jahiaone 2015 - gartner keynote on uxp by gene phifer
TRANSCRIPT
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Gene Phifer@gphifer
Facebook.com/gene.phifer
Linkedin.com/in/genephifer
Creating Business Value Through Exceptional Customer Experiences
By 2017, more than half of consumer product and service R&D investments will be redirected to customer experience innovations.
Consider …
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How Will Customer Engagement Accelerate in a world of People, Business and Things?
How Will Customer Engagement Accelerate in a world of People, Business and Things?
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Print Your Cosmetics
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Check Your Blood Glucose
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Ride in Your Car
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Order Laundry Detergent
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Business Moment
TRANSIENT OPPORTUNITIES
EXPLOITEDDYNAMICALLY
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Design Specification for a Digital Business
Customer Engagement1
Digital Product and Service Innovation
3
Security and Risk2
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Does Your Organization Sell Products or Experiences?
The Experience Economy:
Shift From Products to Experiences
Commodity1 cent to 2 cents a cup
Goods5 cents to 25 cents a cup
Experience$2 to $5 a cup
89% of retailers plan to compete on CX in the near future — NRF 2015
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Those Most Often Seen as Having the Best Customer Experience
Disney Apple
Legoland
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What Is Customer Experience?
"The customer's perceptions and related feelings caused by the one-off and cumulative effect of interactions with an enterprise's employees, channels, systems, or products."
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"Which 5 technology enabled capabilities will be the most important areas of investment to improve your business over the next 5 years?"
CEO Survey 2015Top Technology Investments, Next 5 Years
Customer experience management (CEM)
Digital marketing
Business analytics
Cloud-based business
Data science/big data
Digital products and services
Smart/intelligent processes
Supply chain optimization and traceability
Sustainability
Internet of Things/sensor networks
Product cost analytics
Social engagement (externally)
Enterprise mobility
Enhanced business reporting
M-commerce
37%
32%
28%
27%
24%
23%
22%
20%
20%
19%
19%
18%
18%
16%
15%Axis Title
Axis Title
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Sample of CCOs, VPs, Directors and Heads of Customer Experience
InsuranceAllstateCigna
Travelers
Liverpool Victoria
Prudential
USAA
Progressive
Banking
Standard Bank of South Africa
Huntington National Bank
Kiwibank
Tesco Bank
TD Ameritrade
Bank of America
Credit Suisse Group
Keycorp
Lloyds Bank
First Horizon National
OCBC Bank
Nationwide Building Society
National Australia Bank
JPMorgan Chase & Co.
American Express
Royal Bank of Canada
Royal Bank of Scotland
Fidelity
HSBC
first direct
Citigroup
Barclays
Capital One
Wells Fargo
Univest
Westpac
Volkswagen Credit
Union Bank
Comms. and Media
Global Crossing
Orange
Sprint
Time Warner Cable
Verizon Partner Solutions
Virgin Mobile Canada
Yahoo
Bell CanadaAT&T
Comcast
Telstra
T-Mobile UK
Vodafone
Telefónica
Virgin Media
TalkTalk
BT
KPN
Turk Telekom
Telus
Nextel Communications
SingTel Optus
Xohm
Telecom New Zealand
O2
DIRECTV
Charter Communications
Travel and Hospitality
Alaska Airlines
American Airlines
Air Canada
Hotels.com
Travelocity
United Airlines
AAA Northern California
thetrainline.com
Eurostar
Wyndham Hotels and Resorts
Starwood Hotels and Resorts
Marriott Hotels
Hertz
Orbitz
OthersCerner
Chrysler
Coca-Cola Enterprises
Fiat
Philips Electronics
FedEx
Thomson Reuters
LexisNexis
Department for Work and Pensions
McKesson
Porsche
DHL
Centrica
Merck
E.ON
Shell
Pfizer
Northeast Utilities
Retail
Walmart
John Lewis Partnership
Sears
Jessops
Sierra Trading Post
Marks & Spencer
Gap
Barnes & NobleBest BuyDenny's
Wendy's1-800-Flowers.com
Amazon
Walgreens
High Tech.
Dell
Océ
Sun MicrosystemsSymantec
HP
Polycom
Orange Business Services
Vertex Business Services
SAP
CSC
Sage (U.K.)
HP Spain
Pitney Bowes Business Insight
Intuit
Roxio
Epson
Xerox
Logitech
BMC Software Autodesk
Reporting relationship
15% to CMO
30% to business unit
30% to customer svc.
