Making Leaders SuccessfulEvery Day
Salesforce Data OverviewForrester ConsultingAndrew MagarieAssociate ConsultantBen HarrisConsultantKate LeggettPrincipal An...
Preamble…© 2012 Forrester Research, Inc. Reproduction Prohibited
Customerexperiencedecisionmakers say thata goodexperience iscritical to theirsuccess      Think the importance of      cus...
Forrester’s Customer Experience Index
Few companies deliver an outstanding customerexperience  Source: April 24, 2012, “The State Of Customer Experience, 2012” ...
Customer service managers agree that customerexperience is important
The customer service leader must balance customerneeds with business needs                                       Cost     ...
Take a step back and think about the journey thatcustomers expect to have with a company
Most of the time this journey is fractured. Why?                                               www..com
Most companies are a mess of disconnected technology                                           www.astutesolutions.com
Customers want to engage using a variety ofcommunication channels
Realize that online channel usage has grown in the pasttwo years
Companies are not investing in shoring up the foundationsof good interactions  Source: “Contact Center Purchase Plans 2011...
Agents dont have access to the right information at theright time
Companies cannot tame the knowledge problem       Email
Agents cant easily collaborate
Customer service metrics don’t drive the right behavior
And the volume of social inquiries and commentsoverwhelm companies   © 2012 Forrester Research, Inc. Reproduction Prohibited
Companies offer more customer touchpoints than everbefore   © 2012 Forrester Research, Inc. Reproduction Prohibited
SalesForce Data Slides© 2012 Forrester Research, Inc. Reproduction Prohibited
S1: Profile of respondents: US focus                                                   “In which country is your company h...
S2: Respondents work primarily for large to global companies                   “Using your best estimate, how many employe...
S3: Respondents have a fairly even distribution of customer service    organization sizes – from small to very large      ...
S4: The survey profiled select industries                         “Which of the following best describes the industry to w...
S5: Respondents were evenly split between business and IT roles                  “Which department or group best describes...
S6: Respondents have a direct knowledge of their customer service    strategy and operations          “Please indicate lev...
S7: Respondents have mid to senior titles                                            “Which title best describes your posi...
S8: Few companies solely outsource their customer service    operations                                            “How do...
P1: Respondents work for B2B and B2C companies                  “Which of the following best describes the audience that y...
P2: Survey respondents consider themselves technology leaders                 “How aggressive is your company when it come...
P3: Respondents use a variety of social media channels                “Do you use the following social media tools or perf...
Q1: Half or survey respondents have a clear link between company    and customer service strategy                 “What is...
Q2: Organizations have a balanced scorecard of customer service    goals               “What are your firm’s three (3) mos...
Q3: Organizations rely on customer sat ratings to declare success    with their operations                    “What are th...
Q4: Organizations rely on a balanced scorecard of metrics to    measure the success of a customer service interaction     ...
Q5 Companies are moving away from viewing their customer    service organizations as cost centers                         ...
Q6: Customer service agents are measured via direct customer    feedback and adherence to productivity goals              ...
Q7: Operational pain points include managing social inquiries and    empowering agents with a single desktop to manage all...
Q7 cont: Operational pain points include managing social inquiries and empowering agents with a single desktop to manage a...
Q8: Agents are not empowered to manage social media inquiries                  “On a scale of 1 to 5, how proficient do yo...
Q9: Agent priorities for improving the customer experience include    better productivity and personalization             ...
Q10 Organizations are challenged with people, process and data issues when looking to improve customer experiences        ...
Q10 (cont.) Organizations are challenged with people, process and data issues when looking to improve customer experiences...
Q11: A quick resolution time is the driving factor for customer satisfaction                   “On a scale of 1 to 5, what...
Q12 Agents struggle with multiple applications to service    customers effectively                   “Thinking about your ...
Q12 (cont.) Agents struggle with multiple applications to service customers effectively                   “Thinking about ...
Q13 Managers are not empowered with the right strategic    technologies to gain insight about their customer interactions ...
Q14 Organizations report a correlation between improved agent   experiences and better customer satisfaction outcomes     ...
Q15: Technology implementation challenges focus on cost,    integration complexity, and organizational resistance to chang...
Q16: Organizations balance cost and customer experience   initiatives                “In the next 12-24 months, when plann...
Q17: Agent toolset priorities focus on efficiency, productivity and   personalization               “Thinking about your p...
Q18: Tactical priorities for improving customer service capabilities   revolve around knowledge and multichannel service  ...
