personalizing experiences based on context. See the November 20, 2013, “Anticipate Your Customer’s Next Move With Proactive Experiences” report.

17 Source: Dan Saffer, Microinteractions: Designing with Details, O’Reilly, 2013.

18 Source: Forrester Research Mobile And Tablet Commerce Forecast, 2013 To 2018 (EU-7).

19 Too many marketing leaders still lump tablets and smartphones in the same mobile bucket. That’s a mistake. Why? Because tablets are not primarily mobile devices. Instead, they are mostly used within the home. Marketing leaders who conflate the two risk dissatisfying their best customers and missing opportunities to engage when customers discover and explore their products. See the May 22, 2013, “Don’t Confuse Tablet And Mobile Marketing” report.

20 Source: MG Siegler, “The Latest Crazy Instagram Stats: 150 million photos, 15 per second, 80% Filtered,” TechCrunch, August 3, 2011 (http://techcrunch.com/2011/08/03/instagram-150-million/).

21 Source: Kurt Wagner, “Facebook Has a Quarter Of A Trillion User Photos,” Mashable, September 17, 2013 (http://mashable.com/2013/09/16/facebook-photo-uploads/).

22 Source: Library of Congress (http://www.loc.gov/rr/print/).

23 The mobile mind shift is the expectation that your customer can get what she wants in her immediate context and moments of need. This shift means the battle for your customer’s attention will be waged in mobile moments — any time she pulls out a mobile device. See the January 24, 2014, “Re-Engineer Your Business For Mobile Moments” report.

24 But in the age of smartphones and sensors, privacy is not only possible, it’s essential for building trust, the foundational currency of social, mobile, and local services. Context is key: Businesses crave insight into the context in which consumers are using their products, and consumers want businesses to deliver contextually relevant services. See the December 19, 2013, “The New Privacy: It’s All About Context” report.










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