25% to CEO
Source: SynGro
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The Impact of Customer Experience on Brand Equity
• Customer experience drives brand equity:- Positive or negative- Perception is reality- Must support:• Value• Differentiation• Relevance• Esteem
• Brand equity:- Drives loyalty- Drives new customers to you- Retains existing customers- Increases spend
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Customer Experience Versus User Experience
1. Customer Experience:a. Customer's perceptions and related feelings caused by the
one-off and cumulative effect of interactions with a supplier's employees, channels, systems or products
b. The sum of all customer interactions
c. Online and offline
d. Can generate tremendous brand value
2. User Experience:a. The subset of customer experience that comes from direct
interaction when a person uses a specific product or service
b. Generally, but not always, applied to technology solutions
c. Aka, digital experience
d. All about usability and user-centered design
UX
CX
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Consumerization Drives Expectations: User Experience Is Now a Design Time Imperative
• User expectations:- Powerful and flexible, yet simple
- The new benchmark for design
• New devices — driven by the Internet of Things
• New UX paradigms — voice, motion, eye movement, wearable devices
• It's not traditional stuff:- New methodologies
- New tools
- The right skill set
- Third-party assistance
- Imbedded in the process, starting at design time
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Customer Experience Maturity Model
Initial Developing Defined Managed Optimizing
Culture Change
Profit Parity
Execs. Engaged
VoC Validated
Fragmented Focus
45%
30%
20%
4%
1%"Staying on Top""Getting Started" “Borrowing Ideas"
1 2 3
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CX: From the Last Best Experience to the Best Next Experience
• Show personality in interactions
• Differentiate themselves by the kinds of interactions provided
• Capture novel, but relevant contexts
• Capture of novel, but relevant events and moments
• Ability to precisely target needs and wants
• Capture all the data collected through interactions
• Measure-Investigate-Prioritize (Phil Klaus)
• Develop a digital humanist manifesto:- Put people at the center
- Embrace unpredictability
- Respect personal space
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Value-Driven, User-Centered Design Process
Best Practice Methodology:
• User-centered process
• Continuous improvement
• Based on objective dataabout user behavior
• Guided by design patterns
• Implements key scenarios
• Tied to measurable outcomes
• Obtained by instrumentation and analytics
• Result in business value
Observe Define
Refine Build
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Orchestrate the Customer Journey via Journey Maps
Source: Lono Creative
• Map your customer and their journey, not your company and its processes.
• Include all channels.
• Lead the customer by the pinkie, not by the nose.
• Answer these:- Where am I relevant?
- Where am I irrelevant?
- Where can I be made relevant?
- Where do I want the customer to end up?
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Deliver a Consistent, Orchestrated Cross-channel Experience
Source: Adobe
• AKA Omnichannel
• Seamless interaction and integration
• Think beyond your brand, processes, products and channels
• Supporting tools and technologies are generation one
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Beyond Mobile: Develop a Multichannel, Multidevice Strategy
• Build for Multichannel:- Online and Offline
• Build for Multidevice:- Mobile First/Touch First
- Responsive Design
• Build for Agility:- RESTful APIs
• But Don't Sacrifice Functionality:- Rich Versus Reach
- Leverage Device Capabilities
• And Plan for the Future
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Maintain a 360 Degree View of Your Customer, but Don't Be Creepy
• Capture every interaction from every touchpoint• Maintain a customer master record, perhaps via
master data management• Use analytics to mine for trends and insights:
- Correlate across information silos
- Tie to customer's relationships and peer sets
- Capture not only historical data but also WIP
• Instill expected data privacy:- Adhere to regulatory requirements
- Avoid the "creepiness factor"
- Offer opt-in
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Target Customers and Audience Segments With Contextual Experiences
• Content is no longer king — content in context is king
• It's more than content, though:- Features
- Permissions
- Authorization
- Look and feel
• Targeting goes well beyond demographics:- Psychographics
- Buying behavior and trends
- Peer sets/friends
- Device
- Location
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CX Initiative Checklist
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Users Are Unhappy; IT Needs a Different Approach
• Symptom: Web/Portal/Mobile Projects Take Too Long, Cost Too Much and Deliver Too Little
• Root Causes:- IT Cycle Times
- Complex, Expensive Technologies
- Hidden Effort (e.g., Integration)
- Poor User Experience
- Vendor Issues (Cost, Support, Relationship)
- Lack of Governance
- Personal Preference Choices, Politics Between Teams or Departments, or 'Inherited' Technologies, Resulting in Multiple Duplicative Tools and Approaches
- Lack of Skills/Training
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Pragmatic Steps to Drive Customer Experience Within IT
• Foster Customer Experience Culture Inside IT
• Focus on User Experience
• Examine Bimodal IT Approaches
• Architect for Flexibility and Agility:- RESTful APIs
- New Interface Paradigms (E.g., Wearables)
- Internet of Things (or Everything)
• Provide Foundational Infrastructure: - Modern Web Technologies
- Analytics
- Customer Experience Management
- User/Digital/Customer Experience Platforms
Source: Smashing Magazine
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Focus on User Experience• Innovative Technologies
- UX Tools
- Journey Builders
- User Experience Platforms
- Digital Marketing Hubs
• Innovative Approaches- Design Thinking
- Website Optimization
- User Experience Training in Universities
- Chief Customer Officer
• Changes in the Vendor Landscape- Marriage of SIs and Digital Agencies
- Traditional SIs Adding Digital Practices
- ISVs Establishing "Design Studios"
UX101
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The User Experience Platform
Supporting Infrastructure:• App server
• Integration
• Security
• Governance
• Performance
WCM
Social
Integrationand API
Context/Targeting
UCC
Mobile
PortalE-commerce
UXManagement
RichUser
Interface
Search
Analytics
Orchestration
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The Future of the UXP Market
• UXP market just emerged• More players will enter the market, especially from
WCM, MADP and rapid development markets• Many vendors focusing on vertical/narrow
use cases• Technology will continue to evolve:
- Mobile:• Better multichannel/multidevice capabilities
• Better integration between mobile components and rest of suite
- Analytics will undergo revolutionary change- Tooling will shift dramatically toward HTML5/CSS3/JS- Cloud delivery options will increase dramatically- Broader user experience methodologies will be delivered
programmatically- Improvements supporting broad customer journeys
© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Gene Phifer@gphifer
Facebook.com/gene.phifer
Linkedin.com/in/genephifer
Creating Business Value Through Exceptional Customer Experiences