IT priorities for new technologies focus on integrate-ability,   scalability and performance          “When choosing new t...
Q20: Companies plan a broad set of customer service technology investments              What are your firms plans to imple...
Q20 (cont.) Companies plan a broad set of customer service    technology investments              What are your firms plan...
Q21 Organizations face cost, budget and process barriers which prevent them from optimizing their technology investments  ...
Q22 Companies face a balanced scorecard of risks if new    technologies are not adopted                         “What are ...
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Forrester research report

  1. 1. Making Leaders SuccessfulEvery Day
  2. 2. Salesforce Data OverviewForrester ConsultingAndrew MagarieAssociate ConsultantBen HarrisConsultantKate LeggettPrincipal AnalystNovember 15, 2012 For internal use only
  3. 3. Preamble…© 2012 Forrester Research, Inc. Reproduction Prohibited
  4. 4. Customerexperiencedecisionmakers say thata goodexperience iscritical to theirsuccess Think the importance of customerexperience has risen
  5. 5. Forrester’s Customer Experience Index
  6. 6. Few companies deliver an outstanding customerexperience Source: April 24, 2012, “The State Of Customer Experience, 2012” Forrester report © 2012 Forrester Research, Inc. Reproduction Prohibited
  7. 7. Customer service managers agree that customerexperience is important
  8. 8. The customer service leader must balance customerneeds with business needs Cost Customer satisfaction and Compliance loyalty Revenue
  9. 9. Take a step back and think about the journey thatcustomers expect to have with a company
  10. 10. Most of the time this journey is fractured. Why? www..com
  11. 11. Most companies are a mess of disconnected technology www.astutesolutions.com
  12. 12. Customers want to engage using a variety ofcommunication channels
  13. 13. Realize that online channel usage has grown in the pasttwo years
  14. 14. Companies are not investing in shoring up the foundationsof good interactions Source: “Contact Center Purchase Plans 2011” Forrester report © 2012 Forrester Research, Inc. Reproduction Prohibited
  15. 15. Agents dont have access to the right information at theright time
  16. 16. Companies cannot tame the knowledge problem Email
  17. 17. Agents cant easily collaborate
  18. 18. Customer service metrics don’t drive the right behavior
  19. 19. And the volume of social inquiries and commentsoverwhelm companies © 2012 Forrester Research, Inc. Reproduction Prohibited
  20. 20. Companies offer more customer touchpoints than everbefore © 2012 Forrester Research, Inc. Reproduction Prohibited
  21. 21. SalesForce Data Slides© 2012 Forrester Research, Inc. Reproduction Prohibited
  22. 22. S1: Profile of respondents: US focus “In which country is your company headquartered?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 22
  23. 23. S2: Respondents work primarily for large to global companies “Using your best estimate, how many employees work for your firm/organization worldwide?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 23
  24. 24. S3: Respondents have a fairly even distribution of customer service organization sizes – from small to very large “Using your best estimate, how many customer service agents do you have in your company?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 24
  25. 25. S4: The survey profiled select industries “Which of the following best describes the industry to which your company belongs?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 25
  26. 26. S5: Respondents were evenly split between business and IT roles “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” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 26
  27. 27. S6: Respondents have a direct knowledge of their customer service strategy and operations “Please indicate level of involvement in your organization’s customer service strategy and operations.” (Select one for each) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 27
  28. 28. S7: Respondents have mid to senior titles “Which title best describes your position at your organization?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 28
  29. 29. S8: Few companies solely outsource their customer service operations “How do you manage your customer service operations today?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 29
  30. 30. P1: Respondents work for B2B and B2C companies “Which of the following best describes the audience that your companys products/services are marketed to?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 30
  31. 31. P2: Survey respondents consider themselves technology leaders “How aggressive is your company when it comes to investing in customer service technology?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 31
  32. 32. P3: Respondents use a variety of social media channels “Do you use the following social media tools or perform the following social activities on a weekly basis?" (Select all that apply) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 32
  33. 33. Q1: Half or survey respondents have a clear link between company and customer service strategy “What is the relationship between your customer service strategy and your customer experience strategy?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 33
  34. 34. Q2: Organizations have a balanced scorecard of customer service goals “What are your firm’s three (3) most important customer service goals over the next 12 months?” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 34
  35. 35. Q3: Organizations rely on customer sat ratings to declare success with their operations “What are the main measurements of success for your customer service operations?" (Select your top 5) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 35
  36. 36. Q4: Organizations rely on a balanced scorecard of metrics to measure the success of a customer service interaction “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?” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 36
  37. 37. Q5 Companies are moving away from viewing their customer service organizations as cost centers “What is the vision of your customer service organization?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 37
