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Making Leaders Successful Every Day

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Forrester Research Report

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Page 1: Forrester research report

Making Leaders Successful

Every Day

Page 2: Forrester research report

Salesforce Data Overview

Forrester Consulting

Andrew Magarie

Associate Consultant

Ben Harris

Consultant

Kate Leggett

Principal Analyst

November 15, 2012 For internal use only

Page 3: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Preamble…

Page 4: Forrester research report

Customer

experience

decision

makers say that

a good

experience is

critical to their

success

Think the

importance of

customer

experience has

risen

Page 5: Forrester research report

Forrester’s Customer Experience Index

Page 6: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Few companies deliver an outstanding customer experience

Source: April 24, 2012, “The State Of Customer Experience, 2012” Forrester report

Page 7: Forrester research report

Customer service managers agree that customer experience is important

Page 8: Forrester research report

Cost

Customer

satisfaction and

loyalty Revenue

Compliance

The customer service leader must balance customer needs with business needs

Page 9: Forrester research report

Take a step back and think about the journey that customers expect to have with a company

Page 10: Forrester research report

www..com

Most of the time this journey is fractured. Why?

Page 11: Forrester research report

www.astutesolutions.com

Most companies are a mess of disconnected technology

Page 12: Forrester research report

Customers want to engage using a variety of communication channels

Page 13: Forrester research report

Realize that online channel usage has grown in the past two years

Page 14: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Companies are not investing in shoring up the foundations of good interactions

Source: “Contact Center Purchase Plans 2011” Forrester report

Page 15: Forrester research report

Agents don't have access to the right information at the right time

Page 16: Forrester research report

Companies cannot tame the knowledge problem

Email

Page 17: Forrester research report

Agents cant easily collaborate

Page 18: Forrester research report

Customer service metrics don’t drive the right behavior

Page 19: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

And the volume of social inquiries and comments overwhelm companies

Page 20: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Companies offer more customer touchpoints than ever before

Page 21: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

SalesForce Data Slides

Page 22: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S1: Profile of respondents: US focus

22

Base: 196 United States Customer Service decision-makers

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

“In which country is your company headquartered?"

Page 23: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S2: Respondents work primarily for large to global companies

23

“Using your best estimate, how many employees work for your firm/organization worldwide?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 24: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S3: Respondents have a fairly even distribution of customer service organization sizes – from small to very large

24

“Using your best estimate, how many customer service agents do you have in your company?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 25: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S4: The survey profiled select industries

25

“Which of the following best describes the industry to which your company belongs?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 26: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S5: Respondents were evenly split between business and IT roles

26

“Which department or group best describes where you currently work? If you work for multiple

groups, please choose the one you work in most frequently”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 27: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S6: Respondents have a direct knowledge of their customer service strategy and operations

27

“Please indicate level of involvement in your organization’s customer service strategy and operations.”

(Select one for each)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 28: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S7: Respondents have mid to senior titles

28

“Which title best describes your position at your organization?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 29: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

S8: Few companies solely outsource their customer service operations

29

“How do you manage your customer service operations today?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 30: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

P1: Respondents work for B2B and B2C companies

30

“Which of the following best describes the audience that your company's products/services are

marketed to?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 31: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

P2: Survey respondents consider themselves technology leaders

31

“How aggressive is your company when it comes to investing in customer service technology?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 32: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

P3: Respondents use a variety of social media channels

32

“Do you use the following social media tools or perform the following social activities on a weekly

basis?" (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 33: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q1: Half or survey respondents have a clear link between company and customer service strategy

33

“What is the relationship between your customer service strategy and your customer experience

strategy?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 34: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q2: Organizations have a balanced scorecard of customer service goals

34

“What are your firm’s three (3) most important customer service goals over the next 12 months?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 35: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q3: Organizations rely on customer sat ratings to declare success with their operations

35

“What are the main measurements of success for your customer service operations?"

(Select your top 5)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 36: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q4: Organizations rely on a balanced scorecard of metrics to measure the success of a customer service interaction

36

“On a scale of 1 to 5, with 5 being the highest priority, what do you consider the key components of

a successful customer service interaction?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 37: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q5 Companies are moving away from viewing their customer service organizations as cost centers

37

“What is the vision of your customer service organization?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 38: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q6: Customer service agents are measured via direct customer feedback and adherence to productivity goals

38

“How are you planning to incentivize and measure your agents to support your vision of your

customer service organization?"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 39: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q7: Operational pain points include managing social inquiries and empowering agents with a single desktop to manage all inquiry types

39

“On a scale of 1 to 5, how proficient do you feel your organization is currently when it comes

to the following business capabilities?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