  38. 38. Q6: Customer service agents are measured via direct customer feedback and adherence to productivity goals “How are you planning to incentivize and measure your agents to support your vision of your customer service organization?" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 38
  39. 39. Q7: Operational pain points include managing social inquiries and empowering agents with a single desktop to manage all inquiry types “On a scale of 1 to 5, how proficient do you feel your organization is currently when it comes to the following business capabilities?” Poor1 2 3 4 Excellent5 Dont know/ not applicable Standardizing the delivery of customer service across our agent pool 4% 22% 52% 22% Increasing the productivity and ef f iciency of my customer service organization 1%5% 27% 47% 21% Using collaboration tools to quickly connect agents with other agents or subject matter 3% 12% 29% 35% 20% 1% expert Locating the right content to answer a customers question by searching across all 3%5% 29% 43% 20% 1% sources of conten Guiding agents through the right customer service processes 1% 2% 30% 47% 20% Enabling customers to use multiple communication channels in the course of a 3% 12% 29% 37% 19% 1% single interaction Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 39
  40. 40. Q7 cont: Operational pain points include managing social inquiries and empowering agents with a single desktop to manage all inquiry types “On a scale of 1 to 5, how proficient do you feel your organization is currently when it comes to the following business capabilities?” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 40
  41. 41. Q8: Agents are not empowered to manage social media inquiries “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-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 41
  42. 42. Q9: Agent priorities for improving the customer experience include better productivity and personalization “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 42
  43. 43. Q10 Organizations are challenged with people, process and data issues when looking to improve customer experiences “On a scale of 1 to 5, what are your organizations biggest challenges to improving the overall customer experience delivered by your customer service organization today?” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 43
  44. 44. Q10 (cont.) Organizations are challenged with people, process and data issues when looking to improve customer experiences “On a scale of 1 to 5, what are your organizations biggest challenges to improving the overall customer experience delivered by your customer service organization today?” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 44
  45. 45. Q11: A quick resolution time is the driving factor for customer satisfaction “On a scale of 1 to 5, what do you believe impacts your customer satisfaction scores the most?” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 45
  46. 46. Q12 Agents struggle with multiple applications to service customers effectively “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 46
  47. 47. Q12 (cont.) Agents struggle with multiple applications to service customers effectively “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 47
  48. 48. Q13 Managers are not empowered with the right strategic technologies to gain insight about their customer interactions “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 48
  49. 49. Q14 Organizations report a correlation between improved agent experiences and better customer satisfaction outcomes “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...” Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 49
  50. 50. Q15: Technology implementation challenges focus on cost, integration complexity, and organizational resistance to change “What challenges did you face during your technology implementations?" (Select all that apply) Base: 196 United States Customer Service decision-makersSource: AForrester Research, Inc. Reproduction Prohibited Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 commissioned study conducted by 50
  51. 51. Q16: Organizations balance cost and customer experience initiatives “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 51
  52. 52. Q17: Agent toolset priorities focus on efficiency, productivity and personalization “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)) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 52
  53. 53. Q18: Tactical priorities for improving customer service capabilities revolve around knowledge and multichannel service “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 53
  54. 54. IT priorities for new technologies focus on integrate-ability, scalability and performance “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) Base: 196 United States Customer Service decision-makersSource: AForrester Research, Inc. Reproduction Prohibited Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 commissioned study conducted by 54
  55. 55. Q20: Companies plan a broad set of customer service technology investments What are your firms plans to implement or expand the use of these technologies in the next 12 months? Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 55
  56. 56. Q20 (cont.) Companies plan a broad set of customer service technology investments What are your firms plans to implement or expand the use of these technologies in the next 12 months? Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 56
  57. 57. Q21 Organizations face cost, budget and process barriers which prevent them from optimizing their technology investments “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) Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 57
  58. 58. Q22 Companies face a balanced scorecard of risks if new technologies are not adopted “What are the perceived risks of not adopting new technology in your customer service organization? (Select all that apply)" Base: 196 United States Customer Service decision-makersSource: A commissioned study conducted by Forrester Consulting on behalf of salesforce.com, July 2012 © 2012 Forrester Research, Inc. Reproduction Prohibited 58
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