1%

3%

3%

1%

3%

4%

5%

12%

5%

2%

12%

22%

27%

29%

29%

30%

29%

52%

47%

35%

43%

47%

37%

22%

21%

20%

20%

20%

19%

1%

1%

1%

Standardizing the delivery of customer service across our agent pool

Increasing the productivity and ef f iciency of my customer service organization

Using collaboration tools to quickly connect agents with other agents or subject matter

expert

Locating the right content to answer a customer's question by searching across all

sources of conten

Guiding agents through the right customer service processes

Enabling customers to use multiple communication channels in the course of a

single interaction

Poor1 2 3 4 Excellent5 Don't know/ not applicable

Base: 196 United States Customer Service decision-makers

Page 40: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q7 cont: Operational pain points include managing social inquiries and empowering agents with a single desktop to manage all inquiry types

40

“On a scale of 1 to 5, how proficient do you feel your organization is currently when it comes

to the following business capabilities?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 41: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q8: Agents are not empowered to manage social media inquiries

41

“On a scale of 1 to 5, how proficient do you feel your organization is currently when it comes to

providing the following capabilities to empower your customer service agents?”

Base: 196 United States Customer Service decision-makers

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Page 42: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q9: Agent priorities for improving the customer experience include better productivity and personalization

42

“What are your most important priorities when thinking about improving the experience of

customers as they interact with customer service agents?” (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 43: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q10 Organizations are challenged with people, process and data issues when looking to improve customer experiences

43

“On a scale of 1 to 5, what are your organization's biggest challenges to improving the

overall customer experience delivered by your customer service organization today?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 44: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q10 (cont.) Organizations are challenged with people, process and data issues when looking to improve customer experiences

44

“On a scale of 1 to 5, what are your organization's biggest challenges to improving the

overall customer experience delivered by your customer service organization today?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 45: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q11: A quick resolution time is the driving factor for customer satisfaction

45

“On a scale of 1 to 5, what do you believe impacts your customer satisfaction scores the most?”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 46: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q12 Agents struggle with multiple applications to service customers effectively

46

“Thinking about your customer service technologies that agents use to provide service to

customers, what are the challenges that your customer service agents face?” (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 47: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q12 (cont.) Agents struggle with multiple applications to service customers effectively

47

“Thinking about your customer service technologies that agents use to provide service to

customers, what are the challenges that your customer service agents face?” (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 48: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q13 Managers are not empowered with the right strategic technologies to gain insight about their customer interactions

48

“Thinking about your customer service technologies that agents use to provide service to customers,

what are the challenges that your customer service managers face?” (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 49: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q14 Organizations report a correlation between improved agent experiences and better customer satisfaction outcomes

49

“Complete the following statement in the way that best describes your ability to correlate an

improved agent experience to better customer satisfaction:

We can correlate a good agent experience to good customer satisfaction ratings...”

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 50: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q15: Technology implementation challenges focus on cost, integration complexity, and organizational resistance to change

50

“What challenges did you face during your technology implementations?" (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 51: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q16: Organizations balance cost and customer experience initiatives

51

“In the next 12-24 months, when planning to invest to improve your customer service capabilities,

what business benefits do you hope to achieve?” (Please rank your top 3 where 1 is most

important and 3 is third most important)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 52: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q17: Agent toolset priorities focus on efficiency, productivity and personalization

52

“Thinking about your priorities for improvements in your customer service agent toolset that you

would like to see made, what are the 3 most important priorities?” (please pick and rank your top 3

improvements from 1(most important) to 3 (third most important))

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 53: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q18: Tactical priorities for improving customer service capabilities revolve around knowledge and multichannel service

53

“Thinking about your tactical priorities for improving your current customer service capabilities,

what are the 3 most important priorities?” (Please rank your top three where 1 is most important

and 3 is third most important)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 54: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

IT priorities for new technologies focus on integrate-ability, scalability and performance

54

“When choosing new technologies to implement in customer service organization, what are the 3 most

important priorities from an IT perspective?” (Please rank your top three where 1 is most important and 3 is

third most important)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 55: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q20: Companies plan a broad set of customer service technology investments

55

What are your firm's plans to implement or expand the use of these technologies in the next 12 months?

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 56: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q20 (cont.) Companies plan a broad set of customer service technology investments

56

What are your firm's plans to implement or expand the use of these technologies in the next 12 months?

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 57: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q21 Organizations face cost, budget and process barriers which prevent them from optimizing their technology investments

57

“Which of the following barriers, if any, prevent your organization from making better use of

technology to improve your customer service capabilities?” (Select all that apply)

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers

Page 58: Forrester research report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Q22 Companies face a balanced scorecard of risks if new technologies are not adopted

58

“What are the perceived risks of not adopting new technology in your customer service

organization? (Select all that apply)"

Source: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012

Base: 196 United States Customer Service decision-makers